>> from Bahrain. It's the Q covering AWS Public sector Bahrain brought to you by Amazon Web service is >> Welcome back. It runs the cube coverage for Amazon whips were summoned by rain and Middle East jump for cloud computing. Our startup panel at two great guests. So, Abdullah, who's with Flat Labs? Flat? Six Labs Incubator Investor. Same dull bet with sink. Sorry. So sorry They got that wrong with little glare on my spring there. Thanks for coming on. Appreciate it. Guys, start up. Scene here is robust. Last year from this year, More energy, more deployed capital because you're deploying capital. You're building a company. Give us the update start. >> Yeah, I would say over the past year, just our Bahrain location alone. We've already hit 23 startups that we've invested in, and we're looking to increase that number by about 68 start ups every six months. Um, as you've seen over the past year and Amina region and the GCC, there's rapid growth in the startup scene. Um and we're slowly starting to see each vertical fill up with the relevant startups and get more saturated. I think for a while we were one of the regions that were a lot less saturated when it came to our local startup because systems and the rest of the world The good thing is, now that we've gotta love the financial infrastructure into place, flat six Labs is one of them. And I think that's where we really um, we're lacking support before on DSO were signed to feel see players come into every stage of the startup growth be ableto help the stops raise their seed funds. Siri's a Series B >> and your role here is outreach building out my rain. Yet where the Economic Development Board trying to figure out that put together an entrepreneur strategy and not figure it out. We know what it is. You get money? Yeah, yeah. Party together, >> Yes. So what we're trying to do is there's two main things. One is that we're trying Thio finally be the first kind of financial investor that can help people going from a full time job in tow. You know, full time entrepreneurship rolls on to give them access to three of the biggest barriers that they usually will face, which is a business development network mentorship on Capitol andan. Everything that we're doing is weed. So personally, What I take care of is that I go to a lot of the international events around the globe, would start up because systems and try and find very early stage founders and educate them on the market. The region see where people would fit, where the gaps are in the market on dumb kind of raise awareness of old advantages that we have here in Bahrain. >> What makes you guys different? What's the differentiation >> as a country or as flat six labs? Both. So I'd say, as a country behinds in a very unique position where we have, ah, cultural mindset that is very easy for a lot of foreigners and expatriates to adapt to, Um, I think we've even been ranked number one in the world as a place for expect us to live several times on DA number. Thing is that we have a very high skilled workforce. Um, overhead costs are lower. So, for example, when it comes to the cost of rent when it comes to hiring a team, you also have subsidies that come into place like Tom Keen, uh, which Sam has also benefited from where if you go and you hire fresh graduate Bahrainis, you'll get >> ah, >> large margin of that subsidized by the government. So you're looking at, ah, mix where you have a high quality of life. But at the same time, it's the best starting point for a lot of start ups. Because you can extend your runway. You have, ah, much lower cash burn, and at the same time you've got one of the biggest market places right next door, which is Saudi Arabia, is the 30 minute drive across the bridge. So we've kind of got the best of all worlds over here, and and because we're a small country, we have a government that's incredibly reactive. So the regulatory authorities are very close with the startup ecosystem, for example, were always involved in the economic development board round table meetings on the ministries, all working closely together to try and make this as friendly and atmosphere is possible for the startup >> and they're authentic. That's interesting and see government authentically aligning. >> Yeah, it's in the interest of entrepreneur, I would say. One thing we really have going on is it's really an nationwide initiative from the founders to the private entities and investors like us and to the governmental agencies where we all are really dedicated towards making this start up >> san talk about your company. What do you guys do and what's your situation? >> Right? So my company's name is sinking. We're software as a service company that helps businesses manage the really hard aspects of managing their employees like things like timesheets scheduling. Job safety is a big one for us and job costing, and our target market is actually us small businesses and way were early stage company, and we met Salar and Flat six Labs, and they convinced us to come sit up here in Bahrain and never looked back. But the access to talent here is just amazing the cost of very low and were able to do a lot of a very small amount of money. And so far we've got to a total of four and 1/2 1000 U. S. Businesses using the platform. And we've done that all here from Bahrain, >> so very low, low cost leverage, a model, and that's because of the substance of just talent >> as a >> mixer, so it's a little bit cheaper to hire. People have more access to tell him it's a number of things. It's both of those things. >> Yeah, the university programs were interesting there. Got a degree in cloud Computing. They announced that we heard that news today. I mean, that's compelling. I mean, have you want to make the market just teach it? Yeah, exact. This is good, I think. >> I think the good thing is that everyone's come to an understanding that all parties have to get actively involved to make it the right atmosphere. So the universities are also working very closely with us hand in hand. And I've seen Percy a gigantic improvement over the past year where their senior projects of the universities are turning out where they got legitimate startup. It's Dex on Dhe. Some of them are even ready to go straight into acceleration, which was not the case a few years ago. So everybody's really on board. >> That's one of things we met last year in the economic Dillman for that round table. Lotte. I won't say complaints but concerns, and they're very listening to the whiteboards out their charts. How are they doing? Checking the boxes? They are checking the items off, moving these blockers and what's remaining in your mind in terms of things to make it frictionless. >> Yeah, I'd say like there's so far. We've done a great start andan the space of a year. We've accomplished a lot. But of course there's still shifting the whole mentality to understand the startup scene and also, you know, to get people to be less as, ah, cultural mentality, risk averse and start letting people feel that failure is an okay thing. It's okay to go straight out of university and give it a shot and try and start your own startup, Um, and also educating people of all the tools that are available to them. So although we do a lot of outreach and roadshows, still, there's, ah, a lot of people that need to be educated on how exploration works, how the VC side of it works. And I'd say another thing. We need Thio See coming is bridge funds. So we've got people that are ready to come in at Siri's a that precede that seed. But then there's usually these gaps where we need to kind of help Fila's well to keep people on target towards seriously >> like a bullpen. Capital kind of model. Like Paul Martinez Company? Yeah, sass coming that are in between being Air B or B and C just need that little bridge. Yeah, exactly. That. Just >> that extra runway so that they can hit the targets that the later stage investors want us. >> Guys, give it plug for your reference. What you working on? Now? What do you quit your to do? Item? What's, uh what's the plan? Give a pitch for the company. >> Looks way No. The first company to attack time tendons. And we won't be the last. But where we think that we can win his job costing and job tracking, which is something that the customers that we talked to it really screaming out, too. So we've been building a really complex but simple to use system for managing jobs the last 3 to 6 months, and we're about to deploy that to our users in a few weeks. We're very excited about that. And that's really our secret source. We just a lot of guys doing the time in attendance. We're doing it very well, but we want to be the best of jobs. And we also want to stay laser focused throughout our particular users, which is actually employers with 1 to 20 employees in the states. And that's actually that actually makes up 89% of all employers in the States. And it's very hard to historically to find these guys. But we'll be having a smart phone in their pocket. It's actually becoming easier and easier for us, and we find it. >> And those coming need the most help, too, because they're the ones that could grow to 50 employees next. Exactly. So what's the U. R L? Our website and app Tick and download. What's the head of someone contact U S. >> So they will go to sync dot business and they can use the Web version there. But we also have to mobile app so we could be found in the APP store and on the place. >> Awesome. Congratulations and updates for you guys. What's next for you here by rain in general? >> Well, in Bahrain and Demeanor Region, we're continuing to expand their several locations that we're gonna launch again as accelerator programs on dhe. Locally, over here, we're always accepting applications from international startups. We're actually having our demo day tomorrow So you should drop by if you're gonna be here. Yes. Did I would be great if you come down and a CZ that happens. We're accepting applications to the next cycle on dhe. They can just log onto flat six labs, bahrain dot com All the information's over there. And if they want to get in touch with me, they can just put my name into Lincoln. So >> I beat him up into a system, and when they're ready to accelerate, they go. Good to go. Congratulates. Good job, guys. Thanks for the update. Startup scene is robust here by rain. The Cube coverage for our second year covering Amazon Web service is summit. I'm Jumper Stevens for more coverage after this short break.

>> Live, from Las Vegas, it's theCUBE, covering AWS re:Invent 2018, brought to you by Amazon Web Services, Intel, and their ecosystem partners. >> Welcome back to AWS re:Invent, along with Justin Warren, I'm John Walls, we are live here in Las Vegas. Day two of our three days of coverage of this event, seventh time we've been here and, as we've been saying all along, this show is getting bigger and better than ever. About 40,000 attendees this year. Joined now by Abbas Haider Ali, CTO of xMatters, and Chris Crocco, who is the lead solutions architect at Viasat. Gentlemen, thanks for being with us, good to see you. >> Thanks for having me. >> Thanks for having us on. >> All right, tell us a little bit about your respective endeavors and then why the two of you are here together, and Abbas I'll let you lead off. >> Sure, I'm CTO at xMatters, as you described, and our company is basically a digital service availability platform which, outside the marketing speak, and from a technical perspective, means, when bad things happen with technology, and all technology's great but, inevitably, things go wrong-- >> Bad things happen. >> Bad things happen and we're in the business to helping companies get those things fixed as quickly as possible, ideally before they become business-impacting. And basically, I asked Chris here to join me because you can have technology but you need someone to put it into practice and Chris has done a great job of bringing it in to real world at Viasat. >> Good transition, thanks Abbas. My role at Viasat, Viasat's a satellite-based technology and communications company, and my role is to help administer and deploy some of our automations for orchestration monitoring performance and incident management. A lot of that has to do, as it relates to xMatters, with notifying people when they eventually have to go hands-on-keyboard and minimizing the amount of administrative burden that they have so they can just focus on fixing a problem. >> You mentioned before that everyone who was traveling here on an airplane, if they were using the wifi, they're probably running over your service? >> Right, yeah, so one of our-- >> I am astounded that that even works at all, speaking of technology breaking all the time. Maybe explain to us a little bit about how xMatters helps you keep that thing actually functioning. >> Yeah, that's a great question. One of the things that we monitor very, very tightly is our customer experience, both on aircraft, and residential broadband, and so when we're starting to see things where those planes are passing through beams and maybe not handing off the internet connectivity well, if we're seeing people trying to get on the internet and they're either having a slow time or just not getting on at all, one of the things that we want to do is get that to the right people quickly. So, one of the things that we do is we have our customer care elements of commercial mobility in xMatters so that they can report that to the engineering level for that same area of business. When they do that it's opening up a sales force case, it's notifying a Hipchat room, it's getting hold of the on-call resource, and it's also administrating all of that stuff back to the originator of the problem, so that they can keep them informed of "this is what the engineer found, "this is how long it's going to take to get fixed, "this is what you need to tell the customers." So it's enabling a lot of communication while reducing some of the traditional operational elements that go along with incident management. >> Yeah, it's something that we've been hearing quite a bit this week here at AWS, is the importance of that operations side of things. It feels like the whole industry has moved from this being a new technology that we should start doing brand new things with, and it's matured a little bit, where we're actually relying on this stuff to run real multi-billion dollar businesses and operations starts to become really, really important so, as you said, when things break, we want to fix them as fast as possible, so that customers can keep using our services. >> Right, and kind of in the path, when you look at all the companies that are here, they're building fantastic new products, builders are a big part of this event, it's all about building their services and you hear a lot about automation and tool change and the CI/CD pipeline. Well, the CI/CD pipeline really ends at delivery. And that's kind of where our product picks up. So it's in the operations and support realm of it is, once it's out there, things inevitably will go wrong and a lot of the companies you see here are all about detecting that very, very quickly. You'll hear conversations about one-second resolution in detect issues, and those things have to be handled. And really, one of the things that we're seeing a big trend in is going through and saying, "How do we remove the manual process, "and administrative overhead, and the toil "in actually operating these services, "when, inevitably, something goes wrong." And it starts off small and can grow very quickly, so a lot of people use our product, to essentially tie those alerting systems directly into xMatters, it goes out, gathers a lot of the information that people would typically do by hand, the manual effort, delivers it to the right on-call person and arms them with the action and move them through. And really, that cycle of steps, if you think of it as every individual team and service has a series of flows that they go through when things go wrong. It's about taking those steps and putting them all together in the right order and swapping them out as you need to as your service matures and grows. And as your innovation is successful and as you grow in scope, those steps may change, but the flows across the teams remain remarkably-- >> Is there-- >> The same. >> You talk about flows, different avenues, different opportunities, or problems, is there one that tends to stand out amongst the crowd as "That's our biggest headache," whether, for Chris's business, or just, in general, for any of your clients, is there one that leaves you scratching your head? >> If we go around and just interview all the various enterprises, who are consumers and builders of a service and we ask them, saying, "Hey, what's the single biggest thing that's kind of a pain when things go wrong?" One of the biggest problems that we see is that a lot of these organizations have built kind of a distributed operation model. And one of the biggest problems we see is, if you think of it as, you've got a whole series of things, a series of, kind of spokes, and one thing goes wrong, other people are consumers of it, and other people are impacted. All get engaged, saying my thing is also sending me a signal saying "My work has gone sideways," but it's very difficult to figure out where the actual responsibility lies and how do you engage just the people who could actually fix the issue and then let everyone else who is impacted by it be informed, but told to stand down, so they don't waste their cycles on resolving that. And that's a very complicated problem that there is no magical solution for so if anyone's listening and looking for "Okay, "that's what I've got, give me an answer," I don't have a solution for you (laughing) but I can tell you that a lot of these sorts of operational tasks we're putting in place are designed to minimize the effort of figuring out what that is and really speeding up that information cycle so you waste as little time as possible. >> Does that sound familiar, Chris? >> Very familiar, yeah. Viasat's company motto is "Always a better way" and so one of the things we do with xMatters and other tools in our incident response chain is take what we learn when we do have an incident, when we do have a problem, and find a better way of approaching that. It allows us to refine our integrations into xMatters. It allows us to communicate more effectively to the right people. It allows us to really kind of harness our DevOps model and that company credo to our advantage and constantly perform better for our customers. >> We were talking before we went live here, this is dealing with issues at the scale of space, so these sort of problems, and it's a theme that we've been hearing over the last couple of days, that the amount of complexity on these kinds of systems, and something at the scale of a space-based platform. This is something which isn't really tractable for the human mind to deal with unaided, so we really do need tools like xMatters to actually cope with this. But what has putting in something like xMatters done for the business of Viasat? What does that actually change, that you're now able to do that you weren't able to do before? >> Again, xMatters enables a lot of opportunity for our DevOps teams to constantly improve. One of the things that I personally like about xMatters a lot is it's not a centralized tool. A lot of tools in this space are intended for you to be constantly looking at a dashboard or have an incident captain that's always, their life is that tool. >> A single glass of pane. >> Right, but all of these teams have their own single pane of glass that they consume, so we can plug in xMatters where it's appropriate and allow those tool chains and those automation flows to include xMatters but not have it be the end all, be all of their process, so it helps them improve on all of the other parts of incident management and monitoring and xMatters is just there to facilitate those transactions and those workflows. So, a lot of value there, a lot of learning opportunities and a lot of enablement for all of our DevOps teams. >> So you can improve the way that you're doing things without having to rip out everything else and replace it with one new tool. >> Exactly, one of the things that you don't want to do in any organization is throw the baby out with the bathwater, so to speak. There are tools that can be refined and we see a lot of this in the trend toward micro-services, right? Instead of having vendor lock-in, this huge one-stop shop for everything, you can pull and replace all of the smaller pieces in that chain without affecting your availability or your ability to respond to an event. >> And one really interesting thing about these distributed models is you still have places where information needs to wind up, so if I'm working on a particular part of my application and I've got a customer service team that uses Salesforce as their system of choice, I have to get information to Salesforce so they can consume it. It's not okay for me to hoard information, I actually want to make sure that I'm minimizing the friction and moving information along to where it needs to wind up, along that process. If I am a developer, my kind of world view of my tasks are Jira, I want to make sure the information winds up there. If I'm in a service management team and I use something like ServiceNow, kind of track information there, I have to make information wind up there. We collaborate in Slack, I have to make sure that it's available within that world as well. So the key thing that we're really focused about is every team picks their own flows, they pick their own tools, but the steps along the way are very similar. Something goes wrong, you pull in the information, you need help, you need a collaboration step, and you need a basic information delivery stage to put information back in the right places because after it's done, to Chris's point, if you just solved the problem very effectively and learned nothing, you've done a bad job. We have to be clear about that, right? Learning and improvement is a key part of a successful DevOps transition, and when you're running things at the scale we're talking about at re:Invent, you have to learn. And a key part is making sure information winds up in the right places so you're able to do that. >> Getting them halfway happy won't cut it, right? >> Right, I would fully expect that Chris and other customers in Viasat's position would be like, "Yeah, that's great, we did it great this time, "but when it happens again, we would have learned nothing." >> What do we do next? >> Right, exactly. >> Right. >> Gentlemen, thank you for the time. We appreciate you sharing your story and wish you success. >> Thanks very much for having us on. >> For the rest of this week, enjoy the show. >> Thank you very much. >> Off to a great start, that's for sure. >> Thank you. >> Back with more from AWS re:Invent, with Justin Warren, I'm John Walls, and you're watching theCUBE. (upbeat music)

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in Came along with its ecosystem partners. >>Hey, welcome back to the Cube. Lisa Martin at AWS Reinvent in Vegas. Very busy. Sands Expo Center. Pleased to be joined by my co host this afternoon. Justin Warren, founder and chief analyst at Pivot nine. Justin, we're hosting together again. We are. >>It's great to be >>here. It's great to have you that. So. Justin Meyer, please welcome a couple of our cue ball. Um, back to the program. A couple guys from nut up. We have Anthony Lie, the S B, P and G m of the Cloud business unit. Welcome back at the >>very much great to be here >>and color coordinating with Anthony's Jandi Stephenson, Chief Technology officer and GPS Cloud. Welcome back. >>Thank you. Thank you >>very shortly. Dress, guys and very >>thank you. Thank you. It's, uh, the good news Is that their suits anymore. So we're not going to have to wear ties >>comfortable guys net up a w s this event even bigger than last year, which I can't even believe that 65,000 or so thugs. But, Anthony, let's start with you. Talk to us about what's new with the net up AWS partnership a little bit about the evolution of it. >>Yeah. I mean, you know, we started on AWS. Oh, my gosh. Must be almost five or six years ago now and we made a conscious effort to port are operating system to AWS, which was no small task on dhe. It's taken us a few years, but we're really starting to hit our stride Now. We've been very successful, were on boarding customers on an ever increasing rate. We've added more. Service is on. We just continue to love the cloud as a platform for development. We can go so fast, and we can do things in in an environment like aws that, frankly, you just couldn't do on premise, you know, they're they're complexity and EJ ineighty of on premise was always a challenge. The cloud for us is an amazing platform where we can go very, very fast >>and from a customer demand standpoint. Don't talk to me about that, Chief technologist. One of the thing interesting things that that Andy Jassy shared yesterday was that surprised me. 97% of I t spend is still on from So we know that regardless of the M word, multi cloud work customers are living in that multi cloud world. Whether it's by strategy, a lot of it's not. A lot of it's inherited right, but they have to have that choice, right? It's gonna depend on the data, the workload, etcetera. What can you tell us about when you're talking with customers? What what? How are they driving NetApp evolution of its partnership with public provider AWS? >>So actually, I don't know if it's the desired state to be running in a hybrid, mostly cloud fashion, but it's it's It's driven by strategy, and it's usually driven by specific workloads and on the finding the best home for your application or for your workers at any given time. Because it's it's ultimately unrealistic for on premise customers to try to compete with like a machine and keep learning algorithms and the rate of development and rate off basically evolution in the cloud. So you always have to be there to be able to stay competitive, so it's becoming a part of the strategy even though it was probably asked that developers that drove a lot off cloud adoption to begin with. Maybe, maybe not. Not in favor of the c i o r. You have, like a lot of Cloud Cloud sprawling, but there's no longer sprawling it. It's part of the strategy before every company in my way >>heard from any Jesse in the keynote yesterday about the transformation being an important thing. And he also highlighted a lot of enterprise. Nedda has a long history with enterprise, Yes, very solid reputation with enterprise. So it feels to me like this This is an enterprise show. Now that the enterprise has really arrived at with the cloud, what are you seeing from the customers that you've already had for a long time? No, no, no, I'm familiar with it. Trust Net up. We're now exploring the Clouded and doing more than just dipping their toe in the water. What are they actually doing with the cloud and and we'll get up together, you know, >>we see and no one ever growing list of workload. I think when people make decisions in the cloud, they're not making those traditional horizontal decisions anymore. They're making workload by workload by workload decisions and Internet EPPS history and I think, uh, performance on premises, given customers peace of mind now in the cloud, they sort of know that what's been highly reliable, highly scaleable for them on premise, they can now have that same confidence in the cloud. So way started. Like just like Amazon. We started off seeing secondary workloads like D r Back Up Dev ops, but now is seeing big primaries go A s, a p big database workloads, e commerce. Ah, lot of HBC high forming compute. We're doing very well in oil and gas in the pharmaceutical industries where file has been really lacking on the public cloud. I think we leaned in as a company years ago and put put, put a concerted effort to make it there. And I think now the workloads a confident that were there and we can give them the throughput. We give them the performance on the protocols and now we're seeing big, big workloads come over to the public clouds. >>And he did make a big deal about transformation being important. And a lot of that was around the operational model. Let's let's just the pure technology. But what about the operating model? How are you seeing Enterprises Transformer? There's a lot of traditionally just taken a workload, do a bit of lift and shift and put it to the cloud. Where are they now transforming the way they actually operate? Things because of >>cloud? Absolutely. I mean, they have to They have to adopt the new technologies and new ways of doing business. So I mean, I think they are actually celebrating that to answer point. I think this is not a partnership and we're partnering with. We have a very unique story. We're partnering with all of them and have really deep engineering relationship with all of them. And they are now able to go after enterprise type workloads that they haven't been gone. I've been able to go after before, so that's why it's such a strategic strategic relationship that we have with all of them. That sort of brings in in the freedom of choice. You can basically go everywhere anywhere. That, in my opinion, is that true hyper cloud story lot has always been really difficult. But with the data management capabilities of not top, it's really easy to move my greater replicate across on premise toe are hyper scaler off choice. >>I mean, I think you know, if you're in enterprise right now, you know you're a CEO. You're probably scared to death of, like, being uber, you know exactly on. Uh, you know, if you're you know, So speed has now become what we say. The new scale they used to be scaled is your advantage. And now, if you're not fast, you could be killed any day by some of these startups who just build a mobile app. And all of a sudden they've gotten between you and the customer and you've lost. And I think CEOs are now. How fast are we going? How many application developers do we have? And did a scientist do we have? And because of that, that they're seeing Amazon as a platform for speed on. So that's just that paranoia. I think digital transformation is driving everybody to the cloud. >>You're right. If we look at transformation if a business and Andy Jassy and John for your talked about this and that exclusive interview that they did the other day. And Andy, if you're and a legacy enterprise and you're looking at your existing market share segment exactly, and you're not thinking there's somebody else. What assisting on there on the side mirror? Objects in mirror are closer. Not getting ready for that. You're on the wrong. You're going to be on the wrong side of that equation. But if we look at cloud, it has had an impact on traditional story one of naps. Taglines is data driven. If we look at transformation and if we'll even look at the translation of cloud in and of itself, data is at the heart of everything. Yes, and they talk to us about net APS transformation as cloud is something that you're enabling on prime hybrid multi cloud as you talked about. But how is your advantage allowing customers to not only be data driven, but to find value in that data that gives them that differentiation that they need for the guy or a girl that's right behind them. I already did take over. >>Well, I think if you're you know, if you're an enterprise, you know, the one asset you have is data. You have history now >>a liability Now with an asset. >>Can they can they do anything with it. Do they know where it is? Do they know how to use it where it should be, you know, Is it secured? Is it protected all of those things? It's very hard for enterprise to answer those questions. What one end up, I think it's done incredibly well, is by leaning in as much as we did onto AWS way. Give our customers the absolute choice to leave our on premise business and a lot of people, I think years ago thought we were crazy. But because now we've expanded our footprint to allow customers to run anywhere without any fear of lock in, people will start to see us now not as a storage vendor but as a strategic partner, and that that that strategic partnership is really has really come about because of our willingness to let people move the data and manage the data wherever they needed to be. On that something our customers have said, you know, used to be a storage vendor on along with the other storage vendors and now all of a sudden that we're having conversations with you about strategy where the data should be, you know who's using it is. It's secured all of those kinds of conversations we're having with customers. >>You mentioned moving data, and that was something that again came up in the keynote yesterday. And he mentioned that Hey, maybe instead of taking the data to the computer, we should bring the computer's data. That's something that Ned Abbas has long actually talked about. I remember when you used to mention data fabric was something about We want to take your data and then make it available to where the computer is. I'd like you to talk it through that, particularly in light of like a I and ML, which is on the tip of everybody's tongue. It's It's a bit of I think, it's possibly reaching the peak of the hype cycle at the moment s o what our customers actually doing with their data to actually analyze it? Are they actually seeing real value from machine learning? And I are We still isn't just kicking the tires on that. >>I mean, the biggest problem with deep learning and machine learning is having our accumulating enough on being able to have the data or lessening that gravity by being able to move it then you can take advantage off states maker in AWS, the big Cleary and Google, whatever fits your needs. And then, if you want to store the results back on premise, that's what we enable. With it out of harbor having that free flowing work clothes migration has to count for data. It's not enough to just move your application that that that's the key for machine learning and thought the lakes and others, >>absolutely in terms of speed. Anthony mentioned that that's the new scale. How is flash changing the game >>with perspective, you know, flashes a media type, but it's just, you know, the prices have come down now that you know the price performance couple flashes an obvious thing. Um, and a lot of people are, I think now, making on premise decisions to get rid of spinning disc and replaced with Flash because the R. O. I is so good. Tco the meantime between failures, that's that's so many advantages that percent workloads. It's a better decision, of course. You know, AWS provides a whole bunch of media Onda again. It's just you like a kid in a candy store, you know, as a developer, you look at Amazon. You're like, Oh, my God. Back in the day, we had to make, like, an Oracle decision and everything was Oracle. And now you can just move things around and you can take advantage of all sorts of different utilities. And now you piece together an application very differently. And so you're able to sort of really think I think Dion sees point. People are telling us they have to have a date, a strategy, and then, based on the data strategy, they will then leverage the right storage with the right protocols. They'll then bring that to compute whatever compute is necessary. I think data science is, you know, a little fashion, you know, conscious. Right now, you know, everybody wants to say how many did a scientist they have on their teams? They're looking for needles in haystacks. Someone, they're finding them. Some of them are but not doing it, I think it is. Makes companies very, very nervous. So they're going the results, gonna trying as hard as they can to leverage that technology. >>And you'll see where is that data strategy conversation happening if we think about the four essentials that Andy Johnson talked about yesterday for transformation in one of the first things he said was, it has to be topped at senior level decision. Then it's going to be aggressively pushed down through the organization. Are you seeing this data strategy at the CEO level yet? >>Yeah, we are. But I'm also seeing it much lower. I mean, with the data engineers with the developers, because it's asked, is it is extremely important to be developing on top off production data, specifically if you're doing machine and deep learning. So I think it's both. I think the decision authority has actually moved lower in the company where the developers are the side reliability engineers are actually choosing more technology to use. That fits the product that they are actually creating off course. The strategy happens at the tall, but the influencer and the decision makers, in my opinion, has been moving lower and within the organization. So I'm basically contradicting what yes is a. But to me that is also important. The days off a C t o r C E o. Forcing a specific platform or strategy on to developers. Those days are hopefully gone. >>I think if you're a CEO and you know of any company in any industry you have to be a tech company, you know, it used to be a tech industry, and now every company in the world is now tech. Everyone's building APS. Everyone's using data. Everybody's, you know, trying to figure out machine learning. And so I think what's happening is CEOs are are increasingly becoming technically literate. They have to Exactly. They're dead if they're not. I mean, you know whether your insurance company, your primary platform, is now digital if you're a medical company or primary platform additional. So I think that's a great stat. I saw that about two and 1/2 years ago. The number of software engineering jobs in non tech surpassed the number of jobs in tech, so we used to have our little industry and all the software engineers came to work for tech companies. Now there are more jobs outside the tech segment for engineers, and there are in the text >>well, and you brought up uber a minute ago and I think of a couple of companies examples in my last question for you is real. Rapid is about industries. You look at uber for example, what the fact that the taxi cab companies were transitional. And we're really eager to, you know, AP, if I their organizations, and meet the consumer demand. And then you look at Airbnb and how that's revolutionized hospitality or pellet on how it's revolutionized. Fitness Last question, Jonesy, Let's go for you. Looking at all of the transformation that cloud has enabled and can enable what industry you mentioned when the gas. But is there any industry that you see right now that is just at the tipping point to be ableto blow the door wide open if they transform successfully? >>Well, I mean way are working with a lot off pharma companies and genome sequencing companies that have not actually working with sensitive data on if those companies, I mean, these are people's medical histories and everything, so we're seeing them moving now in close into the cloud so those companies can move to the cloud. Anybody can move to the cloud. You mean these sort of compliancy scaremongering? You cannot move to the cloud because of P. C. I or hip power. Those days are over because aws, Microsoft and Google, that's the first thing they do they have? Ah, stricter compliancy than most on premise Homemade tartar sentence. So I see. I see that industry really moving into the cloud. Now >>who knows what a ws re invent 2020 will look like Gentlemen I wish we had more time, but thank you. Both Young and Anthony were talking with Justin and me today sharing what's new with netapp. What? You guys are enabling customers. D'oh! In multiple. Same old way. We appreciate your time where my car is. Justin Warren, I'm Lisa Martin. You're watching the Cube from AWS or reinvent 19 from Vegas. Thanks for watching.