>> Narrator: Live from the Wynn Hotel in Las Vegas. It's theCUBE. Covering Magento Imagine 2018. Brought to you by, Magento. >> Welcome back to theCUBE, our continuing coverage of Magento Imagine 2018. We're at the Wynn in Las Vegas. You can see it's happy hour behind me. I'm Lisa Martin, we are joined by Mark Teperson the Chief Digital Officer of Accent Group, customer of Magentos'. Thanks so much for stopping by theCUBE and having a chat. >> Thanks Lisa, great to be here. >> So you are an award finalist, the Imagined Excellence Awards are what, in just about an hour and a half. But this is really cool, you are a finalist in several categories. The best in class fulfillment with Platypus Shoes. The best mobile experience with Athlete's Foot. And you yourself are up for Commerce Leader of the Year, wow. >> Yeah. >> I feel like I should be asking for your autograph. >> No please, please, look it's really humbling to have been nominated for so many awards. I think, the thing for me is that it's a huge acknowledgement of the work of the entire team that makes this happen. You know, I have the privilege of being the face of it. But it is an extraordinary team that I get to lead and work with across the organization that really kind of makes all of the magic happen. So, I'm representing them tonight as well. >> Awesome. So tell our viewers who Accent Group is. Where you're located. All that good stuff before we kind of get into all the magic. >> Yeah sure. So the Accent Group Limited is a publicly listed company in Australia. We own and operate nine different retail formats and about 13 different wholesale distribution licenses. We are the largest footwear retailer in Australia. We have 445 stores across both Australia and New Zealand. We turn over in excess of around $800,000,000. So a big business in Australia. >> A big business, many many brands as well from Doc Martens to Timberlands to Sperry Top-sider. So quite a diverse set of brands as well. >> Yeah, look it's, one of the great things about my role is I get to work across the continuum of kind of consumers. And the way I describe it is, is I get to work, that we see everything from first walkers to last walkers and everything in between. And so, from a digital perspective that gives us a really unique opportunity to track and observe the behavior of consumers and their adoption rates of different technologies and different consumer patterns. Which allows us to perhaps be a little bit more responsive and a little bit more considered in our investments of technology. >> That's what we want as consumers right, we want a personalized experience. Mobile, huge. Mobile, pointing at the wrong thing, tablet whatever. We want that, we want, wouldn't we be marketed to but we want to have an experience that's relevant as that's seamless as well. How did you go about, well talk to us about the digital transformation of Accent Group. You've been there a long time. >> Mark: Yeah. >> How are you leveraging technology over the last few years to transform and be able to facilitate a true omni-channel business. >> Yeah look its a great question, it's been a long journey for us. You know this didn't happen overnight. This has been a very long journey. It was initially really backed by our board and we started on this journey five years ago. I've had fantastic support from our CEO, through the transformation process. And that really set the path for us to be able to start transforming ourselves. I think lots of retailers get it wrong when it comes to technology. They make the cardinal sin of building monuments to themselves. You know they build things that they think are great representations of their brand. But if they just stopped and considered you know, what does the consumer really want, what is that unmet need of the consumer or what is that problem that I'm trying to solve? I think we'd all make better investments and deliver better experiences for consumers. And, so we've been really diligent in kind of thinking about and understanding what our consumer was looking for, from us. And, really prioritizing, you know, the million things that we could be doing to a really strong set of, of foundation building blocks, that would set ourselves up for a digital transformation and hopefully a very prosperous future. >> So we mentioned the awards that your a finalist for. Talk to us about what you're doing with Magento, from your seat as the Chief Digital Officer. What were some of the key criteria that you said, you know we don't want to fall into the same trap that we've seen a lot of other retailers fall into and build a monument to ourselves. We're going to listen to consumers and be able to create this responsive experience for them that obviously reaps a lot of financial rewards for us. What were some of the key criteria that you set out with, saying we've got to be able to have technology that enables A, B, C. >> Yeah look, so when we were thinking about how to bring our strategy and our vision to life, there were a couple of things that we were really looking for. One was flexibility and the ability to, realize, I suppose, re-imagine a consumer experience. So we needed that flexibility and because we have so many brands that we retail and we represent, we needed something that could be multi-site, multi-platform as well. So that was some of the key considerations that we came to. But when we were thinking about the consumer experience it was really about the delivery of that front end experience. So, how do you deliver a really great click and collect experience for a consumer. How do we deliver, ship from store, with a high level in degree of accuracy for the consumer so that we don't disappoint them. And now as we kind of look forward, we're looking at how we can deliver same day delivery in three hour delivery, not just in a single city but across the entire country of Australia and even New Zealand. By re-imagining our stores not only as experience centers for consumers to really touch and feel the product but as distribution centers to be able to get product to customer much faster. And Magento has really enabled us to transform and realize that experience that we re-imagined for our customers. >> So I was telling you before we went live that I watched the video. The video testimonial that you guys have done with Magento and with the case study. And, I am a stats person. I love stats because it's really the voice of the customer is the best brand validation any vendor can get. But being able to show a positive business outcome that is quantitative, is huge. >> Mark: Yeah >> You guys achieved with one of your brands, a 10X increase in sales growth, in 10 months. >> Mark: Yeah >> Tell us a little bit about that. >> Look that was unexpected. I think it blew everybody away. We took a great brand and a great business, Platypus Shoes. And this brand is really geared up for the Millennial consumer. Really deeply ingrained in the culture of Millennial life. We sell fantastic brands, Nike, Addi, Vans and Timberlands through that business. And we have a fantastic in-store experience. And so our digital experience was just really kind of dragging the chain. It wasn't living up to that expectation that the consumer had, once they've experienced our physical retail. So we took an old platform and we decided to take the plunge into M2. We were one of the very first enterprise customers on M2. And in the delivery of that platform we launched and very soon after, followed up with click and collect. And ship from store, to really enhance and connect the consumer experience. Lots of people talk to this vision of omni-channel. It's much harder to execute. It's much easier in theory than it is in practice. >> Of course, yeah. >> But what we learnt in a very short period of time was that the consumers really wanted to transcend our channels. And they loved the experience that they were getting in each of the channels, separately but together as well. And so this halo effect, we had so much brand equity with our Platypus business that as soon as we were able to deliver on that unmet need that the customers were telling us that they wanted, they came to us in droves. And so we had a 10X increase in sales in 10 months which is a pretty staggering outcome. It's been fantastic for the whole business. >> It's interesting that you talk about the in-store experience. What are some of the other benefits that the stores are getting? I imagine if you can do like ship to store, there's going to be more store traffic as a result of having this seamless experience for the customers. >> Yeah. In the whole strategy when we think about omni-channel strategy, the best, the very best channel for a consumer to actually engage with us in and purchase is click and collect. And I'll tell you why. Because in click and collect, what you've done is you have captured that online demand that exists for products and they've said to you that I actually want to come and pick it up in your store. And when they come and pick it up in your store, by doing that the 12 other retailers that they have to walk through in the mall to kind of get to you. There not going to shop there because they have committed money, they've committed funds to your business. And so that gives us a fantastic opportunity when that customer walks into your store, you know that they are a serious consumer. And that gives us great additional opportunities to introduce new products or experiences to that customer. So by capturing that demand online and driving them into that in-store experience, we get to showcase the best of both environments. That really savvy fast, fun, content lead digital experience and that sensory experience in-store. Where you get to feel and touch the product and talk to our awesome team members. And really have a fun experience buying shoes. You know the wonderful thing about footwear is and I always joke about it, is that unlike the apparel space and fashion, shoes don't make you feel fat or thin. They just make you feel good. >> That is true. I feel really good in the shoes I'm wearing today. >> There you go. >> So, huge success with launching this with Platypus. Like you said, it even kind of surprised you guys. Do you have a line out the door of the next, from a strategic vision perspective, the dominoes all lined up. Ready to just launch this thing. >> Yeah, absolutely. So I think one of the things that's led us to be really successful is the discipline that we have around how we roll out strategy. And supported by a phenomenal team across the entire Accent Group. I think what's really important to kind of acknowledge is, is that it's not one person, it's not one division that makes this stuff possible. It's an entire organization. And it's entire groups of people that come together to really make this possible. So some of these initiatives involve more than 50 people across the entire organization representing every facet of the business. And so through the discipline that we bring to our strategy process, we've got a really, well planned pipeline of product and innovation that comes over the next 12 months. In fact our pipeline feels pretty full at the moment. Some of that looks like endless aisles. So what we've done was ship from store for our digital business in terms of driving and fueling sales, is in reverse. So endless aisle gives stores that same capability. So our regional store that might not have the full assortment of product can now tap into $110,000,000 worth of inventory across our entire business. >> Lisa: Find it anywhere. >> Find it anywhere and we can get it to that customer and not only will we get it to them free of charge. We'll do that next day. And that's a pretty amazing proposition for a consumer. In addition to that we're looking to roll out same day and three hour delivery again across the entire country. Both Australia and New Zealand. That requires a huge amount of coordinated effort a lot of integration, a lot of sales process. To make sure that we can, I'm not even sure if it's a word, systematize you know, how you do this because it's all very well to have this capability plugged into a business, but you've got to be able to deliver that fantastic experience for the consumer. When they un-box that product or when they come in-store to pick up that click and collect order, that it doesn't feel like a foreign experience for the sales team who are serving those customers. And the customer feels like it's a really well thought out process. >> So as we look back at your last question. The digital transformation that you're on with the Accent Group and the time that you've spent there, what excites you about you know the rest of 2018. Is it being able to take on advanced technologies like machine learning and Artificial Intelligence to make that experience transcendent across digital and physical stores, even better? >> Yeah you know, I often get asked the question, "What keeps you awake at night?" And they're two things. The first one is, the competition that doesn't exist today. And that includes technology so the rapid evolution and adoption of technology and how that can disrupt the market. And the second thing is, what the customer wants tomorrow. Those are two very salient things that keep me awake at night. So what keeps me excited I suppose is looking at the success and the way in which we adopt and roll technology and strategy through the business. It's not technology for technology sake. It's really easy to get caught up in the hype around some things so I've been following the A.I. trend now for three years. It finally feels like it's reaching commercialization in the market. And I think in the next 12 months we certainly will see a much greater adoption of parts of Artificial Intelligence in how it can power better consumer experiences and perhaps even better intelligence in decision making in our organization. It's a very humbling thought to think that, you know whilst I know a lot about the industry and space, there a 1,500 things that happened yesterday and the day before that and you just can't keep up. And nobody has the monopoly on good ideas so events like this and getting out and talking to people and figuring out you know, what is that next big idea. What is that trend that's riding you know in the market. That's how we try and figure out what the next big thing is going to be. >> And we've felt that all day with commerce is limitless, opportunities are limitless as well. Mark, thanks so much for, >> Not a problem. >> stopping by and telling us about what guys are doing down in A (mumbles), it sounds, pretty awesome. >> Fantastic, thanks for having me. >> Absolutely our pleasure. We want to thank you for watching theCUBE, we are live at Magento Imagine 2018, in Las Vegas. I'm Lisa Martin. Stick around, we'll be right back to wrap up the day. (light music)

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hello and welcome back to the cubes Virtual coverage of AWS reinvent 2020. Um, John for your host with a cube virtual were not there in person, but we're gonna do it our job with the best remote we possibly can. Where? Wall to wall coverage on the AWS reinvent site as well as on demand on the Cube. Three new 3 65 platform. We got some great power panel analysts here to dig in and discuss Partner Day for a W S what it means for the customer. What it means for the enterprise, the buyer, the people trying to figure out who to buy from and possibly new partners. How can they re engineer and reinvent their company to partner better with Amazon, take advantage of the benefits, but ultimately get more sales? We got Tim Crawford, star Beat Joel and Day Volonte, Friends of the Cube. We all know him on Twitter, You guys, the posse, the Cube policy. Thanks for coming on. I'm sure it's good guys entertaining and we're >>hanging out drinking beer. Oh, my God. That'd be awesome. You guys. >>Great to have you on. I wanted to bring you on because it's unique. Cross section of perspectives. And this isn't This is from the end user perspective. And, Tim, you've been talking about the c x o s for years. You expert in this? Sorry. You're taking more from a cloud perspective. You've seen the under the hood. What's happening? Let's all put it together. If your partner Okay, first question to the group. I'm a partner. Do I win with Amazon, or do I lose with Amazon? First question. >>Yeah, I'll jump in. I'll say, you know, regardless you win, you win with Amazon. I think there's a lot of opportunity for partners with Amazon. Um, you have to pick your battles, though. You have to find the right places where you can carve out a space that isn't too congested but also isn't really kind of fettered with a number of incumbents. And so if you're looking at the enterprise space, I think that there is a ton of potential because, let's face it, >>Amazon >>doesn't have all of the services packaged in a way that the enterprise can consume. And I think that leaves a lot of fertile ground for s eyes and I SVS to jump in and be able to connect those dots so I'd say it's win, win >>start be if you're like a so cohesively onstage. Jackson's coming out talking about China, the chips and data. If you're like a vendor and I s V you're a startup or your company trying to reinvent How do you see Amazon as a partner? >>Yeah, I see Amazon as a big market for me. You know, it increased my sort of tam, if you will. Uh, the one big sort off trend is that the lines between technology providers and service providers are blurred. Actually, it's flipping. I believe it will flip at some time. We will put consume technology from service providers, and they are becoming technology providers. Actually, they're not just being pipe and power kind of cloud. They are purely software, very high sort of highly constructed machinery, if you will. Behind the scenes with software. >>That's >>what Amazon is, uh, big machine. If you are, and you can leverage that and then you can help your customers achieve their business called as a partner. I think's the women and the roll off. Actually, Assize is changing, I believe a size. Well, I thought they were getting slow, sidetracked by the service providers. But now they have to actually change their old the way they they used to get these, you know, shrink wrap software, and then install and configure and all that stuff. Now it's in a cloud >>on >>they have to focus a little more on services, and and some of the s eyes are building tools for multi cloud consumption and all that. So things are changing under under this whole big shift to go out. >>I mean, I think if you're in S I and you're lifting and shifting, you make a few bucks and helping people do that deal with the tech. But I think we're the rial. Money is the business transformation, and you find the technology is there, it's it's another tool in the bag. But if you can change your operating model, that's gonna drive telephone numbers to the bottom line. That's a boardroom discussion, and that's where the real dollars are for s eyes. That's like that's why guys like Accent you're leading leading into the cloud Big time >>e think I think you're absolutely right, David. I think that's that's one aspect that we have to kind of call out is you can be one of those partners that is focused on the transaction and you'll be successful doing that. But you're absolutely right. If you focus on the long game. I think that is just like I said, completely fertile ground. And there are a lot of opportunities because historically Amazon was ah was a Lego parts, uh, type of cloud provider, right? They provided you with the basic building blocks, which is great for Web scale and startups not so good for enterprise. And so now Amazon is starting to put together in package part, so it's more consumable by enterprises. But you still need that help. And as Sarpy just mentioned, you also have to consider that Amazon is not the only aspect that you're gonna be using. You're gonna be using other providers to. And so I think this again is where partners they pick a primary, and then they also bring in the others where appropriate. >>All right, I want to get into this whole riff. I have a cherry chin on day one. Hey, came on the special fireside chat with me and we talked about, um, cloud errors before cloud Amazon. And now I'll call postcode because we're seeing this kind of whole new, you know, in the cloud kind of generation. And so he said, OK, this pre cloud you had Amazon generation, whereas lift and shift. Ah, lot of hybrid And you have everything is in the cloud like a snowflake kind of thing. And he kind of call it the reptiles versus the amphibians you're on. See your inland, your hybrid, and then you're you're in the water. I mean, so So he kind of went on, Took that another level, meaning that. Okay, this is always gonna be hybrid. But there's a unique differentiation for being all in the cloud. You're seeing different patterns. Amazon certainly has an advantage. See, Dev Ops guru, that's just mining the data of their entire platform and saying Okay, Yeah, do this. There's advantages for being in the cloud that aren't available. Hybrid. So amphibian on land and sea hybrid. And then in the cloud. How do you guys see that if you're a partner. You wanna be on the new generation. What's the opportunity to capture value? He has hybrid certainly coexist. But in the new era, >>remember Scott McNealy used to talk about car makers and car dealers. And of course, Sun's gone. But he used to say, We want to be a carmaker. Car dealers. They got big houses and big boats, but we're gonna be a carmaker. Oh, I think it's some similarities here. I mean, there's a lot of money to be made as a as a car dealer. But you see, companies like Dell, H P E. You know, they want to be carmakers. Obviously Google Microsoft. But there are gonna be a lot of successful really big carmakers in this game. >>Yeah, I believe I believe I always call it Amazon Is the makers cloud right, So they are very developer friendly. They were very developer friendly for startups. Uh, a stem said earlier, but now they are very developer, friendly and operations friendly. Now, actually, in a way for enterprises, I believe, and that the that well, the jerry tend to sort of Are you all all in cloud are sitting just in the dry land. Right now, I think every sort off organization is in a different sort off mature, at different maturity level. But I think we're going all going towards a technology consumption as a service. Mostly, I think it will be off Prem. It can be on Prem in future because off age and all that. And on that note, I think EJ will be dominated by Tier one cloud providers like crazy people who think edge will be nominally but telcos and all that. I think they're just, uh, if >>I made Thio, if I may interject for a second for the folks watching, that might not be old enough to know who Scott McNealy is. He's the founder of Sun Microsystems, which was bought by Oracle years ago. Yeah, basically, because many computer, there's a lot of young kids out there that even though Scott McNealy's But remember, >>do your homework, Scott, you have to know who Scott Scott McNealy >>also said, because Bill Gates was dominant. Microsoft owns the tires and the gas to, and they want to own the road. So remember Microsoft was dominating at that time. So, Tim Gas data is that I mean, Amazon might have everything there. >>I was gonna go back to the to the comment. You know, McNeely came out with some really, really good analogies over his tenure. Um, it's son and you know, son had some great successes. But unfortunately, Cloud is not as simplistic as buying a car and having the dealership and the ecosystem of gas and tires. And the rest you have to think about the toll journey. And that journey is incredibly complicated, especially for the enterprise that's coming from legacy footprints, monolithic application stacks and trying to understand how to make that transition. It's almost it's almost, in a way mawr analogous to your used to riding a bike, and now you're gonna operate a semi. And so how do you start to put all of the pieces into place to be able to make that transition? And it's not trivial. You have to figure out how your culture changes, how your processes changes. There are a lot of connected parts. It's not a simple as the ecosystem of tires and gas. We have to think about how that data stream fits in with other data streams where analytics are gonna be done. What about tying back to that system of record that is going to stay on the legacy platform. Oh, and by the way, some of that has to still stay on Prem. It can't move to the cloud yet. So we have this really complicated, diverse environment that we have to manage, and it's only getting more complicated. And I think that's where the opportunity comes in for the size and s visas. Step into that. Understand that journey, understand the transitions. I don't believe that enterprises, at least in the near term, let alone short term, will be all in cloud. I think that that's more of a fantasy than reality. There is a hybrid state that that is going to be transitory for some period of time, and that's where the big opportunity is. >>I think you're right on time. I think just to double down on that point, just to bring that to another level is Dave. Remember back in the days when PCs where the boom many computers with most clients there was just getting started? There was a whole hype cycle on hard drives, right? Hard drives were the thing. Now, if you look out today, there's more. Observe, ability, startups and I could count, right? So to Tim's point, this monolithic breakdown and component izing decomposing, monolithic APs or environments with micro services is complex. So, to me, the thing that I see is that that I could relate to is when I was breaking in in the eighties, you had the mainframes. Is being the youngun I'm like, Okay, mainframes, old monolithic client server is a different paradigm thing. You had, uh, PCs and Internet working. I think all that change is happening so fast right now. It's not like over 10 years to Tim's points, like mainframes to iPhones. It's happening in like three years. Imagine crunching all that complexity and change down to a short window. I think Amazon has kind of brought that. I'm just riffing on that, But >>yeah, you're absolutely right, John. But I think there's another piece and we can use a very specific example to show this. But another piece that we have to look at is we're trying to simplify that environment, and so a good place to simplify that is when we look at server lis and specifically around databases, you know, historically, I had to pick the database architecture that the applications would ride on. Then I have to have the infrastructure underneath and manage that appropriately so that I have both the performance a swell, a security as well as architecture. Er and I have to scale that as needed. Today, you can get databases of service and not have to worry about the underpinnings. You just worry about the applications and how those data streams connect to other data streams. And so that's the direction that I think things were going is, and we see this across the enterprise we're looking for. Those packaged package might be a generalized term, but we're looking for um, or packaged scenario and opportunity for enterprises rather than just the most basic building blocks. We have to start putting together the preformed applications and then use those as larger chunks. And >>this is the opportunity for a size I was talking before about business transformation. If you take, take Tim's database example, you don't need somebody anymore. Toe, you know, set up your database to tune it. I mean, that's becoming autonomous. But if you think about the way data pipelines work in the way organizations are structured where everything because it goes into this monolithic data lake or and and And it's like generic content coming in generic data where the business owner has to get in line and beg a data scientist or quality engineered or thio ingest a new data source. And it's just like the old data warehouse days where I think there's tremendous opportunities for s eyes to go in a completely re architect. The data model. Sergeant, This is something you and I were talking about on Twitter. It's That's why I like what snowflakes doing. It's kind of a AWS is trying to do with lasted glue views, but there's a whole business transformation opportunity for s eyes, which I just think is huge. Number l >>e all talk. Go ahead. Sorry. Yeah, >>I think we >>all talk, but we know we all agree on one thing that the future is hybrid for at least for next. You know, 10 years, if not more. Uh, hybrid is hard. The data proximity is, uh, very important. That means Leighton see between different workloads, right? That's super important. And I talk about this all the time and almost in every conversation I have about about. It's just scenario, is that there three types of applications every every enterprise systems or fractured systems, systems of engagement and the systems of innovation and my theory of cloud consumption tells me that sooner or later, systems off record. We'll move into SAS SAS world. That's that's how I see it. There's no other way around, I believe, and the systems off engagement or systems off differentiation something and call it. They will leverage a lot off platforms, the service and in that context context, I have said it many times the to be a best of the breed platform. As a service, you have to be best off the breed, um, infrastructure as a service provider. And that's Amazon. And that is that's also a zero to a certain extent, and then and and Google is trying to do that, too. So the feature sort off gap between number one cloud and two and three is pretty huge. I believe I think Amazon is doing great data democratization through several less. I just love serving less for that Several things over. Unless there is >>a winning formula is no doubt about several times I totally agree. But I think one of the things that I miss it has done is they've taken server lists. They brought their putting all the I as and the chips, and they're moving all the value up to the service layer, which gives them the advantage over others. Because everyone else is trying to compete down here. They're gonna be purpose built. If you look what Apple is doing with the chips and what the Amazon is doing, they're gonna kind of have this chip to chip scenario and then the middle. Where in between is the container ization, the micro services and Lambda? So if you're a developer, you approach is it's programmable at that point that could that could be a lock spec. I think for Amazon, >>it absolutely could be John. But I think there's another aspect here that we have to touch on, especially as we think about partners and where the opportunities come in. And that is that We often talk about non cloud to cloud right, how to get from on Prem to cloud. But the piece that you also have thio bring into the conversation is Theo edge to cloud continuum and So I think if you start to look at some of the announcements this week from AWS, you start looking at some of the new instance types uh, that are very ai focused. You look at the two new form factors for outposts, which allows you to bring cloud to a smaller footprint within an on premise premises, situation, uh, different local zones. And then Thea other piece that I think is really interesting is is their announcements around PCs and eks anywhere being able to take cloud in kubernetes, you know, across the board. And so the challenge here is, as I mentioned earlier, complexity is paramount. It's concern for enterprises just moving to cloud. You start layering in the edge to cloud continuum, and it just it gets exponentially more complicated. And so Amazon is not going to be the one to help you go through that. Not because they can't, but frankly, just the scale of help that is going to be needed amongst enterprises is just not there. And so this is really where I think the opportunity lies for the s eyes and I SVS and partners. You >>heard how Jassy defined hybrid John in the article that you wrote when you did your one on one with him, Tim and the in the analyst call, you answered my question and then I want to bring in Antonio near his comment. But Jassy basically said, Look, we see the cloud bring We're gonna bring a W s to the edge and we see data centers. This is another edge node and San Antonio Neary after HP is pretty good quarter uh came out and said, Well, we heard the public cloud provider talking about hybrid welcome, you know? >>Yeah, they were going and then getting here jumped on that big time. But we'll be looking hybrid. Tim nailed The complexity is the is the evil is friction is a friction area. If the complexity could be mastered by the edge provider closest to the customer, that's gonna be valuable, um, for partners. And then we can do that. Amazon's gonna have to continue to remove the friction and putting that together, which is why I'm nervous about their channel partners. Because if I'm a partner, I asked myself, How do I make money with Amazon? Right? At the end of the day, it's money making right. So how can I be successful? Um, not gonna sell more in the marketplace. Will the customer consumer through there? Is it friction or is a complex So this notion of complexity and friction becomes a double edged sword Tim on both sides. So we have five minutes left. Let's talk about the bottom side Complexity, >>friction. So you're absolutely right, John. And you know, the other thing that that I would say is for the partner, you have to look beyond what Amazon is selling today. Look at where the customers are going. And you know, David, I think you and I were both in an analyst session with Andy Jassy several years ago where one of the analysts asked the question. So you know, what's your perspective on Hybrid Cloud? In his response, candidly was, while we have this particular service and really, what he was talking to is a service that helps you on board to Amazon's public cloud. There was there was not an acknowledgment of hybrid cloud at the time, But look at how things have changed just in a short few years, and I understand where Jassy is coming from, but this is just exemplifies the fact that if you're a partner, you have to look beyond what Amazon is saying and think toe how the customer is evolving, how the enterprise is evolving and get yourself ahead of them. That will position you best for both today. And as you're building for the future. >>That's a great point, Dave. Complexity on buying. I'm a customer. You can throw me a marketplace all you want, but if I'm not gonna be tied into my procurement, how I'm consuming technology. Tim's point. Amazon isn't the only game in town. I got other suppliers. >>Yeah, well, certainly for some technology suppliers, they're basically could bring their on prem estate if it's big enough into the cloud. Uh, you know what is big enough? That's the big question here. You know, our guys like your red hats big enough. Okay, we know that Nutanix pure. They're sort of the next layer down. Can they do? They have enough of a customer base that they could bring into the cloud, create that abstraction layer, and then you got the born in the cloud guy Snowflake, Colombia or two good examples. Eso They've got the technology partners and then they're the size and consultants. And again, I see that is the really big opportunity is 10 points out? Amazon is acknowledging that hybrid Israel in in a newly defined way, they're going out to the edge, find you wanna call data center the edge. How are they going to support those installations? How are they gonna make sure that they're running properly? That they're connected to the business process? Those air That's s I whitespace. Huge. >>Guys, we have to wrap it up right now. But I just end on, you know, we'll get everyone go A little lightning around quick soundbite on the phrase with him, which stands for what's in it from me. So if I'm a partner, I'm a customer. I look at Amazon, I think. What's in it for me? Yeah. What a za customer like what do I get out of this? >>Yeah, having done, like more than 100 data center audits, and I'm seeing what mess up messes out there and having done quite a few migrations to cloud migrations of the messy messages piece, right? And it doesn't matter if you're migrating 10% or 20 or 30 it doesn't matter that how much you're migrating? It's a messy piece, and you cannot do with our partners that work. Actually, you need that. Know how you need to infuse that that education into into your organization, how to consume cloud, how toe make sense of it, how you change your processes and how you train your people. So it touches all the products, people and processes. So on three years, you gotta have partners on your side to make it >>so Hey, I'll go quick. And, Tim, you give you the last word. Complexity is cash. Chaos is cash. Follow the complexity. You'll make cash. >>Yeah, you said it, David. I think anyway, that you can help an enterprise simplify. And if you're the enterprise, if you're the customer, look for those partners. They're gonna help you simplify the journey over time. That's where the opportunity really lies. >>Okay, guys, Expert power panel here on Cuba live program, part of AWS reinvent virtual coverage, bringing you all the analysis from the experts. Digital transformations here. What's in it for me is a partner and customer. Help me make some money, master complexity and serve my customer. Mister Cube. Thanks for watching >>que Yeah, from around the globe. It's the cute

>> Produced from the Cube studios. This's strong by science, in depth conversations about science based training, sports performance and all things health and wellness. Here's your hose, Max Marzo. I'm with >> the one and only Cory Slush Inger Cory is the director of men's sorry, director of performance from men's basketball at Stanford University. Good friend of mine, extremely passionate human. And for those you don't know former college basketball Hooper Corey really happened. Happy on a day to thank you for being here. >> No, man, it's an absolute pleasure. Me, Max. It's It's kind of crazy how our relationship has evolved throughout the years. Ah, start with Diem. You know, that's how it usually goes, the way your T shirt and he's got hair. So I wish I was that God, like I got it down here, but I got it out talk. So don't worry, Max. I'm going to make you a T shirt and I'm sending Teo. You said >> make a T shirt. I >> will wear >> until you plant cast with you again. >> Be careful with the pick. Might be >> way careful with that. Wait. Speaking of that, Corey, I mean, before we went on air here, you have a little story about your beard. And not to say you're only known for the beard, but the beer definitely is a staple in the slashing. Your appearance give me back for that. I want to hear it, and they will dive into some of the science. >> Yeah, man. So as far as the beard, I mean, it started at you. Maybe we're on a Spanish tour went overseas, and I did. One of those crazy handlebar mustache is right. I mean, it was gnarly, but being overseas just didn't shave, right? I mean, we're there for almost a week and a half, and I just started growing out the stubble. And then people are like, keep it going. And so I kept going and we were winning a lot of games. And then we end up winning a championship. And so it became like the tournament beard or became like the season beard. And so I just kept rolling it from there, and yeah, that's that's kind of where the beard is stated for now. And then when I realized, like if I could, it almost looks like a cancer patient. So I needed a key because he's blond eyebrows, man from five feet away. It looks like I'm ball period like I can't grow here. So, yeah, that's where the beard states is at this point. >> Well, Iet's fifty. I'm getting mine going. I'm not going to your caliber. I keep it trimmed, but it makes me feel like I'm a scientist or something. If I have a beard, makes you more intelligent, but getting off the topic here. When it comes to developing anybody, people say, you know, athletes, athletes, athletes athletes are what zero point zero zero one percent of population when it comes to developing anybody at all. We got talking about the bass aspects of human movement human development. You have an interesting take on this, and I don't want to spoil it for the listeners. I'd rather have you say it first, cause I'll just bastardized and screw it up. You're going to take on developing anybody regardless if they're an athlete or just general population, >> right? I mean, if you look through human evolution one or two things that we used to do, I used to farm. We used to kill things with our hands. We used to climb, you know, we used to throw things, you know? I mean, look at the the early Olympics, right? I mean, that's basically what the events wass. He wrestled someone. You ran faster than someone. You ran further than someone, and you threw some things. I and basically that's what human capacity is. So my goal before we actually trained them to be better athletes, is to make them better humans first, because if I can express their ability to be a better human, then they will be able to express their ability to be a better athlete. >> Joshua and with those movements, selections. If you have unique choice food people who don't follow up Instagram better weigh on your instagram handle at the end. But the selections of exercises you pick, it's not traditional a sense. Let's load a bar up. Let's do a hand claim you really take ownership of different shaped objects for that way, whether it be a yoke, whether it be a kettle bell, how do you come up with the most movements? Elections? What goes into that decision making? And for any individual out there, whether they are fast ball player who's seven one or a guy who's five eight, how do you decide which of those implements are best fitted for you? >> Well, everything that shaped the way I believe is one hundred ten percent based off my environment. And look, I played college basketball. Don't look at my stats. I was not that good, but I trained in or I've played with, and now for ten years I've trained that basketball athletic population, so you can imagine with me. Okay, I'm five foot ten. Very average, at best, especially with my links, man. Now imagine six foot six, but a seven foot two weeks man and all those things that I was good at, clean snatched jerk. You know, I was a purist in the beginning. I mean, of course I was right. I was just learning what strength iss How to be strong. Now, I'm trying to imagine further. Like, how do I have impact? How do I have quote unquote transfer? What? I'm trying to load these freaks. I mean, these guys are not normal human beings, right? They got seven foot two wings fans and short torso, so their levers are crazy. So now I'm asking them to do the same things that got me strong. Being at five. Ten, it just doesn't make much sense to me now, Not saying they don't have the capacity to do it mean help. Be honest with you. Some of my best weightlifters actually been seven foot tall, But that being said, if there's a way I can load them, that makes a lot more sense. That's easy to teach. I could do it often, and it's right in their comfort zone now, not comfort as in like we're not training hard, but like in their center of mass, where they can actually manipulate loads heavy loads at that with decent speeds. Then, yeah, I'm going to do that. So, for instance, we look at a bar bell, clean snatches all good. Why can't we do the same intent with a trap door? I mean, we could still pull. We could still triple extend and then we can still catch in that power position. The only thing that changes is the complexity of the movement. Now I'm not manipulating myself around a straight bar bell. It's in my centre of mass. And now I, Khun Express quote unquote force. Ah, lot more efficient, Effective. So now I can load it more loaded faster and do less teaching. Yeah, I do that. That makes a lot of things So that's really what it came from. And then to be honest with you, But how do you experience that light? How do you know a seven foot feels like? How do you know? And so you know, I've dabbled town some ways too. Open up my consciousness, if you will, to allow me to feel that ord, allow the imagination, my creativity to tryto understand what that could feel like. And then, of course, obviously feedback from my athletes. But I mean, why you always see, like the old school dues were just like, Oh, this is weak. This is squad. We we box what we what do we do? Whatever to get strong. But it's like, you know, it makes sense. If you're five foot six, it doesn't make much sense if your seven foot tall so you've got a truly find ways to experience it yourself. And now by the means that you do that probably not going to talk about on this podcast. But the way I did it work. >> Yeah, well, we'll refrain from diving that specific. I'd appreciate it on because to each his own one of the things you mentioned like talking about Hooper's I played basketball. I played your Batch three point shooter. Anyone's listening, too, By the way, when my feet are set, I'm not. I'm not an athlete, but I could shoot the shit out of basketball. I'LL be very blunt with you. I've >> been on the receiving end of that on one of our own game. You don't have to talk when you busted my ask way >> down to like. A lot of basketball players are bad movers, and what I mean by that it's their very good when you put a ball in their hands. That is something you talked about, too. But when you get them in a dance room right there, a lot different than football players and I mean by that is you don't see a bad end zone celebration, right? Want touchdown dances look really good, Odell Beckham being very soon and a lot of it's because those patterns are done without a ball in their hand. This is my opinion and they're very primal and natural with a minute and basketball everything's doing the ball in their hand and then when they start to move, especially because they're developing this, you starts. We're like a third rate. Now they have to only play basketball. And typically you don't play football and basketball, especially football. The high level, because you know you prepping for the basketball season itself. >> You get that deal in Scotland. Shit, bro, >> You have to play basketball for every waking hour the next fifteen years to get there. I'm kidding, but I'm thinking about my head is we're not exposed to those different movement. Parents were stuck in this ninety foot unless you're how light is forty six feet, something like that with court that really constrains how we move. And then you put someone in a waiting room where all the son of dealing with external loads and very unique movement patterns you get guys who just looked walking and I think you talked about this on different podcast, but I want to get into a little bit. Here was, I think so. That stems from our coaching of a young athletes and our physical education that we no longer does. Have we used to have back in the day and how that's really affecting athletes as they get older. >> I couldn't agree more. I mean, I get these quote unquote specialized athletes. And to be honest with you, I don't have athletes like I have guys who have a basketball in their hand. They got really long levers and they have some skill, right? They have some skill to be able to go from point A to point B and put on orange round ball into a cellar. That's that's so happen to be ten foot off the ground. That's what I have. I don't have a true athlete who can pick things up off the floor who could sit down on the floor and stand up, who can throw things who can sprint, who could jump onto things. I mean, some of the best vertical jumps that you see in basketball are not even close to what you would see in football and track and field. When you think this is a sport with the high flyers counter movement, jump hands on hips averages that I've seen on teams eighteen inches and everybody is like Oh, that's terrible But that's a true counter movement jump with long levers. So now if we add some momentum to that and add a seven foot two wingspan and then all of a sudden their elbows above the ramp. Right? So that's the difference we get. We see this a NRI or this false thought, or this false vision of what athleticism is because they're so long. But in reality. And then you put a bunch of cornerbacks out there that would be really special to see, because these are guys that are like five foot ten and the most explosive fast dude you've ever seen. There's don't have the skill to play basketball. So you know, with the way we are, physical education is set up now, obviously has been chopped in half, half, half so no more education. Physical education is what we get to. They only play one sport. They sit in chairs that they're not really made to be. They live in this wart western society where every chair they sit in Is that it? His ninety, which for them is more like this, right? And then they get up and down on these beds that their feet are hanging off of. So I don't know what sleep looks like for that. And if you saw my guys get on an airplane, a commercial airplane, you would be cringing the entire time because they're literally bundled up like this. And so not on ly. Are we trying to correct childhood development? I'm trying to correct what they deal with on a daily basis. Just walking the class. We watching my guys duck through door frames constantly. It is like some some of them are guards and they're ducking through frames. And you're just like I don't know how you've made it this far without knocking yourself out. So there's so many that it's really all about the environment and her. When I've trained my athletes, it's all about giving them the environment they have never had. So that's why we utilize the resting room. The gymnastics room. It's soft had so they know, so they don't necessarily fear the ground. They don't fear their interactions gravity. So now I'm giving them the ability to learn how to change levels. You know, little guys. So I don't see six foot ten guys wrestling, right? So I have an opportunity. Now they learn how to interact and change levels, and then even more so you put somebody with them. So now we're like pushing and pulling, just like you see in football. So now they know where they put their feet. So now we're not stepping on feet constantly looking. I mean, God, Hey, these guys are like because sixteen seventeen shoes like, of course, I'm going to step on each other's speed. But if they have that awareness in that sense of where other people are, then maybe they don't make that misstep. Or maybe they get their self out of harm's way and then even more so just learning how to fall. They learn how to fall properly from standing toe floor transitions. Then, when they jumped through the air at forty two inch words, whatever you see, that's make believe for you. Switch vertical right word, but and then they get hit in the air, and now they've got to figure out the most effective way. Not the break there. Nash. Well, most of the guys are going to do everything they can to stay on their feet. Well, that's where you want to get blown out, right? So now if I can give them a tumbling strategy, so now that they can interact with the floor a lot more smoother, athletic, well, then maybe they have a chance to not get hurt and be be back in the action, right? So it's performance enhancing as well as injury mitigation. >> I >> know that. I mean, I don't know where to begin. I have about nine comments off that. First. I love the idea of talking about how these guys are living in a world built for some one, five, ten. I'm six two and Kelsey, my girlfriend. But, hey, can you reach above and grab the top? Can apostle whatever I'm like? Yeah, Okay. But you look at a guy until you actually play hoops. I think, and really appreciate how big these dudes are. You play. It's a guy who's seven one. You look at him and go, Oh, my gosh, like that's at a different human. And then you know his shoe size next to you and you shake his hand and you get to the other side of his hand. You start to understand, like, who we dealing with here, right? You look at these, you know the body needs to heal when it goes into a stress or whatever, and we're putting these guys in positions that the body would not otherwise deem for recovery right now, like this call. Time out. Is that the funniest thing? MBA timeouts. Aside from LeBron James, that's got the nine foot chair right? These guys come out and these will stools that are too small for meaning, and >> so they're not really >> rusting. And you got a dude who's trying to recover his heart rate, but really the whole time, he's in a hip flexion. He's never been in the past, you know, thirty years, right? And if you're thinking about really taking care of an athlete, we spend so much time in the weight room and all this great stuff we can do. So Muchmore. If we had a liberty, too, I use we usually more like you, um, to you, then develop an environment that conducive to them. I know University. Kentucky did that. If you look at their dorm rooms, they had ESPN going on two years ago when they built at the new facility. For the basketball players, the sinks were higher, the magical tired, they were longer. And if you ever wash a guy who's seven foot dragging on the water fountain, I mean the amount of spinal flexion he has to go under. It's ridiculous. The guy's curling up in a C. And I mean, that's crazy to think about because the whole time on the way we were talking about how do we get these guys in a position that they can function successfully? And right now it's like optimally because obviously would have been something we did fifteen years ago to get in a position, right? But how do we get them to be successful? So I pose the question to your court. I'm gonna give you the keys to the castle. The kingdom. Okay, Philip, um, maybe not the whole environment. But there's three things you like to change the outside of the weight room that you had the crystal ball and you could go either back in time more just socially. Okay. I want to change his guys. You know, the size of his car. You know that the chair he sits and we're three things that you pick and dio >> number one. I would get them involved and dance or martial arts as their first sport. That would be probably number one so or gymnastics something. I don't care how tall you are like Who cares if you're not trying Win a gold medal at three, Right? Is just learning how to do those things right? Understanding your body number two. I would change how physical education is and in western society, um, and then number three. Let's give you something actual physical number three. If I could make what? I >> got some for you. Well, you're thinking, OK, I got you want to think your third for me? Basketball players eat horribly. You're so single, teacher. Yeah, basketball players, at least by team. And I will make this universal blanket statement. They just don't like to eat for some reason. Right? Who for? Three hours and drinking game and call it good. And I don't get it like I have a fat ass. My play. I gained weight in season. Really? Team he'll know what a food I take over which you're pulling their postgame meals. And that's when they remove the snack girl. Remember the snack role when, uh, >> you know, you have todo I had Taco Bell, bro. Like we won. We got talking about, you know? So I asked the level Appalachia, which we suck. >> I think I'm going to go a little. Can't you apologize? We're going to go play and that's a D three hoops. That's finest. We're rolling to a game. It's up north took a four hour drive and we stopped at the rude crib an hour and a half before taking a corner booth buffet of ribs. They got a bunch of island boys here. The rib crib you bring up platters were basically, you know, and capacity. And when they get like five points because our center had to pull out the throat at halftime. >> Yeah, it is. Did you ever have to drive the team ban? Because I have ways in the backseat in the bag who thought that was, like level once again, level athlete, that unreal. But I would say that the third thing Don't be wrong. Yes, food. But if there's a way, I mean, if there's a truly economical way across the board to just look, it got health, we could do that, don't care. But I can change your environment that could change your internal environment and will, And the number one is if I can just poof your gut and I can look at everything, then that will be the number one, because just a little moving world. But I don't know how you're absorbing it. I don't know what's going on. And then you wantto talk about these kids that you know, a phD or these kids that are super restless. Well, I think it starts with the gut, because if you're got health sucks, so does this. So that would be the third thing. >> No, that's crazy That way. May I have a little bit of experience is our company. I don't deal with the actual read now that the things I've learned and seeing the idea of taking that integrated approach. So hey, let's actually look at your stomach. Yes, you have to collect your poop three times a day, and I'm sorry. If you're going to do that, you can start to look at what you produced and way of excreting and whether or not you're absorbing what you need to absorb. And we start looking at injuries and no tendon, health and muscle tissue, everything as a holistic approach. What? We gotta look at the internal environment if any of our environments messed up inside and we're trying to impose a stressor on the body. But we have no idea what the internal systems like, and you have certain deficiencies or certain aspects that your lack and these were certain areas where it again people go, Oh, that's not scientific. There's no study. Well, unfortunately, if you understand complex systems and their dynamic interactions and not to get too detail, I'Ll explain it as simple as I can. But what happens is we have an outcome like a strange angle, and we say, Oh, and go weak angle get hurt, right? Well, kind of grooming. Or maybe it's ankle week. That's a risk factor. Athlete didn't sleep enough the past three nights. Risk factor Athlete had some sort of physical contact during the game. That critter there system risk factor athlete. Nutritionally, it wasn't recovering from previous workouts and games. Risk factors so happens of all these risk factors, and that's just a very there's no all the risk factors. A lot involved, all but these risk factors come about and then we have the probabilistic nature of something toe happen. So oh, how likely is it that something bad will go wrong and we see the last straw on the camel's back sprain an ankle and we go a week. But maybe it's didn't sleep enough Ankle week. All this other stuff and that ankle sprain. For people interested in complex systems, it's called an emergent pattern. So there's a common pattern that occurs when you have things go wrong. So if the money C l it's like, Oh, gluten medias is weak knee Val Agus. All right, you're a muscular control all these things that go into and nothing can pinpoint it. So if we're including these bomber, you know about mechanical factors and Eve Alvis, why aren't we including some internal factors like gut health Or, you know, the blood wood for the micro nutrient efficient season? Yes, I know I'm not versed enough to speak on micronutrient deficiencies and our interactions off, you know, health and whatnot. But something as simple as college in environments haven't adequate vitamin C for, you know, ten and healing instead of, you know, repair is obviously a factor. And so when we start looking the bottom, we gotta look at the big picture. It's not just how your knee bends. It's not how you shoot a jump shot. It's not how you land every time. >> Where are you? Our body is so much more resilient and durable than you. Give it credit for me. We've survived as a species. We're a very long time. You're very harsh conditions and you're going to tell me it's that one jump that got you one job. One job is the one that Oh, that needs a little dalliance. That's the one that got you. I mean, if you super slow mo A lot of these great expressions of physical capacity in sport it was you would be like, Oh, my God, they're neither this there that But in reality, like that's I'm close to the reason why they like break or don't Break. And Jordan shallow, brilliant dude, He gave me this metaphor. He was saying to Philip, a pond, Well, it's like this fungus that will Philip a pond and it doubles its size every day. So if it starts off it like, you know, point two, then the next day be point for and he asked me, he's like, Okay, if it's going to Philip in thirty days, Philip, the whole pond, What's the day? It's half full. Then I thought for a second it took me a lot longer than I should have thought about it. But he's like, but he an injection goes day twenty nine. I >> don't want an answer, by the way. >> Yeah, was like Day twenty nine I. That's why I look at the human body like that is literally the last thing and then pull. And so it's all these. We could have had all these interventions from day to today twenty eight or day twenty nine. Even the notes that one just last. Ah, strong. The camel's back to just there goes, you know, And that's what's great about being in the collegiate setting. And being a Stanford is we have a lot of safety nets for our safety, and that's if you will. So we try to have as many quote unquote KP eyes and objective measurements to give us an idea of what could possibly happen. But in reality, it's still the dynamic environment, so I don't understand. Like I can't account for school. I can't account for their sleep. I mean, we could through, like, grouper or or whatever, but it's not realistic and thine and are setting and in their gut hell's like way picking up poop. Three times a day. They were not drawn blood once. We're not doing these things. So unless we're doing that, then you're just trying to create most resilient, durable human beings so they can withstand the stressors some more than others. But hopefully have a successful season. >> No, that's like I hate to break it to people. We don't know what we're doing. We're doing our best. I think chase Wells with him. A Stanford. Get a great line, he said. We can't guarantee success. We can almost guarantee you're not guaranteed to fail. And what I mean by that is that you can't always KP eyes and really, we're looking at. If you jump nine inches, we're probably not going to be very good basketball unless you're seven. No, right. And so we're looking at the human system as a means of understanding what is going on really lagged behind in regards to your performance assessment and what might be hindering you in regards to launch into no tracking? Can I get a little bit of data? A lot? The way explain it is kind of like I don't ask my girlfriend Kelsey, how she's doing. Once a week, you know. I asked her every day and why I asked that every day is to realize, you know, all my clothes that I left out pissing her off. You know, I did. I forget that we're supposed to go on a date last night. You know, I might not have forgot a wallet last night. We went to dinner from now on, Accent, all supposed to buy. But that's a true story. WeII >> brought up. I mean, that's the most important thing is you gotta have feedback daily, right? And wait here. It's really simple. We take a controlled environment, do some things in it before they go into a dynamic environment, which is basketball games of basketball practice. So what we do is we call that microdot. It's our way of training. Every day, in some form or fashion, these individuals come into their work, their human capacity, a Siri's, if you will. Then after that, they go into their B series, which is complex. This is really what I know what's going on. I don't get me wrong when they walk in to get their weight, are joking or making eye contact and get that handshake. How firm is that handshake thes air, All the quantitative things that I'm trying to pick up as they're coming through the door. Then you watch them say We're hitting clean, complex and they're going through the motions and their consulate changing grip or or the pool isn't looking too good, and any sharp today will boom. That's my control Now. It's not the most objective feedback, but at least it's a constant. And so that's my way of having once against safety nets from a safety nets and then weekly or depending on how many games we have that we do, our force plate jumps. So once again, another safety net, and then we have our connects on day. So our GPS data that they do on the practice gym once again any one of those in isolation doesn't tell me much. But if I have a bunch of them, then I can at least paint a better picture from quantitative qualitative, and then I can go and knit. Pick what I think they're intervention may need to be, and so it's not going to be perfect, not even close, but as long as you have a constant and yours is beautiful. Like you said, Just something simple. You get daily. Hey, how are you doing? And you know how they express that. I'm doing good. I'm doing good. I'm cool. I'm great. Like, you know, what there was in flux is are like, you know what? They're how they're truly feeling. Just based off that one question alone. But once again, if you can set up your system or your program or whatever toe have safety nets for your safety nets, then I think you can You can catch a >> lot of those along the way. >> Yeah. No, that makes sense. It's how you provide context to a situation. And the more information that we can apply that we didn't classifier more to a system like jumping is, you know, your lower body strength and your verbal expressions, your most emotional state on DH, maybe even sweep or other things that go into that, the more we could understand what's actually happening to the person. So I was kind of really bad for a second. You said some of micro dose in and term overdose. You refer into training a little bit often. Yep. And Corey is well known for this and for those at home listening, I'm going to my best to explain it. Short weeks. I got a question off of it. If you know, explains it will stay here for another hour and a half because great to listen to. But I want Teo a little bit of a different direction off of athletics about it. Firstly, micro doses the idea that we're applying a moderate level toe, low level stressor consistently, and that adaptation occurs from the aggravation off those dresses over a period of time. So we're never going to Hi, we're never going to low. And the idea is that training in the weight room is only one small piece of your life. They even programmed High Day, and you don't sleep that night or you have emotional stressor for your case, your practice. Then all of a sudden, that high, big, magnified and starts spilling over the bar and becomes too much the idea of micro dozing, especially a non controlled external environment where it's called life, and we're trying to apply enough that you can handle. If someone's feeling good, then they can push a little bit that they themselves. Now My question for you, Cory, is I love an athletic sense. I also see it being very applicable to anyone out there general population and especially in terms of I got two things. Us too. In terms of one, someone learned a movement. You get a chance to do it often and daily and someone who wants to learn how to be in the weight room. And secondly, because there are, let's say we do it eight out of ten days. If you only miss one day, you're only missing ten percent of your entire workout, right? So instead of doing looking at this whole one workout one day, you look at like a ten day period. If you got eight days of pick from and you just can't do one, you only missed ten percent versus if you only had five days of pick one and you miss one, you missed twenty percent, right? And so now we have the ability to be more flexible in our environment. So how does that fit in like a general population? If it was my dad or my girlfriend trying to learn howto use some of this micro dose in the weight room. How do you plan? >> So one hundred percent with micro dozing. The reason why it came about was it was a solution to a problem. My problem is I don't have enough exposure to my guys. So how do I create more training frequency? And now we got rid of warm up something that was just kind of getting them ready for practice. That kind of don't care about it. The coach hated seen me do it. I personally hated doing it. So now it was a solution. What it turned into was motor learning. Now you want to learn how to train, will do it all the time. So that's where complex comes in. It's the value of orcs work, right? So basically, you take a bar bill and you do every movement that you would do in a weight room, in some sense, in one set, so you'd hinge You do a hip flexion. You do a press, do a pool. If I break down each one of those into isolation, it would look like already else Squad, Polish, military, press or row, those air all movements that you would do and if you separated each exercise in an isolation you would go more resistance on, just like you would see in general fitness, right? Like we're going to do three sets of ten on bench press or three sets a tent on back squad. Well, that's great. How about we just put it all in one and now we have more exposure. So now I'm learning how to do the movements, and then you can't tell me that doing one thing once a week is actually going to make you learn the movement. So now you learn those little small video sequences that you see with thirty year experience power lifters who truly understand, like, move from body, this foot stance, or this is how I start to hinge here within my squat X degree. And that's how they perfected is because they have so much exposure to it. So we're doing the same thing. We're just trying to create exposure at lower thresholds and and in doing it often now as faras general population, what's the number one concern? But I don't have enough time. Oh, really? You don't have a thirty minute today, twenty to thirty minutes a day to not kind ofwork. Now. Every day I call B s. I say You just don't want to train. So that's where my producing to me is beautiful in the general population is because it's living the way you start your day. It's lunch, or it's when you get off work. Perfect. You can pick any of those three slots twenty, thirty minutes. You can eat and shower and get backto work or before work. So you can't tell me that everybody doesn't have that situation. So now, creating training frequency, you're getting enough volume throughout the week. Now we have on and then most importantly, like you brought up if I just had to miss that one day, it's ten percent of my training like it's not well, only train twice a week, So fifty percent of my training is gone. So that's where I think it's beautiful. And that's where he could work from general population to the most elite athletes in the world and the reason why I say the most elite athletes in the world because I just so happen to train to of So I do it with all these populations

>> Live from Washington, DC. It's theCUBE. Covering AWS Public Sector Summit 2018. Brought to you by Amazon Web Services, and its ecosystem partners. >> Welcome back to The District everybody. We're here covering the AWS Public Sector Summit, #AWSPSSummit. You're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante and I'm here with my co-host Stuart Miniman. Gus Hunt is here, he's the Managing Director of Accenture. Great to see you. >> Great, thanks. Dave, Stu, appreciate being here. >> Thanks for coming on. Last night we were at the Accenture Event, it was hosted by Teresa Carlson and Accenture, a jam packed high-level audience. It was really, really fabulous. You couldn't make it, cause you got stuck in-- >> Weather-wise, got trapped in Atlanta. >> Unfortunately, Gus, you missed a lot, it was very good. But bring us up to speed on just sort of the state of where we're at with Accenture. You guys are heavily involved with the CIA implementation. We can talk about that a little bit. But start with Accenture, what you guys got going on in the Government. >> So Accenture Federal Services, which is the part I'm within, supports all of our federal agencies across the board. And we do enormous amount of work in the Cloud Services. In fact, Accenture itself is the largest partner of AWS in the world, right, providing cloud services directly engaged with Amazon. We have our Accenture Amazon Business Group, for example, that we leverage across the board. So we are really heavily steep, both in what it takes to help companies and our federal clients move to the cloud, but also how to take real advantage of it, how to gain the efficiencies that they need, and how to do this very securely. Because so much of I think the concerns that get expressed by people are a misunderstanding about whether or not the cloud is secure, versus how to do it securely in the cloud, if you understand the nuance difference there. >> Right, right. So, well, explain that. Let's double-click on that nuance there. A lot of people so early on it was concerns about the cloud, and then it kind of flipped and said, well, obviously the cloud's going to be more secure than what I could do as an organization. We heard what the CIA said today. They said, "On the worst day in the public cloud, "security's far better than in it is "in my client service systems." So help us unpack that a little. >> So, I'll take you back a few years. I spent 20 years in Federal Government working for CIA. I retired from there as their Chief Technology Officer. And I led basically the C2S deal that we put together in order to bring cloud services into the agency. And we did that fundamentally for four reasons. One was velocity. We had to get our speed of abilities, delivery capabilities up to match that what was happening in the private sector, in the cloud. The second was efficiencies. We had to find a way to really tap into the extraordinary efficiencies being driven by the cloud world and the cloud environment, with this continuous drop in price and storage, and computing, and things like that. How do we leverage that to our advantage and enable us now instead of to keep pace in the world when we knew that data was doing like this, and that the ability to exploit data is what the business is all about, right? >> And that was going like that at the time. >> With the cost, what we didn't want was the cost to do this, right? This is where the cloud was going to play a critical role to enable us to really keep pace with the explosion of data big data, and yet through storage and compute in the cloud, be able to do this at a fairly level cost curve, that was the objective. The third was to drive innovation, right? So we had to be able to innovate as fast as the private sector was able to innovate, to deliver new capabilities continuously all the time, and do those things. And the final reason really was about security, right? To your point, we're getting back to, the question that was originally asked was that the cloud, when we investigated the cloud, it turned out that the cloud was much more secure as a basic platform than almost anything that anybody could deliver inside their own data center across the board. And if you leverage the cloud in a particular way, security, it becomes a much more secure environment for people to operate in and do work in, then you could possibly achieve inside of your own data centers, your own data center environments. >> Gus, I'm hearing things like speed, innovation and security. I'm thinking, can you tell us a little bit about developers inside the agency? Do they have a DevOps initiative, as part of achieving those goals? >> Absolutely. So we actually got started doing Agile Development back in 2005. And what happened was, curiously enough with Agile development using scrum techniques is what we applied. We were able to build software capabilities much faster than we could actually get them hosted. So we had an impedance mismatch, a velocity mismatch, between the ability to build capabilities with Agile Development and to go. Now, when we got started in the cloud world here, DevOps was a relatively new term, but now of course DevOps just permeates everything that gets done. Accenture Federal Services, we teach DevOps for the intelligence community across the board, we teach Agile Development, we're heavily engaged. But our big move now is into DevSecOps, right? So the new impedance mismatch is the fact that I can deliver and build software very quickly. I can host it very quickly in the cloud, but my problem is that my security people who have to credit and approve the ability to run these things, are not working in sync very well with what happens in the space there. It's not that they're not great people, it's just that the methodologies that have been applied, now are causing a delay. So this is where DevSecOps comes into play and this is our big push in Accenture Federal Services. all of our clients in the cloud is to adopt DevSecOps so that we can have security tied directly into the entire development cycle all the way through, so that there are no surprises, right? We know exactly what the status is all along, and if you know anything about cyber security, in particular, both things, security on at the end is the worst possible thing you can do. And fixing cyber security holes at the end is 30 times more expensive than having just done it up front in the beginning across the board. So we are heavily invested in driving both Agile Development and DevSecOps now, in support of our cloud customers. >> Can you talk, Gus, about just as an observer, you're obviously deep into federal, but just the delta between commercial and federal? Certainly within federal you see pockets of highly advanced, whether it's security or analytics, et cetera, but across the board the Federal Government systems are obviously a lot of money is spent on maintenance, a lot of time and effort. Is Federal still learning, the public sector still learning from the commercial sector? Is it flipping? What's your take on that? >> So it's interesting. So when I retired and went out to work, from the public sector into the private sector, there's this really interesting point of view that's out there. When I was in the Federal Government, we really thought that the private sector was way ahead of us. And so we spent lot of time working with the financial service people who were brilliant, and working with Amazon and all of the people and all of the things that they were doing, because they were brilliant. So it was a really interesting engagement. But when I got to the other side, it's looked at the other way, right? They want to know what's going on because, particularly from a cyber-security optic, from a security optic, the Federal Government is viewed in many ways and particularly the intelligence community itself, is viewed as being far ahead of what goes on in the rest of the world. And in terms of analytics and things, the federal government has terrific capabilities, and has built terrific systems to do these things. So it's an interesting optic. Each one looking at the other from the outside in, is observing things and the reality is, is that like anything in life, you have this distribution. There are those that are terrific on one end of the spectrum and those that are nascent on the other end of the spectrum. This is true in the public sector, it's true in the private sector across the board. And it's just getting people together. I think the most important thing is to find a way to get us together so we share information really effectively, so that we understand what's going on, we can educate and we can all elevate ourselves up the chain, to deliver better capabilities, both for our clients and our customers, and to the citizens of our country. >> Yeah, and that public private partnership really isn't formalized. Frankly, it's companies like Accenture that are the glue there, don't you think? >> Yes, exactly. I think that that's a key point. It's companies like Accenture, companies like Amazon, who have engagements across the spectrum and on a global basis, that are able to see and experience things that most companies can't do 'cause they don't have that global perspective. One of the biggest issues we see is that most companies view the world through their narrow optic of their local sets of problems and issues, and this is what catches up with them, particularly in the cyber realm, for example. Which is they're looking at the world through the their own little narrow soda straw. And the global view of an AWS and the global view of an Accenture can be brought to bear to help us with our federal clients, for example, to see the issues more broadly and engage more effectively in a public private sector discourse. >> So there are threats everywhere, obviously. Increasingly people are talking about the weaponization of social media. Obviously, there's critical infrastructure, which we've talked about for years. Where do you see the priorities going? Where is the focus, the spending? Is it on response? Is it on keeping the bad guys out? What do you sense? >> I would say that most of the spending today is focused on trying to keep bad guys out. And that model, while critically important, has got to change, right? Because as you notice while important to do and absolutely essential, it has been wholly insufficient in actually dealing with the problem. We have to move ourselves into a completely different posture in the world today. We have to adopt very much proactive capabilities, hunt for things, do critical reviews and pen testing, discover your vulnerabilities before the adversary does. Adopt cloud services because they can change the security game. If we write cloud native code and distribute it in multiple availability zones and fully leverage elasticity and software to find networking, we can turn it into a shell game where the adversary has to find me, not the other way around. We can become what I call the polymorphic attack surface, as opposed to us having to do with polymorphic viruses, and things like that, that we have to find that are constantly trying to hide themselves from us. And so, it's adopting those things that then drive us to a state of resilience, which have to get to. Resilience is the ability to have an event and keep on operating. As opposed to what happens today, where you have an event and everything gets shut down, and all hands on deck and panic ensues. >> So, Gus, we've talked a little bit about some of the constraints and why some people might be concerned. Wondering if we could talk about some of the opportunities. What kind of innovation are you seeing from partners and customers that you're working with, that they're driving when they do adopt cloud? >> Innovation just across the board, or? >> Yeah, any cool things they're doing, there's edge technologies, you got IOT. >> I would say that the big drivers of innovation, of course, are the ones that everybody else talks about. Which is really what's happening in the machine learning and AI space. And that is really critical because those are the things that will enable us to both deal and act with issues, particularly in my realm, the cyber realm at machine speed across the board, and stop things before they can actually become problematic. But it's also going to be the mechanism by which we can enable the human population across the board to better themselves. So you take that and you combine it with the Internet of Things, which is growing explosively across the board, to begin to automate and drive efficiencies and enable remote health care and all those things like that. We're really at the cusp, I believe, of a true renaissance, if you will, of enabling society in ways that we can't possibly begin to imagine, just looking at it from where we are today. >> A lot of talk, you know, about machine intelligence. I didn't say AI, so I don't have to do a shot. Where do you see that fitting in, generally, and then maybe specifically in cyber? And the second part of that question is you're seeing this DevOps and SecOps worlds coming together? >> Yeah, right. So we talked previously about DevSecOps. Just to go back to that real quickly. That's an absolute essential. We have to get the business, the beauty of Agile Development and DevOps was it got the business and the infrastructure people who had to run things successfully all the time, and the developers who needed to do things very quickly, all at the table to engage and ensuring that they could do that. The gap in there was the security people. So with DevSecOps, you've got the security people brought in right up front across the board there. That move into DevSecOps is more than just essential, it's a must-do, I believe, for all organizations here as they move themselves into the future, and to find a way to adopt it. How did you phrase it? You didn't use the word AI, you said? >> Machine intelligence. >> Machine intelligence directive. I think that those capabilities are maturing very, very rapidly, and I think that what you're going to see is a rapid shift in two ways. One is that while machine intelligence is great, the machine is only as smart as the data and the information that are fed to it, right? If you feed a machine a bunch of information that's highly biased, you're going to get highly biased information out. So there's two things you have to have. One, the intelligence is going to grow inside the machines, but two, there's going to be and must be a parallel thread where you have to have some form of social consciousness and social awareness that ensures that the machines themselves don't develop unconscious biases that are then leveraged, and used to the disadvantage of citizens in society, or other people and things like that. And so machine intelligence is going to grow, but that same ability is emerging, and in fact it's something we talk about at Accenture and have written papers on, about the fact that we have to have this social conscience or social awareness around Artificial Intelligence, the machine learning, to ensure that it is most effectively used to the benefit of the citizens of the country. >> Right, well, in this notion of polymorphic attack surface, presumably it just can't be humans moving stuff around. >> No, that's where machinery and automation come into play, they have to act at machine speed. It's the only thing that can act at machine speed. Humans will always be involved. Okay, you're never going to get away from the human factor. What these things do is they do the heavy lifting, and then enable humans to focus on what their brains are really, really good at, which is making hard decisions about what's actually going on, and what they actually need to do in many cases. We can automate some things, but a lot of it is still going to require really smart people to engage. >> So when you look back at your original four objectives with respect to the cloud velocity, efficiencies, trying to keep the costs where they are or lower them, driving innovation and security, how would you grade, maybe the agency, the industry, whatever you feel comfortable attaching? >> Great question. I'm going to avoid giving you a specific answer like this. >> Fair enough. >> Again there's a spectrum of engagement, across the board. Some agencies are doing really well and have been leaders in the space, and I would argue that my old agency is one of those, really. There are others that are also leaders in the space and are engaging and adopting cloud services, they're pushing very heavily down these pathways we talked about. They're embracing these technologies because they realize what they can do. And then there are others that are lagging behind, but they are lagging behind for any number of several reasons that are out there. So first and foremost is the fact that there's a massive legacy set of workloads and capabilities out there, and it's very hard to figure out what are those that I want to engage in to move to the cloud and do things. So IT modernization dollars were put into play by the federal government in order to help federal agencies do this, modernize their IT with the goal of moving themselves to the cloud, so that they could drive the efficiencies and adopt the things that are going to be there. There's also the concerns we mentioned about security. There's too much fear, uncertainty and doubt, and I think misunderstanding about the cloud, and that was great. I missed the talk today from my old agency, but I'm glad to hear them talk about the fact that I've said this for the longest time, the basic cloud is much more secure than almost everything new. And if I apply and build and develop cloud native capabilities, I can actually leverage the cloud to my advantage to dramatically change the game and deliver cyber resilience into my customers set. So this is the messaging that we want to be able to do. The only way that people are going to do this in the end, because of this big backlog of capabilities, is they have to remember that they got into where their current state is one application, one system at a time. And the only way they're going to get out of it is one application, one system at a time. They just have to begin to think about what are the ones that matter and how they want to go about that. >> No quick fixes there, but a lot of hard work and thoughtfulness. Gus, thanks so much for coming to theCUBE. Really great to have you, appreciate you sharing your insight and your knowledge. >> Delighted, Dave. >> Pleasure. >> Stu, thanks so much. >> Okay, keep it right there everybody. Stu and I will be back, John Furrier is here as well with our next guest. We're live at the AWS Public Sector Summit. You're watching theCUBE. >> Thanks, guys.

>> From Orlando, Florida, it's theCUBE. Covering SAP SAPPHIRE NOW 2018. Brought to you by NetApp. Welcome to theCUBE, we are on the ground in the NetApp booth at SAP SAPPHIRE 2018. I'm Lisa Martin, I'm hanging out with Keith Townsend. Today we are joined by RJ Bibby, who is the SAP Global Alliance Chief of Staff at NetApp. RJ, welcome to theCUBE. >> Thank you, we're so glad you guys are here. >> So, this, is a huge event. There are, I've heard 20,000 attendees live, but they were saying at the keynote this morning, Bill McDermott was, over a million people are expected to engage with the SAP experience both in person and online, that's enormous, enormous. SAP and NetApp have been partners for 17 plus years now. Right, you've got thousands of customers that run SAP on NetApp. What's current with the partnership? What's going on there from your perspective? >> Well thanks Lisa, thanks Keith. But first off I want to thank you all for being here. We're ecstatic for having theCUBE in our booth. We haven't been back here as a sponsor in a couple years. So being a platinum sponsor, 40 people here on the ground from all over the world. Like you said, we're about 26,000 people this week. So, really busy, we're in our 18th year. This year, as a partnership with SAP. To answer that question, it's really exciting. We have a very unique partnership with SAP. It's a true 360 partnership, and what I mean by that. One, we co-innovate together. So we're doing co-innovation where NetApp on SAP on NetApp. What that mean is basically a lot of the SAP products, like hybris, like Ariba, SuccessFactors are built on NetApp. We're doing co-innovation on blockchain, on HANA, IOT. So, we're really looking at that next phase of automation in data management. And we'll get into data management in a bit. We're both customers to each other. We just had our CIO met with a customer success office this morning to talk about some of the integrations of products that we're doing. Second year in a row SAP has been our largest customer. So the growth on that end is great, and then lastly the GODA market, and that's really what I really do from the alliance side. So, heavily around HANA acceleration. How we constantly are helping our customers move to HANA with our NetApp data fabric and ONTAP, our core signature products that deploy SAP. And we're very focused on industry, very focused on a global to local partner for life. We both have really warm, loyal customers. And then there's a kind of G100 strategic approach too. So that's the partnership, it's been a lot of fun. And we're gonna see where it goes in 2018. >> So RJ, talk to us a little bit more. Add some color on this relationship between Netapp and SAP in the market. NetApp, data driven company. SAP, probably the premier data analysis, analytics. We saw on stage from customer experience all the way to backend. You can't do that without a solid, robust infrastructure that's focused on SAP. What are some of the key technologies and strategy that NetApp and SAP have teamed together, bring together such successes? >> No, great question Keith. Really it goes down to the core of data. So NetApp has done a transformation the last two years, where we're gonna be now the data management company for hybrid cloud. So in that core, customers are looking to do a bunch of different things with NetApp. We want to manage, transport, analyze and protect data. A lot of data on SAP. So they're modernizing their data centers, how do we move to the hybrid cloud? With our ONTAP product, which is really a software capability, really turning into a software company in the cloud, as is SAP. So the core products of HANA, SuccessFactors, Ariba, Field Glass, Concur, all the things from an operations standpoint that's been automated for their business is kind of built on NetApp. Is built on NetApp, a lot of them. So our approach to the customer is how do we help the experience? And, we're doing that transformation internally, so we're going through it with SAP. There's lessons there. SAP did this and moved to a kind of cloud company a couple years ago on NetApp. Those are some of the core instances, but there's a modernizing a data center approach, there's a hybrid cloud. But it still just comes down to, oh my God, data runs my business. I'm really scared about it from protection. There's too much of it. How do I monetize? What are the analytics behind it? And that's what NetApp is really on the forefront of doing. Our CIO talked about this, this week. He's going to talk about it this week, about choice. What we're hearing for customers is, I need choice. I need to move my data around on PRAM, into whatever hybrid hyperscaler environment you want fast, efficient, with analytics read outs. So that's kind of the approach we're starting to take to market. I find it to be a very consultative of approach where it's Mister Customer, SAP NetApp, whoever your hybrid cloud choice is, who your SI is, the other technology partners are. We're all together collectively, almost like a innovation program for a customer approach. And that's kind of, not my secret, but one of my secrets of how we're going to market with the sales teams. >> I'm curious, NetApp is 26 years old. 26 years young maybe. I worked there I was telling you, for a few years as well. On marketing, which was awesome. Lot of evolution from a storage perspective. You say NetApp runs a SAP, SAP runs a NetApp as well. Talk to us about this maybe SAP as an influencer of the evolution of NetApp from storage company to now as you said, data authority for hybrid cloud. >> Yeah, no great question. I think it started where we wanted, we saw that software was kind of taking over. The automation, right? So it's almost like storage is a service. In my four years at NetApp, we never approach SAP as a partner or the customer talking about storage or infrastructure per se. Kind of around this data management methodology a while back. I think SAP has been an influencer internally fpr us in a couple regards. One they have the state of the art, a lot of the software operations. Things that we needed to run the business. There's been some kinks, there's some things that we probably need to customize that fit our business. NetApp's really unique, we're about 6 billion dollars, with 10,000 employees, with three business units. And we're a very unique company. The culture is awesome, we're empowered. Salespeople on the ground are empowered. Me helping run the alliance, we can be very strategic on how and what we want to do. Hey, we want to have CUBE at SAPPHIRE, absolutely do it, as an example. So, with that empowerment, we've been able to look at the best of breed in tools. And I think the tools are helping us from looking at the business and really how the customer experience. I'll give you one example on that. We're listening to our customers and how they want to transform their data, in their data on SAP. Well, I need to also be able to look at the analytics internally on okay, does my customer need a technical refresh? What are they doing on SAP? Is it SAP on Oracle? What products do they have of NetApp? Do our salespeople properly enabled on selling SAP on Cloud? Are they talking to their counterparts at the account from SAP, from a CISCO or Fujitsu, AWS, and then whatever SI. So there's a lot of complexity, there's an art and a science to it. And it's in our transformation in SAP from the tools perspectives at the core of that. >> RJ let's talk about the alliance beyond just the SAP to NetApp. This is really complex, I mean even with the tools, you know, ONTAP on the cloud, ONTAP in your data center. ONTAP kind of in the fog later, wherever you want to say that's at. That normalizes the data, it kind of validates the NetApp as the data driven company. However, when you go to an enterprise and you say that, you know what, this thing that used to live at my data center is now spread across these three different environments. It's really hard to figure out. How do SIs play a role into shaping the strategy in this alliance? Yeah, that's a whole other layer right? The complexity, 'cause I find, I came from the SI side of the house. I worked at Accenture for a really long time prior to my career in the partnership side. You know, I think they're very good from a consultative approach of hey, how do we want to design this thing? How do we want to implement it? How do we want to run it? And where does everybody's silo of stuff or technologies fall into that? I think the art part of it is hey, as NetApp or with MRSI, hey man, how do we help design with you? How do we consult the end to end approach here? I think we're the expert from an end to end data management approach. So there's some butting of heads at times depending on which SI, because they do. They have these long standing executive partnerships. There's a lot of investment from SIs at the account. I was just at a leadership conference with Accenture. And they're spending three billion dollars on three different things around automation. One, training. They can't get people, it's still about people in process. How do we get the process and tools in place? Where do we need to go merger and acquisition on the latest products? And how do we implement with that ecosystem? So I always think it's a work in progress. It's gone well, I think that's something I'd like to see us improve on. I think the SAP to NetApp partnership is advanced. In a lot of regards to that. It's like anything, it's also like when you look at salespeople internally at NetApp with our transformation. How do you get people out of the conference zone talking to their infrastructure lead, their line of business lead. And elevate to the cloud conversation. Going to the CXO, I think the Chief Security Offer is the key executive now in our sales process. Because of data protection. And that's something that we do well, and that's something they own, and I'm always trying to be creative. There might lots of dollars to protect data. How do we turn that into a whole strategy conversation with all the partners? >> So let's go a little deeper on NetApp's value propositions. You know what? Infrastructure is infrastructure, why should it matter? How do you guys differentiate between your competitors and running S4 HANA, the cloud strategy, you know what, end memory databases, storage is no longer needed, that's not true, but what's the story? >> Good question. The story for us is the ONTAP product that we have, the software because what we can do is deploy SAP really fast. Really fast, just some stats. You can get 45% project timeline savings with our deployment of SAP. The secret sauce in that is, the tools of the replication in the snapshot. When you're doing constant development ongoing maintenance, we can do snapshots in real time. That is the key thing that keeps the production going live faster. >> You know, because CICD is not something that we do, I've managed SAP for a long time. And CICD wasn't exactly a concept in SAP. So we rely on the infrastructure a lot to do. So snapshots is an amazing example of how you bring the CICD approach to something that is stayed as SAP. You can't just shut down SAP for the weekend to apply a update five times a year. >> Correct, so hours and hours of down time, where we can do it in three hours. A lot of times it's real time. I was just at a HANA Conference in Vegas and we got a lot of one on one time with customers. It was awesome, and that was the biggest things they said they need more of NetApp. And the differentiator is we're continue to expand our approach to managing the data, and I need the replication and the cloning specifically to run the production value end to end. So that's the other part of it. It's really just doing that end to end landscape management of SAP and Non-SAP workloads. The one thing that's great about the cloud part of this is you do need a lot of storage, and it's software based storage. So I think the approach in NetApp is going in the right direction. I've been working with SAP as a partner now for 12 years. I think that this is probably the best momentum I've had with SAP ever. And one of the reasons why is one, data is the story, right? What does Bill McDermott always say? Data is now the currency. Well today he was saying now trust is the currency, which is completely true too. But from the data being the currency perspective, it's now the end game for both of us. So we've kind of, in all companies, have gone into the middle. That's kind of not only the messaging, but kind of the central thing we're trying to deliver value on. And the choice, I want to keep saying the fact that customers now want choice on where they put their data. That's the thing that we're really promoting here at SAPPHIRE this week. >> Last question RJ. >> Last? All day! >> I know, I know right? Speaking of choice, you mentioned customers want choice. They do want choice. You talked about value, delivering value. From a competitive perspective, customers have choice. They've got other storage vendors they can work with. Give us your best elevator pitch. What makes NetApp and SAP different and better than say, some of those, maybe orange colored competitors? >> Sure, no, no, it's a great question. The biggest differentiator is just the fact that we are the one company out there that can provide data management in any hybrid environment. AWS, a hyperscaler, Microsoft, Google, we're doing cloud volumes just announced a Google Cloud platform. You know, we're one of the premier technology from HANA and Azure. So I think number one it's that. Secondly, we can deploy SAP really quickly, which consumes licenses. So one, the customer really likes that. Two, SAP sales loves it 'cause then it gives them a chance to go back to the customer. And then just the end to end data management that we can provide our customers value. I would say choice one. >> Awesome, well I said a few minutes ago to Keith that Bill McDermott is probably the most energetic C level that I've ever seen. Your energy level RJ, right there with his. >> You know why? 'Cause it's go time, it's SAPPHIRE day one. >> The stage might have exploded if we had them both at the same time. >> That would've been fun. >> Pyrotechnics on day one! Well RJ thank you so much, not only for visiting with Keith and me this morning. But also of having theCube in the NetApp booth at SAPPHIRE. >> We love it, we can't wait. Thanks everybody. >> I'm Lisa Martin with Keith Townsend at theCUBE on the ground at SAPPHIRE NOW day one. Stick around, we'll be right back with our next guest.

(upbeat music) >> Narrator: Live from the Wynn Hotel in Las Vegas, it's theCUBE, covering Magento Imagine, 2018. Brought to you by Magento. >> Welcome back to theCUBE, I'm Lisa Martin. We've had a really informative day talking all things commerce, open commerce, and digital commerce innovation at Magento Imagine 2018. I'm joined by Amanda Batista, who is the head of content marketing for Magento. Amanda, thanks so much for all your help in coordinating this. We've had a really educational day with your folks, with your customers and partners. >> Yeah, we've had a really great community. It's been wonderful to have theCUBE here, and I'm so thrilled to be able to be here with you closing out the show. >> So this is the eighth Imagine event, There's over 3000 people here. You guys had some great speakers on stage today. I'm always very excited to see female leaders on stage. >> Absolutely. >> We talked about Baked by Melissa, she was our first guest today sharing her story. You've been growing this event year over year. What is it about #LeadingTheCharge, your hashtag and message for this event, that really differentiates this eighth event from the last several? >> Well #LeadingTheCharge is a really exciting message for us because ultimately we're focused on empowering merchants and developers and really allowing them to not worry about the technology component of things. Whatever you can dream, you can do on Magento. So, #LeadingTheCharge for us here today is really about bringing people together, making connections, and really thinking about, How do you use this community? How do you tap into all these resources? How do you see people that you haven't seen in a while? It's kind of our coming out party, our big coming together. You know, #LeadingTheCharge I think means different things for different folks, but I think for us we're really aiming to empower individuals to do the work that they do really well but also come together. So I actually heard a gentleman say that part of Leading the Charge for him is a matter of making connection. It's almost stepping out as a leader and allowing other people to come together. I think #LeadingTheCharge has been a really nice message for us today and I think our speakers have really brought that to life. >> I agree and with the sentiment that we've heard. Magento started reputation-wise, helping retailers to target the online shoppers and the experiences there. We talked with Peter Sheldon today about what you guys are doing in really formalizing how you're helping businesses, B2B organizations. There's so much opportunity that's really being driven by all of us as consumers and we have this expectation that we can get anything, anywhere, anytime. >> That's right. >> And have it delivered day or night. Amazon sets the bar really high. You guys had Amazon on main stage this morning talking about the fact that there's now 100 million Prime subscribers and how half of Amazon's revenue doesn't come from products they sell, this third-party marketplace just kicks open the doors of opportunity- >> Amanda: Right. >> for businesses from small to large alike. >> Yeah, I think it's really exciting, too, because, you know we can't all compete on price. We can't all be Amazon, but I think as we're really encouraging merchants to think about, What are you offering that's special? What are you doing from a content standpoint? Obviously, content is near and dear to me, that's my bread and butter and what I've been doing for a long time, but we really think about, what are we offering people that's value-add? Is it an added catalog, is it a manual? Is it something that helps you do your job better? Is it something that helps you go back to your organization and feel celebrated and feel excited?" I think when it comes to how we're empowering people, we're really focused on, from a content perspective, enabling you to, again, not really worry about the tech component, but think about how you can innovate your business. That's really important to us. >> Well, that's one of the things that Melissa Ben-Ishay, she's product officer at Baked by Melissa Cupcakes and how- >> Amanda: Sweet it is. >> I still want, it is, and I still want a cupcake. >> Amanda: Yes! >> It was very evident when we were talking with her that she gets, because of technology, that makes things simple for folks like herself, it allows her not to just grow the business, to open more stores, to reach hundreds of thousands of people, but to do so in a way that she doesn't have to worry about the technology. >> Amanda: Right, right. >> And that really- >> That's a great example, really, for us. I think when we look at who we're looking to enable, you know, Melissa started a business ten years ago, was let go from her job and said, Let me take a passion and bring it to life with business. They had e-commerce even before they had stores. They had e-commerce before they were up and running. I think using that as a linchpin, as a springboard to really bring her business to life, delivering a hundred cupcakes on foot on the New York City subway. I'm from New York, I ride the subway, I wouldn't want to do it with a hundred cupcakes, frankly, but these are the sort of bootstrap methods that she was enabled to do not worrying about that sort of tech component, right? She's bootstraps, she only had about five founders, five people around her with her business. Really great to hear from her and I don't see any cupcakes anywhere but I'm dying for one. >> Me too! >> Or five. >> We need to get some. One of the things that you mentioned, content, earlier, in being a content marketer, look at media as an example, with Netflix and Spotify and Amazon, and what's happened to traditional media. It's now that the way a service is delivered is as important as the content >> Absolutely. >> and what we've heard a lot from your customers that have been on the program today is they have the opportunity to deliver services in a responsive way, and in a way that's really personalized, which is really key, right? As consumers, we all want to have an experience that's tailored to us, and we've heard that as sort of an enabling capability that Magento is helping. We had a gentleman from Coca-Cola on, talking about the Share a Coke experience and how that started as a program in Australia. >> Amanda: Right. >> With one bottler, then went to Europe, then became something that was focused in store, and then the consumers are going, Hey, Coca-Cola, I can't find a bottle with my name on it. And it became this really big program for them, that they had to figure out, How do we do this in the U.S. with 70 bottlers? They needed technology that would allow them to identify and have this visibility of inventory, which you guys allow them to do, but to enable their customers to have an experience with a personalized bottle of Coca-Cola. >> Right. >> Amazing how the technology opens up doors like that, and allows these businesses, whether it's something as an establishment like Coca-Cola, or a Baked by Melissa, to be able to deliver this relevant, personal experience, at the touch of a button. It's Amazing. >> Well, listen, and it's non-negotiable, right? Think about your own experiences as a consumer. Who are you shopping with? I'm shopping with brands that understand me, that know what I need, that are offering value-add. You know, you might also revolutionize the way that we view our experiences, and we really don't have patience. Like you said, we have digital, everything is very quick, and I think the experience is the differentiator. We're really focused, again, on taking the technology out of your planning equation so that you can focus on what are you offering? What are you delivering? How are you delighting? That's a big, big area of opportunity and I think what you do to delight and engage and if you're using data intelligently, and not just the nitty gritty of data, but also simple things, the way that you welcome people via email, the way you engage on Instagram. There's a number of ways to do things that don't really require a lot of planning, a lot of cost, and so in our content efforts, we're really encouraging merchants to think about that. How do you do things in a sort of home-grown way without spending a lot of time or money? We have to be agile, we have to be quick as marketers, I certainly know that, that's the world I live in, and again, it's non-negotiable. I think as a consumer, if I don't feel that you understand me, if I don't feel that you're paying attention to the things that I'm buying or not buying, I'm going somewhere else. I'm going to go to a place that makes me feel as though I'm going to be fulfilled and delighted. I think delight is such an understated thing, but we're here at the Wynn which does a wonderful job with experience and everywhere you go it's so delightful and wonderful. >> Lisa: It is delightful! >> I came back to the room last night and my computer cord was just rattled up ever so gently, and I thought, That's delightful! You know, I Instagrammed that. That's a perfect example of providing experience that is superior. >> Speaking of experience, we just had the gentleman from the Accent Group on, Mark Teperson. It was so interesting how they've taken this company down in Australia and New Zealand, with multiple, many, many, many brands of footwear. And, you know, the online and the physical world have been merging in retail for a while now, but what they're wanting to do, to click and collect, and to create this in-store experience. It was such an interesting way of thinking about and hearing from a Chief Digital Officer say, We want to be able to enable people, especially mobile first, we're sitting on the couch with these things often, but to enable them to be able to come into my store and have an experience. That word is, we heard that referenced in many different times today, the Accent Group was a great example of that, as well as when we had your V.P. of Strategy on saying, A lot of cases depending on the, whether it's B2B or B2C, it's not mobile too, it's mobile only. It's not just leveraging technology and data and analytics to understand what I want as a consumer, but it's how I want to consume it. So it's what I was saying earlier about we're seeing this level playing field of how services are delivered, equally as important as the content that you're going to deliver to me. >> Yeah, absolutely. Again, non-negotiable, right? This idea of an omni-channel experience bridging the gaps between online and in-store, like you said, we're on the couch. I almost never shop on a computer any more, right? I'm mobile, we're enabled, we have PayPal, we our credit cards saved. I think to keep that momentum going, you want it to be a seamless experience. How many times have you gone online and found that an item is supposed to be available in the store. When you go, it's not there, right? I've even done due diligence as a savvy shopper who works in retail and says, Let me call the store and make sure it's there. There's really no margin for error there, because when we talk about experience, if you do go in store, and if you do take the initiative to make that purchase and take time out of your day, right, we're all busy people. I think mobile and digital has made it easy, especially Amazon Prime revolutionized that. (mimics beeping noise) Two days, it's on your doorstep. I think as we look to see who's sort of mimicking that experience, I think an easy way to do it, is simply put, have your systems connected, ensure that things are integrated, ensure that your inventory visibility is on point. It's a non-negotiable experience, really. >> Well, Amanda, we've had a blast at Magento Imagine 2018. Our first one, looking forward to being back next year. Thank you for putting together a great array of guests. I know we've learned a ton about this. I won't look at online shopping again the same. We want to thank you for helping us have a really enlightened and delightful conversation. >> And likewise, we've loved having theCUBE. You guys have been wonderful. I've learned a great deal and it's been really nice spending this time with you. So thanks for having me, Lisa. >> Absolutely. We hope you've had a delightful experience today with us on theCUBE. We've been live at Magento Imagine 2018. Check out theCUBE.net where you can find all the replays of the segments that we filmed today. You can also find the editorial components on SiliconANGLE.com. I'm Lisa Martin for theCUBE. We'll see you next time. (upbeat music)

>> Narrator: Live from the Wynn Hotel in Las Vegas, it's the CUBE, covering Magento Imagine 2018, brought to you by Magento. (upbeat music) >> Hey, welcome to the CUBE, we are live in Las Vegas at the Wynn for Magento Imagine 2018. I'm Lisa Martin with my co-host John Furrier, and John, we have a really exciting day planned, talking all things digital commerce innovation. What are you most excited about? >> Well Magento's one of those companies that people know about, but it's the rocket ship in eCommerce, mainly because they've cracked the code on a few things, Lisa, that I'm really impressed with. One is, they've modernized eCommerce. ECommerce has been around 25 plus years on the web, with internet, but you think of it like the old Amazon, eBay, database world, but now we're living in a cloud world, cloud native's big, and there's still money to be made in retail as everything goes online. The digital transformation is impacting retail more than ever, smart phones is over 10 years old, so the question I've always asked is, where's the modern stack? So these guys have cracked the code on that. Two, and they're powering a lot of impressive sites, and the growth is phenomenal, but they have an ecosystem partner network that you can see behind us, if you can look at the camera you'll see hundreds of partners. So I mean, eCommerce obviously isn't going away, look at the growth of digital, digital natives are coming online, people want to do things digitally, but also it's changing the offline consumer experience. So there's a gap, traditionally, between online, offline, that's coming together. This is only going to get more acute as cloud, mobile, decentralized, block chain, there's still eCommerce in our future, and it's just never going away, and these guys have a really interesting approach, so we're excited to find out more here on what they're doing, their success, and how eCommerce is going to evolve. To me, that's the number one story is, can people leverage turnkey, scalable digital technologies to do business? >> So Magento has built their reputation on helping retailers to target online shoppers. You talked about online and offline, but they're now moving into the B2B space. As consumers, we expect, Amazon set the bar obviously very high, we expect to be able to get whatever we want as consumers, we're channel agnostic, we don't care, we just want to be able to find whatever we want when we want it, have it shipped to us, have it shipped to the store, and that is spilling over into the B2B space. And Magento's data suggests that 93% of B2B buyers want to be able to buy online, which not only changes the sales model, it changes the marketing model as well. >> I mean, they're taking the charge, that's the slogan here, and the thing that's interesting is that it used to be nice little buckets, B2C, business to consumer, B2B, business to business, but really it's a consumer to consumer role, and one of the things that you see right now social media is consumers are directly involved in either the content development process, or the engagement process. And if you look at no further than the side effects of what we see with Facebook, the downside of this whole data conversation is that the users want to be in control, and they are in control. So you're seeing almost a blurring of the lines between B2B, B2B, and C2C, where people need to tailor the eCommerce experience and have the data insights, either realtime, and or intelligent wise to know that the consumer is participating offline, they're online, but also peer to peer. The consumer to consumer relationship is to me going to be the cutting edge forward innovation area that a lot of these companies are going to innovate on because a lot of referrals are going on organically now as it's not so much audience anymore, because the audience is online digitally, it's about the network connection. So as people have a network connection with their friends, and you're seeing Facebook proving this, and LinkedIn, and others, is that you're going to start to see that data be very important. So I see a future where eCommerce stacks have to support consumer to consumer in any context, business to business, B2C, business to consumer, consumer to consumer, this is the holy grail, and whoever can scale that, again at large scale, while creating a money making opportunity, value creation opportunity for ecosystems is the winning formula. >> One of the themes that popped up during the keynote this morning with a number of folks that were on stage, including their CEO, and the Pittsburgh Steelers, was personalization. That's something that we expect as consumers, and as well as business buyers, we want to be able to have something where we know they know us, but we don't want to be marketed to. So Magento has done an interesting job and we're going to have a number of guests on the show today talking about how they're enabling this more personalized customized, you mentioned the word tailored, experience as a consumer to be able to get what I want when I want it, but also, through a now omnichannel. We're going to hear a lot about omnichannel today and how that's enabling new revenue streams, reduction in attrition, they talked about one of their newest features, Magento did, with the instant purchase. We want to be able to click once, buy it, and have it, something that means something to us, be able to buy it again, and again, and again. >> I mean this is the challenge right, in eCommerce, is table stakes are some of these features like instant click buying, having the kind of personalization, but the real angle to me is bringing in the personalization so that the consumer's involved. So what you see with the Steelers for instance, they do realtime shooting of the game and incorporate the fan experience into the eCommerce experience really seamlessly and in realtime, and so what you have is a change of a methodology. And so, eCommerce used to be a very one directional monologue, you'd put content out there, people browse and consume. Now you have a realtime interactivity piece, which changes the content production perspective, and the Steelers pointed that out. In the tech world, we used to call this agile programming, when you write software development. So you start to see the concept of agile come into eCommerce where, whether it's an entrepreneur, Melissa, baking goods, or a business, they want to focus on the business at hand, not provisioning technology. So you've got to have a partner like a Magento or someone who can build all that tech turnkey so that people can focus on the business at hand and that's agile. So if they decide to incorporate something really fast, you can't have this waterfall process, and that's the problem with the content market, and that is a legacy baggage of eCommerce, where hey, we built it, we ship it, but we got to go back and decide what to change, and we got to push it through the code base. You're provisioning technology, that is an old way of doing things, that's not ideal for the modern era. You need to be very agile, very scrum like, to use that term, and content people need that to be successful because the difference between realtime and having that right experience is a matter of seconds and or context specifics. So agile content, can't be waterfall. >> Exactly, agile content that's data driven. You mentioned data earlier, we're going to actually be talking with Anita Andrews, who's going to be talking about what Magento can facilitate and deliver their users with respect to BI, the Steelers talked about that, they actually see when the Steelers aren't doing well, they see a reduction in merchandise, merch that's actually purchased on site. So they have the data to be able to make the decisions to deliver this personalized content in a way that they can see, how can we adjust our sales structure to be able to capitalize on revenue opportunities. >> I mean responding to data is really critical, so the Steelers example is great. When they lose, there's no sales, 'cause everyone's kind of bummed out. When they win, they sell everything out. So you know, in sports world, which is that big part of Magento's base, managing the assets of running the franchise, for instance, becomes a real big thing. Whether it's food, or apparel, or any kind of fan experience, they can adjust either dynamic pricing, these are the things that the content owners want. They want to be able to say, hey, we can understand sentiment from the data, and then adjust the marketing mix and content mix based on what's going on in realtime. That's a game changer, and if you can do that on a form factor for web, mobility, and future formats, whether it's cryptocurrency, that is going to be to me the tell sign of who's innovating. >> And speaking of innovation, this is the eighth event that Magento, the eighth Imagine event, our first time here, but you mentioned their partner ecosystem, there's 1150 solutions and technology partners you can see quite a few of them behind us here, a lot of people are needing this type of technology to be able to better merge the online and offline worlds, across consumers, across businesses. We have some great guests here who are going to talk to us about how they're doing that, enabling multi-retail, enabling multi-channel, and really enabling this true globalization of commerce to allow businesses to go, we actually have a guy from Coca Cola who's going to be on today, talking about the project that they are, where they're personalizing the Coke bottles, it's such an interesting topic of discussion because it's very personal and very relatable, and I think. >> Marketing's always, market to the persona of one, but now you have a brand relationship that's online and offline, and this is changing how companies are building their assets. So an offline retail outlet, whether it's a mall or a superstore, or whatever, that can be configured in a way that's complementary to the online, and then having the merging of the data, and then having that relationship with the consumer. To me, omnichannel is a huge retail challenge, it's super important, because at the end of the day, do you want to have that insight into the customer, but also have the great experience, that's key. >> Exactly, so we're going to be talking with the Accent Group, who's an award nominee for their awards here, and they're going to be talking about how they are merging multiple brands, hundreds of thousands of SKUs to be able to facilitate, and also give them the insight that retailers need on inventory, giving them fulfillment options, there's so much positive business outcomes that can be generated from this. We talked about reducing attrition, getting us faster check outs, we want to have something that's very simple, very seamless, and as you pointed out, really interesting to understand, what is the modern technology stack that can facilitate that? >> Yeah, great user experience, retail intelligence is something I think that's going to be something that's fascinating, and again, it's all about scale and the technology stack, and taking that complexity away from the customer, because at the end of the day, the digital storefront is what people are going to be interfacing with on a primary basis, that's also very complementary to the offline. So I'm super excited, I'm totally pumped to get into it. >> Me too, well looking forward to hosting with you all day John, and again, we are live in Las Vegas at the Wynn at Magento Imagine 2018. I'm Lisa Martin with John Furrier, we're going to be here all day, stick around. We're going to be right back with our next guest. (upbeat music)