(intro music) >> Good evening. Welcome back to theCUBE's coverage of day one of Snowflake Summit 22 live from Caesar's Forum in Las Vegas. Lisa Martin, here with Dave Vellante. Dave, we have had an action-packed day one. A lot of news coming out this morning. We've talked to Snowflake folks. We've talked to partners, we've talked to customers. A lot going on today. >> It's our light day. Tomorrow it even gets more intense. >> I know. I'm a little scared. (Dave Vellante laughing) We've got another partner of Snowflakes onboard with us here. Please welcome, let me get this, Sudhir Chaturvedi, President and Executive Board Member at LTI. How did I do? >> Yeah, very well, actually. (laughing) >> Dave Vellante: Outstanding. >> Welcome to the program. Tell us a little bit about you and then talk to the audience about LTI and what you're doing with Snowflake. >> Sure. So, LTI is a global technology consulting and services firm. We had (indistinct) out of India. We're part of a large conglomerate, which is over 80 years old. Our founders were two Danish engineers who came to India and were essentially stuck when World War II broke out, and they created a company that's lasted 80 years. So we are very proud of our heritage. We come from an engineering background and frankly what we do with Snowflake is really bring that engineering DNA to Snowflake. So we are, we've been a partner of Snowflake. We are an elite partner of Snowflake, and we work with them across all regions in the world, actually. 50 plus customers today. So, we have great partnership for today. >> And I have a note here. It says you're the GSI Delivery Platform Partner of the Year. Congratulations. What does that entail? What are the requirements to get that award? >> Yeah, I know we are very proud that we are the Delivery Platform Partner of the Year this year. We were the Innovation Partner of the Year, last year. So it shows the journey from innovation to execution in showing delivery. I think what it entails is that we've been recognized for leadership and excellence in executing Snowflake programs at scale, the migration programs and the implementation programs that we've done for customers across the globe. >> Take us back, how did you first find Snowflake? When did you decide to lean in as a company? >> Yeah, it's a great question actually. You know, in fact, so we went public as a company in 2016 and at that time, how do I put it politely? People weren't expecting that much of us. They thought we'll be one amongst many other companies. And we decided that we will vector the company on data, digital, and cloud, and we'll make bets on partners that are perhaps unknown at that time. So in late 2017, early 2018, we started partnering with Snowflake. And since then I must, you know, hand it to Snowflake. We have an phenomenal partnership with them. I just met Frank this morning. Chris Degnan is their Chief Revenue Officer, Colleen Kapase. All of these people have been tremendous in terms of how they work together with us across the world to bring what essentially is phenomenal technology to our clients. >> What was the allure back then? It was, you know, cloud data warehouse, simplified data warehouse, the technically splitting storage from compute, you know, infinite, blah, blah, blah. Was that the allure and saying or did you have a broader vision? >> No, I think what happened was clients were struggling with data because data and applications in our world were sort of very tightly intertwined and they weren't really leveraging data for making realtime decisions. So the moment we saw the promise of Snowflake that you can create true data on cloud, which on sort of all data on cloud, you know what Frank was talking about this morning, and it's available in real time and you can do a lot of things on it. We said, this is technology of the future. It truly is because it separated storage and compute. It did many things that were not possible before. So I think the thing is when you see promising technology as a GSI, you always wonder, should we wait for it to be proven before we jump in? >> Dave Vellante: Right. >> Or should we jump in right up front and help them prove the model? And we decided to take the first approach where we jumped in right up front. >> Dave Vellante: You bet. >> And I think that's helped us earlier. >> Jumped in head first, pandemic hits, they go public. >> Yes. >> Lots of stuff going on. Talk to us about how you're leveraging the power this flywheel that Snowflake has created that I think is just getting bigger and faster. >> Sudhir: Absolutely. >> How are you leveraging the power of the technology to really deliver business outcomes for clients? >> No, that's a great question. And the thing with our initial focus was to get people onto data on cloud and with Snowflake, but now it's really around driving business outcomes from there. So we have a suite called Fosfor which is a data to decisions product suite, which is Snowflake ready. We've also launched PolarSled too which is based on business outcomes. So what we've done is we've done is we've actually created about 155 NorthStars. So various industry sectors, what business outcome do you want to achieve? We call that a NorthStar. And then we say, how do you achieve it with Snowflake? You know, so what we are doing is we're saying let's achieve the business outcome that's going to drive more consumption, but essentially, you know, we live in a difficult world, a increasingly difficult world. So we want to help people take better database decisions. >> Well, what are some of the more interesting ways in which your clients are using Snowflake? >> Yeah, I think when I look at, for example, we have a client in the financial services sector who was struggling with, you know, they're one of the largest asset management and fund management companies in the world. They're a household name, everybody knows them. And they probably have an EFT or some sort of 401k with them. And what they were struggling with was to say, how do I actually get various sources of data together in a way that I can make better asset, you know, better fund management decisions because otherwise it was left to a lot of very traditional equity research reporting and fund managers taking their expertise. Here, the data from multiple sources being available, running some AIML routines on it, we're able to show them patterns in various asset classes, on options, on investments that they hadn't seen before. And now that they've jumped headlong into it, 15 of their units across the world are using it now. So I think the power of once you see data in action that it's sort of, it's almost like the superpower that smart people get. It's like, yeah, like you suddenly arm them with so much more than they had previously. And then they get so much better at what they're doing. And ultimately consumers like us benefit from that. So, you know, that's really where we want to go. >> What's LTIs like best sweet spot where, you go into a client and you know, wow, this is a perfect fit for what we do? >> Yeah. So I think I would say banking and insurance is 47% of our business. We really understand that business extremely well. The other aspect of that is because we come from a manufacturing heritage. We've had that as well. And media is something we've done more recently. So, you know we've got a media cloud along with Snowflake. So I would say these are the sectors that we are, so we've been very domain focused as a client, as a company. You know, domain first, technology, we'll work with whatever technology the domain needs but that's really been helpful to us all. And this is where that whole point of NorthStar and Fosfor comes back in, which is, today, I think without the data on cloud you would've never achieved the kind of outcomes that we are able to achieve with our clients today. >> How did you feel about the recent sales pivot that Snowflake has made in terms of retail, but also healthcare and life sciences? Talk to me about that and is that enabling your joint customers to really leverage? >> Yeah, no, I think it's very exciting. We are working with clients on that. They like the new model. They're looking forward to, I think what clients are now doing is they're putting data perhaps ahead of even in these times where people are looking at, you know, we are seeing seven or eight very difficult macroeconomic trends. People are wondering, clients are wondering, what's this going to mean for their business in the future? So they're looking at spends and saying, what do I prioritize? But what I find is that that data spend only goes up, you know? So, our own data practice has sort of grown fourfold in the last six years, you know? So it's been just an exponential growth for us. And essentially Snowflake is our largest bet in that space even over every other technology that's out there. So I think clients, when they see that combination of how Snowflake is changing and what we can bring to them, I think the model works well for them. >> You know, ecosystem is one of the areas that we always pay attention to. You can see, just look around,. I mean, you compare 2019 to where we are today. What's the importance of ecosystem to LTI and how do you see it evolving? >> That's a great question. So, you know, it's like, I think in About a Boy, you know, Hugh Grant says that no man is an island. You know, and I think the same thing applies for companies. Any company, no matter what size they are, if they think that they can do everything themselves and I think they're not going to be successful in the long run. We believe that the ecosystem of partnerships is what drives all the best outcomes for our clients and our clients expect that today. They want (indistinct) partners to work together. And the thing with an ecosystem is, you know no one person can dominate an ecosystem, you know? The customer has to be at the center of the ecosystem and then everybody in the ecosystem is actually saying how best do I service the customer? So I think if you have that kind of customer centricity and you understand that ecosystems, you know, on your own you'll never be as good as an ecosystem. I think you nailed it, but it requires, a partnering ethos and that's what we really like about Snowflake. Such a strong partnering ethos. I still, I keep telling people if I text or message Chris or Colleen, I'll get a response in within 15, 20 minutes. You know, that's invaluable when you're trying to do great things for your joint clients, you know, so. >> Sounds like there's a lot of synergies there around the customer obsession, customer centricity. >> Absolutely. I think responsiveness in today's world is key. You know, I think the first people to respond, even if it's to say, you know what, I hear you I'm going to get back to you. I think, you know, people love that about you. It's easy to say customer centric. It's difficult to actually practice it in real life. And we believe that, for us, responsiveness is the key. We'll respond no matter what time of day or night. And the other thing is we'll respond even with our partners, right? We are not going to respond on our own and then bring everybody else along. Even things like, I don't know this but I can refer you to a partner who can help you do this. That's also a response. >> That responsiveness is so critical, especially in this day and age where I think one of the things that was in short supply during COVID and one of the many things is patience and tolerance. >> Correct. >> Right? On us as consumers and our business lives. So being able to respond even just to say we're checking, don't know yet, that builds trust between organizations with customers. >> Well, yeah, absolutely. In fact, you know, even the first year of the pandemic we grew nine and a half percent, year and year. >> In India, we were the fastest growing company that year. And if anybody asked me why did you grow nine and half percent when the industry grew at -1%, you know, in that financial. I think it was the speed at which we responded between February and June to client requests. We responded even before, I know I was in calls till 12:30 in the night working with clients to say, okay how do we fix this? How do we change this? How do we stop doing something? How do we cut costs, whatever they needed. And what we did in the first three months actually helped us our first four months when the first wave of the pandemic really hit. Actually clients were like these guys were on our side when times are tough. Let's sort of bet on them. And the data business actually grew. And I keep saying this, you know, whenever a big macro trend hits when there's more uncertainty, people look to the data because your judgment and experience is no longer applicable. Nobody in the world had any experience or judgment that could be applied in COVID times, right? So you need to now look at the data and say, okay, is the data telling me something that I would never come to know based on my own experience? And I think, you know, this is what I call the real database decisions is no company in the world will say we don't do it. But I think today's world, we are seeing real time data decisions being taken. We see it in the supply chain all the time. We see it in how banks are processing interest rate rises, et cetera. It's the speed at which they're acting would not be possible without a data first kind of approach they've taken. >> Right. And it has to be real time these days. >> It has to be. >> Every organization. That's no longer a nice to have. >> No, you know, and data is getting out of date also so quickly. I mean, in today's world, with the war in Ukraine I think the first thing we realized was that almost every parameter on commodity, whether it was oil or steel or shipping or whatever, it changed so rapidly that the only way to predict, many of our clients were not able to to tell their customers when they would be able to deliver products and service or products, especially manufacturing clients because they just didn't know when they would get their materials and go get their parts, et cetera. And we used data to say, okay, let's at least establish a base on which, because clients get disappointed, more customers get disappointed when you don't meet a delivery date. So we wanted to say, let's make it more predictable, even in unpredictable times. So we were able to manage expectations. We were able to do that better. Without the data there was no way it would've happened. There was just no way. And frankly, for us, Snowflake is the reason. For us it's our biggest bet in the data space. And that's how most of the work that we are doing in supply chain, in fact, I'm just headed to a manufacturing event that our team has organized, which is with Snowflake on data on cloud for manufacturing clients. So we've been slightly behind the curve compared to some of the others, but now seeing the promise and saying, hey let's go for this. >> There's a tremendous amount of potential. We're only scratching the surface. We thank you so much >> Sudhir: Thank you. >> For joining David me on the program, talking about LTI, the power of what you're doing together with Snowflake. We'll let you get to that manufacturing event. I'm sure that they are looking forward to talking to you. >> Yeah, no. Thank you so much. It was lovely to speak to you. Thank you so much. >> Likewise. My pleasure. For our guest and Dave Vellante, this is Lisa Martin signing off from the show floor of Snowflake Summit 22. Day one coverage is complete. Dave and I look forward to seeing you bright and early tomorrow for a jam packed day two. Thanks so much for watching. Take good care. (outro music)

>>from around the globe. It's the Cube covering upgrade twenty twenty, The NTT Research Summit presented by NTT Research. >>Welcome back. I'm stupid a man. And this is the Cubes coverage of Upgrade twenty twenty. Of course, it's the NTT Research Summit and happy to welcome to the program someone that watch the Cube for a long time. But first time on the program. Simon Walsh. He is the new CEO of NTT America's Simon. Great to see you and thanks so much for joining us. >>Thanks very much. Too good to be here. All right. See, >>A Zai mentioned your your previous companies that you've worked for are ones that the Cube and Cube audience are well aware of. Matter of fact, when I worked for some of those companies, NTT is one of the large global companies that I had the pleasure to interact with over the years. But if you could maybe let's start with just a little bit of your background. And as I said, it's only been a few months that you've been the CEO, so you know, what's it like coming into a role like this? You know, during the situation that we're all faced with in twenty twenty. >>Yeah, Thank you. I mean, my background is really in, You know, the platforms that enable the customers Thio run their technologies. Andi, Uh, you know, I spent some of my time in Europe and the media on then latterly the last five plus years in the Americas. I have to say I really enjoy It's a much better environment. If I think about it from a GDP and an economy perspective, it's, ah really dynamic place to work. I worked with companies headquartered from Europe running America's, and I've worked with companies that were headquartered in the Americas, running some of the European businesses. So I've crossed the continent's if you like. I recently joined NTT. I have to say, you know, it was a pretty lengthy process to explore, but that was partly, you know, interviews and due diligence because you want to make sure that, you know, you're you're buying into a company that, you know, number one, you can have ah, cultural compatibility with, but also somebody who you see really investing in technology that consult for, you know, the business agenda of the markets. So that's really a bit about my background and then, you know, joining. I mean, I literally joined last week of June, so my whole time has bean through, locked down in terms of employment. It's been very unique. Taking on a new post, exclusively remote. Andi I was a bit worried, you know, at a human level, just, you know, how do you connect with people? What I would comment is I've actually had the ability to really meet ah, lot more people in person because you can physically get to people's schedules a lot easier. So that's certainly helped, you know. And I've done my, uh, activities of meeting clients. Eso they've been very amenable to connecting talking to our business partners and spending, you know, considerable amount of time with my colleagues, uh, in the Americas and around the world. Andi, it's actually been very rewarding. I think, funnily enough, you probably physically closer because you're on a screen and you probably like twenty four inches away from each other. Whereas in a meeting room you'd be the other side of the table. So it's been unique, but so far so good. >>Well, yeah, absolutely. The the new abnormal is we. We have sometimes say what? We're all usedto looking in the screens all day talking to various people there. Uh, the impact on business, though, has been, uh, you know, obviously ah, lot of different things, depending on the company. But that discussion of digital transformation a few years ago it was like, Oh, I don't know if it's really is it a buzzword? But that the spotlight that's been shown here in twenty twenty is what Israel and what is not leveraging cloud services, giving people agility, being able to react fast because, boy in twenty twenty if we needed to react fast, so help bring us inside a little bit. And your time there, the discussion you're having with customers, that adoption moving along that journey for digital transformation, the impact that you're seeing and house NTT helping its customers as they need to accelerate and respond toe the realities that we see today. >>Yeah, so you're right into I mean, digital disruption has been ongoing for multiple years. Way used to call it technology and change, and now we call it digital disruption or digital transformation. So it's not necessarily new. I think the thing that's really accelerated in twenty twenty, You know, as a consequence of the pandemic is really the word distributed, uh, in that customers are undertaking their digital transformations understanding. You know what it is to modernize processes, you know, modernize the customer experience on Then they're finding that actually, they don't need in a board room and discuss, you know, the performance of the business so they now need to have distributed access to data on. I think the topics that we see very prevalent is the distributed nature off the workforce. Andi. Obviously there's always been a filled workforce, and we've had systems, crm systems and other systems that were built for a distributed workforce. But now we have toe think about our supply chain management systems and our HR systems, the P and L. And you know all of the activities that business undertakes with an entirely distributed workforce, and it's quite abnormal. And I think what we've learned is where is the data on how doe I amalgamate data from distributed systems. And so I see. And we're doing a lot of work with our clients relating to digital transformation, but really about how doe I join data from system a two system F in a distributed manner, most importantly, securely timely on in A in an interface that is usable on it sounds really easy is like Oh, great, yeah, it's just two different data points. Connect them together, make it secure, make it visible, create transparency. But we all know that the world is full of technical debt, legacy systems and platforms Very expensive and significant historical investments on those things Don't modernize themselves overnight. Quite often. The dollars to modernize them don't justify themselves. So we then end up layering on, you know, new technology. So you know what I'm seeing on in digital transformation is really about. How do we handle distributed data Distributed decision making on how we do that in a secure manner on through an interface that is, uh, user friendly? >>Yeah, way. Obviously know that there's had to be some prioritization. You know, the joke. I've had everybody came into twenty twenty with Okay, here. Here's what I'm gonna do for the first half of the year. Here's the objectives that I have, and we kind of throw those in the shredder rather early on Number one priority. I still hear it was probably that the number one priority coming into the year and it stays there, and you've mentioned it multiple times. Its security, you know, is absolutely front and center Still. How overall, though, How are your customers? You know, the c X So sweet. How are they adjusting their priorities? Are there certain projects that just go on hold? Are there certain ones that get front and center? Obviously, you know, that distributed work from anywhere. Telemedicine, uh, you know, teach and learn from anywhere have been top of mind. But any other key learnings you're finding or prioritization changes, some of which are gonna probably stay with us. Uh, you know, for the long term, >>Absolutely. We've definitely seems Thio customers re prioritizing. And I think there is obviously an inevitability to this, a za consequence of the pandemic. I mean, if you were undertaking a campus upgrade, you might just put that on pause for the moment. And we've absolutely seen that. But what we've really seen is a prioritization has been How do we get our information to our users? Whether the user is a customer or whether the user is an employee, you know, there's examples where there's lots of companies who are saying they've got, like, online detail, right. But now they've got to do curbside pickup because they've actually got inventory in the stores. But the stores couldn't open. So what you've seen is a re prioritization to say, Well, when we look out inventory management and the supply chain systems, are we factoring in that the inventory we have in a store could also be seen as inventory across the stores? And in fact, what we've really got now is a distributed warehouse. We've got inventory in the warehouse like wholesale, ready for distribution on. Then we've got inventory in a store retail ready for consumer consumption. What? We don't want that to be separate Infantry. We want that to be holistic on. Then how do we enable any any consumer anywhere to be able to arrange for curbside pickup, which we didn't used to do because we would come into the store or arrange for mail order? But the inventory may come from, you know, I may send something from San Francisco to somebody in Boston because it was in a storied inventory in San Francisco. Now, sure, it's got it's got some freight cost, but I've also got some other efficiency savings, and I'm reducing my working capital in my inventory expense. So we've seen prioritization for really how to take advantage of this. I come back to it. This word distributed is very simple in principle, but everything is now working on a new dynamic. So that's some of the prioritization we've seen. >>Um, you mentioned one of the things that might get put on hold is wait. If I was doing a corporate network update, that might not be the first thing. You know, we we Absolutely. We've gotten some great data on just the changing traffic patterns of the Internet, but the network is so critically important, everybody from home is, you know, dealing with Children doing their zoom classrooms while we're trying to dio video meetings. Um, NTT obviously has a strong, uh, you know, network component to what? Its businesses help us understand the services that are important there. What? What? You're working with customers. And how has this kind of transformed, uh, some of those activities? >>Yeah, Yeah, sure. Thank you. You're so right. I mean, I have to say I just like thio, pay my respects to colleagues and fellow workers around the world who are not just working from home but also home schooling in parallel. Uh, kids are fled the nest, you know, they're working for themselves now, so we don't have the extra activity of home schooling. But I can really have a lot of respect her colleagues who are trying to do both. It's a real fine art on. We've seen a lot of actually just talking of re prioritization. We've seen a lot of companies, including ourselves. You know, say to our colleagues, Look after your Children home, school them do everything you can to support your families on, then get to your work So that re prioritization. Justin behavior has been a key change that we've seen a lot of people do that flexibility to. You know, work is something you do not somewhere you go on. Therefore, as long as the work is done, we can flex around. You know your needs is a family, so that's one prioritization we've seen at, actually. But to your point on the network, it is quite amusing to me that we've been for years now talking about cloud on demand subscription services on Actually, the one asset that you need to really enable cloud is the network and its historically been the least cloudlike that you could possibly imagine Because you still need to specify a physical connection. You still need to specify a band with value you still need to specify. You know, the number of devices you get too attached to it. I think this is really a monstrous change that we're going to experience and really are experiencing the network as a service. I mean, we talk about I as has SAS. But what happened toe now, as I mean really, did we just think that everything was about computing software? The network is the underpin er on DSO. Really? We see a big change and this is where we've been very busy in the network as a service enabling customers tohave dynamic reallocation of resources on the network so that they can prioritize traffic, prioritize content, prioritize events, you know, a lot of customers are now doing activities such as hosting their own event, their own digital conference on. Do you want to prioritize what the user experience is when you host one of those events over perhaps a back office process that, quite frankly, wait a few days so we see a significant opportunity. This is where we've been very busy the last few months in really building out much more dynamic network of the service solutions. You know, the Cloud Network. And I think the whole software defined network agenda has materially accelerated. That's one major area on then. The other area has just been the phenomenal ship to I p voice on soft bone, actually almost the deletion of the phone in its entirety. Everybody using you know, teams or Skype or Google hangouts to really use as their collaboration mechanism on. Then you know, we're providing all the underlying transportation layer. But as I p voice, you know, that creates a much more integrated collaboration. Experience on git creates a cost saving because you're taking away classic voice services. >>Yeah, Simon Boy, I'm excited for that. I I remember when I got my first BlackBerry and they were trying to sell me some things. I'm like, Wait, this is an Internet endpoint. I can do all of these things there and of course you know it's taking taking it. The last dozen years. If If Ghana certain far, but and we always joke, it's like smartphones. We don't use them for phones anymore. We use them for all the messaging and all those services. So, uh, the the data and the network are so critically important, something I want to turn Thio, you know, upgrade twenty twenty. You know what? I'm excited about this. You know, we've talked about, you know, the major impacts of what's happened in twenty twenty, and we're looking at the here and now. But it's great in technology when we get to be able to look forward and look at some of the opportunities out there. So we'd love to hear from your standpoint, some of the areas. What's exciting? You what's exciting? That we can look forward to some of the areas and pockets of research that we see at the event. >>Yeah. Thank you. Strewn E. I think what I like about Aravind is the investment that we make to work with, You know, scientific community, academia, really invest in, you know, forward looking future proofing, how physics and different technologies might play a role in the future. And, you know, some of these investments and some of this research yields commercial products, and some of it doesn't. But it's still a very valuable opportunity for us to really look at you know where technology is going. I think the areas that particularly appealing to me on a personal level, just the whole thing of quantum computing. This is, uh, you know, I know we're already exploring the capabilities of quantum computing in, you know, some labs and Cem academia centers on really to understand, how can we take advantage of that? But I think if you then say and you take another area that we're exploring through the event Biosciences, if you then take the two together and you think Okay, how do we take quantum computing on? We take Biosciences on you think about health care, and then you think about the pandemic. You know? Are there things that we can do with simulations and technologies in the future that really would give us a greater comprehension and ability to accelerate understanding, understand, accelerate testing, and then really contribute to, you know, the health and welfare of society. Andi, I think that's really quite an exciting area for us. So that's a specific topic that I'm particularly interested in. I'm glad to see us doing a lot in that space quantum computing as well as you know, Biosciences. And I'd say, you know, one other area where I still think we're all trying to ascertain how it serves the business is really the area of Blockchain. I think this is, um, intriguing. I'm still mentally trying to master the subject. No amount of white papers has managed Thio overcome the topic of my brain yet, So I'm still working on it on. Then I think cryptography, I come back to the same subject security. I mean, we are dependent as citizens, businesses and nations on technology. Now, on our data is available how we secure it, How we make sure that it's encrypted is absolutely going to be critical. You see an increasing push nationally on globally to ensure that there is, you know, security of data on. I think the subject of cryptography and how we go forward with, you know, beyond one hundred and twenty eight bit is gonna be a very difficult and critical subjects. So these are the areas I'm very impressed with. >>Wonderful. Simon, I wanna give you the final word from update. Great. Twenty twenty. >>Yeah, thanks to you. Just thanks very much, Thio. Anybody that's attending what you'll find through various workshops. There's lots of insight from our strategic partners from research scientists from academia from ourselves. So thank you very much for participating. You know, we always value your feedback. So please tell us what we could do to improve the content to help you with your businesses. Onda, We look forward and hope that everybody stays safe. Thank you for connecting with us virtually >>well. Simon Walsh, Thank you so much. Great. Having a conversation and glad to have you in our cube alumni now, >>thank you very much to have a good day. >>Alright, Stay tuned. More coverage from upgrade twenty twenty. I'm still minimum. And thanks. As always, for watching the cube. Yeah,

>> Announcer: Live from Las Vegas, it's theCUBE! Covering AWS re:Invent 2019. Brought to you by Amazon Web Services and Intel, along with its ecosystem partners. >> Hey welcome back, everyone, it's theCUBE's coverage here live in Las Vegas for re:Invent 2019, this is theCUBE's seventh year covering re:Invent, the event's only been going for eight years, it feels like a decade, so much growth, so much action, I'm John Furrier with my co-host Dave Vellante, here extracting the signal from the noise in the Intel AWS studio of theCUBE, thank you for that sponsorship. Mike Miller is our next guest, he's director of AI devices at AWS, super excited for this segment, because DeepRacer's here, and we got some music, AI is the front and center, great to see you again, thanks for coming on. >> Absolutely, thank you for having me on again, I appreciate it. >> All right, let's just jump right in, the toys. Developers are geeking out over DeepRacer and the toys you guys are putting out there as a fun way to play and learn. >> Absolutely, getting hands-on with these new broadly applicable machine learning technologies. >> Let's jump into DeepRacer, so first of all, give us a quick update on what's happened between last year and this year in the DeepRacer community, there's been a lot of froth, competitiveness, street battles, and then we'll get an update, give us a quick update on the community. >> So we launched DeepRacer last year as a 1/18 scale race car designed to teach reinforcement learning, so this thing drives by itself around the tracks. We've got an online experience where customers can train models, so we launched a DeepRacer league where we plan to visit 22 sites around the world at AWS summits, where developers can come visit us and race a car physically around a track, and we had online contests, so every month we had a new track for developers to be challenged by and race their cars around the track. We've seen tremendous engagement and excitement, a little bit of competition really gets developers' juices going. >> It's been a lot of fun, congratulations, by the way. >> Absolutely, thank you. >> All right, let's get into the new toy, so DeepRacer 2.0, whatever you're calling it, just DeepRacer-- >> DeepRacer Evo. >> Evo, okay. >> New generation, so we've basically provided more opportunities to race for developers, more challenges for them to learn, and more ways for them to win. So we integrated some new sensors on this car, so on top there's a LIDAR, which is a laser range finding device that can detect other cars or obstacles in the rear of the car and to the sides, and in the front of the car we have stereo cameras that we added so that the car can sense depth in front of it, so with those new sensors, developers can now be challenged by integrating depth sensing and object avoidance and head to head racing into their machine learning models. >> So currently it's not an obstacle course, correct, it's a race track, right? >> So we call it a time trial, so it's a single car on the track at a time, how fast can you make a lap, our world record actually is 7.44 seconds, set by a young lady from Tokyo this past year, really exciting. >> And she was holding up the trophy and said this is basically a dream come true. And so, what are they trying to optimize, is it just the speed at the turn, what are they sort of focused on? >> Yeah, it's a little bit of art and a little bit of science, so there's the reinforcement learning model that learns through what's called a reward function, so you give the car rewards for achieving specific objectives, or certain behaviors, and so it's really up to the developer to decide what kind of behaviors do they want to reward the car with, whether it's stay close to the center line, reduce the amount of turns, they can also determine its position on the track and so they can reward it for cutting corners close, speeding up or slowing down, so it's really a little bit of art and science through some experimentation and deciding. >> So we had Intel on yesterday, talking about some of their AI, Naveen Rao, great guy, but they were introducing this concept called GANs, Generative Adversarial Networks, which is kind of like neural network technology, lot of computer science in some of the tech here, this is not kiddie scripting kind of thing, this is like real deal. >> Yeah, so GANs actually formed the basis of the product that we just announced this year called DeepComposer, so DeepComposer is a keyboard and a cloud service designed to work together to teach developers about generative AI, and GANs are the technique that we teach developers. So what's interesting about generative AI is that machine learning moves from a predictions-based technology to something that can actually create new content, so create new music, new stories, new art, but also companies are using generative AI to do more practical things like take a sketch and turn it into a 3D model, or autocorrect colorize black and white photos, Autodesk even has a generative design product, where you can give, an industrial designer can give a product some constraints and it'll generate hundreds of ideas for the design. >> Now this is interesting to me, because I think this takes it to, I call basic machine learning, to really some more advanced practical examples, which is super exciting for people learning AI and machine learning. Can you talk about the composer and how it works, because pretend I'm just a musician, I'm 16 years old, I'm composing music, I got a keyboard, how can I get involved, what would be a path, do I buy a composer device, do I link it to Ableton Live, and these tools that are out there, there's a variety of different techniques, can you take us through the use case? >> Yeah, so really our target customer for this is an aspiring machine learning developer, maybe not necessarily a musician. So any developer, whether they have musical experience or machine learning background, can use the DeepComposer system to learn about the generative AI techniques. So GANs are comprised of these two networks that have to be trained in coordination, and what we do with DeepComposer is we walk users through or walk developers through exactly how to set up that structure, how these two things train, and how is it different from traditional machine learning where you've got a large data set, and you're training a single model to make a prediction. How do these multiple networks actually work against each other, and how do you make sure that they're generating new content that's actually of the right type of quality that you want, and so that's really the essence of the Generative Adversarial Networks and these two networks that work against each other. >> So a young musician who happens to like machine learning. >> So if I give this to my kid, he'll get hooked on machine learning? That's good for the college apps. >> Plug in his Looper and set two systems working together or against each other. >> When we start getting to visualization, that's going to be very interesting when you start getting the data at the fundamental level, now this is early days. Some would say day zero, because this is really early. How do you explain that to developers, and people you're trying to get attention to, because this is certainly exciting stuff, it's fun, playful, but it's got some nerd action in it, it's got some tech, what are some of the conversations you're having with folks when they say "Hey, how do I get involved, why should I get involved," and what's really going to be the impact, what's the result of all this? >> Yeah, well it's fascinating because through Amazon's 20 years of artificial intelligence investments, we've learned a lot, and we've got thousands of engineers working on artificial intelligence and machine learning, and what we want to do is try to take a lot of that knowledge and the experiences that those folks have learned through these years, and figure out how we can bring them to developers of all skill levels, so developers who don't know machine learning, through developers who might be data scientists and have some experience, we want to build tools that are engaging and tactile and actually tangible for them to learn and see the results of what machine learning can do, so in the DeepComposer case it's how do these generative networks actually create net new content, in this case music. For DeepRacer, how does reinforcement learning actually translate from a simulated environment to the real world, and how might that be applicable for, let's say, robotics applications? So it's really about reducing the learning curve and making it easy for developers to get started. >> But there is a bridge to real world applications in all this, it's a machine learning linchpin. >> Absolutely, and you can just look at all of the innovations that are being done from Amazon and from our customers, whether they're based on improving product recommendations, forecasting, streamlining supply chains, generating training data, all of these things are really practical applications. >> So what's happening at the device, and what's happening in the cloud, can you help us understand that? >> Sure, so in DeepComposer, the device is really just a way to input a signal, and in this case it's a MIDI signal, so MIDI is a digital audio format that allows machines to kind of understand music. So the keyboard allows you to input MIDI into the generative network, and then in the cloud, we've got the generative network takes that input, processes it, and then generates four-part accompaniments for the input that you provide, so say you play a little melody on the keyboard, we're going to generate a drum track, a guitar track, a keyboard track, maybe a synthesizer track, and let you play those back to hear how your input inspired the generation of this music. >> So GANs is a big deal with this. >> Absolutely, it forms the basis of the first technique that we're teaching using DeepComposer. >> All right, so I got to ask you the question that's on everyone's mind, including mine, what are some of the wackiest and/or coolest things you've seen this year with DeepComposer and DeepRacer because I can imagine developers' creativity straying off the reservation a little bit, any cool and wacky things you've seen? >> Well we've got some great stories of competitors in the DeepRacer league, so we've got father-son teams that come in and race at the New York summit, a 10 year old learning how to code with his dad. We had one competitor in the US was at our Santa Clara summit, tried again at our Atlanta summit, and then at the Chicago summit finally won a position to come back to re:Invent and race. Last year, we did the race here at re:Invent, and the winning time, the lap time, a single lap was 51 seconds, the current world record is 7.44 seconds and it's been just insane how these developers have been able to really optimize and generate models that drive this thing at incredible speeds around the track. >> I'm sure you've seen the movie Ford v Ferrari yet. You got to see that movie, because this DeepRacer, you're going to have to need a stadium soon, with eSports booming, this has got its own legs for its own business. >> Well we've got six tracks set up down at the MGM Grand Arena, so we've already got the arena set up, and that's where we're doing all the knock-out rounds and competitors. >> And you mentioned father-son, you remember when we were kids, Cub Scouts, I think it was, or Boy Scouts, whatever it was, you had the pinewood derby, right, you'd make a car and file down the nails that you use for the axles and, taking it to a whole new level here. >> It's a modern-day version. >> All right, Mike, thanks for coming on, appreciate it, let's keep in touch. If you can get us some of that B-roll for any video, I'd love to get some B-roll of some DeepRacer photos, send 'em our way, super excited, love what you're doing, I think this is a great way to make it fun, instructive, and certainly very relevant. >> Absolutely, that's what we're after. Thank you for having me. >> All right, theCUBE's coverage here, here in Las Vegas for our seventh, Amazon's eighth re:Invent, we're documenting history as the ecosystem evolves, as the industry wave is coming, IoT edge, lot of cool things happening, we're bringing it to you, we're back with more coverage after this short break. (techno music)

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Deal Technologies, World twenty nineteen. I'm stupid and my co host Dave Volante. Two sets, three days wall to wall coverage. Everything going on in Del Technologies really happen? A. Welcome back to the program. Same grow Cotton. Who's the senior vice president of product marketing at Delhi Emcee Sam so much that >> I am psyched to be here. I'm so excited. >> So you know you know, David, I will talk. You know, we come to these shows and back in the M C World days. It was like, Okay, let's walk through this massive portfolio and all the different areas. Last year we talked. There's a lot of simplification going on on DH Boy. This year it felt like, you know, massive infusion of cloud and talked to a lot of your team about how what's really happening now. It's not cloud walking. We're well past that. You know, Emcee and Dell both, you know, road through a lot of that today. But, you know, take us inside the keynote, putting these things together, and it's still quite a massive portfolio. >> It is, it is, and I get the honor of being the kind of the marketing front for the entire Delhi in C portfolio. So whether it's stored server networking, data protection and now hyper convert conversion now cloud our newest member of kind of the family, so to speak, Um, I get the opportunity kind of represent that which the earlier point creates a challenge as well, because it's such a broad portfolio of technology. So any time we get the opportunity to come. Teo Adult Technologies World of'em world rather a big event. We want to make sure we we shined the brightest light on the products that air >> both >> new and innovative, as walls continue to grow at a high rate. >> Alright, So Sam challenge. I wonder if I'm seeing a little bit of trend in there. So year ago, power Max was unveiled. We talk to the data protection team. It's power. Protect the the networking stuff got re branded with power and they've got the shirt with the lift switch power switch on there. So, you know, am I sensing a trend? Here is the When we simplify the portfolio. Power is the brand that lives up there. Are you the father of power? >> I am. To some degree. Yes, it was. It was kind of the genesis of an idea that we built on the original power edge brand which predate predated my arrival here. But we do. Look, we look, we look at the portfolio from a strategic lens and we're looking at the various different solutions we have across all the storage high end, mid range on structured as to the server product lines. Now, we powered up the data protection with power. Protect your point. Power switch is now on. So we turned. That went on, and we will continue to power up the rest of portfolio. So you're definitely on to something. There is a trend here, multiple points on that trend line. And I think you should be excited to know there's a lot more to come there too. >> So what? People talk about large portfolios. There was talk about integration and sort of threads across the architecture that maybe brings them together from a marketing standpoint and messaging standpoint. What are some of those threads that you're weaving through the portfolio, >> right? So one of the unique opportunities we have with such a broad portfolios, we want to make sure we have very strong, hard hitting product messaging. So of course, you've got the typical storage and data protection server messaging that talk about the he customer dynamics and trends that are going on at the individual product level. Now, what's what's newer this year and what you'LL start to see? More of us. We go for it is right now taking that product approach now, going vertical with that, talking about solutions and workloads and applications. So the big opportunity we have. And you saw that with the introduction of Del Technology Cloud as well as the Del Technologies Unified workspace, because we're now telling a broader solution story that includes, frankly, many products within delancy and many products across the broader del technology family that provide more of a business outcome solution, outcome discussion for our customers, complimenting the strong kind of individual piece part discussions which we have >> you and Sam, you know, we've looked at some of those solutions for a number of years, you know, VM wear and pivotal, and the storage products have been put together for a lot. Something I saw more than ever is you know, they're they're baked together. If you know VCF on top of it, the whole SPDC snack, you know, big day. One key note was a lot about the talk of, you know the better. Together as the pieces gives a little bit of insight, as you know how closely you know Del and the other logo's on the banner are working together. >> Yeah, if you think about over the last few years, Better together has been a big focus of ours is, especially as we've come together as one large company. But I would say we lived in the same neighborhood, you know. Now we live in the same house and and it's it's about how do we have the best integration between one product line or one room of the house with our neighboring room of the house for another product line? And you've seen that most recently with VX rail with the V C and technology and the delicacy of a structure. But now you're seeing it even broader than that. Del Technology Cloud is my favorite one to talk about, of course, and that is that bringing together the VM where Cloud Foundation suite of software This amazing set of software combined with this market leading segment leading delicacy infrastructure to provide that end and Turkey on premise Hybrid cloud which now could goto azure or Amazon >> Dave gives a whole another meaning to the noisy neighbor problem like >> All right, I'm gonna ask you So when you were >> living, it's a fun house. It's a very fun house. >> So when you were with Isil on, you had a relationship obviously with GM, where you got the S d. K. And you would do it then because you get acquired by CMC. VM wears sort of a sister company. Um law. Oftentimes the emcee would argue, Well, our integration is better than net APS or whoever else is. And, you know, maybe it was. Maybe it wasn't fine compete. But today there seems to be a conscious effort to really drive integration across the portfolio using VM. Where is the linchpin? I wonder if you could talk about that in terms of the strategy and what it means in terms of product marketing. >> Yeah, so it really depends on the case or work loader solution. Certainly in the cloud, I think, Dave, you're dead. On the VM are Virtual Cloud Foundation suite is the linchpin is the operating hub for our hybrid crowd saggy sitting on top of our infrastructure? So So that is absolutely the case. But if you look at other solutions there, maybe there's another member of this extended family that should be the point, or should be the lead of of kind of charge into a specific work. Hillary's case. We'LL evaluate those on a case by case basis. I think the important thing, though, is the strategy stops start from the top with Patton Jeff really working with both of'Em were and l N c teams. It is super clear the prioritization, the focus in the alignment to go build these combined solutions Together, we may not have had that alignment in the past, So if you look back historically, way probably didn't execute a CZ well or as fast as we wanted were now operating in absolute alignment and synchronization on the strategy, which makes it really easy for the teams to operate. Whether it's a marketing team, an engineering team, a services team, we're absolutely in locks >> up fascinated by this. Why? What's changed? What is it that Dell has brought to this culture that has enabled that catalyzed that? >> I think, you know, starting at the top with Michael, but certainly patent. Jeff spent the time, I think, Jeff, over a year and a half ago, they sat down and said, Here are key strategic tenants. Here's what we need to go do as better Together, we think we can move faster in the market. We aligned on those priorities, and we execute on those every single day. So I think that day one alignment has really helped to make the change >> very, very quick. Sounds >> so simple. But if if the assumptions that they make it the top don't pan out, then you have to pivot and you see it all the time in the tech business. All right, We're going to take that hill. Okay, Right. Way took that hill, but nobody's buying that hill. So now we got to go over here and we gotta Is Johnston shifting? Yeah. So is that the secret sauce? At least part of it is that they got it right early on. Fast course correction. >> Yeah, So I think the hero example that we've had the most run time with is the VX rail, which I definitely think we've hit a grand slam right with that one. Now we're trying to replicate that. Any more complex solution is something that's not just in an appliance. It's more broader. It's more strategic. You're now extending into, uh, partners like public cloud players, so it's much more. It's very, very important to have a plan have a strategy aligned to that execute. But by no means are we heads down and just going to take the hill if if the environment changes if the facts change. Jeff Pat the extended teams we constantly reevaluate and way were nimble and agile. We'LL shift if we have to. >> So, Sam, we've spent a lot of time digging in with the storage team here. I went through three Expo Hall, lots of gear you can touch, let two demos you can do. There's some people you know, went to the keynote, and they're like, Oh my gosh, this is not M c world. There's not that much storage. It kind of got glossed over when you talk about cloud and converged in all these things, they're talking about how you balance that internally and from out from a messaging standpoint, you know, Where is the message in the state of storage? You know, today in twenty nineteen? >> Yes. Oh, So yesterday we really focused on the Del technology solutions. Don't that cloud they'LL take unified workspace. Today's Kino we really pivoted back to the infrastructure conversation. This is where you saw the new enhancements with the unity x t. The ice salon continued to advance data protection with the new power protect announcements. So I would say day to probably felt more familiar for the traditional end SeaWorld teams. We had great demos showcasing The new capabilities were able tio have great customer examples how they're taking advantage of these capabilities. But with a portfolio so broad at Delta at the Del technologies level, never mind the deli in sea level, you have to pick and choose. And how you message to your customers, your partners to all of you. Of course. Well, so what? We're trying to kind of a line a solution story that's then complimented by great best of breed individual piece parts. And I think he saw that balance over day one and Day two today. How >> do >> you measure your success from A from a marketing standpoint? I mean, is it just revenue? I mean that, obviously one, but it's removed. But I mean, what other metrics do you use to sort of inform your strategy? >> Yes. Oh, again, I I had the pleasure of working both for Jeff Clark and Ellison do so. I actually have two bosses, which is a lot of fun, at times, literally. Seriously. Report dual report to both them. And what's great about that is there is no air gap between the marketing accountability, the marketing goals and objectives with the business within De Liam Si eso look, the ultimate factor that we look at in additional revenue, its market share. Are we competing in the markets that we select to compete in? And are we taking share? We've had a great last day, uh, great run over last year and a half on that front. So that goal is the same goal that we drive within marketing. Yes, there's things like share, voice and pipeline. You know, traditional marketing factors that we count within marketing to evaluate how things are working but were absolutely focused on the on ly goal. No legal that matters is hitting the plan hidden in the revenue growth and taking chair from our >> competitive. And so the cheese market share, I presume. Use I d see data as least in part. Maybe, maybe garden data. It's a combination of Yes. Okay, how's the market data? Because markets so huge we heard today with Pat Kelsey was talking today about two trillion dollar market, you know, And I say to myself, Well, how do you even measure? You know, the various segments in such a big market where there's been such consolidation, But what have you found in terms of the consistency and the accuracy, the data in terms of how it's translated to mean? Ultimately you can you can tell by your revenue growth, comparing it to others, revenue growth. So there's that measure, but is it pretty much stable and you're able tto? Is >> it reasonably predictable? You know, I won't get into the specifics, but we have a very detailed process on how we measure our success or not way Do use various resource is in terms of I. D. C and others to kind of measure in judge how the market's going. I would say it's an input. It's not the exact science that we would certainly certainly follow, but to your earlier discussion on Do things change? Obviously, market predictions, if I ever tell you three years from now with the market, is you know I would be a genius and Nostra Thomas and I would be predicting a lot of other things. It changes constantly. What we do know is the overall market is growing very quickly. It's in an unpredictable state of growth because of the amount of data that is growing. We think from a deli in C infrastructure standpoint, there is going to require a lot more infrastructure. So we feel very good about where the market is going in our role within this data era that we talked about today. But whether it's us or the market predictors, everybody is constantly adjusting because you just don't know >> what you have. Other sources you have obviously the channel you have. You you talk to customers. I mean, okay, Tom suite was selling us. That, I think is I. D. C. Was saying that it is going to grow it spendings and go to ex uh GDP, which I'm intrigued by on I believe it. I just Historically, it's such a big market. It's been aligned with GDP, but it does feel like it's it's accelerating faster. >> Look at the gross. I mean, look at that. The tech trends five g The emergence of the eye ot Internet of things at the edge Thie advancements within the modernizing of infrastructure. The move Teo hyper converge these new cloud solutions as we look to provide a non Prem cloud. You look at the public, Claude vendors are now have taken notice and said, Hey, you know what? It's not all one way or the other way. We've got to get into that game as well. So you're seeing a tremendous amount of growth, a tremendous amount of opportunity. At the end of the day, how are we helping our customers digitally transform is our goal in our mission, and I think we've got a great track record doing that in the >> world. Nothing in your size, a little bit of growth. There's a lot of >> cash, Sam, I don't want to give you the final word. You talk about the digital transformation. Give us a little bit of insight to the customers you're talking about. Where they are in their journeys has come the biggest challenges and opportunities that they're facing today. >> Look, we've been talking about digital digital transformation for a few years now. I would say we're still in the early innings. You certainly have a lot more customers that are taking advantage of digital transformation in typically lines of business, but not necessarily wholesale transformation. So I would say we're seeing a lot more customers seeing a lot more success in line of business conversion to digitally transform. But the next wave a transformation is hold hold, wholesale business transformation. You got a few highlights here and there. But for companies that are not born in this world that are more of a traditional business, it's the early early innings. So I think it's crazy, tremendous opportunity for everyone. Alright, >> well, Sam, first off, congratulations. We know it's not just the event, but all the different pieces that come through take more than a year for all these pieces together. So congratulations so >> much that they love the partnership. Looking forward to seeing you guys at the next big event. >> All right, for David, Dante, I'm Stew Minutemen. Be back with more coverage here from Del Technologies, World twenty nineteen in Las Vegas. Thank you for watching the cue.

(electronic music) >> Live from Toronto, Canada. It's the Cube. Covering Blockchain Futurist Conference 2018. Brought to you by the Cube. >> Hello, everyone. Welcome back to the Cube coverage here in Toronto, Canada. We're in Ontario to the Untraceable Blockchain Futurist Conference. This is day two of two days of coverage. I'm John Furrier, your host. Our next guest is serial entrepreneur, Chris Harper, the CEO of Jereki and Mapogo Ventures. Welcome. >> And ZippedScript. >> And ZippedScript. >> Yeah, yeah. >> Hey, lot of balls in the air, a lot of irons in the fire. Welcome to the Cube. >> Hey, good to have me, man. I'm excited to be here. This is awesome. >> So before we get into, you're a serial entrepreneur, what are you working on now? Take a quick minute, explain. >> Yeah. >> Where the names came from, what do they mean, what are you doing? >> So, first things first, we'll start with Jereki. Jereki is a Japanese proverb which means to achieve enlightenment through one's own efforts. So Jereki is a shell company and we currently run this company, it's called Chase your Drink. It basically is replacing pop and juice as a mix for any hard liquor. No sugar, no calories, nothing artificial and the kicker, we got 90 vitamins in these to combat your hangover the next day. So if you're not drinking with Chase, you're drinking wrong. (laughs) >> It's a chaser. >> Chaser, exactly. >> Yeah. >> And these are in stores like, it'll be in Sobeys, Farm Boy in Canada, GNC soon. And it's going really well. >> Okay, how 'about the venture firm? >> Yes, so the next company is Mapogo Ventures. Mapogo is actually, it comes from a group of lions in the African Savanna that were only six lions, but they dominated the savanna for their whole life span, which is super rare, and they took down animals like giraffes, rhinos, and became legend. It was a folk legend about these Mapogo lions. So Mapogo is a venture firm. We specialize in food and beverage companies. If you're doing something epic, we want to talk to you. And then we also specialize in blockchain cryptocurrency and anything that's on the forefront of what's going on in the tech space. So if anybody's interested, they think they have a great idea, you can reach out to us wherever you guys put contact information, I don't know. >> We'll put it up there. >> Yeah, yeah, definitely. >> What's the website? >> Mapogoventures.com >> Okay, got it. >> Yeah, Mapogoventures.com. >> And how much are you guys investing? What's the kind of round size you guys do? >> So it totally depends. We almost don't have a limit or a minimum. It's all about the team, the idea, where you're going, and what you need. We'll get you what you need. >> Is it a new firm, are you making business? >> It's a new firm, it's a new firm. So we have two companies that we're looking at right now, but we don't have any companies in the portfolio, we're looking to add. >> Great, awesome. >> Yeah, yeah. >> Well any great ideas, check it out. How about crypto? What's your seeing, what's your thing, what are you seeing on crypto? What kind of deals? Obviously the flight to quality right now is starting to see the ICOs kind of burning out here and there, but the ones that are solid are standing and growing in a build-out mode. >> I mean, the whole space right now, everybody's worried about it, right? If you're an outsider, you're looking at it like it's all down. But one thing I did want to say during this interview was this is a great event. Untraceable, they sent up an incredible event and even if you're not into cryptocurrency, if you're a business person, crypto's only been around for, you know, six, seven years. So everybody in this room did something before crypto. Right? So they're all multi-faceted individuals and if you're not in crypto, if you're scared of crypto, if you're hesitant about crypto, if you don't understand it, you should be here. You should be at these events because it's priceless networking and who knows where you can go. >> Plus, starting companies on a down, on down the bottom of the market-- >> Yeah. >> Is when the best companies get built. >> 1000%, you know. What did Warren Buffet say? Be fearful when others are greedy, be greedy when others are fearful. Looks to me that the market-- >> Yeah. >> Is incredibly fearful. So maybe you should consider being greedy right now. >> For the people that aren't here, what's the vibe of the show? What's your take, what's the hallway conversations like? >> Yeah, I mean, the vibe of the show. This is actually one of the best conferences I've been to. I've been to a few in New York. This one is incredible. Everyone's so friendly. You can come here, don't know anyone. >> Yeah. >> People will say hi to you. They'll introduce themselves to you. Next thing you know, you had an idea, now you have funding. But it's up to you to make this situation a great situation. >> What's interesting is this sector, blockchain and crypto. >> Yeah. >> Attracts alpha entrepreneurs, alpha engineers. >> Okay. >> You mentioned-- >> Mapogo. >> Smart people are in this world. They've done things before, so this is really interesting. >> Yeah, like people always forget that. They see crypto and they get nervous 'cause like I don't know anything about it. Remember guys, this is a new industry. And we're only in, you know, the first couple innings. This is going to be huge. So come, learn, and surround yourself with killers. >> Alright, what's the coolest thing you've seen so far here? >> The coolest thing I've seen so far. You know, I'm going to be completely honest with you. Larry King. I was so happy to see Larry King and it's awesome that a guy like that is supporting the community, you know. >> Yeah. >> Because this is really a revolutionary technology, the blockchain technology. >> You've done a lot entrepreneurial things since you were 10, you were talking before we came on. >> Yeah. >> How does that help you right now navigate this scene and looking at deals and your own deals and you're building out, you're investing. Other entrepreneurs are coming in, sometimes first time entrepreneurs, how does that help you and what advice would you give other entrepreneurs? >> So I started really young, not knowing where I was going to go. It was kind of just like in my blood. But, you know, you got to get out, you got to talk to people, you know. I always say no deal happens on your couch. You got to jump off the porch. You got to go out, you got to network, you got to meet people. And I started doing that at a young age which got my conversation skills a lot more advanced, so now I can go in and close a deal in 10 minutes where, you know, back in the day, it might take me two hours and I probably wouldn't even close it. So what I would say. >> 10 minutes is a good metric. >> It is. >> That's hey. >> Hey, I don't need to say more or less. If it's an interesting idea, let's go. You should be able to tell me what it is. >> Yeah. >> We should be able to hammer something out. Yeah, yeah, that's pretty much what's going on. >> Awesome. And what's some of the plans that you have for your ventures? Let's go back, the zip line, what's that one? >> Oh, yeah, ZippedScript. >> ZippedScript, I'm sorry. >> So I can't talk too much about ZippedScript. It's launching in fall of 2018. ZippedScript is basically going, it is revolutionizing the higher education industry and the transcript section in that industry. And all I can say is we may or may not be using blockchain technology to do it. >> Got it, okay. >> Yeah. >> And how about the chaser, that sounds very cool. >> Yeah, it is really cool. And, I mean, you guys can go to chase your drink.com, check it out. You can head over to our Instagram, Chase Your Drink. It's taken over. You know, this cola flavor I've got here and tropical thunder is pineapple mango, but cola tastes just like Coca-Cola. >> Yeah. >> Without any of the bad ingredients. And it's really taken over. You know, our biggest problem is supply. >> Yeah. >> We just can't produce enough, but we're fixing that problem. >> That's a good problem to have. >> It's a very good problem to have, right. >> How did you get into the venture side? Just you're scratching an itch, you wanted to put some of your money to work, did you raise unlimited partners, how's that, how'd that develop? >> Totally. >> And what's the current situation? >> Yeah, so it was a group of fellow entrepreneurs and we're all working on our own companies, but we're all ADD, right? And we're like I'm doing this, I'm doing that, but we have all these contacts, all these different skill sets, and we're all great friends. So that's another very important thing that most people talk about. Surround yourself with like minded people, but you want them to have different skill sets. >> Awesome. >> I don't want a clone. I have a clone, we're not going to work well together. >> You want added value, you don't want to subtract value. >> Yeah, exactly. So we came together and we're like we have so much value in so many different spaces, we can walk companies through, you know, a proven concept in any industry, food and beverage, cryptocurrency, and basically you won't make mistakes that we made. That's the bottom line. So you'll accelerate your success by working with us. >> Well, Chris, great to have you on. >> Yeah. >> Congratulations on your success. >> It was amazing, man. >> Check out Chase, check out the fund if you've got a great idea, contact Chris, go the cube.net, you can find his information there. I'm John Furrier here in Toronto with all the action here at the Blockchain Futurist Conference where the future's being created, robust industry, people looking at the long term, this is where the action is. Thanks for watching. Stay with us for day two coverage after this short break. (electronic music)

>> Announcer: From the VMware campus in Palo Alto, California, it's the Cube, covering Women Transforming Technology. >> Hi, Lisa Martin with the Cube, on the ground at VMware in Palo Alto, at the third annual Women Transforming Technology event, we're excited to welcome to the Cube, Caroline Hubbard, an Analyst at LinkedIn, and the founder of ThreadBred, Caroline, nice to have you here. >> Thank you for having me. >> So you, as young as you are, you're a speaker at this event, you spoke in >> Caroline: I am. >> The Emerging Leaders Track, tell me the name of your session, and what >> Caroline: Yeah. >> Some of the key messages were that you delivered today. >> Definitely, my session was called, "Stand up, Stand Out, "How to Become and Advocate for Change in the Workplace," and my session detailed my experiences thus far, navigating corporate America, not only as a woman, but as a person of color, and some of the really eye opening experiences I've had, in terms of the toxic cultures that are rampant in our organizations across America, and through this experience, I learned really valuable lessons. And two of those lessons are that performance and how you're perceived can only take you so far in an organization; ultimately, if you're not in a place that values your identity, or values you for your differences, not just in spite of your differences, then your chances of success are going to be limited, and if you allow toxic cultures to eat away at your own perception of self, then you're going to be in even more dangerous positions. So I sort of talked about how I learned those lessons, and provided a framework for which we can all go back to our companies and bring awareness to issues that are affecting underrepresented people. >> How did you hear about Women Transforming Technology? >> Yeah, so since I've moved here, 10 months ago, I've just been taking the city by storm, networking, joining lots of women's groups, to just try to find women with similar experiences as me; I'm from the east coast, so I don't really have that many friends or a network out here, and that's what I wanted to build, so through one of the women's groups I'm associated with, I was speaking with a friend, who was like, "Well, you should check out this conference," so I did that; I went online, and I connected with one of the program leads here, and we were able to talk a little bit about my experience, and I was invited to speak. >> Fantastic. >> Yeah. >> And now you can say you've spoken at an event where Laila Ali spoke this morning >> Caroline: I know >> That's an honor (laughing) >> She was so inspiring, because you know, you look at a woman like Laila, who's >> Right. >> Who you think is just born with confidence, and courage, and she talked about how a lot of that is true, very innate, but there was times where she kind of has to recheck >> Caroline: Yeah. >> Kind of do a gut check, and say, "Alright, I feel like "I'm kind of nocked back a bit," >> Caroline: Mm-hmm. >> I loved her recommendations for you know, like the Boy Scouts, what, always be prepared, >> Caroline: Yeah. >> But the preparation is really key; have you found that to be something that helps you kind of harness your inner mojo, your inner confidence? >> Absolutely. >> Whether you're speaking at Watermark, or you're here. >> Yeah, absolutely, and I come from a performing arts background, and I spent a lot of time on stage, and I just found that throughout my life, being on stage energizes me, and being able to connect with people and be fully transparent is something that's really refreshing, but with that, comes a lot of preparation, and I've spent hours, actually, last month when I did a similar talk, my mother and I were up until five A.M. the night before a big speech, just working and making sure it was perfect, and deliver the right message. So I definitely agree, preparation is always key; it helps you feel confident, but like she said, there are times when preparation isn't enough, and you just feel a little bit unprepared or un-confident, and that's okay >> Yeah. >> What really matters is how you bounce back from those instances in which you don't feel as confident. >> I agree, I felt very validated with Laila Ali >> Caroline: Yes. >> Saying sometimes I don't always feel my best, so tell me a little bit, before we get into ThreadBred, I want to talk to you about a little bit about this program that you're in at LinkedIn, where you get to in finance, you get to work in different parts of the business >> Caroline: Right. >> Yeah, it's a really unique program, it's a two year long program, for people directly out of college, that gives you a lot of exposure across the company, so it's technically under the business operations organization, so your first year is split between rotations in sales operations and business operations, and then the second year, you can have more of an elective choice, where you can sort of dabble in product marketing or corporate developments, so it's a really unique experience in that it allows you to see multiple parts of the business, and currently, I'm on the consumer product growth team, which is responsible for getting people to use our app, and I also focus a little bit on our SEO strategy, so it's really opened me up to the world of tech, and how large scale enterprise companies work, which has been exhilarating. >> What have been your experiences, in terms of the diversity not just at LinkedIn >> Caroline: Right, right. >> But as you say, you've been in the valley now, for about 10 months. >> Yeah. >> What are some of the observations that you have made? >> Yeah, I think that a lot of the workforces, actual workforces are reflective of the actual diversity that's in the city, and if you look at the city, first of all, it's not very diverse, so it's kind of impossible for the organizations to have that same diversity, so it's been a challenge; I think that LinkedIn has done an incredible job, given the fact that there are not equal amounts of multiple different demographics, and I think LinkedIn is very conscious of the problem, and we're actively working to solve it, so I feel good about that, but I have noticed that in terms of gender, in terms of race, not everyone is represented on equal levels, and representation is so important, because for other people who are coming in future generations, you can't be what you can't see, so if there aren't people that look like you, you're going to be discouraged from pursuing an opportunity there, when that opportunity might be perfect for you. So I'm really empowered and passionate about trying to increase representation for all people in these organizations. >> It's refreshing to be at a conference like WT squared, because the accountability is so key, and what they announced this morning, with VMware investing $15 million into an innovation lab for women's leadership; the fact that they're together, expanding this stand in VMware >> Caroline: Mm-hmm. >> Relationship it's been over the last five years, but actively going to be looking at what are these barriers; the diversity barriers that women are facing, how do they identify optimal ways to eradicate those barriers? >> Mm-hmm. >> Because VMware knows, and the McKinsey report that was actually cited in the press release >> Caroline: Yeah. >> That they came out with this morning, companies that have more diversity at the executive level, are 21% more profitable. >> Caroline: Yeah. >> So they're understanding this is going to not just be benefiting our culture and diversity or our chief people officer HR function >> Absolutely. >> This is actually something that will benefit the entire company. >> Yeah. >> And what does this company deliver? Technology that other businesses and people use, to better our lives, so they get that, and that's saying refreshing is >> Yeah. >> Kind of an understatement. >> That is, yeah. >> But it really is nice to see companies that are willing to go, "Hey, we want to know exactly what these problems "are, so that we can then be strategic "in how we can solve them." >> Exactly, it is refreshing, and I think that more and more companies are realizing that diversity is not a luxury or just sort of a platitude, it's something that is intrinsic to the business, and to the health of the business, and the retention of employees, and as more and more people begin to realize that, I think that we will get better at increasing representation down the line. >> You know, I talked with a lot of women today and wanted to get their thoughts on the MeToo movement, Time's Up; in the last six months, that erupted on the scenes >> Caroline: Yeah. >> Unlikely alliance with Hollywood, and the resounding opinions have been, actually, that's momentum that we can take advantage of; we should be leveraging this, because when you have a platform that's that big, and that global, >> Mm-hmm. >> For an issue that affects every industry, including us in technology >> Mm-hmm. >> That they actually saw that as kind of an elevation of the platform >> Caroline: Yeah. >> I'm curious what your thoughts are about that. >> Yeah, I actually spoke about MeToo, and a couple of other social movements in my talk earlier, and one of the reasons I started my blog, ThreadBred, is because I started to realize this really unique cultural moment, in which I've emerged into the workplace, which has been characterized by these social movements, and a lot of these social movements have been galvanized through social media; social media's been able to bring so much attention to important issues, and shift public perceptions, so with MeToo, a movement that was founded by an African-American woman in 2006, and then it sort of gained more momentum in 2017 when Alyssa Milano tweeted it out, and then to have, a month later, Jackie Speier, congresswoman of California, introduce the MeToo Congress Act, you know, changes happening at such a rapid pace. More so than it ever has in the past, so I'm really excited to be a part of that, and I'm really excited that we are seeing this much progress on this rate. >> We need to keep that going. >> We need to keep it going, absolutely. >> Tell me a little bit more about ThreadBred. >> Yeah, so ThreadBred started in 2014, just as a fun, personal blog; my friends and I were getting our first internships, the summer after our Freshman year of college, and we were all in different industries, and couldn't really, or didn't know where to go in terms of where to get advice about what to wear, and of course, we wanted to make a good impression, so I just started creating outfits, dressing my friends up, telling them, this is what you should wear when you go here or there, and it sort of turned into this personal branding, as a young professional blog, and I started writing more about what are some of the experiences that young people have, directly out of college? What are some of the things they wish they knew before they started their jobs? And then I restarted it when I entered the work world now, and because of what's happening in society, I wanted to shift the attention to focus on these important social issues, such as women's empowerment, the representation of underrepresented minorities, and I've been able to have a lot of great dialogs with people that I know, and people that I have just met, who might have opinions that are different from me, and I think those are the most interesting ones, because they're the learning opportunities, and it sort of transformed into this story space, where we can consolidate information and learn from each other. >> I love that; one of the things that I thought was really cool, when I walked into the event today, was there's a headshot area >> Caroline: Yeah. >> And there's a resume writing clinic and a LinkedIn profile clinic, as well, and you kind of think, those are really foundational pieces to help someone have a professional looking photo, that doesn't have like somebody's arm that you need cropped out. >> Caroline: Absolutely, yeah. >> Or you know, a strong LinkedIn profile, especially if you're young, maybe just finishing with school and don't have a ton of experience; those are really important foundational elements, and it sounds like what you've done with ThreadBred, >> Caroline: Yeah. >> To advise young people on how should you look professional; that's a really cool thing that you've done, there. >> Caroline: Thank you. >> It's an area where you might think it's a small thing, but I think that can be very impactful. >> Yeah, it's kind of like the things that nobody tells you once you go in, it's just we're trying to capture all of that knowledge in one place, and share it with as many people as possible. >> Yeah. >> Yeah. >> So if you look down, finishing in the next what, year or so, >> Caroline: Yeah >> Your two year program at LinkedIn. >> Caroline: Yeah. >> What direction do you think you'd want to go in? >> Well, I love LinkedIn, and when I interviewed, I actually said that I was like the physical manifestation of LinkedIn; I am a networking person, I love connecting people with opportunity, and I love LinkedIn's message of trying to create economic opportunity for the global workforce, and I think that it's really rare that you find a company that's for profit, that also has this really social impact admission, and I want to stay in this space as long as possible, but years down the line, I could envision myself being an entrepreneur, and starting my own company to focus specifically on problems affecting people of color and underrepresented people around the world. I think that that's what I've identified I'm passionate about, and that's what I want to pursue. >> I can feel that from you, so I think definitely entrepreneurial. >> Caroline: Thank you. >> Kind of in summary, what are some of the things that you're going to be taking away from this third annual Women Transforming Technology event? >> Yeah, absolutely, well, from the keynote earlier this morning, it's about listening to the inner voice inside of you, always finding that inner warrior as Leila Ali mentioned, because I think that's so important; I think life is about just having good days, and then having days where you're encountering adversity, and it doesn't matter how much adversity happens to you, it matters how you respond to that, so always leaning into that inner voice and then using your voice to empower other women around you, who might have similar experiences, but who don't necessarily know how to navigate the same situations is where you can be most helpful, so supporting women and always finding your inner strength is what I'm going to take away from today. >> I love that; I'm going to borrow that from you, that was fantastic >> Caroline: Okay. >> Well, Caroline, you're going to be a big star, I can already tell >> Caroline: Oh, thank you. >> It's really nice to hear someone that's so young, that sees the opportunities here, and wants to very naturally, make a difference in it; you're one to watch, >> Caroline: Thank you. >> For sure. >> Thank you. >> Lisa: Thanks for joining us. >> Thank you. >> We want to thank you; I'm Lisa Martin with the Cube, we are on the ground at VMware, at the third annual Women Transforming Technology event, thanks for watching. (upbeat techno)

>> Announcer: Live, from Austin, Texas, it's theCube, covering KubeCon and Cloud Native Con 2017. Brought to you by Red Hat, The Linux Foundation, and theCube's ecosystem partners. >> Welcome back everyone, live here. This is theCube's exclusive coverage, live in Austin, Texas for Cloud Native Con and KubeCon with The Linux Foundation. I'm John Furrier, the founder. Silicon Angle Media, my cohost Stu Miniman, and next to us Joe Beda, who's the co-founder, co-founder and CTO of Heptio With Craig McLuckie, the famous startup that came out of the Google team, really one of the principal founders of Kubernetes with Craig and the team Brendon Burns and the like. Great to have you on theCube, thanks for coming on. >> Thank you very much for having me, it's exciting. >> Good time, first time on theCube, glad to have you, we've been trying to get your perspective because obviously we're fans of the Kubernetes, I just had Lou Tucker on, we were talking interclouding and some orchestration opportunity. You guys had that vision and it's really important to tell the story, at the beginning with Kubernetes. You guys were sitting around, having a little beer, free food at the Google cafeteria, what was it like? What happened? How did it all come together? >> All right well, I started at Google probably 10, 12 years ago, did a whole bunch of stuff but eventually landed doing cloud. Craig and I started up a Google compute engine, VM as a service and the odd thing to recognize is that nobody who had been at Google for a long time thought that there was anything to this VM stuff. Because Google had been on containers for so long, that was their mindset, Borg was the way that stuff was actually deployed, so my boss at the time, who's now in Cloud Era booted up a VM for the first time, and anybody in the outside world would be like hey, that's really cool and his response was like, well now what? You're sitting at a prompt, that's not super interesting, how do I run my app? That's what everybody's been struggling with with Cloud, it's not how do I get a VM, how do I actually run my code? As Google got more and more serious about Cloud, every big company wants to dog food their products. How do we make the experience that folks inside of Google have, developers inside of Google have, match the experience that Cloud customers have? The choice there was either we make everybody inside of Google start using VM's which would have felt like that step backwards, or we teach the rest of the world about Borg. Now around the same time, docker started getting a lot of attention and we were like hey, those guys are onto something, they really found a good way to make this technology accessible to users on a single node level, but our experience at Google really taught us that that clusters you, how do you actually create this abstraction that a whole bunch of computers are one thing that you operate with? That was the thing that was going to be interesting and so out of that, we decided Kubernetes was going to be the thing or at least getting Borg out to the rest of the world, and we knew for it to be effective, it couldn't just be Google doing it alone, we had to do it in a way that would bring the rest of the industry with us. That's the motivation behind Kubernetes. It took us about another three months to convince all the folks at Google that this was a good idea, it was controversial, the open source projects at the time were things like, the biggest things would be like Chrome and Android. Those things were, the relationship with their community was very different from what we were aiming for with Kubernetes, they were much more consumer focused versus infrastructure focused. >> It was early too for Google to recognize the multi cloud world. >> I think some it wasn't so much multi cloud as much as developers have a really strong sense of where the lock in is, where the vendor lock in is, and we knew that if we wanted to win the hearts and minds of engineers and developers and folks that took this stuff seriously, as the underdog in the cloud world at the time, you had to really go out there and build something that was going to be widely applicable. Because you don't want to invest your time and energy into something that's super specialized to one cloud and I think the whole multi cloud thing, honestly I think it's engineers and developers and operations folks that had that sense from the get go, we were just reacting to that. >> Good instincts too. Kubernetes certainly working out today, state of the union, cause we're still only less than three years old as a community, seems like 20, but the momentum's been amazing, has been a lot of revision, a lot of people have their own versions of Kubernetes, yet there's a core, vanilla Kubernetes, but it's working. People have gotten around this. What is the big thing that has surprised you the most and where are you most excited right now, where Kubernetes is at? >> Okay surprise, there's 4100 people here at KubeCon, that's absolutely insane. I think we had this idea that it could be a thing and that, but I don't think that any of us imagined that within three years we'd be sitting here, doing this type of thing. That I think for me is the most surprising. It's a challenge to take these ideas that have been successful inside at Google and translate those to the rest of the world and it wasn't an easy or obvious thing, there were a lot of good ideas but figuring out how to get those out there, I think that really is due to the larger community. Folks like Clayton Pullman from Red Hat coming in early with a lot of that really brought a lot of that outside DNA necessary to bridge that gap. Surprising that we got here, but really it took the community to make that happen. In terms of what I'm most excited about right now, with the announcement of EKS from Amazon, it definitely feels like we're moving into a new phase of Kubernetes where folks are being much more focused on what do you do with Kubernetes versus how do you get Kubernetes running. Kelsey tweeted it the other day, but I think we've been saying for a while, Kubernetes at its heart is a platform for building platforms, really we viewed it from the start as a toolbox and I think we're only now starting to see, what other things are people going to be building with that toolbox and I think that's going to be that larger ecosystem, is going to be much larger than Kubernetes itself. >> Joe, coming into this show, there were so many announcements around Kubernetes, there's like 42 certified different versions out there. I think you could help explain a little bit because there's the big cloud guys, you mentioned Clayton who we had earlier from Red Hat, there's all these companies, oh well, Kubernetes is just like it's a piece and it's in there. Your company is around Kubernetes, so what does this mean that Kubernetes is, I guess we'd say commoditized across there, I think it's a good thing for the industry, but what does it mean, why is there a need for Heptio and what do you guys see as your role in the ecosystem? >> There's a bunch of folks that are really concentrating on how do I get Kubernetes up and running and that's one thing, and I think that landscape is going to be changing and evolving over time. We're definitely happy to help folks be successful with Kubernetes, it's one of those things we're going to do, we're going to do an open source project, services, support and training with that, but when we look forward, I think a big part of it is, how do we bridge the gap to integrate Kubernetes into businesses, how do we start building those next layer tools on top of it and to some degree, it's a wild west. There's those 42 companies, everybody's trying to actually find something that's going to be interesting, start solving problems, but the thing that's really encouraging to me is that Kubernetes is the base and we're doing work, both Heptio and the community around conformance to make sure that we actually have a solid base that folks can build on top of. Then everybody's focused on how can we actually capture the attention of developers, how can we actually deliver value there and so that's a really great dynamic, when everybody's like I want to do something really great that people are going to get a lot out of, only good things are going to come from that. >> Yeah and I liked, there was a concern some people had, oh last week AWS is now all in, they've got EKS, but you had an announcement about the Heptio authenticator open source authentication, a little bit of a partnership with AWS it looked like. Maybe explain, it sounds like one of the things you're building on top of this. >> Yeah exactly. Like everybody else, we had heard all the rumors, hey is Amazon going to do a Kubernetes offering or not. In our mind, there were two ways. >> Didn't they have to Joe? >> Well that's what I thought last year, but who knows, I think Amazon doesn't have to do anything but when we first started Kubernetes, we reached out to the folks at Amazon including Deepak and we're like hey, you guys are welcome, come join us here and they were like yeah, yeah, we'll join you when the customers are asking for it. Well it turns out the customers were asking for it, so here they are and I think it's a great thing. I think it could've gone two ways, they could have built in a bunch of integrations into Kubernetes that were only available through EKS that really made EKS a more integrated, better Kubernetes than running open source Kubernetes on top of Amazon, or they could've worked with the community, with upstream to try and make Kubernetes run great on Amazon, better on Amazon as is but then run even better when you're running it with EKS and they actually have the management on top of it. I think they decided to go that second route which is much more community friendly. A couple weeks before the announcement, they reached out to us, said hey, we noticed you had this project, it looks really interesting, we need a way to bridge IM to authenticate to Kubernetes and we like the approach that you're taking, can we work together to continue to develop this and that was the first signal to us that they wanted to really reach out and work with the community and so we're like hey, that sounds great, let's work together and get that stuff out there. It's still very early, I think EKS is GA next year, they set an aggressive goal for themselves, so I'm really looking forward to see where they take that and we're going to partner with them where it makes sense around things like authenticator. >> You mentioned we're going to a whole other level with Kubernetes and Amazon's announcement goes to the next level, you also mentioned you worked at Google Compute, Apple, all these other cool names with Google and you got Heptio, you're solving making interesting things happen with Kubernetes and you got a new class of developers coming in that have never heard of what a local director is. Infrastructure as code is happening, so you got the cloud game going on. I got to ask you, as Kubernetes starts to continue to take shape, a lot of people are trying to survive. In this technical architecture decisions, almost a tech chess game, which side of history will you be on thing going on and customers want more clarity. You have a lot of movement and customers want clarity. How do you see it continuing and what is the right path in your mind because it's looking good right now and commoditization as some say, I think is a good thing because value, there's value in interoperability, there's value in orchestration, there's value in a new class of web developer creating, solving problems with code, whether it's societal problems or other things, so there's a lot of big picture, wholistic things happening and Kubernetes kind of strikes at the heart of that. What's the right path in your mind, what's the vision you think Kubernetes should go into. >> Well I think first of all, I think change happens in the industry both fast and slow. It feels like it's been three years since Kubernetes, since we open sourced Kubernetes, and it's come a huge way since then. That happened really fast. You look at Enterprise, you look at Enterprise adoption cycles, I believe last I heard the mainframe division was a growing profit center for IBM. This stuff doesn't go away so as we see things like containers and Kubernetes and serverless and cloud, as we see these things come on the scene, it doesn't necessarily replace stuff, it augments and it adds over time so we see the mix of where people invest shift. In that way, things become established quickly, but old things go away slowly. I don't think it's going to be as quick of a shift as maybe it might seem at first. Now in terms of where the opportunities are moving forward and where we see this developing, the thing that's exciting for me is as we have, and this is something early on, talking with Brendon, he got super excited about, is as we provide new abstractions, as we provide a new toolbox, how do people start creating systems and applications that take advantage of that. I'll give you an example, distributed systems, pre-systems like Kubernetes were very difficult because not only did you have to do the thing that you wanted to do, you had to build all of this plumbing to actually get your things to talk to each other, the finds, the secure, all that stuff had to be created from scratch and those systems were rare and hard to manage and few and far between. Now with things like Kubernetes, there's a whole set of problems that you actually don't have to solve. The floor that you need, the floor is that much higher for building these systems so I think we're going to see a shift not just to cloud native, but I also think we're going to see a set of applications that are Kubernetes native. These are applications that assume that Kubernetes is the substrate that they're running on, and they take special advantage of it and I think we're going to see amazing thing happens when we really democratize the plumbing for building distributed systems. >> And that's the key, make that frictionless so if people want to go Kubernetes native, they're taking advantage, that's cool. I want to get to, to take that to the next level, as the world of IOT comes down, you can almost look at the world now as all IOT. There's no on prem and there's no cloud. If you believe this service mission unpluggable architectures, you could argue that a data center is a network point, it's an attached device to a myriad things, so you're going to need policy, the light bulb has a process in it, the wifi has wifis everywhere, so in a way, this is all going to be a grid if you will, it's going to be kind of a mesh. This is the right direction don't you think, the more services that come online, you just want to connect to them. That's the nirvana right? Are we smoking the peace pipe here too much? >> I think there's a bunch of trends that we're seeing happen there. I think with IOT, we see also a move towards edge computing, this idea of, we're going to see much more stuff happening in a more distributed manner. Whether that edge happens to be in your house or whether it's in a telecom cabinet or whether it's just mini data centers that are dropped in to parking lots here and there. That introduces a whole bunch of new problems in terms of how do you manage that stuff at scale. One of the things that I see is that we're seeing an interesting overlap between CDM providers and cloud providers, so you have cloud flare introducing their cloud workers, where you can start running actual code in their CDM nodes and that's the culmination of CDM providers over time fighting with each other to drive more and more customization. On the other hand, you have Amazon taking lambda, finding ways to actually use lambda and push that out to the edge, even into devices that are doing local machine learning. There's this overlap between these two different worlds. Then also, as we move stuff closer out to the clouds, the political situations that people deal with become that much more complex. As you start running compute in all these different countries, all of a sudden you can't necessarily go to one provider to actually deal with all of that. We're moving from this world where, when you're centered around data which is the traditional cloud, when you want to put it all in one big pile with compute around the edges, that's kind of like the traditional data center. Going with a few large providers makes a ton of sense. As we move towards a much more distributed world, it becomes a more distributed problem both in terms of how do you manage the compute, but how do you manage the relationships and how do you actually understand what's happening across all that and I think Kubernetes can be a part of that puzzle for sure, but it's not the end of the answer, there's still a lot of problems to be solved there. >> No but you get the first mile post. You can say hey, I can start orchestrating workloads and have endpoints that have services that talk to each other as the first step. >> Joe, one thing I wanted to ask you, what are the stumbling blocks? What do people need to look out for? Because most companies out there aren't Google. >> This morning at today's keynote and you can find it online, there's that cloud native road map that Dan was showing. That is an interesting thing that cuts both ways. On the one hand, it shows an enormous amount of innovation, it shows that we're seeing this explosion of interest in this world and it's really invigorating. That's from an entrepreneur's view and a technologist's view. If I'm a customer, that thing's kind of horrifying. I look at that and I say wow, I really have to understand all of this stuff to get ahead? I think the biggest stumbling block is really being able to make sense of all the noise out there. I think that noise is part and parcel of an active, innovative, chaotic ecosystem, but I think it's one of those things that makes it that much harder for enterprises and for more mainstream developers to adopt. Tim, we've been saying this for a while, for Kubernetes to be successful, we had to make it boring. That's Tim Hawkin, I think maybe was the first one to say that, but we not only had to make Kubernetes boring, we had to make that entire stack boring, we had to make cloud native boring. That's when it will have succeeded. I don't know what this conference will look like when cloud native is boring, but it'll probably be very different than. >> It'll certainly create some excitement, boring is reliable, boring is safe, boring is secure, boring is comfortable. Mark Zuckerberg once said move fast, break stuff, then he revised it to move fast and be 100% reliable. That's boring. >> Did he actually say that? >> I don't know, he shifted his narrative because that was the maverick early days when he started running at five nines it's like a whole nother ball game. >> Actually that matters. >> Joe, great to have you on theCube, thanks for sharing your awesome insight into the dynamics of the computing industry that's going cloud native, going KubeCon, and certainly Kubernetes that you helped put together with the team, it's certainly taken on a life of its own, last minute, take a minute to talk about Heptio, what you guys are working on, get the plug in. >> Yeah Heptio, we have services, support and training that we're offering to make customers successful with Kubernetes today and that's been invigorating, really getting out there and talking with folks, seeing the problems that they're hitting now versus where we want it to go. We're doing a bunch of work around open source projects, we have Heptio Arc which is a backup disaster recovery project open source, we have Sona Boy, which is a diagnostic project for running the conformance tests and it underpins the Kubernetes conformance effort. We have K Sonic which helps you configure applications and then we also have Contour, which is an ingress controller building on top of Envoy and other CNCF project and then into 2018, we're going to be offering more products and projects and services that really start targeting the special needs of larger and larger enterprises and that's where our focus is going to shift over time. >> You guys are certainly helping customers who are under pressure to add more services, including what Amazon's doing, more pronouncements, there are little announcements, some big some little, but still, the cadence of new things happening is fast at all times right now. >> I can't keep up either, nobody else can. >> We try. Two and a half hour keynote, it's ridiculous. Joe Beda here inside theCube, cofounder CTO of Heptio a hot startup, making Kubernetes interesting and exciting and reliable and boring. Not boring, we should say that. >> Oh boring's good. >> Infrastructure's good, it's theCube, bringing you all the live action from Austin, Texas, I'm John Furrier, Stu Miniman, KubeCon and Cloud Native Con, we'll be right back after this short break.

live from Los Angeles it's the queues covering open-source summit North America 2017 brought to you by the Linux Foundation and redhead he welcome back everyone here live in LA for the open source summit in North America I'm jumper with my co-host Jeff Fritz too many men he'll be back shortly is out scouring the hallways for all the news and analysis getting all the scuttlebutt are here we're here with our next guest brian behlendorf who is the executive director of the hyper ledger project for the Linux Foundation thanks for coming on thank ledger thanks for sharing we just talking before the camera started rolling about blockchain and the coolness around the hype around it but again the hype cycle is usually a pretext to the trend hyper ledger is one of those exciting projects that like AI everyone is jazzed about because it's the future right open source is getting bigger and bigger as Jim zemulon was saying 23 million developers and growing but there's still so much work to be done the global society's relying on open source it's shaping our culture - Ledger's one of those things where it is going to actually disrupt the culture and change it potentially and even this morning Chinese band virtual currencies and icos and all based upon doesn't mean it's time to invest yes and whatever China bands it's always been successful so your thoughts go first boy star let's get into hyper ledger project it's certainly super exciting probably people are talking about it heavily what's going on with the project give a quick update what's the purpose who's involved and when some of the milestones you guys have hyper ledger is less than two years old it was launched officially in December of 2015 I joined in main and it was founded on the principle that hey there's a lot of interesting stuff happening in the cryptocurrency world but there might be some more prosaic some more directly applicable applications of distributed ledger and smart contract technology to rebooting a lot of otherwise very thorny problems for industries in the world the main problem being you've got companies doing business with each other and the recording transactions and you know they'll have to go back and reconcile their systems to get audited bugs right and a lot of the systems out there depend upon processes at a very human processes that are prone to error prone to corruption right so the idea is the more that you can pull together you know information about transactions into a shared system of record which is really with the distributed ledger it's and then the more about of the governance and the and the business processes enclosed that you can automate by smart contract the more effective the more efficient a lot of these markets will be so that's what hyper ledger is about ok so certainly the the keynote was all about open sources being dependent upon and Jim's Emlyn as well as Christine Corbett said you know traditionally control we all know that open source but I love that the deployment changing the face of capitalism because hyper ledger is a term that you can almost apply to the notion of decentralize not just distributed but decentralized business so the notion of supply chain things in finance to moving Goods around the world this is interesting this is how about the impact of how you guys are seeing some of these applications we're now a decentralized architecture combined with distributed creates an opportunity for changing the face of capitalism flowing because the word distributed can be very loaded all right you know and even decentralized right it can be very loaded and what I what I tried to popularize is the idea of minimum viable centralization right you know football games and other sports games have referees right and when we play a game like this well sometimes you know sometimes we don't need a referee it's just us playing pick-up basketball but we want somebody on the periphery we all agree to who helps remind us what the rules are and throws a red flag from time to time all right and so you see in industries ranging from finance where you're building these transaction networks to you know supply chains where you need to track the flow of like food and to know when if food has gotten spoiled possibly where that came from or diamonds that have been involved in conflict time and you know other illegal activities right you want to know where that came for a minute and it involves that industry getting together and saying we all agree we have a big net interest in making our business actually follow certain rules and norms right and using a distributed ledger to to bring that about it's something that can just provide a lot of optimizations so most people think of like Bitcoin and ether a mezda with all this ICO buzz as de as the front end to really the underlying blockchain which you're talking about yeah and that's kind of like I get that fiat currency in this market developed to look crazed bubbles some people call it whatever but you're getting at something unique and this is that there's a real business value of hyper ledger I won't say boring but it's like meat and potatoes stuff it's like really kind of prosaic is the prosaic it's like so but it's disruptive so if you think about like the old days when we were growing up or I was growing up ERP was on mini computers and the prized resource planning relationship management software those were bloated monolithic software packages yeah still out there today and they handle the so called supply chain right so is the hypervisor a disruption to that is it an augmentation of that so some try to put it in context the cost of sending a shipping container from China to the United States right half of that is in paperwork half of that is because that container on average will go through 30 different organizations from the the you know the suppliers that you're assembling the goods into to all the different ports all the different regulatory authorities right out finally to where it's delivered and if you can optimize those business processes if you can make it so that the happen in a space where it's not about paper and facts which a lot of that world is still ruled by today or a bureaucrat sitting there reviewing stuff that's coming in and having to stamp it when really all that could be automated you could cut the cost of that and take the shipping industry from what is right now a money-losing industry to potentially being viable once again so optimization is really critical for them it's optimization but it but there's also some new capabilities here so I spent a year at Department of Health and Human Services trying to help make health care records more portable for patients right and we wrote it and got it I got the industry to write a ton of open source software implemented open standards to make these records shareable the problem was the patient wasn't involved right this was about trying to take two orgs do something that all of their bean counters told them not to do which was share patient records because no that's proprietary value and the HIPAA regulations all that not exactly blackens processes basically with blocking with blocking technology that we can reinvent that as a patient driven process right we could reinvent a lot of the other business processes out there that involve personally identifiable information like the Equifax disaster right we could reinvent how the credit markets assess risk in individuals through blockchain technology in a way that doesn't require us to build these big central anonymous third parties that Coover everybody's data and become these massive privacy titanic's right we can reinvent a lot of this through blockchain tech and that's a lot of what we're working on that Nagaraja because a analytics from that kind of a unique place because you're used to driving these big open-source projects there's a lot of people and they're trying to build the wrapper around the base core of blockchain to come up with their version or their kind of application if you will whether it be Bitcoin or whatever but you guys are in kind of a special place based on your roots we believe that I mean open standards are nice but what really matters is common code right and in a world like we envision where rather than saying you one big Network like Bitcoin or one big Network like aetherium you've got thousands or tens of thousands of these permission networks that cover different industries different geographies different regions what you need is common software so that when a developer goes to work on an application that touches one or multiple of these they've got familiar idioms to work they've got familiar technologies to work with like NGO or Java or JavaScript right but they've got a community of other technologies has been trained up on these technologies that can help them bootstrap and launch their project and maybe even become a contributor to the open source so what we've figured out at the Linux Foundation is how to make that virtuous cycle go right companies you know benefit commercially from it and then feed back into the project and that's what we're mentioning the word you get almost rethink and reimagine some of these things like the Equifax disaster yeah I think it's pretty man no breathing most tech people I really seen as as viable like absolutely it's gonna happen so there's a nice trajectory vision that people are buying into because it's somewhat you can see it hanging together playing out technically what are some of the things going on the project can you share with the folks watching about some things that you're doing to get there faster what's going on with the community with some of the issues with concerns how do people get involved take some time to go tobut deep words of the project so we're not a you know an RD kind of free thinking kind of thing we're about get writing code and shipping and getting into production right so hyper ledger fabric just hit a one dot oh that was a signal from the developers that this code is ready to be run in production systems and for you to track digital assets right doesn't by far does not mean it's the end of the road it's the end of chapter one right but at least it's a place where we you know the kind of the clear intent is let's make this actually usable by enterprises the other projects we've got eight different projects total at hyper ledger some of them even compete with each other right but we're driving all of them to get to a one dot oh and over time all of them talk about how they relate to each other in kind of complimentary ways what's some of the profile developers you're getting because some people always ask I know what should I get involved what can I sink my teeth into what are some of the meaty kind of things that people are doing with it who the persona that that are coming in these enterprise developers they more traditional full-stack developers can you give a range of some of the persona attributes because this is early code still I mean this whole space is still pretty early when it comes to understanding how to use these technologies especially at scale kind of at a DevOps scale a lot of the people first coming into the tech community now are fairly advanced right are kind of the whiz kids right but we're seeing that gradually broad broaden out we now are at a point where we could use developers coming in and writing sample applications right we could use people helping us with documentation we're developing training materials that will be creative commons-licensed so everybody will be able to deliver those and as they find bugs or add features to the training they can do that too we can really use anybody all right so folks watching get involved okay get any white spaces you might want to tease them out with that you see happening obviously mentioned tracking digital assets data is a stress that's cool anything that's going on with data probably is a digital asset but you'd agree what's some of the things that people could get motivated can you share any insight that you might have that would motivate someone to jump in I think any any industry has these challenges of weaving their systems together with other businesses and then trying to do that in a way that holds each other.you account right this is a system for building systems of record between organizations right and you know you running a database to me running a database we don't get there on our own we only get there by working with consortio by working in as a community to actually build these systems and so I'd say every every business has that challenge whether they're engineers have felt free to go in and try to tackle that extranet days when you see people building citizen networks similar concept where blockchain is one big happy family collaborative network all right final question for you kind of shooting for a little bit what do you expect to happen community any thoughts on some of the goals you have is executive director obviously you got some hackathons for good we'll see blockchain being applied to some real things with one dot out what do you see rolling out which some of your goals I massively grow the developer community both the well you know the one end of the spectrum which is the the whiz kids the hardcore developers to you know move forward on a kind of the leading edge of that but really we've got to bring you know hundred thousand developers into this space or the next couple years just to meet the demand that's there in the industry for that town alright so if I'm a now an executive as a hey I saw this great Cuban in friens awesome go get involved what how did someone get involved is just jump standard community model just jump in what advice would you give someone if they want to engage and participate for every one of our projects if you give gave it an hour you'd get to a running you know instance of that software right so fabric or sawtooth within an hour you should ever running for node instance that you can start writing chain code two which is the smart contract language right and and then from there getting involved in the community as a matter of joining mailing list joining our rocket chat channels rocket chats an alternative to slack that we actually prefer and I and I think you'll find a really welcoming community of other devs who want to tell you about what the projects are and want to help you kind of climb that learning curve one of the comments just enough good note here is that Christina gave him the key no she says code can shape culture you've been in the industry a long time you've seen the wave you've been on the shoulders of others and now as the open source goes to the next level how is code gonna shape the culture in your opinion actually people started working together to take that I would say that almost I'm not a moon shot but it's really more of an imperative that culture will be changed inclusion else is huge your thoughts on code shaping culture so we've we've had a decline in trust in institutions in the United States and worldwide not just in the last seven months since November but actually for the last 20 years there's Edelman does this survey every year where they ask you your trust in brands your trust in government your trust in the process the fairness of society and for 20 years that's been on a straight-line decline to the point where we ask ourselves like can you trust any level of government can you trust businesses to look out for your interest the answer almost generically is going to be no this is a technology that can save us from this is a technology that we I believe can help us define the rules of the game help us build society but then actually automate and implement that in a way that doesn't require us to have to bribe an official or curry favor with a school official to get our kid into that school or anything like that this is a way to try I think to make the world more accountable and more fair and open source has that inclusive and staying away from the gerrymander and I love the quote it's so confusing now it's like who do you ask where's the source of truth and it used to be RTFM and check the source code now it's not only there is no manual who is the source fake news all these bots means kind of crazy so this is that a call to arms the open source I think it is I think it really is the trust as a service ok Brian thanks so much for come on if you appreciate it Thank You director for the hyper ledger project super important project really a game changer changing the face of capitalism also continuing the trend accelerate open source I'm Shaun Frechette for more live coverage from the queue after this short break

>> Announcer: Live from San Francisco, it's theCUBE, covering DevNet Create 2017, brought to you by Cisco. >> Welcome back everyone, we're here live in San Francisco for theCUBE's special exclusive coverage of Cisco's inaugural event, DevNet Create, a foray into the developer opensource world as they extend their classic DevNet core developer program, three years old now, going into the opensource world, this is theCUBE, I'm John Furrier with my cohost, Peter Burris, our next guest is Matt Howard, EVP and CMO of Sonatype, knows something about opensource, Matt, great to have you on theCUBE, thanks for joining us. >> Thanks for having me. >> So first, talk about Sonatype, what do you guys do? Give a quick minute to describe the company, then I got some pointed questions for you. >> Well, we provide tools and intelligence to modern development organizations to basically reinvent how opensource components are flowing through the pipeline, through the value chain, through the development lifecycle. >> You guys are a service, SaaS service, are you guys a subscription? >> It's a subscription service, and we provide two products, there's a product which is a repository manager called Nexus where you store, organize, and distribute software binaries into the development lifecycle, and then there's a second server product called Nexus IQ, which provides intelligence on top of those binary, so think of it as like FDA food labeling database, so if you're looking at a bag of potato chips as a consumer, you can see that there's calories, sugar, salt, it's gluten-free. If you're looking at a software binary, you're able to see metadata that we provide, which allows you as a developer to make intelligent decisions with respect to, this component's good for my application 'cause it's properly licensed, or this component's good for my application because it doesn't have any-- >> So you're a verifying code, basically, in a way. >> Yeah, absolutely. Verifying and qualifying the opensource-- >> John: And the problem you solve for the customer as well. >> The customer basically gets to build applications at scale, at speed, with quality opensource components. >> So you take the worries off, like, with the licensing, does it work well, you're like Yelp for software? There're comments? >> Sort of, more like Amazon reviews for opensource binaries. >> Okay, great, cool, thanks for taking the time. So we was just talking in our intro, opensource, I'm old enough to know when we used to pirate software, and then opensource, woo, this is great, and then it became a tier two in the enterprise player, Red Hat brought it to tier one. It's booming. Communities are changing. You're in the middle of it, what's happening? Give us your take on how opensource is evolving, because it's the classic case of cliche, opensource, I'm standing on the shoulders of giants before me, and now the next generation is standing on the current generations of shoulders, a new generation's happening, what's going on? >> So, just think of supply and demand, simple supply. We live in a world right now where development organizations are facing an infinite supply of opensource, there's a thousand new opensource projects a day, 10,000 new versions and 14 releases per year. The supply is massive. And in a world where supply is incredible, consumption is equally incredible, last year alone, there were 52 billion download requests from Maven Central for Java binaries, 50 billion-plus requests for NPM packages in the JavaScript ecosystem, so we are basically dealing with a world where software is no longer a marginal cost to doing business, it is the business. Developers are king, developers are the lifeblood that's flowing through every great enterprise today, because innovation is ultimately the thing that will allow companies to compete and win on a global playing field! >> I mean, it's almost intoxicating for these guys who are just drinking from the trough of free software, because if you compound the new projects with the fact that Google and these guys are donating awesome libraries, Amazons, machine-learning stuff, it's not something to shake a stick at, it's great software! >> Yeah! >> TensorFlow, Spanner, I mean, all this stuff-- >> It's great software, and just think, in a world of infinite choice, which is the world we're living in, how do you make the best choice? >> So where's the growth coming from? Peter and I were speculating that, in talking to Abby Kearns yesterday from Cloud Foundry, and then with the Cloud Native Foundation, a lot of money's coming in so the business model for players and vendors are coming in, and suppliers now helping out and donating software, but we're speculating that there's a whole growth area that's different than we've seen before. Are we on that? Your comment to that, your thoughts on where this evolution's coming from, the next wave, is it horizontal? >> Our view is that the devops transformation from waterfall-native development to devops-native software development is happening and it's real, and it's arguably in the early days, but it's no stopping that train now. As organizations continue to reconcile demand from board members and shareholders and CEOs, how do you remain relevant, how do you be, put yourself into a position where you're innovating with software fast enough to remain competitive? And that's a tremendous pressure, and it's driving transformational change like devops, and so as that demand for speed continues to grow, we think it only increases the appetite for opensource, and it creates opportunities for organizations like ours to basically automate how that opensource innovation happens. >> We do a lot of crowd chats, to surface the landscape and the common theme that comes up is, oh, your organizational mindset has to change, and were commenting, Peter and I were talking yesterday about, if your org's not set up, you'll have, what's the law? >> Conway's law. >> Conway's law, where the output matches the organization, but the bigger question is, Ford CEO got fired, he's been in the job for less than four years, he didn't have time to transform, so the question is, how does opensource help people transform faster, do you have any observations around that? Because that's the number one question we get is, okay, I need to configure resources to do that, and then the other theme that we're hearing, I'd love to get your reaction on is, "Oh my God, I'm going to lose my job through automation." And certainly Cisco has networking guys who are looking down the barrel of potentially being irrelevant if they don't make the network programmable, so this is, we've lived through cycles, is it the mainframe guys who kind of lose their jobs, kind of thing going on? Or is it a transformative opportunity for the people as well? >> Yeah, it's a great question, there's a lot there, but I think the notion that they say software eats the world, a different way of viewing is automation eats the world, and if you look at, we refer to the 100-10-1 rule, today, in every large IT organization, you got 100 developers for every 10 IT operations professionals for every one security professional. It's impossible for the application security professionals to maintain governance over 100 software developers. If the old way of doing something like application security in this world where we're talking about infinite supply of opensource, needs to be automated with machine intelligence, it needs to be scalable early, everywhere, and throughout the entire development lifecycle, and unless it's not, you're going to basically get some of the benefit of opensource, but not all of the benefit of opensource. >> I want to push you a little bit in this, Matt, because, one might argue, and I'm going to be a little bit apocryphal here for a second, but one might argue that we also have an infinite supply of different types of bubblegum. And at the end of the day, one can say, "Well, do we need another bubblegum?" And we may or may not, and yet we do. So the reason why I'm bringing that up is I want to square the infinite supply, which I don't disagree with, with the idea that, certainly our clients, especially the big data side, are still concerned about the fact that they can't find tooling, or combinations of opensource tooling, that can help them with their use case. And so as you think about, one of the things that intrigued me about what your company does is the idea of to what degree can you start with a business problem, use that business problem to do some design work, and then based on that, start finding the tooling that will be most appropriate for solving the problem. >> Yeah, it's a great question, and I think it goes back to this idea of automation, let's just give a real world use case, this is one of many, but if the demand for speed and innovation is what shareholders, boards, and CEOs are looking for out of their IT organizations and their development teams, then the first thing you do, in the theory of constraints is you look for where is the friction, right? So theory of constraints basically points to something like the process inside of a large financial organization that involves a developer requesting approval for using an opensource component. How long does that take? How many people are involved in that process? How many hours, how many dollars? Does it have to be that hard? Or can you basically create policy, and define policy, and build, effectively, a firewall that then automatically governs the flow of opensource, healthy opensource components, into the development lifecycle? With no human intervention at pace, right? And that's the idea of what we're doing when we talk about scaling opensource innovation early, everywhere, and across the entire development lifecycle, it starts at the perimeter, the moment the development requests the opensource component for use, it has to be automated, you can't afford to take three months to approve it, he needs it now! >> So let me turn that around, and see if this is a service that you are providing, or actually could provide. Given that you probably visibility into a lot of the problems that the developer's trying to solve, and therefore, their ability to check opensource in and out from a variety of different sources, are you also gaining visibility in the types of stuff that people can't find, and making that information available to the world about, here's some of the places where the opensource world could step up and do perhaps a better job of delivering that software? And I'm specifically thinking of the big data universe, because there's so many, for example, I got a client, big financial institution, who is tearing his hair out right now trying to come up with some standard components for complex machine-learning pipelines. Real, real hard job, a lot of different tools, they work together at some level, but they're not solving the problem, 'cause they're more focused on solving each other project's problem. Am I making this? >> You are making a lot of sense, and you should introduce us to your friend, because we would love to have a conversation and talk exactly how it is that you can create prescriptive architectures with opensource components to remove friction back to the theory of constraints concept, I mean, this process of innovation has to flatten out, and we are very narrowly focused on one particular piece of that pipeline, and it is the making sure that the development organization is benefiting from all of the greatness that opensource has to offer, but none of the bad, and you have to do that with automation. >> So just really quick, John, for those of you who don't know, the theory of constraints, to a computer science person, looks like Amdahl's law. Speed up that which you do most frequently, for those of you who've ever done computer design. >> Herbie the Boy Scout. >> Exactly, so it's speed up the thing that is causing the most pain. >> Right, right, right. >> So the question I have for you this, okay, given what you guys do, which is a great service, cutting edge, it's in the devops wheelhouse, so, what is, in your opinion, the most important metric for your customer's success, vis a vis devops, okay, I'm in, I've been hearing about this cloud native thing and devops, we've got to change to Agile, we wrote a manifesto, we changed the organization, what is the important metric that you think they should look for for success? >> You know, there's a lot of metrics, there's no one answer, but I'll give you a really great one, since you mentioned Red Hat earlier. Red Hat is an amazing company that has probably done more for the evolution of opensource than anyone. They have a phenomenal track record of managing RHEL, the Red Hat Enterprise Linux stack, upstream and downstream, to the point where today, they publicly tell that the Red Hat Summit just recently in Boston, I think it's a day or two meantime to repair for a zero-day vulnerability. They understand the supply chain for RHEL extremely well, and from our perspective, we are trying to create the same type of hygiene for custom software development that RHEL has long practiced in support of Red Hat, Red Hat has long practiced in support of RHEL, and so meantime to repair, for example. If a zero-day vulnerability hits, do you have a software bill of materials? Are you wondering where that particular component is? Do you even have the component? How many applications in production are affected? I mean, this is a real-world scenario, just two weeks ago, with Struts 2, how many organizations are still working today to figure out the answer to that question? You'd be surprised, it takes organizations months-- >> Peter: But this is more than a library. >> This is more than a library. >> So explain why it's more than a library. >> Struts 2? >> No, what you're doing. >> What we're basically doing is imagining a software supply chain, so step back and imagine a world where you could build software applications the same way that Toyota builds cars. You have Deming's principles, which says you basically take and source the components or the parts from the fewer suppliers, and you source the absolute best parts, and you track and trace the location of those parts to every step of the supply chain all the way into production, so that Toyota recently had to conduct an orderly and effective recall for four million Takata airbags. Right? In software terms, the next time you're basically sitting on top of a zero day, you need the equivalent of that orderly effective recall so you can in a matter of minutes, not months, patch that vulnerability. >> Hence why you use Goldratt's theory of constraints, so in many respects, this is a digital supply chain tool? >> We believe it's software supply chain automation. >> What about digital? Can I also think about how digital objects can be included in that? Again, going back-- >> Containers? >> Going back to the big data notion? >> Yeah, absolutely, this is, supply chain theory is well understood in a physical goods world, certainly, if you look at how physical goods move through a supply chain, and you come to grips with what's happening in digital transformation today and the evolution of devops and the proliferation of opensource, continuous integration, continuous delivery, speed is king, it's all going in the direction of a supply chain. >> So, when you have so much bubblegum, as Peter said, after it loses its flavor, you get a new piece, right? So, same with software. Final question for you. You guys are doing well, I can imagine that operationally, as coming to operational as opensource, you're a key component there, and that seems like a good opportunity. How early are you on that operational progress? I mean, you just get started, you're making some money, which is good. >> To be frank-- >> You're the customer on the journey, in other words, people realize, "I got a operation on," so they're just doing it, not having a checks and balance. >> Our business is really interesting in the sense that product market fit for any young company can take quite a while, and we're fortunate enough to have a CEO who is remarkably patient and savvy and experienced, his name is Wayne Jackson, for anybody knows, here at the Cisco conference, he was previously the CEO of Sourcefire, so an interesting connection there, but patience is key, and we're being rewarded right now because all of the trends that you guys have already talked about here, and everything we've talked about at Cisco DevNet point to a simple fact, which is that software is key to how companies will compete and win in the future, and as long as that's true, they're going to be looking for ways to improve innovation. Right now, our business is early, we're still creating budget in some situations, but that's increasingly changing, and I would say that you should expect our business to continue to grow-- >> So people are operationalizing opensource, and they're getting serious about some of these things-- >> We're seeing budget now that we didn't see last year, for operationalizing the flow of opensource into a devops-- >> Final, final question, since I want to get your take on the show, Cisco's moves here into this world, obviously, a good move in our opinion, I'm sure you agree, risky for them, a good move, progress, what should they do next? Your thoughts and reaction to DevNet Create, 'cause man, they got DevNet, a growing, robust community of Cisco developers. DevNet Create, a new opportunity, what's your thoughts? >> I've learned a lot, I'm glad to be here, and just saw some things yesterday that make it very, very clear that DevNet Create and what Cisco's doing with it is a great move, I mean, my personal belief is that developers are king, and as you expose core services, network services to developers, an innovation happens, and value gets created, and so they've done so much at the network layer for so many years, and if they're now exposing that network sort of innovation to developers, it'll be exciting to see what kind of innovation happens. >> Matt, thanks for coming on theCUBE, really appreciate it, I'm glad we got you in, great to meet you last night, and congratulations on your startup that you're working with, and growth, and been around the industry a long time, you've seen a lot of waves, and appreciate the insight here on theCUBE, appreciate it. >> Appreciate you having me. >> Alright, we are live in San Francisco for exclusive coverage of Cisco's inaugural event DevNet Create, I'm John Furrier, Peter Burris, stay with us for more day two coverage after this short break. >> Hi, I'm April Mitchell, and I'm the Senior Director of Strategy and Planning for Cisco.

okay we're back here live at IBM information on demand this is the cube our flagship program would go out to the advanced extracted signal from the noise this is SiliconANGLE and booking bonds production exclusive coverage of information on demand we have a crowd chatting on right now go to crouch at net / IBM iod this is a chat web app mobile version coming so I saw the complaints earlier be part of the conversation to log in and share your opinion with us ask questions a lot of folks on there right now great engagements with all that all the comments go to the public timeline of LinkedIn or Twitter wherever you sign in on to the hashtag IBM iod we'll be watching that I'm John Furyk gentleman my coach Dave vellante and we have Marsha Connor on who's the principle of sense of I grew she's also an author and she writes about the topic welcome to the queue thank you glad to be here so what is social business I mean you know we love we love talking about social business but it's kind of like you had this term web 2.0 which is everyone argued about you had big data which everyone kind of argued about which actually Israel 30 it's a real market social business which is kind of an elusive term what the hell does it mean is that Twitter or Facebook is it social media consultants is the real value there since this is the kind of question that everyone's talking about and we're talking about so what's your take on that >> my take is very simple for way too many years decades when people go to work they have to leave their personality their heart their cares their relationships in the car or in the subway or however they got to work that day and social business is really the first opportunity we have to be human beings at work we're allowed to actually talk about the things we care about to be able to bring our interests and our passions into the conversation to be real trustworthy people and what happens as a result of that is that for the first time ever there is an acceleration in the workplace because people can actually be their full selves it seems so simple only because the the backlash or the way that we have worked for so long has been so strong and so overpowering that we almost equates not being human with what business is so the idea of social and business being together it seems a little off we assume that business is human is inhuman but the idea of bringing them together is a huge step in the right direction and it opens up the possibility of actually doing great things >> there should be some anti social >> Jeff chick just say we maybe software in commenting about it's almost too social right now people need to kind of bring that personality to work so it's very interesting day what's your take on this I mean you're an analyst you look at the market is social business really mean what's your take on that yeah I think it slowly rabbids to me it's just it's second nature right i mean i remember the conversations not that long ago it's probably 2006-2007 what's the ROI on social media and do we really want to apply it to business and then so what happened was people just did it right and when they did it they said this surely works and we're getting productivity gains and people are happier and it's just a sort of a natural progression of what we're doing in our everyday lives so I just think to me the real opportunity is now okay what's the future what can you do with all this data were collecting and how can you actually affect you know changes within organizations and feedback to people and power them in different ways so that's kind of you know what I think about it I mean does that make sense to you >> it does actually I take the almost opposite view though it's not that they're in fighting with one another but the idea is that we need to figure out what we need to remove not add so it's not that we have all this new data and we can actually be doing more stuff but the question becomes for me and their organizations that I work with this what can we remove what are the policies that the nonsense that happens in work every single day that shouldn't be there is only there because we don't have a better way a more trustworthy more human way of actually working together so it's incredibly liberating or incredibly open from our perspective simply because it's it's less >> processes you haven't evolved to adopt >> so you're saying the business ooh the permeation of social networking within organizations that's not true for >> all organizations right i mean when >> they're starting with a green field the >> business processes are very social right >> about 70 people though and all of a sudden somebody says we need an HR department we need that the number was 50 >> 70 actually well especially for organizations that have aspirations of growing very very large and they get to this point where they believe that they have to put these things in place because there's this expectation that business means heavy process organized codified and I'm not saying that there aren't some benefits of actually having some order amid the chaos there's absolutely benefit there but we need to be thinking about what is needed at human scale versus what is the building or the organization itself need to be maintained to keep going >> saying if they take a small startup that >> so you're very social they've got social tools in place as they grow your day they muck it up just that what you see >> that is what I'm saying one of my clients a number of years ago I pulled me well actually I overheard this and then I had a conversation with him off line he pulled me aside who said you know what you really do is you make work not suck and he said it so candidly and it's a leader in a very large corporation I thought to myself wait a minute I had never really thought about it that way but for the large part that's people in the organization's feel like the amount of time that each of us spend on actually just maintaining the organization it's time that we could be using for far better things and so if we can start moving away from that maintaining of the organizational rigor we can actually start using that in those ingenious skills back to what we're doing >> example i was using about the use of the >> so the startup of the green sheet of paper the better example is the big company that you're sort of overlaying these social processes on top of how are you helping them sort of break the old habits maybe >> talk about what they should be doing >> yeah well the most specific thing I do is I very rigorously scalpel like actually organizations tell me of going in and identify one of the things keeping people from being able to do work that they were hired to do when's the last time you hired an idiot when I >> asked that question >> question we were just talking about I >> I won't answer that >> I ask that question actually very often is sometimes actually just speaking to a very large group and somebody always gonna raise their hand there's time the story and that's a little uncomfortable at times but the reality is we hire the best and brightest people that we know we try to find great people but something happens about two and a half weeks in all of a sudden they just get stupid right all of a sudden they can't do whatever it is >> very social they don't blame yourselves someone else I didn't I didn't improve that guy but let's not over though but some finish the story here because you're basically saying we inject stupidity into the system it's generally >> Yes we inject the stupidity in but we put them in cages in large part we ask people to say leave a large part of who they are what they're capable of doing somewhere else and so what happens is the longer you work for an organization the more likely you are to be incredibly invested in your community you either work at the Boy Scouts or or you you know you lead a program inside of your community to do better food services a well we have we find consistently is the more you feel like you've been stuffed into a desk drawer the more likely you are to still bring those capabilities to some other part of your life that's just ridiculous don't get me wrong I'm a big fan of people doing great things in our communities but it's really sad to me to understand that we can't bring those same capabilities that same ingenuity into the workplace where people were hired to actually share those gifts >> okay so so but so you go with the scalpel okay oh let me tell you a policy manual how do you not cut to the bone sami do you absolutely there are you not cut into muscle well such an example yeah that would help us I'd say most organizations have no idea where that muscle on that bone is it i mean that's actually a great question so so it at a more abstract level let me just say that there's i have been handed paper-based read notebooks from some of the world's largest organizations where you are going page by page by page of the policies the procedures and sometimes those are handed out in the new employee orientation other times that they're just assumed where people have to actually to start learning from you know social learning from the people around them as to what's the appropriate thing or what's an inappropriate thing to be doing and if you start actually looking at those you discover time and again that those policies those guidelines this what is establishing the culture are largely based on one person doing something really stupid and that person probably especially given a social business world probably wouldn't have done it a second time in this new environment but in this particular case they did that and all of a sudden we had to actually like in a community after a wreck now a stop sign are you had to you know put up a light because you hate had the lawyers be involved in this there's an incredibly yeah covering your ass you're overreacting simply because we haven't had better processes in the past one of the things we know for example of social tools is that when somebody says something stupid their co-workers almost always rise up and say that's not right anymore that's incorrect or here's a better way to do it the only thing worse than people saying dumb things work is people believing dumb things work and with these tools we all of a sudden have the opportunity to correct those things where people do smart things again so from a scalpel like perspective it's looking at what are the underpinnings of our work what are the things that are controlling how we work not only just the processes but the behaviors that are there and to actually look through them systematically and to remove everything that's there then the next step is really talking with people and being able to prove to them that when they work in different sorts of ways that they will be treated in different sorts of ways and frankly that becomes a harder exercise the larger the corporation >> chat from grant case how does an >> so question from our crowd organization start that journey especially in a firm like financial services where that might already be part of the culture >> is always part of the culture you advances in financial services I work with a very large business the business ensure for example and what we found is that when they start introducing social tools into the workplace they weren't so worried that people are going to say dumb things they were more worried that their employees were like cats under the stairs that nobody would say anything because they were so terrified of what would happen as a result of them saying that and so we had to do is are introducing into the culture of that organization processes that would say we care about what you think we had a woman for example say that when we went to her and we've been told that she would not participate in something like this when we went to her she said you know I've been putting in my desk drawers literally for over 20 years all the cool things I've wanted to do in this organization and you're telling me i can now blog about those things or i can actually put them in a micro and and we said yes and says well i really don't believe you so it wasn't even mad saying we can do it but well I get in trouble you know I get in trouble and I not even get troubled by the big police but just well I get you know looks from my peers and so we actually started giving her examples of some of her peers and some of her colleagues who were doing different sorts of things in her being able to build trust that this was a workable system >> does crowdsourcing just Twitter does a success of Facebook and LinkedIn the social networks nicely the rise of the hashtag which has become a great waited for people to dial into folksonomies of groups or active conversations does that change and give people more of a it removed some dissidents if you will about okay it's okay to be public does that change the game a little bit on social software is it validated or just a scare people further into the into their caves we see on crowd chatter there's more anonymous viewers that happy boo actually sign in it has become kind of like an arena we mentioned sometimes it's like gladiator the thought leaders battling it out for you know we seen this on forums right higher see chat rooms you know so people just want to watch yeah >> so what you're what you've done though is reduce this down to one personality type and the reality is that we have have extroverts and introverts in our workplace we have people who are comfortable talking in public and those who aren't and so the simple introduction of online tools brings to our workplaces a way for people who are uncomfortable sharing to do that with a little bit more anonymity and to have a lot more comfort and being able to do that they may not want actually look people in the eye when they say these things but it doesn't mean they don't have valuable things to say I was asked by a journalist a number of years ago if I believe that the introduction of social tools would all of a sudden mean the end of meetings in the workplace and I said absolutely not but what you're now going to hear is the voice of people who never spoke up at meetings and to actually have a well-rounded workforce you need to have the voice of all those brilliant people you hired >> wait a moment yes I think I said all the forecast for cars was limited because they didn't people think enough chauffeurs to drive them you know nobody will buy them still is gonna bite it's a big barrier small market it's not enough show first is a wreck yeah >> but if we can actually provide a venue for everybody to be able to contribute at work one that's either in person or online we're just opening up the possibility of who could >> okay so what's the craziest thing you've seen both on two spectrums with social business successful crazy and crazy good meaning kind of like Anna Steve Jobs craziness way to a crazy fail you have to name names he just can talk about the use cases I mean by that or you can talk about the names if you want to the appoint people out crazy good wow they really levered all the aspects of the data they they were innovative just or lucky or two they put a lot of money into it and it could failed miserably yeah okay I think I can come up with two I'm not so sure and the crazy like in woohoo were in Vegas kind of crazy example though give me a few minutes wrapping up with that one okay though I will say that in a large financial services organization that the Vice President of Human Resources i actually have photos of her going around to every single cube on her floor and taking person and taking photos of each employee for their personal profiles because people are so terrified of actually even doing taking that step that she walked around the floor of her building and took pictures of every single person and that may not see a saying some crazy in Las Vegas sense but it was pretty radical for her to be doing that but it showed her commitment to be able to do this so let me give you a different example electronics firm we're going through I'm so a large global not going to name names but you can probably actually make some guesses we're going through some horrible financial problems and it was just a right around the time they introduced social business tools into their workforce and when they did that the the pretty much the person who is supporting that initiative would send out emails to move people toward working in a social way at he would send out emails that would be fairly scandalous actually and they would say things like it's about to get on the press that we were about to lose dot dot dot at all his email would say and then there was a link that they had to actually go into the social system to be able to learn the rest of the things he not only had a blast actually eliminating the whole lot of link faded the entire over a hundred thousand personal work for that's good pageviews assassin twitter / ma been going on to in a matter of days they had pretty much converted the entire organization to be using these tools and as a result of that they believe that they actually didn't have all the problems they would have had had they not done this because for the first time ever people weren't just sitting behind their desks and being terrified for their lives going back to your crowdsource point they were there together and they actually could talk about what's going on they created what we call rumor central which is a practice that I bring into many organizations they actually had a group within the organization that anybody could ask anything they could actually ask the question what is the rumor you know they could say here's the rumor I've heard how accurate is it and then somebody in the organization would actually be there to answer that and be able to correct that and be able to fix that and it was a beautiful example of how that works >> from the crowd chat along the line of >> we had a question coming question we just had to run the people extroverts and introverts so the question is what is the value of a lurker in social business is there one well if it's a person kind of hanging around question was that that's a great question oh yeah >> I thought you're muttering under your breath like a lurker okay the problem with workers he said she's yelling in the cheap seats what we know about lurkers is that traditionally they are people who wouldn't raise their voice in a meeting that they are also somebody who is just going to you know sit and listen but what happens is it that person then goes to the restroom or goes to the cafeteria or actually even on the bus that night or in their community and they talk about what they've learned so the idea of measuring people as lurkers or participants is a very shallow way of looking at it because it only means that the value is in the conversation of their having at that time or that they didn't comment or they didn't contribute that that is what provides value it's a skewed perspective on engagement it's a cute perspective of what brings value to the organization if they can be listening which is a truly an untapped skill and most of our workforces that they can be listening and then they can actually be thinking also a crazy idea and actually then be able to figure out what they are doing and then be able to do that all the value there but I'm I actually am a little bit weary sometimes when I see the people who are commenting all the time >> it's like lurker so in social context if you can see the participation if someone's just just online with an online button you don't even know if they're listening right so I think that's I think that's the key point if they're listening and they're active that's an interesting data point so like one things that Dave and I look at and lurkers is are they in context to the conversation and are they active so getting that active data is interesting in context to what's being measured so if we look at a cluster of a crowd like a crowdsource crouched at hey if someone's actively talking they're in in the in context >> I still think that's an extroverted way of looking at it I still think it's a way of saying that that engagement is only by hearing or seeing their voice so let me give you the example so I work with a large an organization the intelligence community I'll leave it at that and one of the things that they track is where people actually look online and as a result of that they're actually able to follow the thread from the first thing that they looked at what do they look at next and they have and are able to establish breadcrumbs as to what someone looked at first and then what they looked at next and then what they did after that and what happened is along that whole continuum somebody eventually at some point in time will do sort of the equivalent of a like or they'll add a comment somewhere along that path but then if you go in and you were looking at that first document and you then get to see sort of like amazon recommends other books you can then say other people who looked at this document looked at these things next now that first person may have not commented for a very long time if ever but the value to the other people in that organization by understanding the other amazing and wonderful and helpful or not helpful things they saw afterwards brought incredible value to the organization and that was a a passive way of actually sharing and helping and narrowing down and helping people make better decisions but it was by no means the level of active engagements that so often we are looking at as the only measure of value in the organization Marcia we got cut on time here our next guest but amazing conversation folks go see her blog guys awesome thanks for the comment we'd go another hour okay but they'll give you the final word what is just share with the folks out there your view of the future next couple years what's going to come around the corner connect the dots what do you see happening is going to be an implosion the kind of Biggs is going to be more growth what's going to happen what do you think is going to how is this industry industry how is social business going to shape up >> well I'm if we're talking about the next few years I think that we are all in for a big wake-up call not only are we starting to see the structures and the systems around us failing from my government and economy all sorts of different ways a perspective but if we look at epochs of history this happens consistently and we're about the end of this particular epoch and I say that not as a doom and gloom er at all but to say that I believe for the first time we have the tools and technologies to be able to do something significant to be actually be able to rewrite how organizations work what work means how human beings get to interact to be able to make change in the world that has been cordoned off for way too long and so as these systems the systems that aren't workings are falling away we have the opportunity to actually be able to lean in to be able to live in and to be able to say I want to be a human being 24 hours a day I don't want to be a number or a chess pawn any longer and i am going to actually make a difference in the work i do and i'm going to do that throughout my day every day so i'm i'm incredibly excited about the prospect of what we can do it requires us all to actually look inside figure out who we are figure out what we want to do and actually be able to go do that social destruction of old with new new >> humanization of the crowd and waves of innovations we always say tave you don't get out in front of you become driftwood and there will be some destruction in business models we love it this is social business this is the cube exclusive coverage from information on demand ibm's conference here in Las Vegas is the cube we write back with our next guest right thank you the cube