>>Hello. Welcome back to the cubes coverage here live in San Francisco, California. I'm John furrier, host of the cubes cube coverage of AWS summit 2022 here in San Francisco, where all the developers are the bay air at Silicon valley. And of course, eights summit in New York city is coming up in this summer. We'll be there as well. SF and NYC cube coverage. Look for us, of course, reinforcing Boston and re Mars with the whole robotics AI thing, all coming together. Lots of coverage. Stay with us. Say we've got a great guest from Deibel VC. John Skoda, founding partner, entrepreneurial venture is a venture firm. Your next act, welcome to the cube. Good to see you. >>Good to see you, Matt. I feel like it's been forever since we've been able to do something in person. Well, >>I'm glad you're here because we run into each other all the time. We've known each other for over a decade. Um, >>It's been at least 10 years, at >>Least 10 years more, and we don't wanna actually go back as freeze back the old school web 1.0 days. But anyway, we're in web three now. So we'll get to that in >>It's a little bit of a throwback to the path though, in my opinion, >>It's all the same. It's all distributed computing and software. We ran each other in Cuban. You're investing in a lot of tech startup founders. Okay. This next level, next gen entrepreneurs have a new makeup and it's software. It's hardcore tech in some cases, not hardcore tech, but using software, take old something old and make it better new, faster. So tell us about decibel. What's the firm. I know you're the founder, uh, which is cool. What's going on. Explain >>What you're doing. I mean, you remember I'm a recovering entrepreneur, right? So of course I, I, >>No, you're never recovering. You're always entrepreneur >>Always, but we are also always recovering. So I, um, sort of my was company when I was 24, if you remember before there was Facebook and friends, there was instant messaging. People were using that product at work every day, they were creating a security vulnerability between their network and the outside world. So I plugged that hole and built an instant messaging firewall. It was my first company. The company was called IM logic and we were required by Symantec. Uh, then spent 12 years investing in the next generation of software companies, uh, early investor in open source companies and cloud companies and spent a really wonderful 12 years, uh, at a firm called NEA. So I, I feel like my whole life I've been either starting enterprise software companies or helping founders start enterprise software C is, and I'll tell you, there's never been a better time than right now to start an enterprise software company. >>So, uh, the passion for starting a new firm was really a recognition that founders today that are starting an enterprise software company, they, they tend to be, as you said, a more technical founder, right? Usually it's a software engineer or builder. Uh, they are building products that are serving a slightly different market than what we've traditionally seen in enterprise software. Right? I think traditionally we've seen it buyers or CIOs that have agendas and strategies, which, you know, purchase software that is traditionally bought and sold tops down. But you know, today I think the most successful enterprise software companies are the ones that are built more bottoms up and have more technical early adopters. And generally speaking, they're free to use. They're free to try. They're very commonly community. So source or open source companies where you have a large technical cook community that's supporting them. So there's a, there's kind of a new normal now I think in great enterprise software. And it starts with great technical founders with great products and great bottoms of motions. And I think there's no better place to, uh, service those people than in the cloud and uh, in, in your community. >>Well, first of all, congratulations, and by the way, you got a great pedigree and great grow, super smart admire of your work and your, and, and your founding, but let's face it. Enterprise is hot because digital transformation is all companies there's no, I mean, consumer is enterprise now everything is what was once a niche. No, I won't say niche category, but you know, not for the faint of heart, you, you know, investors, >>You know, it's so funny that you say that enterprise is hot because you, and I feel that way now. But remember, like right now, there's also a giant tech and VC conference in Miami <laugh> and it's covering cryptocurrencies and FCS and web three. So I think beauty is definitely in the eye of the beholder <laugh> but no, I, I will tell you, >>Ts is one big enterprise, cuz you gotta have imutability you got performance issues. You have, I IOPS issues. Well, >>And, and I think all of us here that are, uh, may maybe students of history and have been involved in open source in the cloud would say that we're, you know, much of what we're doing is, uh, the predecessors of the web web three movement. And many of us I think are contributors to the web three. >>The hype is definitely one, three. You >>Yeah, but, >>But you know, for >>Sure. Yeah, no, but now you're taking us further east to Miami. So, uh, you know, look, I think, I, I think, um, what is unquestioned with the case now? And maybe it's, it's more obvious the more time you spend in this world is this is the fastest growing part of enterprise software. And if you include cloud infrastructure and caught infrastructure spend, you know, it is by many measures over, uh, 500 billion in growing, you know, 20 to 30% a year. So it it's a, it's a just incredibly fast, >>Well, let's getting, let's get into some of the cultural and the, the shifts that are happening, cuz again, you, you have the luxury of being in enterprise when it was hard, it's getting easier and more cooler. I get at it and more relevant <laugh> but there's also the hype of like the web three, for instance, but you know, for, uh, um, um, the CEO snowflake, okay. Has wrote a book and Dave Valenti and I were talking about it and uh, Frank Luman has says, there's no playbooks. We always ask the CEOs, what's your playbook. And he's like, there's no playbook, situational awareness, always Trump's playbooks. So in the enterprise playbook, oh, higher, a direct sales force and SAS kind of crushed that now SAS is being redefined, right. So what is SAS? Is snowflake a SaaS or is that a platform? So again, new unit economics are emerging, whole new situation, you got web three. So to me there's a cultural shift, the young entrepreneurs, the, uh, user experience, they look at Facebook and say, ah, you know, they own all my data. And you know, we know that that cliche, um, they, you know, the product. So as this next gen, the gen Z and the millennials come in and our customers and the founders, they're looking at things a little bit differently and the Tech's better. >>Yeah. I mean, I mean, I think we can, we can see a lot of commonalities across all successful startups and the overall adoption of technology. Uh, and, and I would tell you, this is all one big, giant revolution. I call it the user driven revolution, right? It's the rise of the user. And you might say product like growth is currently the hottest trend in enterprise software. It's actually user like growth, right. They're one and the same. So sometimes people think the product, uh, is what is driving. >>You just pull the >>Product through. Exactly, exactly. And so that's that I, that I think is really this revolution that you see and it, and it does extend into things like crypto or currencies and web three and, you know, sort of like the control that is taken back by the user. Um, but you know, many would say that, that the origins of this movement maybe started with open source where users were contributors, you know, contributors were users and looking back decades and seeing how, how it fast forward to today. I think that's really the trend that we're all writing and it's enabling these end users. These end users in our world are developers, data engineers, cybersecurity practitioners, right. They're really the users. And they're really the, the beneficiaries and the most, you know, kind of valued people in this. >>I wanna come back to the data engineers in a second, but I wanna make a comment and get your reaction to, I have a, I'm a gen Xer technically. So for not a boomer, but I have some boomer friends who are a little bit older than me who have, you know, experienced the sixties. And I've been saying on the cube for probably about eight years now that we are gonna hit a digital hippie revolution, meaning a rebellion against the sixties was rebellion against the fifties and the man and, you know, summer of love. That was a cultural differentiation from the other one other group, the predecessors. So we're kind of having that digital moment now where it's like, Hey boomers, Hey people, we're not gonna do that anymore. We hate how you organize shit. >>Right. But isn't this just technology. I mean, isn't it, isn't it like there used to be the old adage, like, you know, you would never get fired for buying IBM, but now it's like, you obviously probably would get fired if you bought IBM. And I mean, it, it it's just like the, the, I think >>During the mainframe days, those renegades were breaking into Stanford, starting the home brew club. So what I'm trying to get at is that, do you see the young cultural revolution also, culturally, just, this is my identity NFTs to me speak volumes about my, I wanna associate with NFTs, not single sign. >>Absolutely. And, and I think like, I think you're hitting on something, which is like this convergence of, of, you know, societal trends with technology trends and how that manifests in our world is yes. I think like there is unquestionably almost a religion yeah. Around the way in which a product is built. Right. And we can use open source, one example of that religion. Some people will say, look, I'll just never try a product in the cloud if it's not open source. Yeah. I think cloud, native's another example of that, right? It's either, it's, you know, it either is cloud native or it's not. And I think a lot of people will look at a product and say, look, you know, you were not designed in the cloud era. Therefore I just won't try. I you, and sometimes, um, like it or not, it's a religious decision, right? Yeah. It's some, it's something that people just believe to be true almost without, uh, necessarily caring >>About I data, data drives all decision making. Let me ask you this next question. As a VC. Now you look at pitch, well, you've been a VC for many years, but you also have the founder entrepreneurial mindset, but you can empathize with the founders. You know, hustle is a big part of the, that first founder check, right? You gotta convince someone to part with their ch their money and the first money in which you do a lot of is about believing in the person. So faking it till you make it is hard. Now you, the data's there, you either have it cloud native, you either have the adaption or traction. So honesty is a big part of that pitch. You can't think, oh, >>AB absolutely. You know, there used to be this concept of like the persona of an entrepreneur, right. And the persona of the entrepreneur would be, you know, somebody who was a great salesperson or somebody who tell a great story. And I still think that that's important, right. It still is a human need for people to believe in narratives and stories. Yeah. But having said that you're right. The proof is in the pudding, right. At some point you click download and you try the product and does it, is it gonna, it's gonna do, or it doesn't, or it either stands out to the load test or it doesn't. And so I, I feel like in this new economy that we live in really, it's a shift from maybe the storytellers and the creators to, to the builders, right. The people that know how to build great product. And in some ways the people that can build great product stand out for on the crowd. And they're the ones that can build communities around their products. And, you know, in some ways can, um, you know, kind of own more of the narrative because their products exactly >>The volume back to the user led >>Growth. Exactly. And it's the religion of, I just love your product. Right. And I, I, I, um, Doug song is the founder of Joe security used to say, Hey, like, you know, the, the really like today's world of like consumption based software, like the user is only gonna give you 90 seconds to figure out whether or not you're a company that's easy to do business with. Right. And so you can say, and do all the things that you want about how easy you are to work with. But if the product isn't easy to install, if it's not easy to try, if it's, if the, you know, it's gotta speak >>To the, to the user. But let me ask you a question for the people watching, who are maybe entrepreneurial entre entrepreneurs, um, masterclass here is in session. So I have to ask you, do you prefer, um, an entrepreneur come in and say, look at John. Here's where I'm at. Okay. First of all, storytelling's fine. Whether you're an extrovert or introvert, have your style, sell the story in a way that's authentic, but do you, what do you prefer? Just say, here's where I'm at. Look, I have an idea. Here's my traction. I think here's my MVP prototype. I need help. Or do you wanna just see more stats? What's the, what's the preferred way that you like to see entrepreneurs come in and engage? >>There's tons of different styles, man. I think the single most important thing that every founder should know is that we, we don't invest in what things are today. We invest in what we think something will become. Right. And I think that's why we all get up in the morning and try to build something different, right? It's that we see the world a different way. We want it to be a different way, and we wanna work every single moment of the day to try to make bad vision of reality. So I think the more that you can show people where you want to be, the more likely somebody is gonna align with your vision and, and want to invest in you wanna be along for the ride. So I, I wholeheartedly believe in showing off what you got today, because eventually we all get down to like, where are we and what are we gonna do together? But, um, no, I, you gotta show the path. I think the single most important thing for any founder and VC relationship is that they have the same vision. Uh, if you have the same vision, you can, you can get through bumps in the road, you can get through short term spills. You can all sorts of things in the middle. The journey can happen. Yeah. But it doesn't matter as much. If you share the long term vision, >>Don't flake out and, and be fashionable with the, the latest trends. Cause it's over before you even get >>There. Exactly. I think many people that, that do what we do for a living will say, you know, ultimately the future is relatively easy to predict, but it's the timing that's impossible to predict. So you, you know, you sort of have to balance the, you know, we, we, we know that the world is going this way and therefore we're gonna invest a lot of money to try to make this a reality. Uh, but sometimes it happens in six months. Sometimes it takes six years. Sometimes it takes 16 years. Uh, >>What's the hottest thing in enterprise that you see the biggest wave that people should pay attention to that you're looking at right now with Desel partners, Tebel dot your site. What's the big wave. What's your big >>Wave. There, there's three big trends that we invest in. And they're the, they're the only things we do day in, day out. One is the explosion and open source software. So I think many people think that all software is unquestionably moving to an open source model in some form or another yeah. Tons of reasons to debate whether or not that is gonna happen on AMWA timeline >>Happening forever. >>But, uh, it is, it is accelerating faster than we've ever seen. So I, I think it's, it's one big, massive wave that we continue to ride. Um, second is the rise of data engineering. Uh, I think data engineering is in and of itself now a category of software. It's not just that we store data. It's now we move data and we develop applications. And, uh, I think data is in and of itself as big of a market as any of the other markets that we invest in. Uh, and finally, it's the gift that keeps on giving. I've spent my entire career in it. We still feel that security is a market that is underinvested. It is, it continues to be the place where people need to continue to invest and spend more, more. Yeah. Uh, and those are the three major trends that we >>Run and security, you think we all need a dessert do over, right? I mean, do we need a do over in security or is what's the core problem? I, >>I, I keep using this word underinvested because I think it's the right way to think about the problem. I think if you, I think people generally speaking, look at cybersecurity as an add-on. Yeah. But if you think about it, the whole economy is moving online. And so in, in some ways like security is core to protecting the digital economy. And so it's, it shouldn't be an afterthought, right? It should be core to what everyone is doing. And that's why I think relat to the trillions of dollars that are at stake, uh, I believe the market size for cybersecurity is around 150 billion and it still is a fraction of what >>We're, what we're national security even boom is booming now. So you get the convergence of national security, geopolitics, internet digital that's >>Right. You mean arguably, right. Arguably again, it's the area of the world that people should be spending more time and more money given what to stake. >>I love your thesis. I gotta outta say, I gotta love your firm. Love what you're doing. We're big supporters of your mission. Congratulations on your entrepreneurial venture. And, uh, we'll be, we'll be talking we'll maybe see a Coon. Uh, absolutely certainly EU maybe even north Americans in Detroit this year. >>Huge fan of what you guys are doing here. Thank you so much for helping me on the >>Show. Guess a bell V see Johnson here on the cube. Check him out. Founder for founders here on the cube, more coverage from San Francisco, California. After this short break, stay with us.

>>Hello and welcome to the AWS partners showcase season one, episode two. I'm your host of the cube John ferry. We're here with two great guests who John Kumar, CEO of and Sabina Joseph, the general manager of AWS. Welcome to the show. Welcome to welcome to the cube, >>John. Good to see you >>Again. Great to see both of you both cube. Alumna's great to see how the businesses is going, going very well. Cloud scale, continuing to dominate Columbia is doing extremely well. Tell us more about what's going on in Columbia. What's your mission? What kinds of use cases are you seeing? Napa John, that's helping you guys keep your growth trajectory and solve your customer problems. >>Yeah. Firstly, thank you, John. Thank you, Sabina. Great to be here is a backup as a service platform. That's built natively on AWS for AWS, and we do support other use cases beyond AWS. But our primary mission is to basically deliver, you know, a ransomware data protection solution, you know, on AWS for AWS customers. Right? So if we think about it, you know, one of the things that's, you know, typically holding back any company to put mission critical workloads on a fantastic platform, a public cloud platform like AWS is to make sure that the data is protected in the event of any attack. And it's also done with extreme amount of simplicity, right? So that nobody is doing the heavy lift of doing backup themselves, right? So that's what really drew me or provides. It's a service. It's a turnkey service that provides, you know, data protection on AWS, whatever. >>Well, you're a frequent cube alumni. We're always talking about the importance of that, but I want to ask you this year more than ever, you're seeing it at the center of the conversation built in from day one, you're seeing a lot more threats, certainly mentioned ransomware and more there's more and more online attacks that's impacting this particular area more than ever before. Can you comment on what your focus has been this year around that? >>Yeah, I see it. If you think about tumor's evolution, our primary mission has been to go and protect every data source, but guess what? Right with more and more move to the public cloud and you look just AWS is journey and that pioneer in public cloud going from, you know, whatever 3 billion in revenues, 10 years ago to north of 70 billion run rate today, there's so much of data that is in the public cloud and the, and the most important thing that customers need is they want to free themselves from going and protecting this data themselves. Right? And, and there's a lot of scale in these environments, right? If you look at customers running hundreds of thousands of AWS accounts across every region on AWS, and if you give them that kind of flexibility and that kind of scale, what they want is give me a turnkey solution that just allows me to go and protect all of these workloads running across all of these regions in a service that takes the data out of my accounts separately in an air gap fashion, right. And that's really what we basically provide. And that's what we focused on over the last 12 months. Right? So if you look at what we have done is we've gone after every important service on AWS TC to EBS RDS, S3, dynamo, sequel databases, and other databases running on top of BC too. So now that becomes the comprehensive set of things that somebody needs to use to really deliver an application on top of the public cloud. And that's where we want for, >>And the growth has been there and the results on Amazon because of the refactoring has been huge. Can you share any examples of some successes that you've had with, with the AWS refactoring and all that good stuff going on? >>Yeah. I mean, I think that what we have seen is, you know, customers that basically told us that before you guys existed, we had to go and build these things ourselves, right. Again, you know, they had all the, the, the blocks to go and do it themselves, but it was so much of a heavy lift to go and do it themselves. And again, they didn't want to be in a, you know, in that business. So, so what we have done essentially for, and we have, you know, we have some joint customers at a pretty massive scale that basically have said that, okay, let me just use your solution to protect my critical assets. Like, you know, things, you know, sitting in S3 and really, you know, we'll use gloomy as a, as a >>Yeah, I think that's a great example of the refactoring Sabina. Gotta, I gotta ask you, you obviously you're at the center of this. You have your hand on the wheel of the partnerships and all the innovators out there. The growth of AWS just has been spectacular because there's value being created. Again, companies are refactoring their business on the cloud and you're at the center of it. So talk about the partnership with Clooney. Can you tell us how it all started and where it's going? >>Yeah, thanks for having me here, John, and good to see you again, Fujian, if I'm not mistaken for John, we met each other at the San Francisco summit, the AWS San Francisco summit, actually I believe it was in 2016 or 2017. You can correct me if I'm wrong here, but yes, I think so. It was, it was in the 8% a month of April. I still remember it. And that's when, you know, you kind of mentioned to me about and this modern backup as a service solution that you were creating, you're still in stealth mode. So you couldn't talk a lot about it. And B started to engage deeply on the partnership, right from 2017. And initially we were kind of focused around helping Colombia build a solution using our well-architected review. And then as soon as we all came out of stealth mode, we started to engage more deeply around deeper integrations and also on go to market activities. >>As you know, AWS has a very prescriptive approach to our partnerships. So we started to work with around the five pillars of security, reliability, cost optimization, performance, and operational excellence to really help them tune the solution on AWS. And we also started to engage with our service teams and I have to thank Paul John and his team here. They really embraced those deeper and broader integrations, many services that Pooja mentioned, but also specifically want to mention S3 EBS. And our Columbia was also a launch partner for AWS outpost when AWS in fact, launched outpost. So I want to kind of commend CLU, CLU MEO, and the entire team kind of embracing this technology and innovation and this modern backup as a service approach. And also also embracing how we want to focus on the five key pillars that I mentioned. >>And that's a great example of success when you ride the wave, which I talk about the ACLU, Colombia trends in the data protection, because one of the things that you pointed out earlier is the ransomware. Okay. That's a big one, right? That's a big, hot area. How, how is the cloud, first of all, how is that going? And then how has the cloud equation changed the ransomware defense and protection piece of it? >>Yeah. Now I just, I wonder I had a little bit on what Sabina mentioned before I answered the question, John, if you don't mind. Sure. I think that collaboration is where is the reason why we are here today, right? Like if you think about it, like we were the first design partners to go and build, you know, the EBS direct API, right. And we work closely with the EBS teams, not just for the API, but the cost structure of it. How would somebody like us use it? So we are at the bleeding edge of some of these services that we are using and that has enabled us, you know, to be where we are today. So again, thank you very much to be enough for this fantastic partnership. And again, there's so much to go and do to really go and nail this in a, in a, in a, in a great way on, on the public cloud. >>So now coming back to your question, John, you know, fundamentally, if you see right, you know, what happened is when, when, when customers move to the public cloud, you know, right there, you know, the ease of use with which, you know, AWS provides these services, right? And the consumption of these services actually drives some amazing behavior, right? Where people actually want to go and build, build, build, and build. But then it comes a time where somebody comes in and says, okay, you know, are you compliant? Right. You know, do you have the right compliance in place? You have all these accounts that you have, but what is running in each of these accounts, you have visibility in those accounts. And are these accounts that the data in these accounts is this gap, right? This is getting air gap in the same region, or does it need to be across regions? >>Right. You know, I'm in the east, do I need to, you know, have an air gap in the west and so on and so forth. Right? So all of these, you know, confluence of all these things come in and by the, all these problems existed in on-premise world, they get translated in, in the public cloud, where do I need to replicate my data, doing it to back it up? Do I need air gapped in a, like an on-prem world? You had a data domain of plans, which was separate from your primary storage for a reason, same similar something similar now needs to happen here for compliance reasons and for ransomware reason. So a lot of parallels here is just that here we are, it almost feels like, you know, as they say, right, the more things changed. The more they remain the same. That's what it is in the public cloud again. >>Well, that's a good point. I mean, let's take that example of on premises versus the cloud. Also, the clouds got more scale too, by the way. So now you've got regions, this is a common problem that customers are having, you can build your own and, or use solutions, but if you don't get ahead of it, the compliance question can bite you in the, you know what, because you then got to go back and retrofit everything. So, so that's kind of what I hear a lot on my end is like, okay, I want to be compliant from day one. I want to have an answer when asked, I don't want to have to go to old techniques that don't fit the cloud. That comes up a lot. What's your answer to that? >>Yeah, no, no. We were pretty much right. I think it's like, you know, when it, when it comes to compliance and all of these things, you know, people at the end of the day are looking for that same foundation of, of things. The same questions are asked for an encryption. You know, you know, I is my data where it needs to be when it needs to be right. What is my recovery point? Objective? What is my recovery time objective? All of these things basically come together. And now, as you said, it's just the scale that you're dealing is, is extremely different in the cloud and the, and the services, right? The easier it is that, you know, it is to use these services. And especially what AWS does, it makes it so easy. So compelling that same ease of use needs to get translated with a SAS service, like what we are doing with data protection, right? That that ease of use is very important. You have to preserve that sanctity >>Sabina. Let's get back to you. You mentioned earlier about the design partner, that benefits for Colombia. Now let's take it to the next level. As customers really realize they have a problem, they need solutions and you're on the AWS side. So you gotta have the answers for the customers. You've got to put people together, make things work. There's a variety of things that you guys offer. What are some of the different facets of the ISV or the partner programs that you offer to partners like Clooney, you know, that they can benefit from? >>Absolutely John, we believe in a win-win approach to the partnerships because that's what makes partnerships durable over time. We're always striving to do better here. And we continue to broaden our investments. As you know, John, the AWS management team, right from Adam Phillipsky, our CEO down firmly believe that partners are critical to our success, our longterm success, and as partners like CLU MEO work to lean in with us with more investment resources, our technology innovation. We also ensure that we are doing our part by providing value back to Cleo about a few years ago, as you might recall, right. We really did a lot of investment in our sales team on the AWS side. Well, one of the tanks me and also our partners observed is while we were making investments in the AWS sales team, I don't think we were doing a great job at helping our partners with reaching out to those customers. >>What we call as co-sale and partners gave us feedback on this. We are very partner and customer feedback driven, and we introduced in fact, a new role called the ISP success manager, ISS, who are basically embedded in our field. And they work with partners to help them close opportunities. And also net new opportunities are we've also in 2020. I believe that re-invent, we launched the ISB accelerate program whereby we offer incentives to the AWS field team to work with our partners to close existing opportunities and also bring in net new opportunities. So all of this has led to closer collaboration in the field between both our field teams, Muir's field team and our field team, but also accelerated mutual customer wins. I'm not saying that we are doing everything great. We still have a long ways to go. And we are constantly getting feedback from cluneal and also some of our other key partners, and we'll continue to get better at it. But I think the role of the ISV success manager and also the ISP accelerate program has been key to bringing in cold cell success. >>Well, John, what's your take on, is this a good partnership for you? I mean, see, the wave of Vegas has got the growth numbers. You mentioned that, but from a partnership standpoint, you're closing business, they got scale. Is it working? How do you organize your company to take advantage of these benefits? Can you share your thoughts? >>Absolutely not. We have embraced the ecosystem wholeheartedly 100%, but if you think about it, what we have done is look at our offering on AWS marketplace. There's an example, right? We are the only company I would say in our domain, obviously that routes our entire business through AWS marketplace. Whether obviously we get a lot of organic benefit from AWS marketplace, people go and search for a solution and from your shows up, and obviously they go and onboard self onboard themselves, and guess what? We let them self onboard themselves. And we rely on AWS's billing automatically. So you don't need to talk to us. You can just get billed automatically in your AWS bill and you get your data protection solution. Or if you directly reached out to us, guess what we do. We actually route you through AWS marketplace. All the onboarding is just to one place and it's a fantastic experience. >>So we have gone like all in, on that experience and completely like, you know, internalized that that's the right way to do things. And of course, thanks to, you know, Sabina's team and the marketplace team to create that platform so that we could actually plug it into it. But that's the kind of benefits that we have that we have, you know, taken advantage of a DWI. That's one example, another example that Sabina mentioned, right, which is the whole ACE program. We put a ton of registrations on AIS and with all the wins that we get on AWS, they could broadcast it to the sellers. So that creates its own vicious cycle in terms of more coming into the pipeline and more closing in. So, so these are just two small examples, but there's other examples that we look at our recent press release, where AWS, you know, when we, when we launched yesterday data protection and backup, the GM of AWSs three supported us in the press release. So there's things like that, that it's a, it's a fantastic collaboration. That's working really well for our joint customers. Sorry. >>And tell us something about the partnership between 80 of us, including, you know, that people might not be aware of some of the things that Poojan said that they're different out there that, that are, co-selling go marketing, that you guys offer people you guys work together on. >>Yeah. The, the ISV accelerate program that was created, it was really created with partners like Klunier in mind, our SAS partners. I think that that is something very, very unique between our partnership and, you know, I, I want to double click on what Poojan said, which is riding their opportunities through marketplace, right? All of their opportunities. That is something pretty unique. They understand the richness of the platform and also how customers are procuring software today in this world. And they've embraced that. And we really appreciate that. And I want to say, you know, another thing about Qumulo is they're all in on AWS, which is another unique thing. There are not a lot of, I would say all in partnerships in my world and I manage infrastructure, business apps, applications, and industry partnerships from the Americas globally. And all of those things are very, very unique in our partnership, which has led to success. Right. We started very, very early stage when Columbia was in stealth mode in 2017 and look where we've come today. And it's really kudos to Paul, John and his entire team for believing in the partnership for leaning in with us and for placing that trust with us. >>Awesome. Pooja, any final words you'd like to share for folks out there about the conversation and what's going on in Columbia? >>Yeah, no, absolutely. You know, as I said, I think we have been fortunate to be very early adopters of all these technologies and go and really build what a true cloud native solution has to be. Right. And, and again, right, you know, this is what customers are really looking for. And people are looking for, you know, at least on the data protection side, you know, ransomware air gap solution, people are looking for a solution natively built on the cloud because that's the only way a solution can deliver something at the scale and the cost structure that is needed to have, you know, a data protection solution in the public cloud. So, so this has been just a fantastic thing end to end, you know, for us overall. And we really look forward to, you know, going, you know, doing much more with AWS as we essentially go and scale, >>I have to ask, but before we, before we go, cause you're the CEO of the company and founder having all that backend infrastructure from Amazon, just on the resources, great. It creates a market for your product, but also the sales piece, you know, they got the marketplace, you mentioned, that's a big expense that you don't have to carry, you know, and you get revenue and top line. I mean, that's an impact for startups out there and growing companies. That's a pretty big deal. What's your, what's your advice to folks out there who are trying to think about the buy versus use the leverage of the, of the marketplace, which is, which is at large scale, because as a CEO, you're, you've got to make these decisions. What's your opinion on that? >>It's not, it's not as, as easy as I make it sound to do your own part. You know, AWS is, is, is, is huge, right? It's huge. And so we have to do our part to educate everybody within the, you know, even the AWS seller base to make sure that they internalize the fact that this is the right solution for the customers, for our joint customers, right? So we have to do that all day long. So there's no running away the no shortcut to everything, but obviously AWS does its part to make it very, as easy as possible, but there's a lot of heavy lifting we still have to do. And I think that'll only become easier and easier over the next few years >>And Sabina your takeout at AVS. You've got a great job. You were with all the hot growth companies. This is the big wave we're on right now with the cloud next generation clouds here, a lot of opportunities. >>Absolutely. And it's, and it's thanks to Pooja and, and partners like Lumeo that really understand what it takes to build a cloud native solution because it's part of it is building. And part of it is the co-selling go-to-market engine and embracing both of that is critical to success. >>Well, thank you both for coming on this journey here on the cube, as part of the showcase, push on. Great to see you to being a great to see you as well. And thanks for sharing that insight. Appreciate it. >>Thank you very much. >>Okay. AWS partners showcase speeding innovation with AWS. I'm John Ford, your host of the cube. Thanks for watching.

>> From around the globe, it's theCube, with digital coverage of AWS re:Invent 2020. Special coverage sponsored by, AWS Worldwide Public Sector. >> Okay, welcome back to theCube's coverage, of re:Invent 2020 virtual. It's theCube virtual, I'm John Farrow your host, we're here celebrating, the special coverage of public sector with Sandy Carter, vice president of AWS Public Sector Partners. She heads up the partner group within Public Sector, now in multiple for about a year now. Right Sandy, or so? >> Right, you got it, John. >> About a year? Congratulations, welcome back to theCube, >> Thank you. >> for reason- >> Always a pleasure to be here and what an exciting re:Invent right? >> It's been exciting, we've got wall-to-wall coverage, multiple sets, a lot of actions, virtual it's three weeks, we're not in person we have to do it remote this year. So when real life comes back, we'll bring the Cube back. But I want to take a minute to step back, take a minute to explain your role for the folks that are new to theCube virtual and what you're doing over there at Public Sector. Take a moment to introduce yourself to the new viewers. >> Well, welcome. theCube is phenomenal, and of course we love our new virtual re:Invent as well, as John said, my name is Sandy Carter and I'm vice president with our public sector partners group. So what does that mean? That means I get to work with thousands of partners globally covering exciting verticals like, space and healthcare, education, state and local government, federal government, and more. And what I get to do is, to help our partners learn more about AWS so that they can help our customers really be successful in the marketplace. >> What has been the most, exciting thing for you in the job? >> Well, you know, I love, wow, I love everything about it, but I think one of the things I love the most, is how we in Public Sector, really make technology have a meaningful impact on the world. So John, I get to work with partners like Orbis which is a non-profit they're fighting preventable blindness. They're a partner of ours. They've got something called CyberSec AI which enables us to use machine learning over 20 different machine learning algorithms to detect common eye diseases in seconds. So, you know, that purpose for me is so important. We also work with a partner called Twist Inc it's hard to say, but it just does a phenomenal job with AWS IoT and helps make water pumps, smart pumps. So they are in 7,300 remote locations around the world helping us with clean water. So for me that's probably the most exciting and meaningful part of the job that I have today. >> And it's so impactful because you guys really knew Amazon's business model has always been about enablement from startups to now up and running Public Sector; entities, agencies, education, healthcare, again, and even in spaces, this IoT in space. But you've been on the 100 partner tour over a 100 days. What did you learn, what are you hearing from partners now? What's the messages that you're hearing? >> Well, first of all, it was so exciting. I had a 100 different partner meetings in a 100 days because John, just like you, I missed going around the world and meeting in person. So I said, well, if I can't meet in person I will do a virtual tour and I talked to partners, in 68 different countries. So a couple of things I heard, one is a lot of love for our map program and that's our migration acceleration program. We now have funding available for partners as they assess migration, we can mobilize it and as they migrate it. And you may or may not know, but we have over twice the number of migration competency partners doing business in Public Sector this year, than we did last year. The second thing we heard was that, partners really love our marketing programs. We had some really nice success this year showcasing value for our customers with cyber security. And I love that because security is so important. Andy Jassy always talks about how her customers really have that as priority zeros. So we were able to work with a couple of different areas that we were very proud at and I loved that the partners were too. We did some repeatable solutions with our consulting partners. And then I think the third big takeaway that I saw was just our partners love the AWS technology. I heard a lot about AI and ML. We offered this new program called The Rapid Adoption Assistance Program. It's going global in 2021, and so we help partners brainstorm and envision what they could do with it. And then of course, 5G. 5G is ushering in, kind of a new era of new demand. And we going to to do a PartnerCast on all about 5G for partners in the first quarter. >> Okay, I'm going to put you on the spot. What are the three most talked about programs that you heard? >> Oh, wow, let's see. The three most talked about programs that I heard about, the first one was, is something I'm really excited about. It's called a Think Big for Small Business. It really focuses in on diverse partner groups and types. What it does is it provides just a little bit of extra boost to our small and medium businesses to help them get some of the benefits of our AWS partner program. So companies like MFT they're based down in South Africa it's a husband and wife team that focus on that Black Economic Empowerment rating and they use the program to get some of the go to market capability. So that's number one. Let's see, you said three. Okay, so number two would be our ProServe ready pilot. This helps to accelerate our partner activation and enablement and provides partners a way to get badged on the ProServe best practices get trained up and does opportunity matching. And I think a lot of partners were kind of buzzing about that program and wanting to know more about it. And then ,last but not least, the one that I think of probably really has impact to time to compliance it's called ATO or Authority to Operate and what we do is we help our partners, both technology partners and consulting partners get support for compliance framework. So FedRAMP, of course, we have over 129 solutions right now that are FedRAMPed but we also added John, PCI for financial HIPPA for healthcare, for public safety, IRS 1075 for international GDPR and of course for defense, aisle four, five and six, and CMMC. That program is amazing because it cuts the time to market and have cuts across and have and really steps partners through all of our best practices. I think those are the top three. >> Yeah, I've been like a broken record for the folks that don't know all my interviews I've done with Public Sector over the years. The last one is interesting and I think that's a secret sauce that you guys have done, the compliance piece, being an entrepreneur and starting companies that first three steps in a cloud of dust momentum the flywheel to get going. It's always the hardest and getting the certification if you don't have the resources, it's time consuming. I think you guys really cracked the code on that. I really want to call that out 'cause that's I think really super valuable for the folks that pay attention to and of course sales enablement through the program. So great stuff. Now, given that's all cool, (hands claps) the question I have and I hear all the time is, okay, I'm involved I got a lot of pressure pandemic has forced me to rethink I don't have a lot of IT I don't have a big budget I always complaint but not anymore. Mandate is move fast, get built out, leverage the cloud. Okay, I want to get going. What's the best ways for me to grow with Public Sector? How do I do that if I'm a customer, I really want to... I won't say take a shortcut because there's probably no shortage. How do I throttle up? Quickly, what's your take on that? >> Well, John, first I want to give one star that came to us from a Twilio. They had interviewed a ton of companies and they found that there was more digital transformation since March since when the pandemic started to now than in the last five years. So that just blew me away. And I know all of our partners are looking to see how they can really grow based on that. So if you're a consulting partner, one of the things that we say to help you grow is we've already done some integrations and if you can take advantage of those that can speed up your time to market. So I know know this one, the VMware Cloud on AWS. what a powerful integration, it provides protection of skillsets to your customer, increases your time to market because now VMware, vSphere, VSAN is all on AWS. So it's the same user interface and it really helps to reduce costs. And there's another integration that I think really helps which is Amazon connect one of our fastest growing areas because it's a ML AI, breads solution to help with call centers. It's been integrated with Salesforce but the Service Cloud and the Sales Cloud. So how powerful is that this integrated customer workflow? So I think both of those are really interesting for our consulting partners. >> That's a great point. In fact, well, that's the big part of the story here at re:Invent. These three weeks has been the integration. Salesforce as you mentioned connect has been huge and partner- >> Huge >> so just just great success again, I've seen great momentum. People are seeing their jobs being saved, they're saving lives. People are pretty excited and it's certainly a lot of work you've done in healthcare and education two big areas of activity which is really hard corporation, really, really hard. So congratulations on that and great work. Great to see you, I going to ask you one final question. What's the big message for your customers watching as they prepare for 2021 real life is coming back vaccines on the horizon. We're hearing some good news a lot of great cloud help there. What's your message to send to 2021? >> 2021, for our partners for 2021, one, there is a tremendous growth ahead and tremendous value that our partners have added. And that's both on the mission side, which both Theresa and I discussed during our sessions as well as technology. So I think first messages is, there's lots of growth ahead and a lot of ways that we can add value. Second is, all of those programs and initiatives, there's so much help out there for partners. So look for how you could really accelerate using some of those areas on your customer journey as you're going along. And then finally, I just want John, everybody to know , that we love our partners and AWS is there to help you every step of the way. And if you need anything at all obviously reach out to your PDM or your account manager or you're always welcome to reach out to me. And my final message is just, thank you, through so many different things that have happened in 2020, our partners have come through amazingly with passion with value and just with persistence, never stopping. So thank you to all of our partners out there who've really added so much value to our customers. >> And Amazon is recognizing the leadership of partners in the work you're doing. Your leadership session was awesome for the folks who missed it, check it out on demand. Thank you very much, Sandy for coming on the sharing the update. >> Thank you, John, and great to see all your partners out there. >> Okay, this is theCube virtual covering AWS re:Invent 2020 virtual three weeks, wall-to-wall coverage. A lot of videos ,check out all the videos on demand the leadership sessions, theCube videos and of course the Public Sector video on demand. Micro-site with theCube. I'm John Furrier, thanks for watching. (upbeat music)

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. Welcome to the >>Special Cube program. We are here with the Amazon Web Services Public Sector Partner Awards program. It's a celebration of AWS public sectors partners and their end user customers where there's been innovation and we're pleased to have on this show here, the award winner for the most innovative AI and ML Artificial intelligence and machine learning solution. Axial three D is the partner, and the end user is Belfast Hospital. He got Roger Johnson, the CEO of actual three D, and Dr Tim Brown consulted transplant surgeon at Belfast Hospital, who has been doing amazing things not only on the as an innovative partner, but really during Covic making things happen by solving the problem of the surgical gap in the number of surgeries that you're doing really high performance saving lives. Congratulations. First of all, congratulations. Roger. Dr Kimberly. Thanks for joining me. >>Re pleasure. >>Okay, let's get into it. First of all, Dr Tim Brown, I really want to commend you on the amazing work that you're doing before we get into some of the partnership awards conversations. You have been at the front lines solving a lot of problems around the gap between the number of surgeries that could take place with Cove. It, um, tell that story real quick. I really think it's super important. Take a minute to >>explain. Yeah, thanks for the opportunity. And it's been an incredible rollercoaster for the last three months, pretty much all of the transplant programs across the world who have been affected by Coupet of shut down but with some pretty innovative on the grill leadership team Working advances with managed to open a program up again. And and Belfast, we have a bytes and 50 to 50 disease donor transplants year over the last three months, with just a 90 90 kidney transplants. Pretty much we've cleared the whole waiting list in Northern Ireland, pretty much for people waiting for a kidney transplant at this time. And it's been a remarkable few weeks, but it really is a testament to the critical care community. People that work in intensive care is the high marks, a support organ donation. Of course, our donors who have given so selflessly at such a tragic time for them. So I'd like to pay tribute to all of our donors into the amazing people who have been involved in the team. Mark belt faster this time. >>That's super amazing. Can you just I just want to pause from and just captured the number of order of magnitude. You said it was 6 to 10 year and you didn't 90 90. >>Yeah, so six weeks basically Teoh, two years work in six weeks old in the middle of the night as well. So it's been It's been hard of hard work, so you can see the sleeplessness. I'm trying to catch up with a minute, but it's been really, really satisfying. An incredible I come for patients and legacy of this of this, the program is gonna last about faster. 40 years. >>Well, I want to say congratulations. I'll give you my Cube Award for not changing the world but saving the world. One person at a time. 90 interviews and six weeks. That's amazing. That's like thinking clearing the waiting list. You really changing lives there. Congratulations. >>That's very kind of you. Thank you very much. >>Roger. Good. A great partner and customer. You have here. Talk about this award. You guys have talked about the company? What is this all about? Why you guys in this position? Why are you winning? >>Yes, So I think our motivation for our company is driven by our partners, such such as? In what they're doing transforms care And even in these horrific situation, our scenarios. We have the moment with Kobe. Think you're hearing the start of the amazing story our job is to give Surgeons liked him the best possible insight that he can have going into his surgeries For the last 20 years, surgeons of relied largely on two D imaging, so C, t and memory scans or for being able to plan their surgeries when it's murdered, technology should apply them much greater insight or they actually perform the surgery. So we've created a technology that platforms on AWS that allows us to turn those traditional hard to understand to the images into micro millimeter precise models off the patients exact anatomy. The value hopefully, two amazing colleagues like Tim is that instead of trying to interpret what a two D image CD or memory scan might mean he can actually see for the first time before he opens the patient up exactly what he's going to find when when he when he starts the surgery. So he immediately start to complete that planning before the surgery actually takes. So hopefully that analyze a number of benefits to results without the shorter operations. Find less surgical meeting we brought into the surgery. Hopefully, faster Surgeries names last risk of infection For patients being shorter Time means most >>awesome. Dr. Brian, I want to get your take on this. Can you describe the impact on your side because you know the future of work, which is everyone's been talking about in the tech industry for many years now, with code we were just talking about. The success is you're having and changing lives and saving lives. The notion of work workplace work, forces, work loads, work flows are all changing. Certainly the workplace people aren't as on site as they used to be. The workforce has to be protected. How does the AI and how does the actual three D help you and your work flows? Are you getting more done? Can you give specifics around the impact to your job? >>Yeah, it's a bit It's been a fantastic journey to date. We're still learning away. It's a journey. We're trying to work out exactly where this lies in. The fact that Kubla does not come along, which has changed, or working practices, that means that we have to look for different solutions on this, I think, is very 100 solution to amend. My practice over the last three years has been in terms of complex and real surgery on oncological surgery, where we have, for example, a tumor and kidney where we think, my goodness, we're gonna have to take this kidney I and throw it in the bin because it's very badly disease. So the index case that we were involved with that was building a child who wanted to donate his kidney to his daughter. But when we worked him up, we find a tumor in his kidney, which ordinarily would have to be discarded. But thanks to the imaging that Excel was able to produce for us, we were able to plan Well, geez, well cut well and as a result of kidney, I really plan a removal of the tumor from the kidney itself. We really repair kidney and then transplant it into his daughter. So with the technology that was available, we were able to save two lives on one particular case on, and it's really grown from there on. We've been involved in five or six different, really complex cases where the imaging has changed the outcomes for our patients who ordinarily wouldn't have been able to. Chief insight comes, I think, the AI interface on the AI solution we've developed in our partnership with the Excel. As I said, it's a journey and we're still finding our way. But to insights that I've really got our the first is that what we want to do is reduce variability, not just in our in our observers, from the way that we interpret imaging tradition is what you're saying is, look a two D images. We're now able to sit and look at this, emerging in a three dimensional space on our desk. Rather than trying to reconstruct these things in your head, we can look at them and discuss the different images with our colleagues in real time, a zealous that which I think is probably the most important thing, is that we're not able to engage our patients and a partnership. Before we had a bit of an unfair advantage that we're able to interpret these images because 20 or 30 years of getting used to doing this as professionals. But the patients are presented with some incredibly difficult decisions to make by their own health and with very little understanding that. But now I can handle the model of their own disease very easy to understand, and that gives my patient autonomy to make the decisions about their own bodies back again. And I think that's a hugely powerful, powerful tool for these guys have about potential decisions that they have to make that more effective for the rest of their lives. >>So the problem you're solving was one of the technical problem. So you're trying to figure out manually, get more insight into the the imaging and to the customer or the patient. This case customer, the patient. I can make a better decision. Those are two problems, statements that seem to be the big ones that I missed. Anything? >>Absolutely, absolutely. >>Okay, so actual three d you guys have a great solution? How >>did you >>get here? Tell us about your story. What's what's What's the big trajectory for you guys? In terms of the value proposition, it seems to be amazing and again highlights. The advantages of technology really solves the problem. But the outcome on the patient side is pretty phenomenal. >>Yes, so the chance for us is there or the development that we have made. The lately, we admit, is to be able to automatically turn these two D images into three D models. So we take each of the slices off of memory or cities. Using AWS is machine learning. We construct three D macro millimeter precise representation of For me. That's only possible. First of all, we treat the algorithms that we created on Amazon platform using over a 1,000,000 pre labeled CDs. Consume our system automatically detect. Yeah, it's a level. What is bone? What is ligament? What is on our earlier vessel? With the training that we're able to perform, we've been able to with with these 1,000,000 images we've been able to in effect, tree and our system automatically detect the parts of me with this micro service level that hasn't been previously possible. This technology, or the ability to create three D models, has existed for maybe 10 or 15 years, but it's it's needed. Experts like him who were, in effect manually code the two D image pixel level and could affect so some software and turn it into a three D image. Typically, too, it's in ours, often expert like them to do. And the problem is, Tim could only do one of the time. We estimate there about three million of these complex surgeries each year in the world that need open effort from greatly from this enhanced imaging. And we couldn't get 33 million under these, especially. And that. So we have this process no on the AWS platform, with dozens of these models in parallel, and each more will take maybe a few minutes to turn from the CD into the into the three D representation. So through the park off the Amazon Public cloud, we've been able to provide this this powerful machine learning automated solution that can actually scale toe man >>Dr Brian talk about the impact because, I mean Andy Jassy, the CEO of AWS, always talks about this. When I interviewed him, he says, you know, we're here to help do the heavy lifting this sounds like some pretty heavy lifting. What was just talked about? I mean, the manual work involved. You essentially have a collective intelligence and supercomputer power with AWS. What's your take on this as this evolves? Why isn't everyone doing this? >>Yeah, well, I don't know why. Every minute. That's that's That's the key question. It really is. From my perspective, there is no heavy lifting at all, and what I do is I push a couple buttons. I put a bit of data, and I send it off. From my perspective, it is about as easy as it gets is probably a ZTE sending email, which we do hundreds of times a day. And so, from from my perspective, I'm delighted to say there's no heavy lifting until I get a patient's data. I send data through to excel, who will then fool me and say, Listen to what is it exactly that we want to have a personal service from actual on? A couple days later, there's a delivery of a beautiful life size three D representation model, will check and then take to plan on and treat a patient with. So the heavy lifting really has all been done. A Z Roger alluded to in the past. It was hugely time consuming work that required a huge amount of training. But basically that's being replaced with a push of a button on. These supercomputers have taken all of my heavy lifting away on, and I think this is one of the true representation. Zoff technology really, really advances real world solutions and my patients are benefactors. From this >>Roger Dr Brown. Lay out the architecture because, first of all, pretend I want to take this every single friend that I have here in California and around the world. I want to just deploy this. What's the architecture and what's needed on the deployment side? Say it to Belfast as you deploy this. What's kind of involved in you? Just take us through high level. I must be cloud scales. Amazing, No doubt about it. We just talked about that. But what's involved in the architecture side of my standing? A bunch PC two's Is there sage maker involvement? What's the architecture and then deployment? What does that look like? >>Sure, So again, a slight step back. One of the challenges when, when we is the MedTech community try and introduce innovation into health and hospitals that the hospitals i t. Infrastructure network definition is often very locked on. So we're trying to bring new software and load it and install it in the hospital data system. That is a huge, often lengthy process that has to be done through lots of hoops in terms off Hey, network a compliance. Lots of different steps along the journey and that often wants from a good reasons, is a significant barrier to the timely adoption off innovative technologies in the cars. What a what a platform a selfie on AWS allies were just another website, as Tennis said, is, uh, only that, though his only existence with actual three D in terms of the interface is dragging and dropping the CT scan into our website into a portal portal exists quickly on the AWS instance. In one of our region, we are working with a little in the US. Never leave the US We use the the public client version in US East. We take advantage of many features within AWS, but a sage maker is probably a core of what we do. It's not innovation that AWS introduced know several years ago that was like juice this this machine learning trained set of algorithms that allow us to give this disruption. >>And it sounds like the more you use it, the more get smarter. Or is that as well? >>Absolutely. So our journey is, As Tim said, we're on a journey not only in terms off the technology and you're very receptive. In terms of yes, the more we train it, the more we treated on specific anatomy types or pathology types or trouble types, the better our system gets recognizing the specific characteristics of those. More importantly, this is about a journey I having made this disruption, we make the change and transformation off new standards of care pathways. That's the innovation that we just enable. It's amazing. Surgical teams like hymns. Let me transformation >>Dr Brown on your side. You're sitting there. I got a big problem trying to solve these problems. I got patients one but one better outcomes. They want to live. I don't want to throw away kitty, so I don't have to you to solve that problem that when when they bring that over, what was it like over on your side of the house is a practitioner. Deploying it. You've got you've got two jobs going. You're kind of doing I t integration on one hand and you're a surgeon on the other, trying to make things happen. You know what I see? This is not a lot of I t here. What's the deployment? Looks like. >>Yeah, deployment means I don't know. Why ever announces doing that. Such a straightforward, easy situation. It's that's remarkable. Ready? It's such a good solution, and I think part of any sort of change management program, and this again is change management. It's challenging the way we think about things. It's challenging people's comfort zones on any time we need to do change. We've got this anatomy of change. You've got innovators go early, adopters will lead the doctors, and I think what we're going to see over the next 5 to 10 years is people are recognizing that this technology is a game changer, possibly being driven by their patients who say I'm on the three D model and I want to see what this actually looks like because basically not black and white picture you're showing me doesn't make any sense to me and I think there's going to be the two drivers is that the first is that we want to have a consistency of care on the lack of variation in our care across across old old services. But as well is that patients? I think we're gonna drive this as well. So once once we get the innovators and the early adopters of this technology on board, then we'll see a tipping point. And that's that's when it becomes an acceptable normal thing for people to do. When they come in the hospital, they'll be sure print tight off their three d printed like moral off their pathology. I'm not a huge demand for their decision making for treatment processes, and that's a true collaboration between doctor or surgeon on the patient. That's that's where we need to be in the 21st century. It's it's going to be a collaborative decision making process. You talked about the pressures, journeys and this This is a really integral part. This is the roadmap of your journey to a large extent. So I think this I can see this being rolled out worldwide, being driven by patients buying a correction and variability of healthcare provision. >>That's a great example is an innovative award winner for the most innovative use of artificial intelligence and machine learning. Three D images saving lives Congratulations, Tim Rogers. Phenomenal Final question As we end this out, what's the scar tissue pun intended? You know, What did you learn? What was some of the things that you could share with folks as people look at this and say This is an example of cloud scale and the technology for good. What lessons have you learned? What can you share for folks? Take a minute to explain the split. Roger. We'll start with you. >>Yeah, sure. So I think a number off lessons for us on this journey Assistances, This is Ah, we're at the start of a journey of understanding the power off the what three d imaging can bring just to providing a consistent use variable care, but also as a stem also alluded to in terms of off the patient understanding, I think that patient understanding is one of the huge leap forwards that way. Didn't set out initially thinking we're going to be able to help educate on better inform patients. But that was one of the derive benefits suddenly part. So that was a great lesson. I think there is incredible levels of adoption that we're starting to see across the US across Europe because it's so easy to adopt. Compared to traditional methods, surgeons registered for Canadian start transacting and instead of us almost as opposed to having to have these huge I t programs. So I think we're now starting to really scratch the surface and start seeing the benefits of this isn't an administrative system. It's not me. HR system. It's not a finance system. Or maybe a healthcare was comfortable. And using public like this is core hard core clinical services, clinical diagnosis. Clinical education on the Amazon cloud is enabling that it just wouldn't be possible with this technology we started. Actually, the lessons were learning or just just >>Dr Tim Brown and take us home and the segment with your take lessons learned and advice to others. >>I think the lessons learned are the doctors and health care providers are all extremely wary off change of new innovations because they feel that already they're overburdened. Probably my colleagues in the states and across Europe perfectly like they were a bit over, burdened by all the things that we have to do, and this may potentially have been more difficult or wants to your workloads. And actually, let's make your workload along each year convincing people and getting people to understand that this really does make your life a lot easier. It actually removes all the scar tissue, removes the difficulties that have been put in place by by organizations on once. People realize that, that's what that there is no heavy lifting. And this will make a huge difference to your practices, your patients understanding of your practice, and we'll stop so people really realize that the tipping point will be achieved. I'm looking forward to that day because this this is going to be the new normal in the next 5 to 10 years. >>While the performance that you're putting up the numbers of 90 transplant successfully over six weeks dwarfs the full year, last year really kind of shows the outcome is a game changer. And again, congratulations on your success. Roger think Thank you for coming on Corrections on being the award winner. Eight of his partner for the most innovative AI and machine learning solutions. Thanks for taking the time for this 80 s partner awards program. Thank you. >>Thank you. >>Okay, I'm John Furrier. We're covering the AWS Public Sector Partner Awards program put on by the Cube and AWS Public Sector Partners. Thanks for watching. Yeah, Yeah, yeah, yeah, yeah.

>> Live from Boston Massachusetts, it's theCUBE, covering AWS re:Inforce 2019. Brought to you by Amazon Web Services and its ecosystem partners. >> Hello everyone, welcome back to the live cube coverage here in Boston Massachusetts. This is theCUBE's coverage, I'm John Furrier with Dave Vellante. Special guest Shira Rubinoff, president of Prime Tech, Cybermind genius, VIP influencer. Love havin' her on. We are here at AWS re:Inforce, AWS inaugural event. Great to have you on, be host with us and to do more hosting and co-hosting with us as we bring the community cube to security. >> Excellent, I think this is the perfect conference to do that. >> Shira and Dave, so day one's in the books. We got another full day of coverage, a lot of action happening. I think the seminal point of this event is that you have Amazon Web Services. They already run the biggest event, re:Invent. They have summits all around the world. Some summits get huge numbers but this has been rebranded, re:Inforce, by design, this is not another summit, Dave, this is a game statement from Amazon. >> Well, Pat Gelsinger, several years ago, told us on theCube security's a do over, it's got to be reinvented and Amazon is reinforcing that message. And, rebuilding it from the ground up with developers and the security is code mindset. Your thoughts. >> Now certainly as technology advances, cloud security has to advance as well and the cloud is looking towards technology to know how to differentiate itself and continue to add to it and change up. And, as we talk about AWS, they secure the cloud and the customers have to secure in the cloud. Which is a very important piece because it almost lends itself. When people are talking about, how do you secure an environment and even if you look at organizations, there's a talk between the CIO, what's the role of a CIO and what's the role of a COO. Almost look at it like how AWS really positions itself. Securing the cloud, securing in the cloud, securing the industry itself, securing within the company. And, what AWS really has seen and really is doing is it's saying you got to work hand in hand, it has to be a partnership. And, a partnership is able to secure things much better than a one person. Because then you're putting the ownness on everybody and if everybody is actually thinking about security all the time, it's going to yield best security. >> And the things we heard, Shira, I want to get your thoughts on, encryption always on, everyone's watching, so, shared responsibility, these are the buzz words, reasoning. This is industry wide. I know you do a lot of traveling, do a lot of public speaking. You do a lot of work with some of the big companies and their transformations. What are you seeing? Because, you're out there getting the data, we got some data. What's the big trend, what's the macro trend right now, the most important story that needs to be told in this new reimagined security renaissance? >> Well, I think it's just that. I think that people are moving towards the cloud for the reasons of, one plus one equals three. You're going to have the security of the cloud and you're also going to have the security of the organization within the cloud. And the organizations are realizing today moving to the cloud they could have better overall security. So, that is the trend that I'm seeing, certainly from the larger companies out there and the smaller ones are building it from the ground up. They're saying, you know what, let's make it a solution that we're going to build, going right from day one and not putting band-aids on it to try to make it to secure after. So, they're really learning from the experts. >> Dave, I want to get your thoughts with Shira on this because all three of us do a lot of content. We make content for a living, we kind of think about that with users in mind, the audience. Well I overheard a couple of things at this event that I've been hearing at other events. Open ecosystems and the partner networks are developing. And so that makes a lot of sense, integration's a big part of security but I hear people saying, I want to meet more people, I wannna meet the person who runs, partners of that company. So, you have, I've seen for the first time a real hunger-- >> Yeah >> for social interaction at the events, more hunger for understanding who the other partners, not just what they sell-- >> You know what? >> but what's on their mind. >> So interesting, you bring that up and that's a very new piece we are seeing today. It used to be, this is my information and I'm not sharing it with you. I'm going to build something and you're going to have to guess what I'm doing because that's my secret sauce but companies were realizing that's not going to work. We need to collaborate, we need to share ideas. And the biggest companies are all banding together to share the best breed of technology and the best breed of way how to deal with security. Because, they realize that we're all trying to protect also from the same bad actors out there and they realize by collaborating, they're all stronger as a whole and stronger by themselves as well. So, this collaboration is a big deal and that's taking the trends forward >> Dave, what's your take on this? >> Well and it comes back to something we've talked about a lot today and over the years in theCube is this whole API economy. For decades, we've been trying to solve the distributed systems problem. You saw it in little pockets, obviously the internet, but it's in limited work loads. >> Amazon kind of did that. >> And Amazon has solved that problem. Massively scalable distributed systems and then, now it's okay, how do you secure it? So the shared responsibility model is very interesting and I think misunderstood. The number one problem we're hearing here, that customers are having is keeping up with Amazon because Amazon's moving at such a fast pace. That's so rare in the technology industry, where the vendors are always a little bit ahead of the customers but not light-years ahead. Amazon is just, like, pushing them out of the plane. And, so, I think the shared responsibility model is very important, I think it's misunderstood. >> Yes. >> I think people were expecting, oh, Amazon can take care of everything in the cloud and that's not the case. >> Correct. >> So-- >> Well if you're going to use the pushing out of the airplane analogy, you got to say, you got to make sure the parachute opens. >> Well. >> So when you pull the ripcord, this is what companies have to understand, that they got to be compatible with the way the architecture of cloud-native works and the right way to lift in shifts. So, there's a way to lift in shifts and there's a way not to lift in shifts. You can lift and shift infrastructure but you can't lift and shift entire workloads. >> Very true but also, making somebody responsible for their can of worms is important too. Because that also leads back to culture of the organization. If security is part of culture and they have responsibility as within the cloud that Amazon is pushing. You handle within the cloud, that's your wheelhouse, you do that, that's becoming something that becomes part of culture and is a everyday thing. Which, in turn I talk a lot about cyber-hygiene within organization, it's not just training, it's not just awareness, it's not just security and patching, and not just zero, there's also being aware of it and making it an everyday item, that has to be utilized. Amazon is right on the button with this. >> You know, I heard a phrase. >> Yeah. >> The best thing about doing these Cube interviews is that, you meet such smart people and learn a lot. But, I love the quote I heard from the co-founder of Sumo Logic. He was awesome and he said, "Process is a reflection of culture." And so in a digital transformation equation, which we all know, it's the cliche, people process technology. >> People process technology. >> People with talent gaps or skill gaps get it, technology plenty of tech, now, the process. >> Well, the process-- >> That's always the hardest nut to crack and most people won't give it up and they won't fight for it. >> Yeah. >> It's the most important. >> But, that's also the glue between the two. You're not going to have a secure environment if you're just dealing with security and you're not going to have a secure environment just dealing with the people. The process in the middle, the process, yes, the Canadian land of it. That's the glue between it. That's what makes it run and you have to get to that. As you were saying, you have to get to the process, you got to make that run well and then you nail the two together, that's full security. >> The other big thing here, not this conference but a theme that we've talked about for quite some time on theCube, is this notion of big tech. So it's been said that Amazon, Facebook, Google, maybe even Microsoft. Elizabeth Warren saying, break up big tech. Amazon, people have said, split AWS out from core Amazon retail. What do you guys think about that? Is that the right thing to do? >> No, I don't think it's the right thing to do. >> Why not? >> Like I said we had, Jimmy on earlier. They're not breaking any laws. And then, why would you want to take down what could be a competitive advantage for national security. >> Correct. >> AI is going to be, and machine learning, and the role of data is going to be a power source for good and also for safety. >> Of course. >> So why would you want to take the best companies, who are doing the best work, and handicap 'em, over one argument? That Facebook wasn't responsible in dealing with making billions of dollars in free cash flow. >> So the argument is-- >> And , in the election they broke democracy-- >> Okay, too big. That's not a good argument. >> No. >> Maybe, appropriating our data to sell more ads that should be looked at, don't you think? >> I just don't buy the tech for bad argument because, yes, some bad things have happened but the regulators and the law makers, you can't legislate what you don't understand, you can't regulate what you don't understand. So, as it's been coming out from the biggest minds in tech and in government, the law makers aren't smart enough yet. It's like they're in kindergarten, crayon outside the lines, they're tryin' to write. They don't even know what tech is, so. >> You know what, you've been taking about the Chernobyl, push the buttons, I feel like that's what public policy is putting forth. Just push the buttons now and blow it up. Rather, public policy should catch up, understand it and maybe set a framework and put in laws. So that we have a clear understanding. >> Our current government is like that scene in Chernobyl. >> Oh my god. >> That is exactly what's happening, Dave. You can apply that metaphor, just do it. >> The problem is there's no proper regulation yet. >> Right. >> You got to get everyone in the room and everybody has to agree, at least on a initial framework. We've started but we're no where near where we need to be. You have to look at safety of our nation and that's a big factor. I've gone to Congress, as a part of Cybersecurity Women, testifying for Congress and talking about this and they still don't have a handle. There's nobody who's running the ship. >> Describe what it was like there. >> Well, I went down with the executive woman for Women's Forum, which was an amazing group. We went down there, we talked to different people in Congress. They're very open to it and they realize that we really need to do something. The problem is it's very disorganized. Sadly, it's way too disorganized. Nobody knows who's calling the shots. There's a nice bunch of different groups that are working towards it but there's no one at the helm of it saying, all right, let's all fall into place and do it. Little pockets, doing little things, but not everybody banding together. That needs to change, that has to change. I'm hoping it's coming down to where it's going to be something. >> I think there's going to be a revolution in a positive way. Where again, back to my tech for good thing. I don't think people yet know how to articulate what tech for good is. There's plenty more use cases where tech could be used for good, than there are bad. Bad is always an early adopter before good. We've seen that in the web, the underbelly of multiple trends. But, the reality is, I see the bad as bad but I see so much more good going on that could be enabled. That's what I'm afraid of, that they litigate what's happening for bad and they screw the good. >> It's almost like technology, right? You have to be proactive, as well as reactive. Everybody is running to be reactive to a problem but no one was being proactive. Now, technology is understanding we have to be proactive, as well as reactive. Same like your saying, John, it has to happen from the front. >> All right, so, while you're here, I want to get you and Dave to weigh in on this, cause it's been near and dear to my heart for many years, over a decade. Humans and machines, this conversation's been discussed, here again, Dave, some of the smartest people in the industry are reiterating, Brian from, again, Sumo Logic, he's got a great view on this and there's others as well. The role of the human really is important, not just having machines do all this automation. It's not about job replacement, it's more the craft of creating outcomes that are going to be acceptable for defense, or for good, the human's critical. Your guys thoughts. >> Sure, so, we talk automation, right? People are afraid of that, they're saying, robots and machines are going to replace us. Not true. Downright it takes away menial tasks which will be giving jobs and actually creating jobs in a more meaningful way. I talk a lot about the human factors of technology and cybersecurity. Think about it, a human is developing technology to help a human, a human is using technology to hurt a human, what's the common factor? The human. We're dealing with people, they're not being replaced. There's always going to be humans there. So machines are going to help us with automation. It's going to help us with digital transformation, we'll throw the buzz words out there but they're actually meaningful, if you dial back and understand that. I think people are weary of it because they don't understand it. If they're not understanding, how it could actually help an organization, how it can be used right, then there's fear. So, we couple back to education. Education coupled with humans, machines, technology, we're going to have something very strong and really, really good. So, it's not something to be fearful of. It's something to educate yourself and be excited about and move along with technology, as it advances. >> Well, machines have always replaced humans, for various tasks. So, that's sort of natural. For the first time in history, we're replacing cognitive tasks and I think that's scares a lot of people. And, I think you're right on Shira, the answer is not to protect the past from the future, it's education. >> Correct. >> Because, innovation, we've talked about this, innovation comes from now a combination of things, it's not just Moore's law or new products that are coming out at some rapid pace. It's the combination of data, artificial intelligence, the cloud for scale. This combinatorial innovation is going to require new creativity, new thinking, and education is at the heart of that. So, I think the question is, what can public policy be to foster that? Are we teaching the right things? Is public policy and public and private partnerships fostering that type of innovation? And, so, I think there's reasons to be concerned in terms of productivity, impacts on wages, et cetera, et cetera. But, I'm an optimist, I think the future is very, very, bright. >> Okay, so, as we wrap down day one, great to have you on as a guest host, we're going to do a lot more coverage, so, we're going to be collaborating and we're going to initiate coverage of the security sector with theCube. You're going to start seeing us do a lot more events, distracting you from the noise, a lot more community involvement outreach, looking for participation and help from our friends, Cube alumni, the 8000 plus Cube alumni's that are out there, join us if you got some security chops, you know people in security have something to add, we're always open. We're here at re:Inforce. What's your guys thoughts here? I think it's a great event. I think it's going to be one of those moments, where we were present at creation, again, for another big wave, it's coming. Your thoughts about re:Inforce. >> Well, I think re:Inforce has found it's niche. I think it's needed. I think cloud security is being embraced. I think there's a real need for it. And, I think just highlighting those actions, that their taking is very much needed and we're going to see a lot more out of re:Inforce, for sure. >> Yeah, I agree, I mean critical mass here. I guess 8000 or so people that care about security, specifically care about cloud security, it's just going to get bigger and bigger and bigger. >> I mean, I was impressed by, first of all, that great cloud security across the board. I was really impressed by the amount of heavy hitters that are here and it's the heavy hitters that aren't the big exec brand names, the CEO of this company. You had the working CEOs of the startups, CEOs of the startups, the key biz dev people, the key marketing people-- >> CECOs >> and the CECOs are here, because they're investing. >> That's the pain point, they're feeling like they know. >> They're investing together and they're building out, in real time, it's really fast, a community around cloud security. >> So, it's interesting. So, you know, Andy Jassy's not here. You don't see Theresa. But, what you do see, is the CECO saying, I'm betting my business on the cloud, I can't scale without the cloud. I have to be at this show. And, your seeing, maybe, it's a little bit of Andy and Theresa, let go to grow and then sort of pyramid out. That innovation. >> Well, I saw Jassy at Public Sector Summit. I should of asked him this-- >> They can't be anywhere. >> I inferred from his response, when I did ask him if he's coming, is that in looking at how they're executing, they don't need the big guns here because the team's doing it. It's one of those, when you have organic chemistry coming together. You don't want the big execs being go do it. >> Sure >> You got to let it foster on it's own and that's why I'm impressed by the people here because they're the ones that are putting the sparks of creativity together, they're putting deals together, relationships are forming. That's how organic community is built. >> And, I don't think the people here want to hear, frankly, from Andy. They can hear from Andy at re:Invent. And, so, what they want to hear is the substance that they heard in the key notes today >> Security, call security. >> those are some serious-- >> Well for an inaugural event, this is amazing, right? For the sheer size of it, for a first time event is amazing and having the heavy hitters, like you said, really invested, and time, people don't have time. And to actually invest their time here and want to be here and want to learn and want to share. That speaks volumes. >> And, that's not to say Andy Jassy doesn't have substance. His key notes are among the best and there always-- >> But, you know, he's scripted >> super substantive >> But, here's the thing-- >> But, when it comes to security deep dives, you don't want to hear from him. You want to hear from somebody like Shmidt today. >> Well, some public information that I found out, that's now public is that there are a 100,000 security subscriptions in AWS marketplace. >> Wow. >> One million subscriptions paid for in AWS marketplace, as a whole. 100,000 plus security software buys there. >> Wow. >> Okay. That's huge. >> Yes >> Huge for a little cottage industry going on called Cloud Security. >> Look at the rate the industry's growing. Look at Cisco, we were just at Cisco a couple weeks ago. Cisco's a huge company, 40 billion dollar company. Their security practice is growing 21% a year. I mean, that's huge for a company that's growing basically single digits. >> Well, we'll have Josh on, sorry go ahead. >> Yeah, no, I said, just looking at all these large companies that we're all talking to and that we're dealing with, some that I'm consulting to. People are moving to the cloud and they're saying, that one of the big reasons or the reason, is for extra and more leveled security. So, I think cloud is going to be taking the forefront and I think it's going to be much bigger than people really think. >> And, customers are telling us, they want more innovation from the security vendor community and, again, that comes from cloud. The data comes from cloud, comes from machine intelligence. You put those things together-- >> Shira, great to have you on. Dave, as always profound insight, taking a red eye, you're an all day warrior. Energizer bunny. Cube coverage here, AWS re:Inforce, day one. Day two tomorrow, thanks for watching. >> Thank you. (techno music)

>> Announcer: Live from Las Vegas, it's theCUBE, covering AWS Reinvent 2017, presented by AWS, intel, and our ecosystem of partners. >> Welcome back everyone, live here in Las Vegas. We're at AWS Reinvent. Day one coverage of three days of theCUBE, I'm John Furrier, the host this week. >> We've got two sets, our fifth year covering Reinvent. It's been great to watch. Every year we try to get in the VC panels. We just had Jerry Chen on from Greylock. We've got two more awesome friends of theCUBE in the community here. We've got Sunil Dhaliwal who is the founder of Amplify Ventures and Nick Sturiale with Ignition Partners. Guys, great to see you. >> Great to see you, John. >> Good to see you, John. >> Boy what a lineup it's been over the past three years, four years with Amazon, just watching them tear. Now it's all steamed ahead. Microsoft is totally gearing up. You can see them playing, what they're doing, they're pedaling as fast as they can. Google Play and the (mumbles) we're gonna compete on TensorFlow and other, little goodness, a lot more to go. You got Alibaba Cloud. Intel behind us is making (mumbles) chips. Good market on paper. >> Yeah. >> But we're seeing startups kind of get bought, not for what they wanted. Didn't go public. Skyhigh from Greylock. You see Barracuda going private. A lot of money to be made. Maybe the investment thesis of 200 million dollar fundings, that's over, is it over? Get a little bit of cash and get the critical mass and... >> Well, here's a question. Do you invest in these companies thinking every one of them is going to go public? Or do you think that a good number of them are gonna get acquired? And I think the investors that have done this for a while, and Nick's done this for what, like 45 years? >> I started when I was two, so. >> I've done this like two years less than you have, so I don't pretend I'm dramatically younger. But the reality is, these companies get acquired. And pretending that you're gonna pile into a company late and expect every single thing to go public I think is kind of crazy. And the people that are getting caught in that trap, I think they're gonna be in for a rude awakening. But look, you've got a billion six outcome for Barracuda, right? >> John: That was pretty damn good. >> And you know Skyhigh number hasn't been printed, but it wasn't a small one. Like, those are good outcomes. Those are good venture returns, if you were smart about where you got in. >> So I have a slightly different perspective, which is the real issue is that so much money moved into the late stage, and these companies thought that growth would always be linear even asymptotic. And so what happens is that their growth rate slows down and the cost of growth goes up, and suddenly the company's not quite as hot as it was a year ago, and so now the options for what they do have shrunk dramatically, and so you get exits like you just mentioned. And so part of the problem is is that entrepreneurs and investors really have to have a sober view of what is a business model that's durable over time and which ones really are gonna start to leak in their later phases. >> Well it's kind of a planted question for you guys, because you're early stage in Amplify. I've been following you guys, do a great job. You guys do a range of early, end growth. >> Mostly early though. >> The days of just laying back and kicking your feet up and throwing cash at stuff is over. You actually gotta do the work. It sounds like old school VCs. Greg Sands and I talk about this all the time. You gotta go in and be venturing. You gotta actually make it work. >> And that sucks, I was just told I put my feet up, I put some money in and then I get a distribution check at the end of it. >> That's what everyone thinks you guys do. What do you guys do every day? Take us through your day. >> It looks a lot like that except... >> It's so easy to be a VC, all you do is okay, yes, no, okay that's good. >> We got a dartboard. >> All you gotta do is bet on the good ones. >> Yeah. >> That's so easy. >> So there are what, 14,000 startups in the bay area, how many of them are worthwhile you think? >> It's a lot of work. Well old school, let's go back to the old school tactics, because you're seeing a couple things going on. You guys essentially pointing it out, you gotta do the work and pick the winners. But now that the business models are changing, right? You're seeing Amazon just ignoring conventional wisdom, and they're winning. The game is changing a bit in the business model side. How are you guys looking at that as you make investments? So you got the classic venture, bet on a good team, do all that stuff. What do you guys look at now in the marketplace for fit, scale, longevity, durability? >> I mean the stuff we care about the most is are you going after a big problem? Because I think a lot of the stuff we see, even with your great teams and great technologies, but you step back and you actually think, you know, that isn't a company, that's a product, or that's not even a product, that's a feature. And I think that's the natural outgrowth of what happens when you got 14,000 startups in the bay area, is there aren't 14,000 products that are companies worth having. What you have is, probably 12,000 features, 1500 products, and then like 500 real companies. And that's probably the biggest filter that you gotta apply on the way in, and it's maybe the hardest one to solve for, which is, roll this out seven years, nine years, because that's really what you're talking about when you're talking about building a public durable company is, what does this market look like way down the road? And is that a thing that can stand alone? And that's really, I think, the difference between the companies and the investors that do really well and the ones that can kind of squeeze by, knocking out a couple interesting outcomes. >> My favorite thing is that when you say we just pick the winners, is that nobody knows who the winner is a priori. If you knew that, that market would be gone already. And most successful companies that you read about, and they talk about the (mumbles) investors that were in it early, that's all BS. It's a million good things happen along the way, serendipity, a ton of hard work on the management team and the employees. So this idea that things are preordained is just silly. And I would tell you that you look at most really successful companies today, their business model is completely different than the one that the venture person backed. >> I mean it's always the classic, because I remember when I first started an entrepreneur in the 90s, the question was what's your exit strategy? It was a legitimate question at that time, and it was kind of a peg mark, okay, when I build a growing company and have an exit. Now the exits are, as you mentioned, buyers. And that's not necessarily a bad thing. If Microsoft's in a race to fill in their white spaces, man, I would crop up and get the crops growing, right? So you can say, okay, Microsoft. So you guys gotta kind of do a little bit of homework there, do some relationship work, and you guys are close to Microsoft, so. >> Yes. >> I mean, is that kind of the new playbook? >> Yes. >> How should entrepreneurs posture to this? I mean obviously they're gonna try to build a durable venture, but they don't want to be zig-zagging too much or pivoting. >> No. >> I mean Nick made the point earlier, which I think is absolutely the one to focus on, which is when you raise a ton of capital your options start to shrink. The more money you raise at the higher and higher price, there's somebody you gotta serve who's thinking about the even bigger pot of gold at the end of the rainbow. And honestly, when we look at, I'll take one company in our portfolio for example, and I think the Splunk story is right up there with it, If you look at Datadog, Datadog's huge here at this show. There's purple shirts everywhere and a massive booth, and they've been here for five years running or four years running. That business has barely touched the last round of capital they raised, let alone the round of capital before that. The capital efficiency of that business, not only is it gonna make it a great outcome, but it's gonna give them tons of options of things that they can do. And, you know, they'll get to make every single decision they make, whether it's going to new product or whatever, position of strength. And not a lot of companies do that. >> So Splunk started in 2004. Guess how much total the company raised before it went public? >> How much? >> Forty million. Guess how much it spent up to the time it went public? >> John: How much? >> John: Twenty five. >> So it went public... >> So very capital efficient? >> John: Think about that. >> Yes, and it's worth 9 billion now. So you had several hundred millionaires created out of Splunk, and I would submit to you if Splunk was started today, the investor community would have killed it. >> John: Why? >> Because 18 Brinks trucks would have backed up and dumped a billion dollars on top of it, and buried it in too much money without allowing the company to get the time to become a fully viable system. >> Sunil: Yeah. >> So the too much cash can create toxicity for the startup? >> Money rarely makes the company. Money rarely makes the company. >> Lew Cirne was on earlier, founder of New Relic. Another capital efficient company. >> Great company. >> Went public all time high. Love that guy. He's such a strong, he wrote some code last week. He said, if you can help your partners be successful, in referring to Amazon. >> Man: Amazon. >> Then you can be a great ecosystem partner. So the question now is that's not a bad deal for a company to jump into the Cloud game and be a really good partner and build a kick-ass product. >> Yes. >> And look like a feature maybe on paper, and then sequence to an opportunity. Thoughts on that? It's certainly lucrative if you can get the flywheel going. Right? >> So you don't want to build a company whose basic thesis is helping Amazon or Azure or Google. That is a dead company. If, however, you pull revenue for one of those three in a way that's interesting to them, they will support you all day long. We have two companies in particular, Icertis and KenSci that are pulling a lot of revenue for Azure right now. And Microsoft gives them extraordinary support. >> That's the nuance right there. That's the nuance. Pulling revenue, value, creation. >> Yes. >> Well, they've created Amazon and Microsoft and Google, to a degree, as they get going. They've created a really interesting model, which is unlike your traditional ecosystem, hub-and-spoke model, where someone's gonna capture (mumbles) control of the sale, etc., etc. The smart thing that Amazon's done is they say, you use whatever you want, we're gonna bill you for the primitives until the cows come home, and as long as you're not standing in between Amazon and their primitives revenue, you're gonna do great. >> All right, final question for you guys. First of all, great conversation on the capital markets, certainly it's crazy. We always try to cover it, but here's a thought exercise. Last night we were at the analyst summit. We were talking to some analysts, and the question was, the airplane's going down, and you're in a board meeting, I gotta pick a parachute. There are only three parachutes, Amazon, Microsoft, and Google, which one do you grab? You got 10 seconds. >> To sell to or? >> No, just grab a parachute, and you hope that it opens and you live. Pick a parachute. >> Amazon, >> I'm going with Amazon. This one isn't hard. >> Microsoft and Google. The only person who's gonna grab the Microsoft parachute is the guy who's been with Microsoft for 30 years and knows they're not gonna let him down. If you're a forward-facing company you're going with Amazon, and if you're nuts, you're gonna grab Google right now. No offense to my friends at Google. >> So we're sitting here at Reinvent, so I feel like that's a trick question. (laughing) >> Well, that's good. If you're in the Microsoft ecosystem, they do take care of their own. >> They do. >> Their DNA is tuned to ISVs, they're very good at it. >> and that's their track record. Well, the one guys says, well it depends. By the time you argue with the parachute the planes (mumbles). But it does depend on your business. >> Sunil: Yes. >> Nick: Yes. >> But it is hard not to look at this show and say this is what electricity was in 1920. >> Final question, obviously Amazon is looking at all steam ahead, business models are changing, you're starting to see the top of the stack develop nicely, moving up the stacks seems to be the trend. You got this decentralized market up there. Bitcoin hit 10,000. A lot of smart alpha geeks, including some of the guys here at theCUBE team, is looking at ways to kind of leverage this decentralization trend in a way that's productive. Yet there's a lot of scams out there with these ICOs. Decentralization good or just another infrastructure dynamic? Thoughts on this whole decentralized token economics wave? Also the FCC has regulations now in it. Is it disrupting VC? Your thoughts, Nick. >> Do remember what H.L. Mencken said? "A fool and his money are soon parted." so I think anyone who sits there and says I understand completely what an ICO is and what I'm buying and doesn't view it as something that'll be a tax deduction for next year, I think is gonna be in for a bumpy ride. >> Get out your Gartner Hype Cycle. And if you don't know what it is, go look it up, and there's a spot right now of where we are in the hype cycle, and I think the movement my finger tells you where we are, but this is coming, but this comes afterwards. >> I heard this argument, the web is just for kids. No one will ever use the web. Browsers is a toy. >> A K memory is all you'll ever need. >> Yeah, but guess what, guess what, 2001 happened before we got to 2017, so let's never forget where we are at that kind of hype. >> ICOs are like subprime mortgages, and I speak Spanish and I can't even read the thing. That is what an ICO is. >> So certainly hyped up. Winter's coming, we'll see. All right, we got the VCs here, Nick and Sunil. We got Amplify and Ignition Partners here in theCUBE. More live coverage day one after this short break.

(upbeat music) >> Hello and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards Program. This session's award is going to be profiling the Most Customer Obsessed Mission-based Win in the education domain. I'm your host, Donald Klein, with theCUBE. And today we are joined by Fernando Castillo. He's the Business Development Manager at CloudHesive, and then also Luis Muñoz, who's the Information Director at the Unibersidad de Los Lagos. >> Okay, everyone. Welcome to today's session. All right. Fernando, thanks for taking some time out and joining us today. Wanted to start with you and wanted to hear a little bit of background about CloudHesive. Obviously, you're a company that had won an award last year, but you're back on this year, again. Want you give us some a little bit of the story of CloudHesive, and what kind of services you provide? (speaking in foreign language) >> Translator: Thank you very much, Donald. Yes, CloudHesive is a managed consulting service provider in the cloud. We are AWS Partner and since 2014 we have been providing solutions focusing on security, trustability, and scalability in the cloud. Accompany companies to their main objective, which is reducing operational costs and increasing their productivity as they move forward in the adaption of cloud services. >> Very good. Okay. And then Luis, I'm going to turn to you now, want you talk to us a little bit about your role there at the Unibersidad de Los Lagos, and how you started this project? (speaking in foreign language) >> Translator: Good afternoon. I belong to the academic department of the engineering department at the University of Los Lagos and the director of the IT of this school. For several years, for about five years, we've been analyzing the deployment of these automation at universities of Chile. Since it's not a common item in the country, we've done several benchmarking worldwide, especially in Spain, Mexico, Columbia, and places where it's more developed. And eventually, we have to take some demos that allowed us to make some decisions. This topic was not going to be considered in 2020, but it happened because of a political situation, social political in Chile in 2019. So we have to move forward the process, but we had already made a global analysis and this was one of the reasons why we have to get closer to AWS Partners and this allowed us to move this process forward within the university. >> Okay. Very good. All right. Well then, what I'm going to do now is I'm going to come back to you, Fernando, and I want you to talk a little bit about the overall goal of what you were trying to help the university with. (speaking in foreign language) >> Translator: Well, within the main objectives we had in the project was to have a platform that would support a concurrent load of thousands of students, especially in University of Los Lagos. They had requested to have around 15,000 students and the main complication or the main challenge was to keep a virtual attendance, which is now known as learning management system, but also having the possibility of having video classes in two days, something similar to what we are doing today, but with 50 or up to 100 students. This was one of the main objectives of the project. >> Okay, understood. So the goal is here to deploy this platform and open source platform and make it available for about 15,000 students. Okay. Now coming back to you, Luis, there was a time constraint here, correct? You needed to get the system going very quickly. Maybe you could explain why you needed to accelerate this program so quickly. (speaking in foreign language) >> Translator: Well, literally, the pandemic conditions in the country started to be more evident and more severe since the first week of March in 2020. And so we have to make the decision, the double-sided decision of choosing an infrastructure that we could not buy at that time, given the emergency, logistic emergency of the pandemic at the server's room and to keep a stable platform for that number of users, student and professors of university. So we started conversations to make this scale up and move everything to the cloud. This was the first decision. So we decided to use Amazon and with CloudHesive, we were able to organize the academics charter in the same platform. So as to move no longer than three weeks so that we could give classes, online classes with the students while we were learning this new normal, which was virtual distance education. This was very difficult of every morning, afternoon, and evening of work, but this allowed us not to fall behind in the first semester of the educational needs of the students. With this modality, we have around 5% more students that we used to last year in 2020, in March 2020. And this allowed us to have a more visible structure for those who were questioning this new modality and we were applied to take this new modality in the end. >> Okay. So because of the pandemic, you had to accelerate the deployment of this learning management system very quickly. And you had to learn how to manage the system at the same time that you were deploying it. Okay. Understood. So a lot of challenges there. All right. So then maybe coming back to you, Fernando. Wanted you talk about your role and how CloudHesive helped with this sort of this very rapid deployment of this LMS system. (speaking in foreign language) >> Translator: Well, talking about the challenges and how we were able to get to the objective, within the plan, deployment and development have to accompany the University of Los Lagos not only with the use of the platform, but also how to change management. One of the biggest challenges was to do a security audit, the deployment of scalable infrastructures. And one of the main topics was, one of the main challenges for CloudHesive that we can now talk about and obtained objective was to do the tests from the point of view of scalability and security getting into 15,000 students, concurrent students, stimulating the workload of the university, keeping 99.5 availability of the platform. Going back to the challenges, it's not only the scalability and stability. Nowadays, the University of Los Lagos platform can continue to grow, as Luis mentioned, without the need to look for new resources. But with our implementation, deployment and development, we already have a scalable resource as they increase the number of professors and students to their university. >> Okay. Understood, understood. Now, maybe talk a little bit just to continue with that point. Maybe talk for a minute about how you leverage the AWS platform in order to be able to accelerate this project. What aspects of your partnership with AWS enabled you to deploy the system so quickly? (speaking in foreign language) >> Translator: Well, talking about that, we based on a referential architecture of AWS, which is an open source middle platform, and within these competencies and within things, they belong to the education. We also have the problems, the presence of (indistinct), which allows us to deploy new solution and new integrations. So this allowed us as the team to, within weeks, to develop new features that would allow us to deal with each of the requirements of the universities, specifically. So within the first week, the University of Los Lagos had the connectivity with the academic sector. On the second week, they had the infrastructure to support out two-way videos. And on the third week, they already had the platform completely deployed with all the security safeguards that we already have in all of our products and services. So having worked hand-in-hand with AWS allowed us to have success in time with this platform. >> Wow. So that's fantastic. You were able to deploy this entire system from the connection with the academics to the video infrastructure to actually getting all the security implementations in place. You were able to do that in a three week cycle, is that correct? >> Yeah, that's correct. >> Fantastic. Okay. So Luis, coming back to you then, so working with CloudHesive as a partner to help deploy the platform on AWS gave you fantastic speed and agility to get the system working. Maybe talk a little bit now about the challenges of getting students and educators to adapt the system, and what kind of successes you had? (speaking in foreign language) >> Translator: First of all, they have to, we need to need to know the geography, the landscape of the university. The geography is very varied. We have mountains and lakes and so forth, and connectivity concepts are very difficult in this area. In addition, University of Los Lagos has the characteristic of receiving students from very poor sectors within the region. So this means that more than 80% have a free education, as there are few universities that exist in the country. So one of the technological challenges was for these students to receive the mechanisms and technology to have the connectivity they needed. After that, we had a very big training plan with the deployment company, CloudHesive, with the permissions, and eventually together, we were able to go beyond students and professors. And I remember we had 50% students and professors logged in to the platform, and nowadays, we have 100% students and professors logged in having classes in the platform. But most importantly, nowadays, we have an analytical control because of an integration with CloudHesive, with certain tools that allow us to gather data in real time. And we can do a follow-up of the student that is closer actually from the previous situation when we didn't have this technology. If the student is not logged in, we can reach them directly or indirectly to know, what is happening with his meeting, which is the kind of support, academic, social or economic support that they need. Before, it was harder to get this. So we have a communion between technology and social services that we can provide as a university. And of course, the adaptability of CloudHesive in as much as most of the requirements that we needed. So as to have a good response, they've been very providing, they provided a very robust service in this terms. >> Fantastic. So you were able to reach 100% percent of your target audience very quickly. Is that correct? Great. >> Yes. >> And maybe just to kind of follow up one more. Just talk a little bit about the future of your program. Now that you've worked so hard to establish the system and to connect your students and your teachers and to optimize the system, what is your plan to use it going forward? Are you looking to expand it? What would you say are your goals? (speaking in foreign language) >> Translator: First of all, for better or for worse, this modality came here to stay. The pandemic may end, but it generated opportunities that nationwide, it moved forward at least seven or eight times faster, these kinds of possibilities. So it's hard to use or waste this opportunity with the face-to-face classes. The university nowadays, thanks to the platform and the work done by CloudHesive and AWS, the university won ministry projects from the Ministry of Education in the country, have a strengthening plans for other kinds of services that were not incorporated before, like the idea of virtual library, research work, academic development work, of training and cultural transformation as well. But eventually, they are happening in this virtually environments. And the university won this possibility through the ministry, bridging the gap between the academic sector and the students. And in order to elaborate a little bit more from the previous question, we did a survey last year and ended not long ago. And most professors said that 80%, more than 80% said that the virtual environment was considered as good or very good. So we have a very good assessment in order to participate in this project that were won by the university and they are nowadays being applied. So this generates development in the academic sector, in research, in library, in content creation, global communication, working together with other universities with work postgraduate courses and other universities without the need of getting out of home. So this is a very competitive advantage that we didn't have before. And since 2020, we were able to develop. >> Fantastic. Well, congratulations on a really well put together program. And I'm excited to hear that you've won an award in your country and that you're planning to expand the system more broadly. I think that's a fantastic success story. So maybe just to wrap this up here with you Fernando, why don't you talk a little bit about, so obviously, you guys were very critical in helping this system be deployed very quickly, but very securely at the same time. How do you see your role going forward in enabling these types of situations, this distance learning type formats? (speaking in foreign language) >> Translator: Well, just as Luis said, taking this project with the University of Los Lagos, this showed the importance of looking at technological advances and to improve the universities and research centers and how to focus on innovation and bringing the future education down. For us, the data generated in this virtual interactions are very valuable and having a clear perspective, so as to organize this data for, to make more effective decisions that allow us to act in real time. This is what we are focusing on right now. So as to keep, I mean, prove, and being able to provide new tools, the research centers and universities to operate quickly, safely, and cost effectively. >> Okay, fantastic. So really, the real lesson learned here is by working with a partner like yourself, you were able take an open source learning management system and then deploy it very quickly, manage it, and then secure it in a way that allowed the university then to do their work. So I think that's a really great end-to-end delivery story. So I think, maybe if you want to make one last comment, Fernando, about your role in any kind of future expansion for this type of work. (speaking in foreign language) >> Translator: Yes, of course. I would like to thank Amazon and University of Los Lagos, of course for giving us the chance to work together and develop this project successfully. And answering your question, I would like to say that this is a good incentive to build more robust solutions, as long as we have our focus on our clients, when working and as a final comment, I would just would like to thank you and hope to see you again with a new project. >> Okay, well, congratulations to you both on winning this award. And for CloudHesive, this is your second year in a row of winning a Public Sector Award. So with that, I'm going to sign off today and I'm going to thank you both for attending. Today, we've had Fernando Castillo, the Business Development Manager from CloudHesive and then Luis Muñoz, the Information Director at the Uniberisdad de Los Lagos, and thank you both for attending. This is Donald Klein for theCUBE, until next time. (bright music)