>> Welcome back to the program. My name is Dave Valante and in this session, we're going to explore one of the more interesting topics of the day. IoT for Smart Factories. And with me are, Todd Edmunds,the Global CTO of Smart Manufacturing Edge and Digital Twins at Dell Technologies. That is such a cool title. (chuckles) I want to be you. And Dr. Aditi Banerjee, who's the Vice President, General Manager for Aerospace Defense and Manufacturing at DXC Technology. Another really cool title. Folks, welcome to the program. Thanks for coming on. >> Thanks Dave. >> Thank you. Great to be here. >> Nice to be here. >> Todd, let's start with you. We hear a lot about Industry 4.0, Smart Factories, IIoT. Can you briefly explain, what is Industry 4.0 all about and why is it important for the manufacturing industry? >> Yeah. Sure, Dave. You know, it's been around for quite a while and it's gone by multiple different names, as you said. Industry 4.0, Smart Manufacturing, Industrial IoT, Smart Factory. But it all really means the same thing, its really applying technology to get more out of the factories and the facilities that you have to do your manufacturing. So, being much more efficient, implementing really good sustainability initiatives. And so, we really look at that by saying, okay, what are we going to do with technology to really accelerate what we've been doing for a long, long time? So it's really not- it's not new. It's been around for a long time. What's new is that manufacturers are looking at this, not as a one-of, two-of individual Use Case point of view but instead they're saying, we really need to look at this holistically, thinking about a strategic investment in how we do this. Not to just enable one or two Use Cases, but enable many many Use Cases across the spectrum. I mean, there's tons of them out there. There's Predictive maintenance and there's OEE, Overall Equipment Effectiveness and there's Computer Vision and all of these things are starting to percolate down to the factory floor, but it needs to be done in a little bit different way and really to really get those outcomes that they're looking for in Smart Factory or Industry 4.0 or however you want to call it. And truly transform, not just throw an Industry 4.0 Use Case out there but to do the digital transformation that's really necessary and to be able to stay relevant for the future. I heard it once said that you have three options. Either you digitally transform and stay relevant for the future or you don't and fade into history. Like, 52% of the companies that used to be on the Fortune 500 since 2000. Right? And so, really that's a key thing and we're seeing that really, really being adopted by manufacturers all across the globe. >> Yeah. So, Aditi, it's like digital transformation is almost synonymous with business transformation. So, is there anything you'd add to what Todd just said? >> Absolutely. Though, I would really add that what really drives Industry 4.0 is the business transformation. What we are able to deliver in terms of improving the manufacturing KPIs and the KPIs for customer satisfaction, right? For example, improving the downtime or decreasing the maintenance cycle of the equipments or improving the quality of products, right? So, I think these are lot of business outcomes that our customers are looking at while using Industry 4.0 and the technologies of Industry 4.0 to deliver these outcomes. >> So, Aditi, I wonder if I could stay with you and maybe this is a bit esoteric but when I first first started researching IoT and Industrial IoT 4.0, et cetera, I felt, well, there could be some disruptions in the ecosystem. I kind of came to the conclusion that large manufacturing firms, Aerospace Defense companies the firms building out critical infrastructure actually had kind of an incumbent advantage and a great opportunity. Of course, then I saw on TV somebody now they're building homes with 3D printers. It like blows your mind. So that's pretty disruptive. But, so- But they got to continue, the incumbents have to continue to invest in the future. They're well-capitalized. They're pretty good businesses, very good businesses but there's a lot of complexities involved in kind of connecting the old house to the new addition that's being built, if you will, or this transformation that we're talking about. So, my question is, how are your customers preparing for this new era? What are the key challenges that they're facing in the the blockers, if you will? >> Yeah, I mean the customers are looking at Industry 4.0 for Greenfield Factories, right? That is where the investments are going directly into building the factories with the new technologies, with the new connectivities, right? For the machines, for example, Industrial IoT having the right type of data platforms to drive computational analytics and outcomes, as well as looking at Edge versus Cloud type of technologies, right? Those are all getting built in the Greenfield Factories. However, for the Install-Based Factories, right? That is where our customers are looking at how do I modernize these factories? How do I connect the existing machine? And that is where some of the challenges come in on the legacy system connectivity that they need to think about. Also, they need to start thinking about cybersecurity and operation technology security because now you are connecting the factories to each other. So, cybersecurity becomes top of mind, right? So, there is definitely investment that is involved. Clients are creating roadmaps for digitizing and modernizing these factories and investments in a very strategic way. So, perhaps they start with the innovation program and then they look at the business case and they scale it up, right? >> Todd, I'm glad you did brought up security, because if you think about the operations technology folks, historically they air-gaped the systems, that's how they created security. That's changed. The business came in and said, 'Hey, we got to connect. We got to make it intelligence.' So, that's got to be a big challenge as well. >> It absolutely is, Dave. And, you know, you can no longer just segment that because really to get all of those efficiencies that we talk about, that IoT and Industrial IoT and Industry 4.0 promise, you have to get data out of the factory but then you got to put data back in the factory. So, no longer is it just firewalling everything is really the answer. So, you really have to have a comprehensive approach to security, but you also have to have a comprehensive approach to the Cloud and what that means. And does it mean a continuum of Cloud all the way down to the Edge, right down to the factory? It absolutely does. Because no one approach has the answer to everything. The more you go to the Cloud the broader the attack surface is. So, what we're seeing is a lot of our customers approaching this from kind of that hybrid right ones run anywhere on the factory floor down to the Edge. And one of the things we're seeing too, is to help distinguish between what is the Edge and bridge that gap between, like, Dave, you talked about IT and OT and also help what Aditi talked about is the Greenfield Plants versus the Brownfield Plants that they call it, that are the legacy ones and modernizing those. It's great to kind of start to delineate what does that mean? Where's the Edge? Where's the IT and the OT? We see that from a couple of different ways. We start to think about really two Edges in a manufacturing floor. We talk about an Industrial Edge that sits... or some people call it a Far Edge or a Thin Edge, sits way down on that plant, consists of industrial hardened devices that do that connectivity. The hard stuff about how do I connect to this obsolete legacy protocol and what do I do with it? And create that next generation of data that has context. And then we see another Edge evolving above that, which is much more of a data and analytics and enterprise grade application layer that sits down in the factory itself; that helps figure out where we're going to run this? Does it connect to the Cloud? Do we run Applications On-Prem? Because a lot of times that On-Prem Application it needs to be done. 'Cause that's the only way that it's going to work because of security requirements, because of latency requirements performance and a lot of times, cost. It's really helpful to build that Multiple-Edge strategy because then you kind of, you consolidate all of those resources, applications, infrastructure, hardware into a centralized location. Makes it much, much easier to really deploy and manage that security. But it also makes it easier to deploy new Applications, new Use Cases and become the foundation for DXC'S expertise and Applications that they deliver to our customers as well. >> Todd, how complex are these projects? I mean, I feel like it's kind of the the digital equivalent of building the Hoover Dam. I mean, its.. so yeah. How long does a typical project take? I know it varies, but what are the critical success factors in terms of delivering business value quickly? >> Yeah, that's a great question in that we're- you know, like I said at the beginning, this is not new. Smart Factory and Industry 4.0 is not new. It's been, it's people have been trying to implement the Holy Grail of Smart Factory for a long time. And what we're seeing is a switch, a little bit of a switch or quite a bit of a switch to where the enterprises and the IT folks are having a much bigger say and they have a lot to offer to be able to help that complexity. So, instead of deploying a computer here and a Gateway there and a Server there, I mean, you go walk into any manufacturing plant and you can see Servers sitting underneath someone's desk or a PC in a closet somewhere running a critical production application. So, we're seeing the enterprise have a much bigger say at the table, much louder voice at the table to say, we've been doing this enterprise all the time. We know how to really consolidate, bring Hyper-Converged Applications, Hyper-Converged Infrastructure to really accelerate these kind of applications. Really accelerate the outcomes that are needed to really drive that Smart Factory and start to bring that same capabilities down into the Mac on the factory floor. That way, if you do it once to make it easier to implement, you can repeat that. You can scale that. You can manage it much easily and you can then bring that all together because you have the security in one centralized location. So, we're seeing manufacturers that first Use Case may be fairly difficult to implement and we got to go down in and see exactly what their problems are. But when the infrastructure is done the correct way when that- Think about how you're going to run that and how are you going to optimize the engineering. Well, let's take that what you've done in that one factory and then set. Let's make that across all the factories including the factory that we're in, then across the globe. That makes it much, much easier. You really do the hard work once and then repeat. Almost like cookie cutter. >> Got it. Thank you. >> Aditi, what about the skillsets available to apply these to these projects? You got to have knowledge of digital, AI, Data, Integration. Is there a talent shortage to get all this stuff done? >> Yeah, I mean, definitely. Lot different types of skillsets are needed from a traditional manufacturing skillset, right? Of course, the basic knowledge of manufacturing is important. But the digital skillsets like IoT, having a skillset in in different Protocols for connecting the machines, right? That experience that comes with it. Data and Analytics, Security, Augmented Virtual Reality Programming. Again, looking at Robotics and the Digital Twin. So, the... It's a lot more connectivity software, data-driven skillsets that are needed to Smart Factory to life at scale. And, you know, lots of firms are recruiting these types of resources with these skill sets to accelerate their Smart Factory implementation, as well as consulting firms like DXC Technology and others. We recruit, we train our talent to provide these services. >> Got it. Aditi, I wonder if we could stay on you. Let's talk about the partnership between DXC and Dell. What are you doing specifically to simplify the move to Industry 4.0 for customers? What solutions are you offering? How are you working together, Dell and DXC to bring these to market? >> Yeah, Dell and DXC have a very strong partnership and we work very closely together to create solutions, to create strategies and how we are going to jointly help our clients, right? So, areas that we have worked closely together is Edge Compute, right? How that impacts the Smart Factory. So, we have worked pretty closely in that area. We're also looked at Vision Technologies. How do we use that at the Edge to improve the quality of products, right? So, we have several areas that we collaborate in and our approaches that we want to bring solutions to our client and as well as help them scale those solutions with the right infrastructure, the right talent and the right level of security. So, we bring a comprehensive solution to our clients. >> So, Todd, last question. Kind of similar but different, you know. Why Dell, DXC, pitch me? What's different about this partnership? Where are you confident that you're going to be to deliver the best value to customers? >> Absolutely. Great question. You know, there's no shortage of Bespoke Solutions that are out there. There's hundreds of people that can come in and do individual Use Cases and do these things and just, and that's where it ends. What Dell and DXC Technology together bring to the table is we do the optimization of the engineering of those previously Bespoke Solutions upfront, together. The power of our scalable enterprise grade structured industry standard infrastructure, as well as our expertise in delivering package solutions that really accelerate with DXC's expertise and reputation as a global trusted advisor. Be able to really scale and repeat those solutions that DXC is so really, really good at. And Dell's infrastructure and our, 30,000 people across the globe that are really, really good at that scalable infrastructure to be able to repeat. And then it really lessens the risk that our customers have and really accelerates those solutions. So it's again, not just one individual solutions it's all of the solutions that not just drive Use Cases but drive outcomes with those solutions. >> Yeah, you're right. The partnership has gone, I mean I first encountered it back in, I think it was 2010. May of 2010. We had guys both on the, I think you were talking about converged infrastructure and I had a customer on, and it was actually the manufacturing customer. It was quite interesting. And back then it was how do we kind of replicate what's coming in the Cloud? And you guys have obviously taken it into the digital world. Really want to thank you for your time today. Great conversation and love to have you back. >> Thank you so much. It was a pleasure speaking with you. I agree. >> All right, keep it right there for more discussions that educate and inspire on "The Cube."

>> Welcome back to the program. My name is Dave Vellante and in this session we're going to explore one of the more interesting topics of the day. IoT for smart factories and with me are Todd Edmunds, the global CTO of Smart Manufacturing, Edge and Digital Twins, at Dell Technologies. That is such a cool title. (Todd laughs) I want to be you. And Dr. Aditi Banerjee, who's the Vice President General Manager for Aerospace Defense and Manufacturing at DXC Technology. Another really cool title. Folks, welcome to the program. Thanks for coming on. >> Thanks Dave. >> Thank you. Great to be here. >> Well- >> Nice to be here. >> Todd, let's start with you. We hear a lot about Industry 4.0, smart factories, IIoT. Can you briefly explain, like, what is Industry 4.0 all about and why is it important for the manufacturing industry? >> Yeah, sure Dave. You know, it's been around for quite a while and it's got, it's gone by multiple different names. As you said, Industry 4.0, smart manufacturing, industrial IoT, smart factory. But it all really means the same thing. It's really applying technology to get more out of the factories and the facilities that you have to do your manufacturing. So being much more efficient. Implementing really good sustainability initiatives. And so we really look at that by saying, "Okay, what are we going to do with technology to really accelerate what we've been doing for a long, long time"? So it's really not, it's not new. It's been around for a long time. What's new is that manufacturers are looking at this, not as a one-off, two off individual use case point of view, but instead they're saying, "We really need to look at this holistically, thinking about a strategic investment in how we do this." Not to just enable one or two use cases, but enable many, many use cases across the spectrum. I mean, there's tons of 'em out there. There's predictive maintenance and there's OEE, overall equipment effectiveness, and there's computer vision. And all of these things are starting to percolate down to the factory floor, but it needs to be done in a little bit different way. And really to to really get those outcomes that they're looking for in smart factory, or Industry 4.0, or however you want to call it. And truly transform. Not just throw an Industry 4.0 use case out there, but to do the digital transformation that's really necessary and to be able to stay relevant for the future. You know, I heard it once said that you have three options. Either you digitally transform and stay relevant for the future or you don't and fade into history like 52% of the companies that used to be on the Fortune 500 since 2000, right. And so really that's a key thing and we're seeing that really, really being adopted by manufacturers all across the globe. >> Yeah, so Aditi, that's like digital transformation is almost synonymous with business transformation. So is there anything you'd add to what Todd just said? >> Absolutely, though, I would really add that what really drives Industry 4.0 is the business transformation. What we are able to deliver in terms of improving the manufacturing KPIs and the KPIs for customer satisfaction, right. For example, improving the downtime, you know, or decreasing the maintenance cycle of the equipments or improving the quality of products, right. So I think these are lot of business outcomes that our customers are looking at while using Industry 4.0 and the technologies of Industry 4.0 to deliver these outcomes. >> So Aditi, one, if I could stay with you and maybe this is a bit esoteric, but when I first started researching IoT and Industrial IoT 4.0, et cetera, I felt, you know, while there could be some disruptions in the ecosystem, I kind of came to the conclusion that large manufacturing firms, aerospace defense companies, the firms building out critical infrastructure, actually had kind of an incumbent advantage and a great opportunity. Of course, then I saw on TV, somebody now, they're building homes with 3D printers. It like blows your mind. So that's pretty disruptive. But. So, but they got to continue, the incumbents have to continue to invest in the future. They're well capitalized. They're pretty good businesses. Very good businesses. But there's a lot of complexities involved in kind of connecting the old house to the new addition that's being built, if you will. Or there's transformation that we're talking about. So my question is how are your customers preparing for this new era? What are the key challenges that they're facing in the blockers, if you will? >> Yeah, I mean the customers are looking at Industry 4.0 for greenfield factories, right. That is where the investments are going directly into building the factories with the new technologies with the new connectivities, right, for the machines, for example. Industry IoT, Having the right type of data platforms to drive computational analytics and outcomes, as well as looking at edge versus cloud type of technologies, right. Those are all getting built in the greenfield factories. However, for the install-based factories, right, that is where our customers are looking at how do I modernize, right. These factories. How do I connect the existing machine? And that is where some of the challenges come in on, you know, the legacy system connectivity that they need to think about. Also, they need to start thinking about cybersecurity and operation technology security, right, because now you are connecting the factories to each other, right. So cybersecurity becomes top of mind, right. So there is definitely investment that is involved. Clients are creating roadmaps for digitizing and modernizing these factories and investments in a very strategic way, right. So perhaps they start with the innovation program. And then they look at the business case and they scale it up, right. >> Todd, I'm glad Aditi brought up security because if you think about the operations technology, you know folks, historically they air gapped, you know, the systems. That's how they created security. That's changed. The business came in and said, "Hey, we got to connect. We got to make it intelligent." So that's got to be a big challenge as well. >> It absolutely is Dave. And, you know, you can no longer just segment that because really to get all of those efficiencies that we talk about, that IOT and industrial IoT and Industry 4.0 promise, you have to get data out of the factory but then you got to put data back in the factory. So no longer is it just firewalling everything is really the answer. So you really have to have a comprehensive approach to security, but you also have to have a comprehensive approach to the cloud and what that means. And does it mean a continuum of cloud all the way down to the edge, right down to the factory? It absolutely does because no one approach has the answer to everything. The more you go to the cloud, the broader the attack surface is. So what we're seeing is a lot of our customers approaching this from, kind of, that hybrid, you know, write once, run anywhere on the factory floor down to the edge. And one of things we're seeing too is to help distinguish between what is the edge and that. And bridge that gap between, like Dave, you talked about IT and OT, and also help that what Aditi talked about is the greenfield plants versus the brownfield plants, that they call it, that are the legacy ones and modernizing those, is it's great to kind of start to delineate. What does that mean? Where's the edge? Where's the IT and the OT? We see that from a couple of different ways. We start to think about, really, two edges in a manufacturing floor. We talk about an industrial edge that sits, or some people call it a far edge or a thin edge, sits way down on that plant. Consists of industrial hardened devices that do that connectivity, the hard stuff, about how do I connect to this obsolete legacy protocol and what do I do with it? And create that next generation of data that has context. And then we see another edge evolving above that which is much more of a data and analytics and enterprise grade application layer that sits down in the factory itself that helps figure out where we're going to run this. Is... Does it connect to the cloud? Do we run applications on-prem? Because a lot of times that on-prem application is needs to be done because that's the only way it's going to work. Because of security requirements. Because of latency requirements, performance, and a lot of times, cost. It's really helpful to build that multiple edge strategy because then you consolidate all of those resources, applications, infrastructure, hardware, into a centralized location. Makes it much, much easier to really deploy and manage that security. But it also makes it easier to deploy new applications, new use cases, and become the foundation for DXC's expertise in applications that they deliver to our customers as well. >> Todd, how complex are these projects? I mean, I feel like it's kind of the digital equivalent of building the Hoover Dam. I mean, it... So, yeah, how long does a typical project take? I know it varies, but what, you know, what are the critical success factors in terms of delivering business value quickly? >> Yeah, that's a great question in that we're, you know, like I said at the beginning, this is not new smart factory and Industry 4.0 is not new. It's been... It's people have been trying to implement the holy grail of smart factory for a long time. And what we're seeing is a switch, a little bit of a switch or quite a bit of a switch, to where the enterprise and the IT folks are having a much bigger say and have a lot to offer to be able to help that complexity. So instead of deploying a computer here and a gateway there and a server there. I mean, you go walk into any manufacturing plant and you can see servers sitting underneath someone's desk or a PC in a closet somewhere running a a critical production application. So we're seeing the enterprise have a much bigger say at the table. Much louder voice at the table to say, "We've been doing this enterprise all the time. We know how to really consolidate, bring hyper-converged applications, hyper-converged infrastructure, to really accelerate these kind of applications. Really accelerate the outcomes that are needed to really drive that smart factory." And start to bring that same capabilities down into the Mac on the factory floor. That way, if you do it once to make it easier to implement you can repeat that. You can scale that. You can manage it much easily. And you can then bring that all together because you have the security in one centralized location. So we're seeing manufacturers... Yeah, that first use case may be fairly difficult to implement and we got to go down in and see exactly what their problems are. But when the infrastructure is done the correct way, when that... Think about how you're going to run that and how are you going to optimize the engineering. Well, let's take that what you've done in that one factory and then set. Let's that, make that across all the factories including the factory that we're in, but across the globe. That makes it much, much easier. You really do the hard work once and then repeat almost like a cookie cutter. >> Got it, thank you. Aditi, what about the skillsets available to apply these to these projects? You got to have knowledge of digital, AI, data, integration. Is there a talent shortage to get all this stuff done? >> Yeah, I mean, definitely. Different types of skillsets are needed from a traditional manufacturing skillset, right. Of course, the basic knowledge of manufacturing is important. But the digital skillsets, like, you know, IoT. Having a skillset in different protocols for connecting the machines, right. That experience that comes with it. Data and analytics, security, augmented virtual reality, programming. You know, again, looking at robotics and the digital twin. So, you know, it's a lot more connectivity software data-driven skillsets that are needed to smart factory to life at scale. And, you know, lots of firms are, you know, recruiting these types of resources with these skillsets to, you know, accelerate their smart factory implementation as well as consulting firms like DXC technology and others. We recruit. We train our talent to provide these services. >> Got it. Aditi, I wonder if we could stay on you. Let's talk about the partnership between DXC and Dell. What are you doing specifically to simplify the move to industry 4.0 for customers? What solutions are you offering? How are you working together, Dell and DXC, to bring these to market? >> Yeah, I... Dell and DXC have a very strong partnership, you know, and we work very closely together to create solutions, to create strategies, and how we are going to jointly help our clients, right. So. Areas that we have worked closely together is edge compute, right. How that impacts the smart factory. So we have worked pretty closely in that area. We're also looked at vision technologies, you know. How do we use that at the edge to improve the quality of products, right. So we have several areas that we collaborate in and our approach is that we want to bring solutions to our client and as well as help them scale those solutions with the right infrastructure, the right talent, and the right level of security. So we bring a comprehensive solution to our clients. >> So, Todd, last question. Kind of similar but different. You know, why Dell DXC? Pitch me. What's different about this partnership? You know, where are you confident that, you know, you're going to deliver the best value to customers? >> Absolutely, great question. You know, there's no shortage of bespoke solutions that are out there. There's hundreds of people that can come in and do individual use cases and do these things and just... And that's where it ends. What Dell and DXC Technology together bring to the table is we do the optimization of the engineering of those previously bespoke solutions upfront, together. Right. The power of our scalables, enterprise grade, structured, you know, industry standard infrastructure as well as our expertise in delivering package solutions that really accelerate with DXC's expertise and reputation as a global trusted advisor. Be able to really scale and repeat those solutions that DXC is so really, really good at. And Dell's infrastructure and our, what, 30,000 people across the globe that are really, really good at that scalable infrastructure to be able to repeat. And then it really lessens the risk that our customers have and really accelerates those solutions. So it's, again, not just one individual solutions. It's all of the solutions that not just drive use cases but drive outcomes with those solutions. >> Yeah, you're right. The partnership has gone... I mean, I first encountered it back in, I think, it was 2010, May of 2010. We had you guys both on the queue... I think we were talking about converged infrastructure and I had a customer on, and it was actually manufacturing customer. Was quite interesting. And back then it was how do we kind of replicate what's coming in the cloud? And you guys have obviously taken it into the digital world. Really want to thank you for your time today. Great conversation. And love to have you back. >> Thank you so much. >> Absolutely. >> It was a pleasure speaking with you. >> I agree. >> All right, keep it right there for more discussions that educate and inspire on theCUBE.

>>Hey everyone, welcome to the Cube's coverage of AWS Reinvent 2022. Lisa Martin here with you with Subaru ier, one of our alumni who's now the CEO of Aerospike. Sabu. Great to have you on the program. Thank you for joining us. >>Great as always, to be on the cube. Luisa, good to meet you. >>So, you know, every company these days has got to be a data company, whether it's a retailer, a manufacturer, a grocer, a automotive company. But for a lot of companies, data is underutilized, yet a huge asset that is value added. Why do you think companies are struggling so much to make data a value added asset? >>Well, you know, we, we see this across the board when I talk to customers and prospects. There's a desire from the business and from it actually to leverage data to really fuel newer applications, newer services, newer business lines, if you will, for companies. I think the struggle is one, I think one the, you know, the plethora of data that is created, you know, surveys say that over the next three years data is gonna be, you know, by 2025, around 175 zetabytes, right? A hundred and zetabytes of data is gonna be created. And that's really a, a, a growth of north of 30% year over year. But the more important, and the interesting thing is the real time component of that data is actually growing at, you know, 35% cagr. And what enterprises desire is decisions that are made in real time or near real time. >>And a lot of the challenges that do exist today is that either the infrastructure that enterprises have in place was never built to actually manipulate data in real time. The second is really the ability to actually put something in place which can handle spikes yet be cost efficient if you'll, so you can build for really peak loads, but then it's very expensive to operate that particular service at normal loads. So how do you build something which actually works for you, for both you, both users, so to speak? And the last point that we see out there is even if you're able to, you know, bring all that data, you don't have the processing capability to run through that data. So as a result, most enterprises struggle with one, capturing the data, you know, making decisions from it in real time and really operating it at the cost point that they need to operate it at. >>You know, you bring up a great point with respect to real time data access. And I think one of the things that we've learned the last couple of years is that access to real time data, it's not a nice to have anymore. It's business critical for organizations in any industry. Talk about that as one of the challenges that organizations are facing. >>Yeah. When, when, when we started Aerospike, right when the company started, it started with the premise that data is gonna grow, number one, exponentially. Two, when applications open up to the internet, there's gonna be a flood of users and demands on those applications. And that was true primarily when we started the company in the ad tech vertical. So ad tech was the first vertical where there was a lot of data both on the supply side and the demand side from an inventory of ads that were available. And on the other hand, they had like microseconds or milliseconds in which they could make a decision on which ad to put in front of you and I so that we would click or engage with that particular ad. But over the last three to five years, what we've seen is as digitization has actually permeated every industry out there, the need to harness data in real time is pretty much present in every industry. >>Whether that's retail, whether that's financial services, telecommunications, e-commerce, gaming and entertainment. Every industry has a desire. One, the innovative companies, the small companies rather, are innovating at a pace and standing up new businesses to compete with the larger companies in each of these verticals. And the larger companies don't wanna be left behind. So they're standing up their own competing services or getting into new lines of business that really harness and are driven by real time data. So this compelling pressures, one, the customer exp you know, customer experience is paramount and we as customers expect answers in, you know, an instant in real time. And on the other hand, the way they make decisions is based on a large data set because you know, larger data sets actually propel better decisions. So there's competing pressures here, which essentially drive the need. One from a business perspective, two from a customer perspective to harness all of this data in real time. So that's what's driving an inces need to actually make decisions in real or near real time. >>You know, I think one of the things that's been in short supply over the last couple of years is patients we do expect as consumers, whether we're in our business lives, our personal lives that we're going to be getting, be given information and data that's relevant, it's personal to help us make those real time decisions. So having access to real time data is really business critical for organizations across any industries. Talk about some of the main capabilities that modern data applications and data platforms need to have. What are some of the key capabilities of a modern data platform that need to be delivered to meet demanding customer expectations? >>So, you know, going back to your initial question Lisa, around why is data really a high value but underutilized or underleveraged asset? One of the reasons we see is a lot of the data platforms that, you know, some of these applications were built on have been then around for a decade plus and they were never built for the needs of today, which is really driving a lot of data and driving insight in real time from a lot of data. So there are four major capabilities that we see that are essential ingredients of any modern data platform. One is really the ability to, you know, operate at unlimited scale. So what we mean by that is really the ability to scale from gigabytes to even petabytes without any degradation in performance or latency or throughput. The second is really, you know, predictable performance. So can you actually deliver predictable performance as your data size grows or your throughput grows or your concurrent user on that application of service grows? >>It's really easy to build an application that operates at low scale or low throughput or low concurrency, but performance usually starts degrading as you start scaling one of these attributes. The third thing is the ability to operate and always on globally resilient application. And that requires a, a really robust data platform that can be up on a five, nine basis globally, can support global distribution because a lot of these applications have global users. And the last point is, goes back to my first answer, which is, can you operate all of this at a cost point? Which is not prohibitive, but it makes sense from a TCO perspective. Cuz a lot of times what we see is people make choices of data platforms and as ironically their service or applications become more successful and more users join their journey, the revenue starts going up, the user base starts going up, but the cost basis starts crossing over the revenue and they're losing money on the service, ironically, as the service becomes more popular. So really unlimited scale, predictable performance always on, on a globally resilient basis and low tco. These are the four essential capabilities of any modern data platform. >>So then talk to me with those as the four main core functionalities of a modern data platform. How does aerospace deliver that? >>So we were built, as I said, from the from day one to operate at unlimited scale and deliver predictable performance. And then over the years as we work with customers, we build this incredible high availability capability which helps us deliver the always on, you know, operations. So we have customers who are, who have been on the platform 10 years with no downtime for example, right? So we are talking about an amazing continuum of high availability that we provide for customers who operate these, you know, globally resilient services. The key to our innovation here is what we call the hybrid memory architecture. So, you know, going a little bit technically deep here, essentially what we built out in our architecture is the ability on each node or each server to treat a bank of SSDs or solid state devices as essentially extended memory. So you're getting memory performance, but you're accessing these SSDs, you're not paying memory prices, but you're getting memory performance as a result of that. >>You can attach a lot more data to each node or each server in your distributed cluster. And when you kind of scale that across basically a distributed cluster you can do with aerospike, the same things at 60 to 80% lower server count and as a result 60 to 80% lower TCO compared to some of the other options that are available in the market. Then basically, as I said, that's the key kind of starting point to the innovation. We layer around capabilities like, you know, replication change, data notification, you know, synchronous and asynchronous replication. The ability to actually stretch a single cluster across multiple regions. So for example, if you're operating a global service, you can have a single aerospace cluster with one node in San Francisco, one northern New York, another one in London. And this would be basically seamlessly operating. So that, you know, this is strongly consistent. >>Very few no SQL data platforms are strongly consistent or if they are strongly consistent, they will actually suffer performance degradation. And what strongly consistent means is, you know, all your data is always available, it's guaranteed to be available, there is no data lost anytime. So in this configuration that I talked about, if the node in London goes down, your application still continues to operate, right? Your users see no kind of downtime and you know, when London comes up, it rejoins the cluster and everything is back to kind of the way it was before, you know, London left the cluster so to speak. So the op, the ability to do this globally resilient, highly available kind of model is really, really powerful. A lot of our customers actually use that kind of a scenario and we offer other deployment scenarios from a higher availability perspective. So everything starts with HMA or hybrid memory architecture and then we start building out a lot of these other capabilities around the platform. >>And then over the years, what our customers have guided us to do is as they're putting together a modern kind of data infrastructure, we don't live in a silo. So aerospace gets deployed with other technologies like streaming technologies or analytics technologies. So we built connectors into Kafka, pulsar, so that as you're ingesting data from a variety of data sources, you can ingest them at very high ingest speeds and store them persistently into Aerospike. Once the data is in Aerospike, you can actually run spark jobs across that data in a, in a multithreaded parallel fashion to get really insight from that data at really high, high throughput and high speed, >>High throughput, high speed, incredibly important, especially as today's landscape is increasingly distributed. Data centers, multiple public clouds, edge IOT devices, the workforce embracing more and more hybrid these days. How are you ex helping customers to extract more value from data while also lowering costs? Go into some customer examples cause I know you have some great ones. >>Yeah, you know, I think we have, we have built an amazing set of customers and customers actually use us for some really mission critical applications. So, you know, before I get into specific customer examples, let me talk to you about some of kind of the use cases which we see out there. We see a lot of aerospace being used in fraud detection. We see us being used in recommendations and since we use get used in customer data profiles or customer profiles, customer 360 stores, you know, multiplayer gaming and entertainment, these are kind of the repeated use case digital payments. We power most of the digital payment systems across the globe. Specific example from a, from a specific example perspective, the first one I would love to talk about is PayPal. So if you use PayPal today, then you know when you actually paying somebody your transaction is, you know, being sent through aero spike to really decide whether this is a fraudulent transaction or not. >>And when you do that, you know, you and I as a customer not gonna wait around for 10 seconds for PayPal to say yay or me, we expect, you know, the decision to be made in an instant. So we are powering that fraud detection engine at PayPal for every transaction that goes through PayPal before us, you know, PayPal was missing out on about 2% of their SLAs, which was essentially millions of dollars, which they were losing because, you know, they were letting transactions go through and taking the risk that it, it's not a fraudulent transaction with the aerospace. They can now actually get a much better sla and the data set on which they compute the fraud score has gone up by, you know, several factors. So by 30 x if you will. So not only has the data size that is powering the fraud engine actually grown up 30 x with Aerospike. Yeah. But they're actually making decisions in an instant for, you know, 99.95% of their transactions. So that's, >>And that's what we expect as consumers, right? We want to know that there's fraud detection on the swipe regardless of who we're interacting with. >>Yes. And so that's a, that's a really powerful use case and you know, it's, it's a great customer, great customer success story. The other one I would talk about is really Wayfair, right? From retail and you know, from e-commerce. So everybody knows Wayfair global leader in really, you know, online home furnishings and they use us to power their recommendations engine and you know, it's basically if you're purchasing this, people who bought this but also bought these five other things, so on and so forth, they have actually seen the card size at checkout go by up to 30% as a result of actually powering their recommendations in G by through Aerospike. And they, they were able to do this by reducing the server count by nine x. So on one ninth of the servers that were there before aerospace, they're now powering their recommendation engine and seeing card size checkout go up by 30%. Really, really powerful in terms of the business outcome and what we are able to, you know, drive at Wayfair >>Hugely powerful as a business outcome. And that's also what the consumer wants. The consumer is expecting these days to have a very personalized, relevant experience that's gonna show me if I bought this, show me something else that's related to that. We have this expectation that needs to be really fueled by technology. >>Exactly. And you know, another great example you asked about, you know, customer stories, Adobe, who doesn't know Adobe, you know, they, they're on a, they're on a mission to deliver the best customer experience that they can and they're talking about, you know, great customer 360 experience at scale and they're modernizing their entire edge compute infrastructure to support this. With Aerospike going to Aerospike, basically what they have seen is their throughput go up by 70%, their cost has been reduced by three x. So essentially doing it at one third of the cost while their annual data growth continues at, you know, about north of 30%. So not only is their data growing, they're able to actually reduce their cost to actually deliver this great customer experience by one third to one third and continue to deliver great customer 360 experience at scale. Really, really powerful example of how you deliver Customer 360 in a world which is dynamic and you know, on a dataset which is constantly growing at north, north of 30% in this case. >>Those are three great examples, PayPal, Wayfair, Adobe talking about, especially with Wayfair when you talk about increasing their cart checkout sizes, but also with Adobe increasing throughput by over 70%. I'm looking at my notes here. While data is growing at 32%, that's something that every organization has to contend with data growth is continuing to scale and scale and scale. >>Yep. I, I'll give you a fun one here. So, you know, you may not have heard about this company, it's called Dream 11 and it's a company based out of India, but it's a very, you know, it's a fun story because it's the world's largest fantasy sports platform and you know, India is a nation which is cricket crazy. So you know, when, when they have their premier league going on, you know, there's millions of users logged onto the dream alone platform building their fantasy lead teams and you know, playing on that particular platform, it has a hundred million users, a hundred million plus users on the platform, 5.5 million concurrent users and they have been growing at 30%. So they are considered a, an amazing success story in, in terms of what they have accomplished and the way they have architected their platform to operate at scale. And all of that is really powered by aerospace where think about that they are able to deliver all of this and support a hundred million users, 5.5 million concurrent users all with you know, 99 plus percent of their transactions completing in less than one millisecond. Just incredible success story. Not a brand that is you know, world renowned but at least you know from a what we see out there, it's an amazing success story of operating at scale. >>Amazing success story, huge business outcomes. Last question for you as we're almost out of time is talk a little bit about Aerospike aws, the partnership GRAVITON two better together. What are you guys doing together there? >>Great partnership. AWS has multiple layers in terms of partnerships. So you know, we engage with AWS at the executive level. They plan out, really roll out of new instances in partnership with us, making sure that, you know, those instance types work well for us. And then we just released support for Aerospike on the graviton platform and we just announced a benchmark of Aerospike running on graviton on aws. And what we see out there is with the benchmark, a 1.6 x improvement in price performance and you know, about 18% increase in throughput while maintaining a 27% reduction in cost, you know, on graviton. So this is an amazing story from a price performance perspective, performance per wat for greater energy efficiencies, which basically a lot of our customers are starting to kind of talk to us about leveraging this to further meet their sustainability target. So great story from Aero Aerospike and aws, not just from a partnership perspective on a technology and an executive level, but also in terms of what joint outcomes we are able to deliver for our customers. >>And it sounds like a great sustainability story. I wish we had more time so we would talk about this, but thank you so much for talking about the main capabilities of a modern data platform, what's needed, why, and how you guys are delivering that. We appreciate your insights and appreciate your time. >>Thank you very much. I mean, if, if folks are at reinvent next week or this week, come on and see us at our booth. We are in the data analytics pavilion. You can find us pretty easily. Would love to talk to you. >>Perfect. We'll send them there. So Ira, thank you so much for joining me on the program today. We appreciate your insights. >>Thank you Lisa. >>I'm Lisa Martin. You're watching The Cubes coverage of AWS Reinvent 2022. Thanks for watching.

>> Welcome back to theCUBE's covering of AWS Public Sector Summit. In-person here in Washington, DC. I'm John Furrier, your host, great to be back face to face. We've got a great, special guest Clint Crosier, who is the Director of AWS' Aerospace & Satellite. Major General of The Air Force/Space Force. Retired. Great to see you in person again. Thanks for coming on theCUBE. >> Thank you for having me. I appreciate that. >> First of all, props to you for doing a great job at Amazon, bringing all your knowledge from Space Force and Air Force into the cloud. >> Thank you. >> So that's great, historical context. >> It's been valuable and it's provided a whole lot of insight into what we're building with the AWS space team, for sure. >> So number one question I get a lot is: We want more space content. What's the coolest thing going on in space? Is there a really a satellite behind the moon there, hidden there somewhere? What's the coolest thing going on in space? >> Well, the coolest thing that's going on in space, I think is you're seeing the rapid growth of the space industry, I mean, to me. I've been in the space industry for 34 years now, and there have been periods where we projected lots of growth and activity and it just didn't really come about, especially in the 80's and the 90's. But what we're seeing today is that growth is taking place. Whether it's the numbers of satellites that are being launched around the globe every year, there's some 3,000 objects on orbit today. Estimates are that there'll be 30,000 objects at the end of the decade, or the number of new companies, or the number of global spinning. It is just happening right now, and it's really exciting. >> So, when people say or hear space, there's a lot of economic changes in terms of the cost structures of how to get things deployed into space. That brings up the question of: Is space an opportunity? Is it a threat vector? What about congestion and security? >> Yeah, well three great things, absolutely an opportunity. We're seeing the rapid growth of the space industry, and we're seeing more commercialization than ever before. In my whole career, The Air Force or, NASA, or the NRO would sort of, hold things and do them themselves Today, you're seeing commercial contracts going out from the National Reconnaissance Office, NASA, from The Air Force, from the Space Force. So lots of opportunity for commercial companies. Security. Absolutely, priority number one should be security is baked into everything we do at AWS. And our customers, our Government classified customers tell us the reason they came to AWS is our security is top notch and certified for all their workloads. And as you well know, we have from unclassified all the way up to top secret capabilities on the AWS cloud. So just powerful opportunities for our customers. >> Yeah. And a lot of competitors will throw foot on that. I know, I've reported on some of that and not a lot of people have that same credential. >> Sure. >> Compared to the competition. >> Sure. >> Now I have to ask you, now that you have the top secret, all these clouds that are very tailorable, flexible with space: How are you helping customers with this Aerospace Division? Is it is a commercial? In the public sector together? What's the... >> All of the above. >> Take us through the value proposition. >> Yeah, happy to do this. So what we recognized over the last two years or so we, at AWS, recognized all this rapid growth that we're talking about within the space industry. Every sector from launch to on-orbit activities, to space exploration, all of it. And so AWS saw that and we looked at ourselves and said: "Do we have the right organization and expertise in place really to help our customers lean into that?" And the answer was: we decided to build a team that had deep experience in space, and that was the team that we grew because our thesis was: If you have a deep experience in space, a deep experience in cloud, you bring those two together and it's a powerful contribution. And so we've assembled a team with more than 500 years of collective hands-on experience, flying satellites, launching rockets. And when we sit down with our customers to innovate on their behalf, we're able to come up with some incredible solutions and I'm happy to talk about those. >> I'd love to, but tell you what, first of all, there's a lot of space nerds out there. I love space. I love space geeking out on the technology, but take us through the year you had, you've had a pretty incredible year with some results. You have that brain trust there. I know you're hiring. I know that people want to work for you. I'm sure the resumes are flying in, a lot of action. >> There is. >> What are the highlights from this year? >> So the highlights I think is, we've built a team that the industry is telling us was needed. Again, there was no organization that really served the space cloud industry. And so we're kind of building this industry within the industry, the space cloud industry. And so number one, just establishing that team and leaning into that industry has been valuable. The other thing that we're real proud of is we built a global team, because space is a global enterprise. We have teams in Europe and in Asia and South America here in the U.S., so we built a global team. One of the things that we did right up front, we weren't even six months old, when we envisioned the idea of doing the AWS Space Accelerator. And some of the folks told me: "Clint, six months under your belt, maybe you ought to get your feet under you." And I said: "No, no. We move fast to support our customers." And so we made a call for any space startup that wanted to come on board with AWS and go through our four week Space Accelerator. We partnered with Sarah from Capital. And the idea was: if you're a small company that wants to grow and build and learn how you can use the cloud to gain competitive advantage, come with us. And so John, I would have been happy if we had 50 companies applied, we had 194 companies across 44 countries that applied to our accelerator. We had to down select a 10, but that was a tremendous accomplishment, two of those are speaking this afternoon, where they met each other at our accelerator and now have formed a partnership: Ursa Space and HawkEye 360 on how they build on the cloud together. Fascinating. >> Well, I love that story. First of all, I love the military mindset. No, we're not going to wait. >> Move it out. >> It's not take that hill, it's take that planet. >> Our customers won't wait, innovation, doesn't wait, the future doesn't wait. We have to move out. >> So, this brings up the entrepreneurship angle. We got there a little early, but I want to talk about it because it's super important. There's an entrepreneurial culture happening right now in the space community >> There is. At large, and it's getting bigger and wider. >> Bigger every day. >> What is that? What if someone says: "Hey, what's going on with entrepreneurship in this space? What are the key dynamics? What's the power dynamics?" It's not money, there's money out there, but like what's the structural thing happening? >> The key dynamic, I think, is we're seeing that we can unlock things that we could never do before. And one of our goals is: the more space data we can make more accessible to more people around the world. It unlocks things we couldn't do. We're working with space companies who are using space data to track endangered whales off the coast of California. We're working with companies that are using space data to measure thermal and greenhouse emissions for climate change and climate management. We're working with one company, Edgybees, who has a small satellite constellation, and they're using it to build satellite based, augmented reality, to provide it to first responders as they go into a disaster response area. And they get a 3D-view of what they're going into. None of those workloads were possible five years ago. And the cloud and cloud-based technologies are really what opens those kinds of workloads up. >> What kind of higher level services do you see emerging from space cloud? Because you know, obviously you have to have some infrastructure. >> Absolutely. Got to put some stuff into space. That's a supply chain, reliability, also threat. I mean, I can have a satellite attack, another satellite, or I'm just making that up, but I'm sure there's other scenarios that the generals are thinking about. >> So space security and cyberspace security is critical. And as I said, it's built into everything we do in all of our platforms, so you're absolutely right about that, but when we think about the entrepreneurship, you know, what we're seeing is, and I'll give you a good example of why the industry is growing so fast and why cloud. So one company we work with, LeoLabs. So Leo identified the growth in the LEO: Low Earth Orbit segment. 3,000 objects on orbit today, 30,000 tomorrow. Who's going to do the space traffic management for 30,000 objects in space that are all in the same orbital regime? And so LeoLabs built a process to do space traffic management, collision avoidance. They were running it on premises. It took them eight hours to do a single run for a single satellite conjunction. We got them to help understand how to use the cloud. They moved all that to AWS. Now that same run they do in 10 seconds. Eight hours to 10 seconds. Those are the kind of workloads as space proliferates in and we grow, that we just can't execute without cloud and cloud-based technologies. >> It's interesting, you know, the cloud has that same kind of line: move your workloads to the cloud and then refactor. >> Yeah. So space workloads are coming to the cloud. >> They are. >> Just changing the culture. So I have to ask you, I know there's a lot of young people out there looking for careers and interests. I mean, Cal poly is going into the high school now offering classes. >> Yeah So high school, there's so much interest in space and technology. What is the cultural mindset to be successful? Andy Jassy last year, reading and talk about the mindset of the builder and the enterprise CXO: "Get off your butt and start building" There's a space ethos going on. What is the mindset? Would you share your view on it? >> The mindset is innovation and moving fast, right? We, we lived, most of my career, in the time where we had an unlimited amount of money and unlimited amount of time. And so we were really slow and deliberate about how we built things. The future won't wait, whether it's commercial application, or military application, we have to move fast. And so the culture is: the faster we can move, The more we'll succeed, and there's no way to move faster than when you're building on the AWS cloud. Ground station is a good example. You know, the proposition of the cloud is: Don't invest your limited resources in your own infrastructure that doesn't differentiate your capability. And so we did that same thing with ground station. And we've said to companies: "Don't spend millions of dollars on developing your own ground station infrastructure, pay by the minute to use AWS's and focus your limited resources back in your product, which differentiate your space mission." and that's just been power. >> How is that going from customer perspective? >> Great. It's going great. We continue to grow. We added another location recently. And just in the last week we announced a licensed accelerator. One of the things our customers told us is it takes too long to work with global governments to get licensed, to operate around the world. And we know that's been the case. So we put together a team that leaned in to solve that problem, and we just announced the licensed accelerator, where we will work with companies to walk them through that process, and we can shave an 18 month process into a three or four month process. And that's been... we've gotten great response on that from our company. >> I've always said: >> I remember when you were hired and the whole space thing was happening. I remember saying to myself: "Man, if democratization can bring, come to space" >> And we're seeing that happening >> You guys started it and you guys, props to your team. >> Making space available to more and more people, and they'll dazzle us with the innovative ways we use space. 10 years ago, we couldn't have envisioned those things I told you about earlier. Now, we're opening up all sorts of workloads and John, real quick, one of the reasons is, in the past, you had to have a specific forte or expertise in working with space data, 'cause it was so unique and formatted and in pipeline systems. We're making that democratized. So it's just like any other data, like apps on your phone. If you can build apps for your phone and manage data, we want to make it that easy to operate with space data, and that's going to change the way the industry operates. >> And that's fundamentally, that's great innovation because you're enabling that. That's why I have to ask you on that note Of the innovation trends that you see or activities: What excites you the most? >> So a lot of things, but I'll give you two examples very quickly: One is high-performance compute. We're seeing more and more companies really lean in to understanding how fast they can go on AWS. I told you about LeoLabs, eight hours to 10 seconds. But that high-performance computes going to be a game changer. The other thing is: oh, and real quick, I want to tell you, Descartes Labs. So Descartes Labs came to us and said: "We want to compete in the Annual Global Top 500 supercomputer challenge" And so we worked with them for a couple of weeks. We built a workload on the AWS standard platform. We came in number 40 in the globe for the Top 500 super computer lists, just by building some workloads on our standard platform. That's powerful, high-performance compute. But the second example I wanted to give you is: digital modeling, digital simulation, digital engineering. Boom Aerospace is a company, Boom, that we work with. Boom decided to build their entire supersonic commercial, supersonic aircraft, digital engineering on the AWS cloud. In the last three years, John, they've executed 6,000 years of high-performance compute in the last three years. How do you do 6,000 years in compute in three years? You spin up thousands of AWS servers simultaneously, let them do your digital management, digital analysis, digital design, bring back a million different perturbations of a wing structure and then pick the one that's best and then come back tomorrow and run it again. That's powerful. >> And that was not even possible, years ago. >> Not at that speed, no, not at that speed. And that's what it's really opening up in terms of innovation. >> So now you've done it so much in your career, okay? Now you're here with Amazon. Looking back on this past year or so, What's the learnings for you? >> The learning is, truly how valuable cloud can be to the space industry, I'll admit to you most people in the space industry and especially in the government space industry. If you ask us a year ago, two years ago: "Hey, what do you think about cloud?" We would have said: "Well, you know, I hear people talk about the cloud. There's probably some value. We should probably look at that" And I was in the same boat, but now that I've dug deeply into the cloud and understand the value of artificial intelligence, machine learning, advanced data analytics, a ground station infrastructure, all those things, I'm more excited than ever before about what the space industry can benefit from cloud computing, and so bringing that, customer by customer is just a really fulfilling way to continue to be part of the space industry. Even though I retired from government service. >> Is there a... I'm just curious because you brought it up. Is there a lot of people coming in from the old, the space industry from public sector? Are they coming into commercial? >> Absolutely. >> Commercial rising up and there's, I mean, I know there's a lot of public/private partnerships, What's the current situation? >> Yeah, lots of partnerships, but we're seeing an interesting trend. You know, it used to be that NASA led the way in science and technology, or the military led the way in science and technology, and they still do in some areas. And then the commercial industry would follow along. We're seeing that's reversed. There's so much growth in the commercial industry. So much money, venture capital being poured in and so many innovative solutions being built, for instance, on the cloud that now the commercial industry is leading technology and building new technology trends that the military and the DOD and their government are trying to take advantage of. And that's why you're seeing all these commercial contracts being led from Air Force, Space Force, NASA, and NRO. To take advantage of that commercialization. >> You like your job. >> I love my job. (laughing) -I can tell, >> I love my job. >> I mean, it is a cool job. I kind of want to work for you. >> So John, space is cool. That's our tagline: space is cool. >> Space is cool. Space equals ratings in the digital TV realm, it is really, super exciting a lot of young people are interested, I mean, robotics clubs in high schools are now varsity sports, eSports, all blend together. >> Space, robotics, artificial intelligence, machine learning, advanced analytics. It's all becoming a singular sector today and it's open to more people than ever before, for the reasons we talked about. >> Big wave and you guys are building the surf boards, everyone a ride it, congratulations. Great to see you in person. >> Thank you. Again, thanks for coming on theCUBE, appreciate that. >> Thanks for having us. >> Clint Crosier is the Director of AWS Aerospace & Satellite. Legend in the industry. Now at AWS. I'm John Furrier with theCUBE. Thanks for watching.

>>from around the globe. It's the Q. With digital coverage >>of exa scale day made possible by Hewlett Packard Enterprise. We're back at the celebration of Exa Scale Day. This is Dave Volant, and I'm pleased to welcome to great guests Brian Dance Berries Here. Here's what The ISS Program Science office at the Johnson Space Center. And Dr Mark Fernandez is back. He's the Americas HPC technology officer at Hewlett Packard Enterprise. Gentlemen, welcome. >>Thank you. Yeah, >>well, thanks for coming on. And, Mark, Good to see you again. And, Brian, I wonder if we could start with you and talk a little bit about your role. A T. I s s program Science office as a scientist. What's happening these days? What are you working on? >>Well, it's been my privilege the last few years to be working in the, uh, research integration area of of the space station office. And that's where we're looking at all of the different sponsors NASA, the other international partners, all the sponsors within NASA, and, uh, prioritizing what research gets to go up to station. What research gets conducted in that regard. And to give you a feel for the magnitude of the task, but we're coming up now on November 2nd for the 20th anniversary of continuous human presence on station. So we've been a space faring society now for coming up on 20 years, and I would like to point out because, you know, as an old guy myself, it impresses me. That's, you know, that's 25% of the US population. Everybody under the age of 20 has never had a moment when they were alive and we didn't have people living and working in space. So Okay, I got off on a tangent there. We'll move on in that 20 years we've done 3000 experiments on station and the station has really made ah, miraculously sort of evolution from, ah, basic platform, what is now really fully functioning national lab up there with, um, commercially run research facilities all the time. I think you can think of it as the world's largest satellite bus. We have, you know, four or five instruments looking down, measuring all kinds of things in the atmosphere during Earth observation data, looking out, doing astrophysics, research, measuring cosmic rays, X ray observatory, all kinds of things, plus inside the station you've got racks and racks of experiments going on typically scores, you know, if not more than 50 experiments going on at any one time. So, you know, the topic of this event is really important. Doesn't NASA, you know, data transmission Up and down, all of the cameras going on on on station the experiments. Um, you know, one of one of those astrophysics observatory's you know, it has collected over 15 billion um uh, impact data of cosmic rays. And so the massive amounts of data that that needs to be collected and transferred for all of these experiments to go on really hits to the core. And I'm glad I'm able toe be here and and speak with you today on this. This topic. >>Well, thank you for that, Bryan. A baby boomer, right? Grew up with the national pride of the moon landing. And of course, we've we've seen we saw the space shuttle. We've seen international collaboration, and it's just always been something, you know, part of our lives. So thank you for the great work that you guys were doing their mark. You and I had a great discussion about exa scale and kind of what it means for society and some of the innovations that we could maybe expect over the coming years. Now I wonder if you could talk about some of the collaboration between what you guys were doing and Brian's team. >>Uh, yeah, so yes, indeed. Thank you for having me early. Appreciate it. That was a great introduction. Brian, Uh, I'm the principal investigator on Space Born computer, too. And as the two implies, where there was one before it. And so we worked with Bryant and his team extensively over the past few years again high performance computing on board the International Space Station. Brian mentioned the thousands of experiments that have been done to date and that there are currently 50 orm or going on at any one time. And those experiments collect data. And up until recently, you've had to transmit that data down to Earth for processing. And that's a significant amount of bandwidth. Yeah, so with baseball and computer to we're inviting hello developers and others to take advantage of that onboard computational capability you mentioned exa scale. We plan to get the extra scale next year. We're currently in the era that's called PETA scale on. We've been in the past scale era since 2000 and seven, so it's taken us a while to make it that next lead. Well, 10 years after Earth had a PETA scale system in 2017 were able to put ah teraflop system on the International space station to prove that we could do a trillion calculations a second in space. That's where the data is originating. That's where it might be best to process it. So we want to be able to take those capabilities with us. And with H. P. E. Acting as a wonderful partner with Brian and NASA and the space station, we think we're able to do that for many of these experiments. >>It's mind boggling you were talking about. I was talking about the moon landing earlier and the limited power of computing power. Now we've got, you know, water, cool supercomputers in space. I'm interested. I'd love to explore this notion of private industry developing space capable computers. I think it's an interesting model where you have computer companies can repurpose technology that they're selling obviously greater scale for space exploration and apply that supercomputing technology instead of having government fund, proprietary purpose built systems that air. Essentially, you use case, if you will. So, Brian, what are the benefits of that model? The perhaps you wouldn't achieve with governments or maybe contractors, you know, kind of building these proprietary systems. >>Well, first of all, you know, any any tool, your using any, any new technology that has, you know, multiple users is going to mature quicker. You're gonna have, you know, greater features, greater capabilities, you know, not even talking about computers. Anything you're doing. So moving from, you know, governor government is a single, um, you know, user to off the shelf type products gives you that opportunity to have things that have been proven, have the technology is fully matured. Now, what had to happen is we had to mature the space station so that we had a platform where we could test these things and make sure they're gonna work in the high radiation environments, you know, And they're gonna be reliable, because first, you've got to make sure that that safety and reliability or taken care of so that that's that's why in the space program you're gonna you're gonna be behind the times in terms of the computing power of the equipment up there because, first of all and foremost, you needed to make sure that it was reliable and say, Now, my undergraduate degree was in aerospace engineering and what we care about is aerospace engineers is how heavy is it, how big and bulky is it because you know it z expensive? You know, every pound I once visited Gulfstream Aerospace, and they would pay their employees $1000 that they could come up with a way saving £1 in building that aircraft. That means you have more capacity for flying. It's on the orders of magnitude. More important to do that when you're taking payloads to space. So you know, particularly with space born computer, the opportunity there to use software and and check the reliability that way, Uh, without having to make the computer, you know, radiation resistance, if you will, with heavy, you know, bulky, um, packaging to protect it from that radiation is a really important thing, and it's gonna be a huge advantage moving forward as we go to the moon and on to Mars. >>Yeah, that's interesting. I mean, your point about cots commercial off the shelf technology. I mean, that's something that obviously governments have wanted to leverage for a long, long time for many, many decades. But but But Mark the issue was always the is. Brian was just saying the very stringent and difficult requirements of space. Well, you're obviously with space Born one. You got to the point where you had visibility of the economics made sense. It made commercial sense for companies like Hewlett Packard Enterprise. And now we've sort of closed that gap to the point where you're sort of now on that innovation curve. What if you could talk about that a little bit? >>Yeah, absolutely. Brian has some excellent points, you know, he said, anything we do today and requires computers, and that's absolutely correct. So I tell people that when you go to the moon and when you go to the Mars, you probably want to go with the iPhone 10 or 11 and not a flip phone. So before space born was sent up, you went with 2000 early two thousands computing technology there which, like you said many of the people born today weren't even around when the space station began and has been occupied so they don't even know how to program or use that type of computing. Power was based on one. We sent the exact same products that we were shipping to customers today, so they are current state of the art, and we had a mandate. Don't touch the hardware, have all the protection that you can via software. So that's what we've done. We've got several philosophical ways to do that. We've implemented those in software. They've been successful improving in the space for one, and now it's space born to. We're going to begin the experiments so that the rest of the community so that the rest of the community can figure out that it is economically viable, and it will accelerate their research and progress in space. I'm most excited about that. Every venture into space as Brian mentioned will require some computational capability, and HP has figured out that the economics air there we need to bring the customers through space ball into in order for them to learn that we are reliable but current state of the art, and that we could benefit them and all of humanity. >>Guys, I wanna ask you kind of a two part question. And, Brian, I'll start with you and it z somewhat philosophical. Uh, I mean, my understanding was and I want to say this was probably around the time of the Bush administration w two on and maybe certainly before that, but as technology progress, there was a debate about all right, Should we put our resource is on moon because of the proximity to Earth? Or should we, you know, go where no man has gone before and or woman and get to Mars? Where What's the thinking today, Brian? On that? That balance between Moon and Mars? >>Well, you know, our plans today are are to get back to the moon by 2024. That's the Artemus program. Uh, it's exciting. It makes sense from, you know, an engineering standpoint. You take, you know, you take baby steps as you continue to move forward. And so you have that opportunity, um, to to learn while you're still, you know, relatively close to home. You can get there in days, not months. If you're going to Mars, for example, toe have everything line up properly. You're looking at a multi year mission you know, it may take you nine months to get there. Then you have to wait for the Earth and Mars to get back in the right position to come back on that same kind of trajectory. So you have toe be there for more than a year before you can turn around and come back. So, you know, he was talking about the computing power. You know, right now that the beautiful thing about the space station is, it's right there. It's it's orbiting above us. It's only 250 miles away. Uh, so you can test out all of these technologies. You can rely on the ground to keep track of systems. There's not that much of a delay in terms of telemetry coming back. But as you get to the moon and then definitely is, you get get out to Mars. You know, there are enough minutes delay out there that you've got to take the computing power with you. You've got to take everything you need to be able to make those decisions you need to make because there's not time to, um, you know, get that information back on the ground, get back get it back to Earth, have people analyze the situation and then tell you what the next step is to do. That may be too late. So you've got to think the computing power with you. >>So extra scale bring some new possibilities. Both both for, you know, the moon and Mars. I know Space Born one did some simulations relative. Tomorrow we'll talk about that. But But, Brian, what are the things that you hope to get out of excess scale computing that maybe you couldn't do with previous generations? >>Well, you know, you know, market on a key point. You know, bandwidth up and down is, of course, always a limitation. In the more computing data analysis you can do on site, the more efficient you could be with parsing out that that bandwidth and to give you ah, feel for just that kind of think about those those observatory's earth observing and an astronomical I was talking about collecting data. Think about the hours of video that are being recorded daily as the astronauts work on various things to document what they're doing. They many of the biological experiments, one of the key key pieces of data that's coming back. Is that video of the the microbes growing or the plants growing or whatever fluid physics experiments going on? We do a lot of colloids research, which is suspended particles inside ah liquid. And that, of course, high speed video. Is he Thio doing that kind of research? Right now? We've got something called the I s s experience going on in there, which is basically recording and will eventually put out a syriza of basically a movie on virtual reality recording. That kind of data is so huge when you have a 360 degree camera up there recording all of that data, great virtual reality, they There's still a lot of times bringing that back on higher hard drives when the space six vehicles come back to the Earth. That's a lot of data going on. We recorded videos all the time, tremendous amount of bandwidth going on. And as you get to the moon and as you get further out, you can a man imagine how much more limiting that bandwidth it. >>Yeah, We used to joke in the old mainframe days that the fastest way to get data from point a to Point B was called C Tam, the Chevy truck access method. Just load >>up a >>truck, whatever it was, tapes or hard drive. So eso and mark, of course space born to was coming on. Spaceport one really was a pilot, but it proved that the commercial computers could actually work for long durations in space, and the economics were feasible. Thinking about, you know, future missions and space born to What are you hoping to accomplish? >>I'm hoping to bring. I'm hoping to bring that success from space born one to the rest of the community with space born to so that they can realize they can do. They're processing at the edge. The purpose of exploration is insight, not data collection. So all of these experiments begin with data collection. Whether that's videos or samples are mold growing, etcetera, collecting that data, we must process it to turn it into information and insight. And the faster we can do that, the faster we get. Our results and the better things are. I often talk Thio College in high school and sometimes grammar school students about this need to process at the edge and how the communication issues can prevent you from doing that. For example, many of us remember the communications with the moon. The moon is about 250,000 miles away, if I remember correctly, and the speed of light is 186,000 miles a second. So even if the speed of light it takes more than a second for the communications to get to the moon and back. So I can remember being stressed out when Houston will to make a statement. And we were wondering if the astronauts could answer Well, they answered as soon as possible. But that 1 to 2 second delay that was natural was what drove us crazy, which made us nervous. We were worried about them in the success of the mission. So Mars is millions of miles away. So flip it around. If you're a Mars explorer and you look out the window and there's a big red cloud coming at you that looks like a tornado and you might want to do some Mars dust storm modeling right then and there to figure out what's the safest thing to do. You don't have the time literally get that back to earth have been processing and get you the answer back. You've got to take those computational capabilities with you. And we're hoping that of these 52 thousands of experiments that are on board, the SS can show that in order to better accomplish their missions on the moon. And Omar, >>I'm so glad you brought that up because I was gonna ask you guys in the commercial world everybody talks about real time. Of course, we talk about the real time edge and AI influencing and and the time value of data I was gonna ask, you know, the real time, Nous, How do you handle that? I think Mark, you just answered that. But at the same time, people will say, you know, the commercial would like, for instance, in advertising. You know, the joke the best. It's not kind of a joke, but the best minds of our generation tryingto get people to click on ads. And it's somewhat true, unfortunately, but at any rate, the value of data diminishes over time. I would imagine in space exploration where where you're dealing and things like light years, that actually there's quite a bit of value in the historical data. But, Mark, you just You just gave a great example of where you need real time, compute capabilities on the ground. But but But, Brian, I wonder if I could ask you the value of this historic historical data, as you just described collecting so much data. Are you? Do you see that the value of that data actually persists over time, you could go back with better modeling and better a i and computing and actually learn from all that data. What are your thoughts on that, Brian? >>Definitely. I think the answer is yes to that. And, you know, as part of the evolution from from basically a platform to a station, we're also learning to make use of the experiments in the data that we have there. NASA has set up. Um, you know, unopened data access sites for some of our physical science experiments that taking place there and and gene lab for looking at some of the biological genomic experiments that have gone on. And I've seen papers already beginning to be generated not from the original experimenters and principal investigators, but from that data set that has been collected. And, you know, when you're sending something up to space and it to the space station and volume for cargo is so limited, you want to get the most you can out of that. So you you want to be is efficient as possible. And one of the ways you do that is you collect. You take these earth observing, uh, instruments. Then you take that data. And, sure, the principal investigators air using it for the key thing that they designed it for. But if that data is available, others will come along and make use of it in different ways. >>Yeah, So I wanna remind the audience and these these these air supercomputers, the space born computers, they're they're solar powered, obviously, and and they're mounted overhead, right? Is that is that correct? >>Yeah. Yes. Space borne computer was mounted in the overhead. I jokingly say that as soon as someone could figure out how to get a data center in orbit, they will have a 50 per cent denser data station that we could have down here instead of two robes side by side. You can also have one overhead on. The power is free. If you can drive it off a solar, and the cooling is free because it's pretty cold out there in space, so it's gonna be very efficient. Uh, space borne computer is the most energy efficient computer in existence. Uh, free electricity and free cooling. And now we're offering free cycles through all the experimenters on goal >>Eso Space born one exceeded its mission timeframe. You were able to run as it was mentioned before some simulations for future Mars missions. And, um and you talked a little bit about what you want to get out of, uh, space born to. I mean, are there other, like, wish list items, bucket bucket list items that people are talking about? >>Yeah, two of them. And these air kind of hypothetical. And Brian kind of alluded to them. Uh, one is having the data on board. So an example that halo developers talk to us about is Hey, I'm on Mars and I see this mold growing on my potatoes. That's not good. So let me let me sample that mold, do a gene sequencing, and then I've got stored all the historical data on space borne computer of all the bad molds out there and let me do a comparison right then and there before I have dinner with my fried potato. So that's that's one. That's very interesting. A second one closely related to it is we have offered up the storage on space borne computer to for all of your raw data that we process. So, Mr Scientist, if if you need the raw data and you need it now, of course, you can have it sent down. But if you don't let us just hold it there as long as they have space. And when we returned to Earth like you mentioned, Patrick will ship that solid state disk back to them so they could have a new person, but again, reserving that network bandwidth, uh, keeping all that raw data available for the entire duration of the mission so that it may have value later on. >>Great. Thank you for that. I want to end on just sort of talking about come back to the collaboration between I S s National Labs and Hewlett Packard Enterprise, and you've got your inviting project ideas using space Bourne to during the upcoming mission. Maybe you could talk about what that's about, and we have A We have a graphic we're gonna put up on DSM information that you can you can access. But please, mark share with us what you're planning there. >>So again, the collaboration has been outstanding. There. There's been a mention off How much savings is, uh, if you can reduce the weight by a pound. Well, our partners ice s national lab and NASA have taken on that cost of delivering baseball in computer to the international space station as part of their collaboration and powering and cooling us and giving us the technical support in return on our side, we're offering up space borne computer to for all the onboard experiments and all those that think they might be wanting doing experiments on space born on the S s in the future to take advantage of that. So we're very, very excited about that. >>Yeah, and you could go toe just email space born at hp dot com on just float some ideas. I'm sure at some point there'll be a website so you can email them or you can email me david dot volonte at at silicon angle dot com and I'll shoot you that that email one or that website once we get it. But, Brian, I wanna end with you. You've been so gracious with your time. Uh, yeah. Give us your final thoughts on on exa scale. Maybe how you're celebrating exa scale day? I was joking with Mark. Maybe we got a special exa scale drink for 10. 18 but, uh, what's your final thoughts, Brian? >>Uh, I'm going to digress just a little bit. I think I think I have a unique perspective to celebrate eggs a scale day because as an undergraduate student, I was interning at Langley Research Center in the wind tunnels and the wind tunnel. I was then, um, they they were very excited that they had a new state of the art giant room size computer to take that data we way worked on unsteady, um, aerodynamic forces. So you need a lot of computation, and you need to be ableto take data at a high bandwidth. To be able to do that, they'd always, you know, run their their wind tunnel for four or five hours. Almost the whole shift. Like that data and maybe a week later, been ableto look at the data to decide if they got what they were looking for? Well, at the time in the in the early eighties, this is definitely the before times that I got there. They had they had that computer in place. Yes, it was a punchcard computer. It was the one time in my life I got to put my hands on the punch cards and was told not to drop them there. Any trouble if I did that. But I was able thio immediately after, uh, actually, during their run, take that data, reduce it down, grabbed my colored pencils and graph paper and graph out coefficient lift coefficient of drag. Other things that they were measuring. Take it back to them. And they were so excited to have data two hours after they had taken it analyzed and looked at it just pickled them. Think that they could make decisions now on what they wanted to do for their next run. Well, we've come a long way since then. You know, extra scale day really, really emphasizes that point, you know? So it really brings it home to me. Yeah. >>Please, no, please carry on. >>Well, I was just gonna say, you know, you talked about the opportunities that that space borne computer provides and and Mark mentioned our colleagues at the I S s national lab. You know, um, the space station has been declared a national laboratory, and so about half of the, uh, capabilities we have for doing research is a portion to the national lab so that commercial entities so that HP can can do these sorts of projects and universities can access station and and other government agencies. And then NASA can focus in on those things we want to do purely to push our exploration programs. So the opportunities to take advantage of that are there marks opening up the door for a lot of opportunities. But others can just Google S s national laboratory and find some information on how to get in the way. Mark did originally using s national lab to maybe get a good experiment up there. >>Well, it's just astounding to see the progress that this industry is made when you go back and look, you know, the early days of supercomputing to imagine that they actually can be space born is just tremendous. Not only the impacts that it can have on Space six exploration, but also society in general. Mark Wayne talked about that. Guys, thanks so much for coming on the Cube and celebrating Exa scale day and helping expand the community. Great work. And, uh, thank you very much for all that you guys dio >>Thank you very much for having me on and everybody out there. Let's get the XO scale as quick as we can. Appreciate everything you all are >>doing. Let's do it. >>I've got a I've got a similar story. Humanity saw the first trillion calculations per second. Like I said in 1997. And it was over 100 racks of computer equipment. Well, space borne one is less than fourth of Iraq in only 20 years. So I'm gonna be celebrating exa scale day in anticipation off exa scale computers on earth and soon following within the national lab that exists in 20 plus years And being on Mars. >>That's awesome. That mark. Thank you for that. And and thank you for watching everybody. We're celebrating Exa scale day with the community. The supercomputing community on the Cube Right back

>>covering the space and cybersecurity symposium 2020 hosted by Cal poly. Hold on. Welcome to this special presentation with Cal poly hosting the space and cybersecurity symposium, 2020 virtual, um, John for your host with the cube and Silicon angle here in our Palo Alto studios with our remote guests, we couldn't be there in person, but we're going to be here remotely. Got a great session and a panel for one hour topic preparing students for the jobs of today and tomorrow, but a great lineup. Bill Britain, Lieutenant Colonel from the us air force, retired vice president for information technology and CIO and the director of the California cyber security Institute for Cal poly bill. Thanks for joining us, dr. Amy Fisher, who's the Dean of the college of engineering at Cal poly and trunk fam professor and researcher at the U S air force Academy. Folks, thanks for joining me today. >>Our pleasure got a great, great panel. This is one of my favorite topics preparing students for the next generation, the jobs for today and tomorrow. We've got an hour. I'd love you guys to start with an opening statement, to kick things off a bill. We'll start with you. Well, I'm really pleased to be, to start on this. Um, as the director for the cybersecurity Institute and the CIO at Cal poly, it's really a fun, exciting job because as a Polytechnic technology, as such a forefront in what we're doing, and we've had a, a wonderful opportunity being 40 miles from Vandenberg air force base to really look at the nexus of space and cyber security. And if you add into that, uh, both commercial government and civil space and cybersecurity, this is an expanding wide open time for cyber and space. In that role that we have with the cyber security Institute, we partner with elements of the state and the university. >>And we try to really add value above our academic level, which is some of the highest in the nation and to really merge down and go a little lower and start younger. So we actually are running the week prior to this showing a cybersecurity competition for high schools or middle schools in the state of California, that competition this year is based on a scenario around hacking of a commercial satellite and the forensics of the payload that was hacked and the networks associated with it. This is going to be done using products like Wireshark autopsy and other tools that will give those high school students. What we hope is a huge desire to follow up and go into cyber and cyber space and space and follow that career path. And either come to Cal poly or some other institution that's going to let them really expand their horizons in cybersecurity and space for the future >>Of our nation. >>Bill, thanks for that intro, by the way, it's gonna give you props for an amazing team and job you guys are doing at Cal poly, that Dex hub and the efforts you guys are having with your challenge. Congratulations on that great work. Thank you >>Star team. It's absolutely amazing. You find that much talent in one location. And I think Amy is going to tell you she's got the same amount of talent in her staff. So it's, it's a great place to be. >>Amy flasher. You guys have a great organization down there, amazing curriculum, grazing people, great community, your opening statement. >>Hello everybody. It's really great to be a part of this panel on behalf of the Cal poly college of engineering here at Cal poly, we really take preparing students for the jobs of today and tomorrow completely seriously. And we claim that our students really graduate. So they're ready day one for their first real job, but that means that in getting them to that point, we have to help them get valuable and meaningful job experience before they graduate, but through our curriculum and through multiple internship or summer research opportunities. So we focus our curriculum on what we call a learn by doing philosophy. And this means that we have a combination of practical experience and learn by doing both in and out of the classroom. And we find that to be really critical for preparing students for the workforce here at Cal poly, we have more than 6,000 engineering students. >>We're one of the largest undergraduate engineering schools in the country. Um, and us news ranks us the eighth best undergraduate engineering program in the, in the country and the top ranked state school. We're really, really proud that we offer this impactful hands on engineering education that really exceeds that of virtually all private universities while reaching a wider audience of students. We offer 14 degree programs and really we're talking today about cyber and space. And I think most of those degree programs can really make an impact in the space and cybersecurity economy. And this includes not only things like Aero and cyber directly, but also electrical engineering, mechanical engineering, computer engineering, materials, engineering, even manufacturing, civil and biomedical engineering. As there's a lot of infrastructure needs that go into supporting launch capabilities. Our aerospace program graduates hundreds of aerospace engineers, and most of them are working right here in California. >>I'm with many of our corporate partners, including Northrop Grumman, Lockheed, Boeing, Raytheon space, X, Virgin, galactic JPL, and so many other places where we have Cal poly engineer's impacting the space economy. Our cybersecurity focus is found mainly in our computer science and software engineering programs. And it's really a rapidly growing interest among our students. Computer science is our most popular major and industry interest and partnerships are integrated into our curriculum. And we do that oftentimes through support from industry. So we have partnerships with Northrop Grumman for professorship and a cyber lab and from PG and E for critical infrastructure, cybersecurity lab, and professorship. And we think that industry partnerships like these are really critical to preparing students for the future as the field's evolving so quickly and making sure we adapt our facilities and our curriculum to stay in line with what we're seeing in industry is incredibly important. >>In our aerospace program, we have an educational partnership with the air force research labs. That's allowing us to install new high performance computing capabilities and a space environments lab. That's going to enhance our satellite design capabilities. And if we talk about satellite design, Cal poly is the founding home of the cube sat program, which pioneered small satellite capabilities. And we remain the worldwide leader in maintaining the cube set standard. And our student program has launched more cube sets than any other program. So here again, we have this learn by doing experience every year for dozens of aerospace, electrical, computer science, mechanical engineering students, and other student activities that we think are just as important include ethical hacking through our white hat club, Cal poly space systems, which does really, really big rocket launches and our support program for women in both of these fields like wish, which is women in software and hardware. >>Now, you know, really trying to bring in a wide variety of people into these fields is incredibly important and outreach and support to those demographics. Traditionally underrepresented in these fields is going to be really critical to future success. So by drawing on the lived experiences by people with different types of backgrounds, while we develop the type of culture and environment where all of us can get to the best solution. So in terms of bringing people into the field, we see that research shows, we need to reach kids when they're in late elementary and middle schools to really overcome that cultural bias that works against diversity in our fields. And you heard bill talking about the cyber cybersec, the California cybersecurity institutes a year late cyber challenge. There's a lot of other people who are working to bring in a wider variety of, uh, of people into the field, like girl Scouts, which has introduced dozens of new badges over the past few years, including a whole cybersecurity series of badges and a concert with Palo Alto networks. So we have our work cut out for us, but we know what we need to do. And if we're really committed to prep properly preparing the workforce for today and tomorrow, I think our future is going to be bright. I'm looking forward to our discussion today. >>Yeah, you got a flashy for great, great comment, opening statement and congratulations. You got the right formula down there, the right mindset, and you got a lot of talent and community as well. Thank thank you for that opening statement. Next step from Colorado Springs, trunk fam, who's a professor and researcher. The us air force Academy is doing a lot of research around the areas that are most important for the intersection of space and technology trunk. >>Good afternoon, first electric and Cal poli for the opportunity. And today I want to go briefly about cyber security in S application. Whenever we talk about cyber security, the impression is got yes, a new phew that is really highly complex involving a lot of technical area. But in reality, in my personal opinion, it is in be complex because involve many disciplines. The first thing we think about is computer engineering and computer networking, but it's also involving communication sociology, law practice. And this practice of cyber security goes in on the info computer expert, but it's also info everybody else who has a computing device that is connected to the internet. And this participation is obviously every body in today's environment. When we think about the internet, we know that is a good source of information, but come with the convenience of information that we can access. >>We are constantly faced in being from the internet. Some of them, we might be aware of some of them we might not be aware of. For example, when we search on the internet, a lot of time, our browser will be saved and gotten this site is not trusted. So we will be more careful. What about the sites that we trusted? We know getting those salad chicken sites, but they're not a hundred percent good at proof. What happened? It was all side, uh, attack by hacker. And then they will be a silent source that we might not be aware of. So in the reality, we need to be more practicing the, um, cyber security from our SIBO point of view and not from a technical point of view. When we talk about space application, we should know that all the hardware, a computer based tool by computer system and therefore the hardware and the software must go through some certification process so that they can be record that air with the flight. >>What the, when we know that in the certification process is focusing on the functionality of the hardware and software, but one aspect that is explicitly and implicitly required is the security of those components. And we know that those components have to be connected with the ground control station and be communication is through the air, through the layby or signal. So anybody who has access to those communication regular signal will be able to control the space system that we put up there. And we certainly do not want our system to be hijacked by a third party. >>I'm not going to aspect of cybersecurity is we try to design the space system in a very strong manner. So it's almost impossible to hack in, but what about some August week system that might be connected to so strong system? For example, the spare system will be connected to the ground control station and on the ground control station, we have the human controller in those people have cell phone. They are allowed to use cell phones for communication, but at the same time, they are connected to the internet, to the cell phone and their cell phone might be connected to the computer that control the flight software and hardware. So what I want to say is that we try to build strong system and we protected them, but there will be some weaker system that we could not intended, but exists to be connected to our strong system. And those are the points that hacker will be trying to attack. If we know how to control the access to those points, we will be having a much better system for the space system. And when we see the cybersecurity that is requiring the participation everywhere, it's important to Merck that there is a source of opportunity for students to engage the workforce. To concede the obviously student in engineering can focus their knowledge and expertise to provide technological solution, to protect the system that we view. But we also >>Have students in business who can focus to write a business plan to reach the market. We also have student in law who can focus policy governing the cyber security. And we also have student in education who can focus the expert. She should be saying how to teach cyber security practice and students can focus the effort to implement security measures and it implies job opportunity. >>Thank you trunk for those great comments, great technology opportunities, but interesting as well as the theme that we're seeing across the entire symposium and in the virtual hallways that we're hearing conversations and you pointed out some of them, dr. Fleischer did as well. And bill, you mentioned it. It's not one thing. It's not just technology, it's different skills. And, um, Amy, you mentioned that computer science is the hottest degree, but you have the hottest aerospace program in the world. I mean, so all of this is kind of balancing it's interdisciplinary. It's a structural change before we get into some of the, um, how they prepare the students. Can you guys talk about some of the structural changes that are modern now in preparing, um, in these opportunities because societal impact is a law potentially impact it's, it's how we educate there's no cross-discipline skillsets. It's not just get the degree, see out in the field bill, you want to start. >>Well, what's really fun about this job is, is that in the air force, uh, I worked in the space and missile business and what we saw was a heavy reliance on checklist format, security procedures, analog systems, and what we're seeing now in our world, both in the government and the commercial side, uh, is a move to a digital environment. And the digital environment is a very quick and adaptive environment. And it's going to require a digital understanding. Matter of fact, um, the, uh, under secretary of the air force for acquisition, uh, rev recently referenced the need to understand the digital environment and how that's affecting acquisition. So as, as both Amy, um, and trunk said, even business students are now in the >>Cybersecurity business. And, and so, again, what we're seeing is, is the change. Now, another phenomenon that we're seeing in the space world is there's just so much data. Uh, one of the ways that we addressed that in the past was to look at high performance computing. It was a lot stricter control over how that worked, but now what we're seeing these adaptation of cloud cloud technologies in space support, space, data, command, and control. Uh, and so what we see is a modern space engineer who asked to understand digital, has to understand cloud and has to understand the context of all those with a cyber environment. That's really changing the forefront of what is a space engineer, what is a digital engineer and what does a future engineer, both commercial or government? So I think the opportunity for all of these things is really good, particularly for a Polytechnic air force Academy and others that are focusing on a more, uh, widened experiential level of cloud and engineering and other capabilities. >>And I'll tell you the part that as the CIO, I have to remind everybody, all this stuff works for the it stuff. So you've got to understand how your it infrastructures are tied and working together. Um, as we noted earlier, one of the things is, is that these are all relays from point the point, and that architecture is part of your cybersecurity architecture. So again, every component has now become a cyber aware cyber knowledgeable, and in what we'd like to call as a cyber cognizant citizen, where they have to understand the context, patients chip software, that the Fleischer talk about your perspective, because you mentioned some of the things that computer science. Remember when I'm in the eighties, when I got my computer science degree, they call the software engineers, and then you became software developers. And then, so again, engineering is the theme. If you're engineering a system, there's now software involved, um, and there's also business engineering business models. So talk about some of your comments was, you mentioned, computer science is hot. You got the aerospace, you've got these multidisciplines you got definitely diversity as well. It brings more perspectives in as well. Your thoughts on these structural interdisciplinary things. >>I think this is, this is really key to making sure that students are prepared to work in the workforce is looking at the, the blurring between fields no longer are you just a computer scientist, no longer are you just an aerospace engineer? You really have to have an expertise where you can work with people across disciplines. All of these, all of these fields are just working with each other in ways we haven't seen before. And bill brought up data, you know, data science is something that's cross cutting across all of our fields. So we want engineers that have the disciplinary expertise so that they can go deep into these fields, but we want them to be able to communicate with each and to be able to communicate across disciplines and to be able to work in teams that are across disciplines. You can no longer just work with other computer scientists or just work with other aerospace engineers. >>There's no part of engineering that is siloed anymore. So that's how we're changing. You have to be able to work across those, those disciplines. And as you, as Tron pointed out, you know, ethics has to come into this. So you can no longer try to fully separate what we would traditionally have called the, the liberal arts and say, well, that's over there in general education. No ethics is an important part of what we're doing and how we integrate that into our curriculum. So it was communication. So is working on public policy and seeing where all of these different aspects tied together to make the impact that we want to have in the world. So it, you no longer can work solo in these fields. >>Great point. And bill also mentioned the cloud. One thing about the cloud that showed us as horizontal scalability has created a lot of value and certainly data is now horizontal Trung. You mentioned some of the things about cryptography for the kids out there. I mean, you can look at the pathway for career. You can do a lot of tech and, but you don't have to go deep. Sometimes you can go, you can go as deep as you want, but there's so much more there. Um, what technology do you see, how it's going to help students in your opinion? >>Well, I'm a professor in computer science, so I'd like to talk out a little bit about computer programming. Now we, uh, working in complex project. So most of the time we design a system from scratch. We view it from different components and the components that we have either we get it from or some time we get it from the internet in the open source environment, it's fun to get the source code and then work to our own application. So now when we are looking at a Logie, when we talk about encryption, for example, we can easily get the source code from the internet. And the question is, is safe to use those source code. And my, my, my question is maybe not. So I always encourage my students to learn how to write source score distribution, where that I learned a long time ago before I allow them to use the open source environment. And one of the things that they have to be careful, especially with encryption is be quote that might be hidden in the, in the source, get the download here, some of the source. >>So open source, it's a wonderful place to be, but it's also that we have to be aware of >>Great point before we get into some of the common one quick thing for each of you like to get your comments on, you know, the there's been a big movement on growth mindset, which has been a great, I'm a big believer in having a growth mindset and learning and all that good stuff. But now that when you talk about some of these things that we're mentioning about systems, there's, there's an, there's a new trend around a systems mindset, because if everything's now a system distributed systems, now you have space in cyber security, you have to understand the consequences of changes. And you mentioned some of that Trung in changes in the source code. Could you guys share your quick opinions on the, the idea of systems thinking, is that a mindset that people should be looking at? Because it used to be just one thing, Oh, you're a systems guy or galley. There you go. You're done. Now. It seems to be in social media and data. Everything seems to be systems. What's your take dr. Fleischer, we'll start with you. >>Uh, I'd say it's a, it's another way of looking at, um, not being just so deep in your discipline. You have to understand what the impact of the decisions that you're making have on a much broader, uh, system. And so I think it's important for all of our students to get some exposure to that systems level thinking and looking at the greater impact of the decision that they're making. Now, the issue is where do you set the systems boundary, right? And you can set the systems boundary very close in and concentrate on an aspect of a design, or you can continually move that system boundary out and see, where do you hit the intersections of engineering and science along with ethics and public policy and the greater society. And I think that's where some of the interesting work is going to be. And I think at least exposing students and letting them know that they're going to have to make some of these considerations as they move throughout their career is going to be vital as we move into the future. Bill. What's your thoughts? >>Um, I absolutely agree with Amy and I think there's a context here that reverse engineering, um, and forensics analysis and forensics engineering are becoming more critical than ever, uh, the ability to look at what you have designed in a system and then tear it apart and look at it for gaps and holes and problem sets, or when you're given some software that's already been pre developed, checking it to make sure it is, is really going to do what it says it's going to do. That forensics ability becomes more and more a skillset that also you need the verbal skills to explain what it is you're doing and what you found. So the communication side, the systems analysis, >>The forensics analysis side, >>These are all things that are part of that system >>Approach that I think you could spend hours on. And we still haven't really done great job on it. So it's a, it's. One of my fortes is the really the whole analysis side of forensics and it reverse engineering >>Try and real quick systems thinking. >>Well, I'd like to share with you my experience. When I worked in the space patient program at NASA, we had two different approaches. One is a down approach where we design it from the system general point of view, where we put components to complex system. But at the same time, we have the bottom up approach where we have Ken Chile who spent time and effort the individual component. And they have to be expert in those Chinese component. That might be general component the gallery. And in the space station program, we bring together the welcome up engineer, who designed everything in detail in the system manager who manage the system design from the top down. And we meet in the middle and took the idea with compromise a lot of differences. Then we can leave a display station that we are operating to be okay, >>Great insight. And that's the whole teamwork collaboration that, that was mentioning. Thanks so much for that insight. I wanted to get that out there because I know myself as a, as a parent, I'm always trying to think about what's best for my kids in their friends, as they grow up into the workforce. I know educators and leaders in industry would love to know some of the best practices around some of the structural changes. So thanks for that insight, but this topics about students and helping them prepare. Uh, so we heard, you know, be, be multiple discipline, broaden your horizons, think like systems top down, bottom up, work together as a team and follow the data. So I got to ask you guys, there's a huge amount of job openings in cybersecurity. It's well documented and certainly at the intersection of space and cyber, it's only gonna get bigger, right? You're going to see more and more demand for new types of jobs. How do we get high school and college students interested in security as a career at the flagship? We'll start with you in this one. >>I would say really one of the best ways to get students interested in the career is to show them the impact that it's going to have. There's definitely always going to be students who are going to want to do the technology for the technology sake, but that will limit you to a narrow set of students. And by showing that the greater impact that these types of careers are going to have on the types of problems that you're going to be able to solve and the impact you're going to be able to have on the world, around you, that's the word that we really need to get out. And a wide variety of students really respond to these messages. So I think it's really kind of reaching out at the, uh, the elementary, the middle school level, and really kind of getting this idea that you can make a big difference, a big positive difference in the field with some of these careers is going to be really critical. >>Real question, follow up. What do you think is the best entry point? You mentioned middle squad in here, elementary school. This comes, there's a lot of discussions around pipelining and we're going to get into women in tech and under-represented matters later, but you know, is it too early or what's the, what's your feeling on this? >>My feeling is the earlier we can normalize it the better the, uh, if you can normalize an interest in, in computers and technology and building an elementary school, that's absolutely critical. But the dropoff point that we're seeing is between what I would call like late elementary and early middle school. Um, and just kind of as an anecdote, I, for years ran an outreach program for girl Scouts in grades four and five and grade six, seven, and eight. And we had a hundred slots in each program. And every year the program would sell out for girls in grades four and five, and every year we'd have spots remaining in grades six, seven, and eight. And that's literally where the drop-off is occurring between that late elementary and that middle school range. So that's the area that we need to target to make sure we keep those young women involved and interested as we move forward. >>Bill, how are we going to get these kids interested in security? You mentioned a few programs you got. Yeah. I mean, who wants to, who wouldn't want to be a white hat hacker? I mean, yeah, that sounds exciting. Yeah. Great questions. Let's start with some basic principles though. Is let me ask you a question, John, a name for me, one white hat, good person hacker. The name who works in the space industry and is an exemplar for students to look up to, um, you, um, Oh man. I'm hearing really. I can't, I can't, I can't, I can't imagine because the answer we normally get is the cricket sound. So we don't have individuals we've identified in those areas for them to look up to. I was going to be snarky and say, most white hackers won't even use their real name, but, um, there's a, there's an aura around their anonymity here. >>So, so again, the real question is, is how do we get them engaged and keep them engaged? And that's what Amy was pointing out too. Exactly the engagement and sticking with it. So one of the things that we're trying to do through our competition on the state level and other elements is providing connections. We call them ambassadors. These are people in the business who can contact the students that are in the game or in that, uh, challenge environment and let them interact and let them talk about what they do and what they're doing in life would give them a challenging game format. Um, a lot of computer based training, um, capture the flag stuff is great, but if you can make it hands on, if you can make it a learn by doing experiment, if you can make it am personally involved and see the benefit as a result of doing that challenge and then talk to the people who do that on a daily basis, that's how you get them involved. >>The second part is as part of what we're doing is, is we're involving partnership companies in the development of the teams. So this year's competition that we're running has 82 teams from across the state of California, uh, of those 82 teams at six students team, middle school, high school, and many of those have company partners. And these are practitioners in cybersecurity who are working with those students to participate. It's it's that adult connectivity, it's that visualization. Um, so at the competition this year, um, we have the founder of Def con red flag is a participant to talk to the students. We have Vince surf as who is of course, very well known for something called the internet to participate. It's really getting the students to understand who's in this. Who can I look up to and how do I stay engaged with them? >>There's definitely a celebrity aspect of it. I will agree. I mean, the influencer aspect here with knowledge is key. Can you talk about, um, these ambassadors and, and, and how far along are you on that program? First of all, the challenge stuff is anything gamification wise. We've seen that with hackathons is just really works well. Grades, bonding, people who create together kinda get sticky and get very high community aspect to it. Talking about this ambassador thing. What does that industry is that academic >>Absolutely partners that we've identified? Um, some of which, and I won't hit all of them. So I'm sure I'll short changes, but, uh, Palo Alto, Cisco, um, Splunk, um, many of the companies in California and what we've done is identified, uh, schools, uh, to participate in the challenge that may not have a strong STEM program or have any cyber program. And the idea of the company is they look for their employees who are in those school districts to partner with the schools to help provide outreach. It could be as simple as a couple hours a week, or it's a team support captain or it's providing computers and other devices to use. Uh, and so again, it's really about a constant connectivity and, uh, trying to help where some schools may not have the staff or support units in an area to really provide them what they need for connectivity. What that does gives us an opportunity to not just focus on it once a year, but throughout the year. So for the competition, all the teams that are participating have been receiving, um, training and educational opportunities in the game of education side, since they signed up to participate. So there's a website, there's learning materials, there's materials provided by certain vendor companies like Wireshark and others. So it's a continuum of opportunity for the, >>You know, I've seen just the re randomly, just going to random thought, you know, robotics clubs are moving den closer into that middle school area, in fact Fleischer. And certainly in high schools, it's almost like a varsity sport. E-sports is another one. My son just combined made the JV at the college Dean, you know, it's big and it's up and serious. Right. And, um, it's fun. This is the aspect of fun. It's hands on. This is part of the culture down there you learn by doing, is there like a group? Is it like, um, is it like a club? I mean, how do you guys organize these bottoms up organically interest topics? >>So, so here in the college of engineering, uh, when we talk about learning by doing, we have learned by doing both in the classroom and out of the classroom. And if we look at the, these types of, out of the classroom activities, we have over 80 clubs working on all different aspects of many of these are bottom up. The students have decided what they want to work on and have organized themselves around that. And then they get the leadership opportunities. The more experienced students train in the less experienced students. And it continues to build from year after year after year with them even doing aspects of strategic planning from year to year for some of these competitions. So, yeah, it's an absolutely great experience. And we don't define for them how their learned by doing experiences should be, we want them to define it. And I think the really cool thing about that is they have the ownership and they have the interest and they can come up with new clubs year after year to see which direction they want to take it. And, you know, we will help support those clubs as old clubs fade out and new clubs come in >>Trunk real quick. Before we go on the next, uh, talk track, what, what do you recommend for, um, middle school, high school or even elementary? Um, a little bit of coding Minecraft. I mean, what, how do you get them hooked on the fun and the dopamine of, uh, technology and cybersecurity? What's your, what's your take on that? >>On, on this aspect, I like to share with you my experience as a junior high and high school student in Texas, the university of Texas in Austin organized a competition for every high school in Texas. If we phew from poetry to mathematics, to science, computer engineering, but it's not about with university of Texas. The university of Texas is on the serving SSN for the final competition that we divide the competition to be strict and then regional, and then spit at each level, we have local university and colleges volunteering to host it competition and make it fun. >>Also students with private enterprises to raise funding for scholarship. So students who see the competition they get exposed to so they can see different option. They also get a scholarship when they attend university in college. So I've seen the combination in competition aspect would be a good thing to be >>Got the engagement, the aspiration scholarship, you know, and you mentioned a volunteer. I think one of the things I'll observe is you guys are kind of hitting this as community. I mean, the story of Steve jobs and was, was building the Mac, they call it bill Hewlett up in Palo Alto. It was in the phone book and they scoured some parts from them. That's community. This is kind of what you're getting at. So this is kind of the formula we're seeing. So the next question I really want to get into is the women in technology, STEM, underrepresented minorities, how do we get them on cybersecurity career path? Is there a best practices there, bill, we'll start with you? >>Well, I think it's really interesting. First thing I want to add is if I could have just a clarification, what's really cool that the competition that we have and we're running, it's run by student from Cal poly. Uh, so, you know, Amy referenced the clubs and other activities. So many of the, uh, organizers and developers of the competition that we're running are the students, but not just from engineering. So we actually have theater and liberal arts majors and technology for liberal arts majors who are part of the competition. And we use their areas of expertise, set design, and other things, uh, visualization of virtualization. Those are all part of how we then teach and educate cyber in our game effication and other areas. So they're all involved in their learning as well. So we have our students teaching other students. So we're really excited about that. And I think that's part of what leads to a mentoring aspect of what we're providing, where our students are mentoring the other students. And I think it's also something that's really important in the game. Um, the first year we held the game, we had several all girl teams and it was really interesting because a, they, they didn't really know if they could compete. I mean, this is their, their reference point. We don't know if they did better than anybody. I mean, they, they knocked the ball out >>Of the park. The second part then is building that confidence level that they can going back and telling their cohorts that, Hey, it's not this thing you can't do. It's something real that you can compete and win. And so again, it's building that comradery, that spirit, that knowledge that they can succeed. And I think that goes a long way and an Amy's programs and the reach out and the reach out that Cal poly does to schools to develop. Uh, I think that's what it really is going to take. It. It is going to take that village approach to really increase diversity and inclusivity for the community. >>That's the flusher. I'd love to get your thoughts. You mentioned, um, your, your outreach program and the dropoff, some of those data, uh, you're deeply involved in this. You're passionate about it. What's your thoughts on this career path opportunity for STEM? >>Yeah, I think STEM is an incredible career path opportunity for so many people. There's so many interesting problems that we can solve, particularly in cyber and in space systems. And I think we have to meet the kids where they are and kind of show them, you know, what the exciting part is about it, right. But, you know, bill was, was alluding to this. And when he was talking about, you know, trying to name somebody that you can can point to. And I think having those visible people where you can see yourself in that is, is absolutely critical and those mentors and that mentorship program. So we use a lot of our students going out into California, middle schools and elementary schools. And you want to see somebody that's like you, somebody that came from your background and was able to do this. So a lot of times we have students from our national society of black engineers or a society of Hispanic professional engineers or our society of women engineers. >>We have over a thousand members, a thousand student members in our society of women engineers who were doing these outreach programs. But like I also said, it's hitting them at the lower levels too. And girl Scouts is actually distinguishing themselves as one of the leading STEM advocates in the country. And like I said, they developed all these cybersecurity badges, starting in kindergarten. There's a cybersecurity badge for kindergarten and first graders. And it goes all the way up through late high school, the same thing with space systems. And they did the space systems in partnership with NASA. They did the cybersecurity and partnership with Palo Alto networks. And what you do is you want to build these, these skills that the girls are developing. And like bill said, work in and girl led teams where they can do it. And if they're doing it from kindergarten on, it just becomes normal. And they never think, well, this is not for me. And they see the older girls who are doing it and they see a very clear path leading them into these careers. >>Yeah. It's interesting. You used the word normalization earlier. That's exactly what it is. It's life, you get life skills and a new kind of badge. Why wouldn't learn how to be a white, white hat hacker, or have fun or learn new skills just in, in the, in the grind of your fun day. Super exciting. Okay. Trung your thoughts on this. I mean, you have a diverse diversity. It brings perspective to the table in cybersecurity because you have to think like the other, the adversary, you got to be the white headed hippie, a white hat, unless you know how black hat thinks. So there's a lot of needs here for more, more, more points of view. How are we going to get people trained on this from under represented minorities and women? What's your thoughts? >>Well, as a member of, I took a professional society of directed pool in the electronic engineer. You have the, uh, we participate in the engineering week. We'll be ploy our members to local junior high school and high school to talk about our project, to promote the discovery of engineering. But at the same time, we also participate in the science fair that we scaled up flex. As the squad organizing our engineer will be mentoring students, number one, to help them with the part check, but number two, to help us identify talents so that we can recruit them further into the field of STEM. One of the participation that week was the competition of the, what they call future CV. We're still going, we'll be doing a CT on a computer simulation. And in recent year we promote ops smart CV where CT will be connected the individual houses to be added in through the internet. >>And we want to bring awareness of cybersecurity into competition. So we deploy engineer to supervise the people, the students who participate in the competition, we bring awareness, not in the technical be challenged level, but in what we've called the compound level. So speargun will be able to know what is, why to provide cyber security for the smart city that they are building. And at the same time, we were able to identify talent, especially talent in the minority and in the room. And so that we can recruit them more actively. And we also raise money for scholarship. We believe that scholarship is the best way to get students to continue education in Epic college level. So with scholarship, it's very easy to recruit them, to give you and then push them to go further into the cyber security Eylea. >>Yeah. I mean, you know, I see a lot of the parents like, Oh, my kid's going to go join the soccer team, >>Private lessons, and maybe look at a scholarship >>Someday. Well, they only do have scholarships anyway. I mean, this is if they spent that time doing other things, it's just, again, this is a new lifestyle, like the girl Scouts. And this is where I want to get into this whole silo breaking down because Amy, you brought this up and bill, you were talking about as well, you've got multiple stakeholders here with this event. You got, you know, public, you got private and you've got educators. It's the intersection of all of them. It's again, that those, if those silos break down the confluence of those three stakeholders have to work together. So let's, let's talk about that. Educators. You guys are educating young minds, you're interfacing with private institutions and now the public. What about educators? What can they do to make cyber better? Cause there's no real manual. I mean, it's not like this court is a body of work of how to educate cybersecurity is maybe it's more recent, it's cutting edge, best practices, but still it's an, it's an evolving playbook. What's your thoughts for educators, bill? We'll start with you. >>Well, I don't really, I'm going to turn it off. >>I would say, I would say as, as educators, it's really important for us to stay on top of how the field is evolving, right? So what we want to do is we want to promote these tight connections between educators and our faculty and, um, applied research in industry and with industry partnerships. And I think that's how we're going to make sure that we're educating students in the best way. And you're talking about that inner, that confluence of the three different areas. And I think you have to keep those communication lines open to make sure that the information on where the field is going and what we need to concentrate on is flowing down into our educational process. And that, that works in both ways that, you know, we can talk as educators and we can be telling industry what we're working on and what are types of skills our students have and working with them to get the opportunities for our students to work in industry and develop those skills along the way as well. >>And I think it's just all part of this is really looking at, at what's going to be happening and how do we get people talking to each other and the same thing with looking at public policy and bringing that into our education and into these real hands on experiences. And that's how you really cement this type of knowledge with students, not by not by talking to them and not by showing them, but letting them do it. It's this learn by doing and building the resiliency that it takes when you learn by doing. And sometimes you learn by failing, but you just up and you keep going. >>And these are important skills that you develop along the way >>You mentioned, um, um, sharing too. That's the key collaborating and sharing knowledge. It's an open, open world and everyone's collaborating feel private public partnerships. I mean, there's a real private companies. You mentioned Palo Alto networks and others. There's a real intersection there there's, they're motivated. They could, the scholarship opportunities, trunk points to that. What is the public private educator view there? How do companies get involved? What's the benefit for them? >>Well, that's what a lot of the universities are doing is to bring in as part of either their cyber centers or institutes, people who are really focused on developing and furthering those public private partnerships. That's really what my role is in all these things is to take us to a different level in those areas, uh, not to take away from the academic side, but to add additional opportunities for both sides. Remember in a public private partnership, all entities have to have some gain in the process. Now, what I think is really interesting is the timing on particularly this subject space and cyber security. This has been an absolute banner year for space. The Stanhope of space force, the launch of commercial partnership, leaving commercial platforms, delivering astronauts to the space station, recovering them and bringing back the ability of a commercial satellite platform to be launched a commercial platforms that not only launch, but return back to where they're launched from. >>These are things that are stirring the hearts of the American citizens, the kids, again, they're getting interested, they're seeing this and getting enthused. So we have to seize upon that and we have to find a way to connect that public private partnerships is the answer for that. It's not one segment that can handle it all. It's all of them combined together. If you look at space, space is going to be about commercial. It's going to be about civil moving from one side of the earth, to the other via space. And it's about government. And what's really cool for us. All those things are in our backyard. Yeah. That's where that public private comes together. The government's involved, the private sector is involved. The educators are involved and we're all looking at the same things and trying to figure out like this forum, what works best to go to the future. >>You know, if people are bored and they want to look for an exciting challenge, he couldn't have laid it out any clearer. It's the most exciting discipline. It hits everything. I mean, we just talk about space. GPS is everything we do is well tested. Do with satellites. >>I have to tell you a story on that, right? We have a very unique GPS story right in our backyard. So our sheriff is the son of the father of GPS for the air force. So you can't get better than that when it comes to being connected to all those platforms. So we, we really want to say, you know, this is so exciting for all of us because >>It gives everybody a job for a long time. >>You know, the kids that don't think tick toxic, exciting, wait til they see what's going on here with you guys, this program, trunk final word on this from the public side, you're at the air force. You're doing research. Are you guys opening it up? Are you integrating into the private and educational sectors? How do you see that formula playing out? And what's the best practice for students and preparing them? >>I think it's the same in athlete university CP in the engineering program will require our students to be final project before graduation. And in this kind of project, we send them out to work in the private industry. The private company got sponsor. Then they get the benefit of having an intern working for them and they get the benefit of reviewing the students as the prospective employee in the future. So it's good for the student to gain practical experience working in this program. Some, some kind of, we call that a core program, some kind, we call that a capstone program and the company will accept the students on a trial PRCS, giving them some assignment and then pay them a little bit of money. So it's good for the student to earn some extra money, to have some experience that they can put on their resume when they apply for the final of the job. >>So the collaboration between university and private sector is really important. We, when I joined a faculty, normally they already exist that connection. It came from. Normally it came from the Dean of engineering who would whine and dine with companies. We work relationship and sign up women, but it's approach to do a good performance so that we can be credibility to continue the relationship with those company and the students that we selected to send to those company. We have to make sure that they will represent the university. Well, they will go a good job and they will make a good impression. >>Thank you very much for great insight, trunk, bill, Amy, amazing topic. I'd like to end this session with each of you to make a statement on the importance of cybersecurity to space. We'll go Trung bill and Amy Truong, the importance of cybersecurity space statement. >>We know that it's affecting components that we are using and we are connecting to. And normally we use them for personal purpose. But when we connect to the important system that the government public company put into space, so it's really important to practice cyber security and a lot of time, it's very easy to know concept. We have to be careful, but in reality, we tend to forget to partnership the way we forget how to ride safely. And with driving a car, we have a program called defensive driving that requires every two or three years to get. We can get discount. >>We are providing the cyber security practice, not to tell people about the technology, but to remind them not practicing cybersecurity. And it's a requirement for every one of us, bill, the importance of cyber security to space. It's not just about young people. It's about all of us as we grow and we change as I referenced it, you know, we're changing from an analog world to a digital world. Those of us who have been in the business and have hair that looks like mine. We need to be just as cognizant about cybersecurity practice as the young people, we need to understand how it affects our lives and particularly in space, because we're going to be talking about people, moving people to space, moving payloads, data, transfer all of those things. And so there's a whole workforce that needs to be retrained or upskilled in cyber that's out there. So the opportunity is ever expensive for all of us, Amy, the importance of cybersecurity space, >>Uh, and the, the emphasis of cybersecurity is space. Just simply, can't be over emphasized. There are so many aspects that are going to have to be considered as systems get ever more complex. And as we pointed out, we're putting people's lives at stake here. This is incredibly, incredibly complicated and incredibly impactful, and actually really exciting the opportunities that are here for students and the workforce of the future to really make an enormous impact on the world around us. And I hope we're able to get that message out to students, to children >>Today. But these are my really interesting fields that you need to consider. >>Thank you very much. I'm John foray with the cube and the importance of cybersecurity and space is the future of the world's all going to happen in and around space with technology, people and society. Thank you to Cal poly. And thank you for watching the Cypress of computer security and space symposium 2020.

>> Announcer: From around the globe, it's theCUBE, covering Space and Cybersecurity Symposium 2020, hosted by Cal Poly. >> Everyone, welcome to this special presentation with Cal Poly hosting the Space and Cybersecurity Symposium 2020 virtual. I'm John Furrier, your host with theCUBE and SiliconANGLE here in our Palo Alto studios with our remote guests. We couldn't be there in person, but we're going to be here remote. We got a great session and a panel for one hour, topic preparing students for the jobs of today and tomorrow. Got a great lineup. Bill Britton, Lieutenant Colonel from the US Air Force, retired vice president for information technology and CIO and the director of the California Cybersecurity Institute for Cal Poly. Bill, thanks for joining us. Dr. Amy Fleischer, who's the dean of the College of Engineering at Cal Poly, and Trung Pham, professor and researcher at the US Air Force Academy. Folks, thanks for joining me today. >> Our pleasure. >> Got a great- >> Great to be here. >> Great panel. This is one of my favorite topics. >> Thank you for the opportunity. >> Preparing students for the next generation, the jobs for today and tomorrow. We got an hour. I'd love you guys to start with an opening statement to kick things off. Bill, we'll start with you. >> Well, I'm really pleased to be, to start on this as the director for the Cybersecurity Institute and the CIO at Cal Poly, it's really a fun, exciting job, because as a polytechnic, technology has such a forefront in what we're doing, and we've had a wonderful opportunity being 40 miles from Vandenberg Air Force Base to really look at the nexus of space and cybersecurity. And if you add into that both commercial, government, and civil space and cybersecurity, this is an expanding wide open time for cyber and space. In that role that we have with the Cybersecurity Institute, we partner with elements of the state and the university, and we try to really add value above our academic level, which is some of the highest in the nation, and to really merge down and go a little lower and start younger. So we actually are running the week prior to this showing a cybersecurity competition for high schools and middle schools in the state of California. That competition this year is based on a scenario around hacking of a commercial satellite and the forensics of the payload that was hacked and the networks associated with it. This is going to be done using products like Wireshark, Autopsy, and other tools that will give those high school students what we hope is a huge desire to follow up and go into cyber and cyberspace and space and follow that career path and either come to Cal Poly or some other institution that's going to let them really expand their horizons in cybersecurity and space for the future of our nation. >> Bill, thanks for that intro. By the way, I just want to give you props for an amazing team and job you guys are doing at Cal Poly, the DxHub and the efforts you guys are having with your challenge. Congratulations on that great work. >> Thank you. It's a rock star team. It's absolutely amazing to find that much talent at one location. And I think Amy's going to tell you, she's got the same amount of talent in her staff, so it's a great place to be. >> Dr. Amy Fleischer. You guys have a great organization down there, amazing curriculum, amazing people, great community. Your opening statement. >> Hello everybody. It's really great to be a part of this panel on behalf of the Cal Poly College of Engineering. Here at Cal Poly, we really take preparing students for the jobs of today and tomorrow completely seriously, and we can claim that our students really graduate so they're ready day one for their first real job. But that means that in getting them to that point, we have to help them get valuable and meaningful job experience before they graduate, both through our curriculum and through multiple internship or summer research opportunities. So we focus our curriculum on what we call a learn by doing philosophy. And this means that we have a combination of practical experience and learn by doing both in and out of the classroom. And we find that to be really critical for preparing students for the workforce. Here at Cal Poly, we have more than 6,000 engineering students. We're one of the largest undergraduate engineering schools in the country. And US News ranks us the eighth best undergraduate engineering program in the country and the top ranked state school. We're really, really proud that we offer this impactful hands-on engineering education that really exceeds that of virtually all private universities while reaching a wider audience of students. We offer 14 degree programs, and really, we're talking today about cyber and space, and I think most of those degree programs can really make an impact in the space and cybersecurity economy. And this includes not only things like aero and cyber directly, but also electrical engineering, mechanical engineering, computer engineering, materials engineering, even manufacturing, civil, and biomedical engineering, as there's a lot of infrastructure needs that go into supporting launch capabilities. Our aerospace program graduates hundreds of aerospace engineers and most of them are working right here in California with many of our corporate partners, including Northrop Grumman, Lockheed, Boeing, Raytheon, SpaceX, Virgin Galactic, JPL, and so many other places where we have Cal Poly engineers impacting the space economy. Our cybersecurity focus is found mainly in our computer science and software engineering programs, and it's really a rapidly growing interest among our students. Computer science is our most popular major, and industry interests and partnerships are integrated into our cyber curriculum, and we do that oftentimes through support from industry. So we have partnerships with Northrop Grumman for professorship in a cyber lab and from PG&E for critical infrastructure cybersecurity lab and professorship. And we think that industry partnerships like these are really critical to preparing students for the future as the field is evolving so quickly and making sure we adapt our facilities and our curriculum to stay in line with what we're seeing in industry is incredibly important. In our aerospace program, we have an educational partnership with the Air Force Research Labs that's allowing us to install new high-performance computing capabilities and a space environments lab that's going to enhance our satellite design capabilities. And if we talk about satellite design, Cal Poly is the founding home of the CubeSat program, which pioneered small satellite capabilities, And we remain the worldwide leader in maintaining the CubeSat standard, and our student program has launched more CubeSats than any other program. So here again we have this learn by doing experience every year for dozens of aerospace, electrical, computer science, mechanical engineering students, and other student activities that we think are just as important include ethical hacking through our white hat club, Cal Poly Space Systems, which does really, really big rocket launches, and our support program for women in both of these fields, like WISH, which is Women In Software and Hardware. Now, you know, really trying to bring in a wide variety of people into these fields is incredibly important, and outreach and support to those demographics traditionally underrepresented in these fields is going to be really critical to future success. So by drawing on the lived experiences by people with different types of backgrounds will we develop the type of culture and environment where all of us can get to the best solution. So in terms of bringing people into the field, we see that research shows we need to reach kids when they're in late elementary and middle schools to really overcome that cultural bias that works against diversity in our fields. And you heard Bill talking about the California Cybersecurity Institute's yearly cyber challenge, and there's a lot of other people who are working to bring in a wider variety of people into the field, like Girl Scouts, which has introduced dozens of new badges over the past few years, including a whole cybersecurity series of badges in concert with Palo Alto Networks. So we have our work cut out for us, but we know what we need to do, and if we're really committed to properly preparing the workforce for today and tomorrow, I think our future is going to be bright. I'm looking forward to our discussion today. >> Thank you, Dr. Fleischer, for a great comment, opening statement, and congratulations. You got the right formula down there, the right mindset, and you got a lot of talent, and community, as well. Thank you for that opening statement. Next up, from Colorado Springs, Trung Pham, who's a professor and researcher at the US Air Force Academy. He's doing a lot of research around the areas that are most important for the intersection of space and technology. Trung. >> Good afternoon. First I'd like to thank Cal Poly for the opportunity. And today I want to go briefly about cybersecurity in space application. Whenever we talk about cybersecurity, the impression is that it's a new field that is really highly complex involving a lot of technical area. But in reality, in my personal opinion, it is indeed a complex field because it involves many disciplines. The first thing we think about is computer engineering and computer networking, but it's also involving communication, sociology, law practice. And this practice of cybersecurity doesn't only involve computer expert, but it's also involve everybody else who has a computing device that is connected to the internet, and this participation is obviously everybody in today's environment. When we think about the internet, we know that it's a good source of information but come with the convenience of information that we can access, we are constantly facing danger from the internet. Some of them we might be aware of. Some of them we might not be aware of. For example, when we search on the internet, a lot of time our browser will be saying that this site is not trusted, so we will be more careful. But what about the sites that we trusted? We know that those are legitimate sites, but they're not 100% bulletproof. What happen if those site are attacked by a hacker and then they will be a silent source of danger that we might not be aware of. So in the reality, we need to be more practicing the cybersecurity from our civil point of view and not from a technical point of view. When we talk about space application, we should know that all the hardware are computer-based or controlled by by computer system, and therefore the hardware and the software must go through some certification process so that they can be rated as airworthy or flightworthy. When we know that in the certification process is focusing on the functionality of the hardware and software, but one aspect that is explicitly and implicitly required is the security of those components. And we know that those components have to be connected with the ground control station, and the communication is through the air, through the radio signal, so anybody who has access to those communication radio signal will be able to control the space system that we put up there. And we certainly do not want our system to be hijacked by a third party. Another aspect of cybersecurity is that we try to design the space system in a very strong manner so it's almost impossible to hack in. But what about some other weak system that might be connected to the strong system? For example, the space system will be connected to the ground control station, and on the ground control station, we have the human controller, and those people have cell phone. They are allowed to use cell phone for communication. But at the same time, they are connected to the internet through the cell phone, and their cell phone might be connected to the computer that control the flight software and hardware. So what I want to say is we try to build strong system and we've protected them, but there will be some weaker system that we could not intended but exists to be connected to our strong system, and those are the points the hacker will be trying to attack. If we know how to control the access to those weak points, we will be having a much better system for the space system. And when we see the cybersecurity that is requiring the participation everywhere it's important to notice that there is a source of opportunity for students who enter the workforce to consider. Obviously students in engineering can focus their knowledge and expertise to provide technological solution to protect the system that we view. But we also have students in business who can focus their expertise to write business plan so that they can provide a pathway for the engineering advances to reach the market. We also have student in law who can focus their expertise in policy governing the internet, governing the cybersecurity practice. And we also have student in education who can focus their expertise to design how to teach cybersecurity practice, and student in every other discipline can focus their effort to implement security measure to protect the system that they are using in their field. So it's obvious that cybersecurity is everywhere and it implies job opportunity everywhere for everybody in every discipline of study. Thank you. >> Thank you, Trung, for those great comments. Great technology opportunities. But interesting, as well, is the theme that we're seeing across the entire symposium and in the virtual hallways that we're hearing conversations, and you pointed out some of them. Dr. Fleischer did, as well. And Bill, you mentioned it. It's not one thing. It's not just technology. It's different skills. And Amy, you mentioned that computer science is the hottest degree, but you have the hottest aerospace program in the world. I mean, so all this is kind of balancing. It's interdisciplinary. It's a structural change. Before we get into some of the, how they prepare the students, can you guys talk about some of the structural changes that are modern now in preparing in these opportunities, because societal impact is a, law potentially impact, it's how we educate. There's now cross-discipline skill sets. It's not just get the degree, see you out in the field. Bill, you want to start? >> Well, what's really fun about this job is that in the Air Force, I worked in the space and missile business, and what we saw was a heavy reliance on checklist format, security procedures, analog systems, and what we're seeing now in our world, both in the government and the commercial side, is a move to a digital environment, and the digital environment is a very quick and adaptive environment, and it's going to require a digital understanding. Matter of fact, the undersecretary of Air Force for acquisition recently referenced the need to understand the digital environment and how that's affecting acquisition. So as both Amy and Trung said, even business students are now in the cybersecurity business. And so again, what we're seeing is the change. Now, another phenomenon that we're seeing in the space world is there's just so much data. One of the ways that we addressed that in the past was to look at high-performance computing. There was a lot stricter control over how that worked. But now what we're seeing is adaptation of cloud, cloud technologies in space support, space data, command and control. And so what we see is a modern space engineer who has to understand digital, has to understand cloud, and has to understand the context of all those with a cyber environment. That's really changing the forefront of what is a space engineer, what is a digital engineer, and what is a future engineer, both commercial or government. So I think the opportunity for all of these things is really good, particularly for a polytechnic, Air Force Academy, and others that are focusing on a more widened experiential level of cloud and engineering and other capabilities. And I'll tell you the part that as the CIO I have to remind everybody, all this stuff works with the IT stuff. So you've got to understand how your IT infrastructures are tied and working together. As we noted earlier, one of the things is that these are all relays from point to point, and that architecture is part of your cybersecurity architecture. So again, every component has now become a cyber aware, cyber knowledgeable, and what we like to call as a cyber cognizant citizen where they have to understand the context. (speaking on mute) >> (indistinct) software Dr. Fleischer, talk about your perspective, 'cause you mentioned some of the things about computer science. I remember in the '80s when I got my computer science degree, they called us software engineers and then you became software developers. And then, so again, engineering is the theme. If you're engineering a system, there's now software involved, and there's also business engineering, business models. So talk about some of your comments, 'cause you mentioned computer science is hot. You got the aerospace. You got these multi-disciplines. You got definitely diversity, as well, brings more perspectives in, as well. Your thoughts on these structural interdisciplinary things? >> I think this is really key to making sure that students are prepared to work in the workforce is looking at the blurring between fields. No longer are you just a computer scientist. No longer are you just an aerospace engineer. You really have to have an expertise where you can work with people across disciplines. All of these fields are just working with each other in ways we haven't seen before. And Bill brought up data. You know, data science is something that's cross-cutting across all of our fields. So we want engineers that have the disciplinary expertise that they can go deep into these fields, but we want them to be able to communicate with each other and to be able to communicate across disciplines and to be able to work in teams that are across disciplines. You can no longer just work with other computer scientists or just work with other aerospace engineers. There's no part of engineering that is siloed anymore. So that's how we're changing. You have to be able to work across those disciplines. And as you, as Trung pointed out, ethics has to come into this. So you can no longer try to fully separate what we would traditionally have called the liberal arts and say, well, that's over there in general education. No, ethics is an important part of what we're doing and how we integrate that into our curriculum. So is communication. So is working on public policy and seeing where all these different aspects tie together to make the impact that we want to have in the world. So you no longer can work solo in these fields. >> That's great point. And Bill also mentioned the cloud. One thing about the cloud that's showed us is horizontal scalability has created a lot of value, and certainly data is now horizontal. Trung, you mentioned some of the things about cryptography for the kids out there, I mean, you can look at the pathway for career. You can do a lot of tech, but you don't have to go deep sometimes. You can as deep as you want, but there's so much more there. What technology do you see that's going to help students, in your opinion? >> Well, I'm a professor in computer science, so I like to talk a little bit about computer programming. Now we are working in complex projects. So most of the time we don't design a system from scratch. We build it from different components, and the components that we have, either we get it from vendors or sometimes we get it from the internet in the open source environment. It's fun to get the source code and then make it work to our own application. So now when we are looking at cryptology, when we talk about encryption, for example, we can easily get the source code from the internet. And the question, is it safe to use those source code? And my question is maybe not. So I always encourage my students to learn how to write source code the traditional way that I learned a long time ago before I allow them to use the open source environment. And one of the things that they have to be careful especially with encryption is the code that might be hidden in the source that they downloaded. Some of the source might be harmful. It might open up back gate for a hacker to get in later. We've heard about these back gates back then when Microsoft designed the operating system with the protection of encryption, and it is true that is existing. So while open source code is a wonderful place to develop complex system, but it's also a dangerous place that we have to be aware of. >> Great point. Before we get into the comments, one quick thing for each of you I'd like to get your comments on. There's been a big movement on growth mindset, which has been a great big believer in having a growth mindset and learning and all that good stuff. But now when you talk about some of these things we're mentioning about systems, there's a new trend around a systems mindset, because if everything's now a system, distributed systems now you have space and cybersecurity, you have to understand the consequences of changes. And you mention some of that, Trung, in changes in the source code. Could you guys share your quick opinions on the of systems thinking? Is that a mindset that people should be looking at? Because it used to be just one thing. Oh, you're a systems guy or gal. There you go. You're done. Now it seems to be in social media and data, everything seems to be systems. What's your take? Dr. Fleischer, we'll start with you. >> I'd say it's another way of looking at not being just so deep in your discipline. You have to understand what the impact of the decisions that you're making have on a much broader system. And so I think it's important for all of our students to get some exposure to that systems level thinking and looking at the greater impact of the decision that they're making. Now, the issue is where do you set the systems boundary, right? And you can set the systems boundary very close in and concentrate on an aspect of a design, or you can continually move that system boundary out and see where do you hit the intersections of engineering and science along with ethics and public policy and the greater society. And I think that's where some of the interesting work is going to be. And I think at least exposing students and letting them know that they're going to have to make some of these considerations as they move throughout their career is going to be vital as we move into the future. >> Bill, what's your thoughts? >> I absolutely agree with Amy. And I think there's a context here that reverse engineering and forensics analysis and forensics engineering are becoming more critical than ever. The ability to look at what you have designed in a system and then tear it apart and look at it for gaps and holes and problem sets. Or when you're given some software that's already been pre-developed, checking it to make sure it is really going to do what it says it's going to do. That forensics ability becomes more and more a skillset that also you need the verbal skills to explain what it is you're doing and what you found. So the communication side, the systems analysis side, the forensics analysis side, these are all things that are part of system approach that I think you could spend hours on and we still haven't really done a great job on it. So it's one of my fortes is really the whole analysis side of forensics and reverse engineering. >> Trung, real quick, systems thinking, your thoughts. >> Well, I'd like to share with you my experience when I worked in the space station program at NASA. We had two different approaches. One is a compound approach where we design it from the system general point of view where we put components together to be a complex system. But at the same time, we have the (indistinct) approach where we have an engineer who spent time and effort building individual component and they have to be expert in those tiny component that general component they deliver. And in the space station program, we bring together the (indistinct) engineer who designed everything in detail and the system manager who managed the system design from the top down, and we meet in the middle, and together we compromised a lot of differences and we delivered the space station that we are operating today. >> Great insight. And that's the whole teamwork collaboration that Dr. Fleischer was mentioning. Thanks so much for that insight. I wanted to get that out there because I know myself as a parent, I'm always trying to think about what's best for my kids and their friends as they grow up into the workforce. I know educators and leaders in industry would love to know some of the best practices around some of the structural changes. So thanks for that insight. But this topic's about students and helping them prepare. So we heard be multiple discipline, broaden your horizons, think like systems, top down, bottom up, work together as a team, and follow the data. So I got to ask you guys, there's a huge amount of job openings in cybersecurity. It's well-documented. And certainly with the intersection of space and cyber, it's only going to get bigger, right? You're going to see more and more demand for new types of jobs. How do we get high school and college students interested in security as a career? Dr. Fleischer, we'll start with you on this one. I would say really one of the best ways to get students interested in a career is to show them the impact that it's going to have. There's definitely always going to be students who are going to want to do the technology for the technology's sake, but that will limit you to a narrow set of students, and by showing the greater impact that these types of careers are going to have on the types of problems that you're going to be able to solve and the impact you're going to be able to have on the world around you, that's the word that we really need to get out. And a wide variety of students really respond to these messages. So I think it's really kind of reaching out at the elementary, the middle school level, and really kind of getting this idea that you can make a big difference, a big positive difference in the field with some of these careers, is going to be really critical. >> Real question to follow up. What do you think is the best entry point? You mentioned middle. I didn't hear elementary school. There's a lot of discussions around pipelining, and we're going to get into women in tech and underrepresented minorities later. But is it too early, or what's your feeling on this? >> My feeling is the earlier we can normalize it, the better. If you can normalize an interest in computers and technology and building in elementary school, that's absolutely critical. But the drop-off point that we're seeing is between what I would call late elementary and early middle school. And just kind of as an anecdote, I for years ran an outreach program for Girl Scouts in grades four and five and grade six, seven, and eight. And we had 100 slots in each program. And every year the program would sell out for girls in grades four and five, and every year we'd have spots remaining in grades six, seven, and eight. And that's literally where the drop-off is occurring between that late elementary and that middle school range. So that's the area that we need to target to make sure we keep those young women involved and interested as we move forward. >> Bill, how are we going to get these kids interested in security? You mentioned a few programs you got. >> Yeah. >> I mean, who wouldn't want to be a white hat hacker? I mean, that sounds exciting. >> So yeah, great questions. Let's start with some basic principles, though, is let me ask you a question, John. Name for me one white hat, good person hacker, the name, who works in the space industry and is an exemplar for students to look up to. >> You? >> Oh man, I'm feeling really... >> I'm only, I can't imagine a figure- >> (indistinct) the answer because the answer we normally get is the cricket sound. So we don't have individuals we've identified in those areas for them to look up to. >> I was going to be snarky and say most white hackers won't even use their real name, but... >> Right, so there's an aura around their anonymity here. So again, the real question is how do we get them engaged and keep them engaged? And that's what Amy was pointing out to exactly, the engagement and sticking with it. So one of the things that we're trying to do through our competition on the state level and other elements is providing connections. We call them ambassadors. These are people in the business who can contact the students that are in the game or in that challenge environment and let 'em interact and let 'em talk about what they do and what they're doing in life. But give them a challenging game format. A lot of computer-based training, capture the flag stuff is great, but if you can make it hands-on, if you can make it a learn by doing experiment, if you can make it personally involved and see the benefit as a result of doing that challenge and then talk to the people who do that on a daily basis, that's how you get them involved. The second part is part of what we're doing is we're involving partnership companies in the development of the teams. So this year's competition that we're running has 82 teams from across the state of California. Of those 82 teams at six students a team, middle school, high school, and many of those have company partners, and these are practitioners in cybersecurity who are working with those students to participate. It's that adult connectivity. It's that visualization. So at the competition this year, we have the founder of Defcon Red Flag is a participant to talk to the students. We have Vint Cerf, who is, of course, very well-known for something called the internet, to participate. It's really getting the students to understand who's in this, who can I look up to, and how do I stay engaged with them? >> There's definitely a celebrity aspect of it, I will agree. I mean, the influencer aspect here with knowledge is key. Can you talk about these ambassadors, and how far along are you on that program? First of all, the challenge stuff is, anything gamification-wise, we've seen that with hackathons, it just really works well. Creates bonding. People who create together can get sticky and get very high community aspect to it. Talk about this ambassador thing. What is that, industry, is that academic? >> Yeah, absolutely. >> What is this ambassador thing? >> Industry partners that we've identified, some of which, and I won't hit all of 'em, so I'm sure I'll short change this, but Palo Alto, Cisco, Splunk, many of the companies in California, and what we've done is identified schools to participate in the challenge that may not have a strong STEM program or have any cyber program. And the idea of the company is they look for their employees who are in those school districts to partner with the schools to help provide outreach. It could be as simple as a couple hours a week, or it's a team support captain or it's providing computers and other devices to use. And so again, it's really about a constant connectivity and trying to help where some schools may not have the staff or support units in an area to really provide them what they need for connectivity. What that does is it gives us an opportunity to not just focus on it once a year, but throughout the year. So for the competition, all the teams that are participating have been receiving training and educational opportunities in the gamification side since they signed up to participate. So there's a website, there's learning materials, there's materials provided by certain vendor companies like Wireshark and others. So it's a continuum of opportunity for the students. >> You know, I've seen, just randomly, just got a random thought. Robotics clubs are moving then closer into that middle school area, Dr. Fleischer, and in certainly in high schools, it's almost like a varsity sport. E-sports is another one. My son just called me. "I made the JV at the college team." It's big and serious, right? And it's fun. This is the aspect of fun. It's hands-on. This is part of the culture down there. Learn by doing. Is there, like, a group? Is it, like, a club? I mean, how do you guys organize these bottoms-up organically interest topics? >> So here in the college of engineering, when we talk about learn by doing, we have learned by doing both in the classroom and out of the classroom. And if we look at these types of out of the classroom activities, we have over 80 clubs working on all different aspects, and many of these are bottom-up. The students have decided what they want to work on and have organized themselves around that. And then they get the leadership opportunities. The more experienced students train the less experienced students. And it continues to build from year after year after year with them even doing aspects of strategic planning from year to year for some of these competitions. Yeah, it's an absolutely great experience. And we don't define for them how their learn by doing experiences should be. We want them to define it. And I think the really cool thing about that is they have the ownership and they have the interest and they can come up with new clubs year after year to see which direction they want to take it, and we will help support those clubs as old clubs fade out and new clubs come in. >> Trung, real quick, before we go on the next talk track, what do you recommend for middle school, high school, or even elementary? A little bit of coding, Minecraft? I mean, how do you get 'em hooked on the fun and the dopamine of technology and cybersecurity? What's your take on that? >> On this aspect, I'd like to share with you my experience as a junior high and high school student in Texas. The university of Texas in Austin organized a competition for every high school in Texas in every field from poetry to mathematics to science, computer engineering. But it's not about the University of Texas. The University of Texas is only serving as a center for the final competition. They divide the competition to district and then regional and then state. At each level, we have local university and colleges volunteering to host the competition and make it fun for the student to participate. And also they connected the students with private enterprises to raise fund for scholarship. So student who see the competition is a fun event for them, they get exposed to different university hosting the event so that they can see different option for them to consider college. They also get a promise that if they participate, they will be considered for scholarship when they attend university and college. So I think the combination of fun and competition and the scholarship aspect will be a good thing to entice the student to commit to the area of cybersecurity. >> Got the engagement, the aspiration, scholarship, and you mentioned a volunteer. I think one of the things I'll observe is you guys are kind of hitting this as community. I mean, the story of Steve Jobs and Woz building the Mac, they called Bill Hewlett up in Palo Alto. He was in the phone book. And they scoured some parts from him. That's community. This is kind of what you're getting at. So this is kind of the formula we're seeing. So the next question I really want to get into is the women in technology, STEM, underrepresented minorities, how do we get them on cybersecurity career path? Is there a best practices there? Bill, we'll start with you. >> Well, I think it's really interesting. First thing I want to add is, if I could, just a clarification. What's really cool, the competition that we have and we're running, it's run by students from Cal Poly. So Amy referenced the clubs and other activities. So many of the organizers and developers of the competition that we're running are the students, but not just from engineering. So we actually have theater and liberal arts majors and technology for liberal arts majors who are part of the competition, and we use their areas of expertise, set design and other things, visualization, virtualization. Those are all part of how we then teach and educate cyber in our gamification and other areas. So they're all involved and they're learning, as well. So we have our students teaching other students. So we're really excited about that. And I think that's part of what leads to a mentoring aspect of what we're providing where our students are mentoring the other students. And I think it's also something that's really important in the game. The first year we held the game, we had several all-girl teams, and it was really interesting because A, they didn't really know if they could compete. I mean, this is their reference point. We don't know if. They did better than anybody. I mean, they just, they knocked the ball out of the park. The second part, then, is building that confidence level that can, going back and telling their cohorts that, hey, it's not this obtuse thing you can't do. It's something real that you can compete and win. And so again, it's building that camaraderie, that spirit, that knowledge that they can succeed. And I think that goes a long way. And Amy's programs and the reach out and the reach out that Cal Poly does to schools to develop, I think that's what it really is going to take. It is going to take that village approach to really increase diversity and inclusivity for the community. >> Dr. Fleischer, I'd love to get your thoughts. You mentioned your outreach program and the drop-off, some of those data. You're deeply involved in this. You're passionate about it. What's your thoughts on this career path opportunity for STEM? >> Yeah, I think STEM is an incredible career path opportunity for so many people. There's so many interesting problems that we can solve, particularly in cyber and in space systems. And I think we have to meet the kids where they are and kind of show them what the exciting part is about it, right? But Bill was alluding to this when he was talking about trying to name somebody that you can point to. And I think having those visible people where you can see yourself in that is absolutely critical, and those mentors and that mentorship program. So we use a lot of our students going out into California middle schools and elementary schools. And you want to see somebody that's like you, somebody that came from your background and was able to do this. So a lot of times we have students from our National Society of Black Engineers or our Society of Hispanic Professional Engineers or our Society of Women Engineers, which we have over 1,000 members, 1,000 student members in our Society of Women Engineers who are doing these outreach programs. But like I also said, it's hitting them at the lower levels, too, and Girl Scouts is actually distinguishing themselves as one of the leading STEM advocates in the country. And like I said, they developed all these cybersecurity badges starting in kindergarten. There's a cybersecurity badge for kindergartener and first graders. And it goes all the way up through late high school. The same thing with space systems. And they did the space systems in partnership with NASA. They did the cybersecurity in partnership with Palo Alto Networks. And what you do is you want to build these skills that the girls are developing, and like Bill said, work in girl-led teams where they can do it, and if they're doing it from kindergarten on, it just becomes normal, and they never think, well, this is not for me. And they see the older girls who are doing it and they see a very clear path leading them into these careers. >> Yeah, it's interesting, you used the word normalization earlier. That's exactly what it is. It's life, you get life skills and a new kind of badge. Why wouldn't you learn how to be a white hat hacker or have some fun or learn some skills? >> Amy: Absolutely. >> Just in the grind of your fun day. Super exciting. Okay, Trung, your thoughts on this. I mean, you have a diverse, diversity brings perspective to the table in cybersecurity because you have to think like the other guy, the adversary. You got to be the white hat. You can't be a white hat unless you know how black hat thinks. So there's a lot of needs here for more points of view. How are we going to get people trained on this from underrepresented minorities and women? What's your thoughts? >> Well, as a member of the IEEE Professional Society of Electrical and Electronic Engineers, every year we participate in the engineering week. We deploy our members to local junior high school and high school to talk about our project to promote the study of engineering. But at the same time, we also participate in the science fair that the state of Texas is organizing. Our engineer will be mentoring students, number one, to help them with the project, but number two, to help us identify talent so that we can recruit them further into the field of STEM. One of the participation that we did was the competition of the, what they call Future City, where students will be building a city on a computer simulation. And in recent year, we promote the theme of smart city where city will be connected the individual houses and together into the internet. And we want to bring awareness of cybersecurity into that competition. So we deploy engineer to supervise the people, the students who participate in the competition. We bring awareness not in the technical detail level, but in what we've call the compound level so student will be able to know what required to provide cybersecurity for the smart city that they are building. And at the same time, we were able to identify talent, especially talent in the minority and in the woman, so that we can recruit them more actively. And we also raise money for scholarship. We believe that scholarship is the best way to entice student to continue education at the college level. So with scholarship, it's very easy to recruit them to the field and then push them to go further into the cybersecurity area. >> Yeah, I mean, I see a lot of the parents like, oh, my kid's going to go join the soccer team, we get private lessons, and maybe they'll get a scholarship someday. Well, they only do half scholarships. Anyway. I mean, if they spent that time doing these other things, it's just, again, this is a new life skill, like the Girl Scouts. And this is where I want to get into this whole silo breaking down, because Amy, you brought this up, and Bill, you were talking about it, as well. You got multiple stakeholders here with this event. You've got public, you've got private, and you've got educators. It's the intersection of all of them. It's, again, if those silos break down, the confluence of those three stakeholders have to work together. So let's talk about that. Educators. You guys are educating young minds. You're interfacing with private institutions and now the public. What about educators? What can they do to make cyber better? 'Cause there's no real manual. I mean, it's not like this court is a body of work of how to educate cybersecurity. Maybe it's more recent. There's cutting edge best practices. But still, it's an evolving playbook. What's your thoughts for educators? Bill, we'll start with you. >> Well, I'm going to turn to Amy and let her go first. >> Let you go. >> That's fine. >> I would say as educators, it's really important for us to stay on top of how the field is evolving, right? So what we want to do is we want to promote these tight connections between educators and our faculty and applied research in industry and with industry partnerships. And I think that's how we're going to make sure that we're educating students in the best way. And you're talking about that inner, that confluence of the three different areas. And I think you have to keep those communication lines open to make sure that the information on where the field is going and what we need to concentrate on is flowing down into our educational process. And that works in both ways, that we can talk as educators and we can be telling industry what we're working on and what types of skills our students have and working with them to get the opportunities for our students to work in industry and develop those skills along the way, as well. And I think it's just all part of this really looking at what's going to be happening and how do we get people talking to each other? And the same thing with looking at public policy and bringing that into our education and into these real hands-on experiences. And that's how you really cement this type of knowledge with students, not by talking to them and not by showing them, but letting them do it. It's this learn by doing and building the resiliency that it takes when you learn by doing. And sometimes you learn by failing, but you just pick up and you keep going. And these are important skills that you develop along the way. >> You mentioned sharing, too. That's the key. Collaborating and sharing knowledge. It's an open world and everyone's collaborating. Bill, private-public partnerships. I mean, there's a real, private companies, you mentioned Palo Alto Networks and others. There's a real intersection there. They're motivated. They could, there's scholarship opportunities. Trung points to that. What is the public-private educator view there? How do companies get involved and what's the benefit for them? >> Well, that's what a lot of the universities are doing is to bring in as part of either their cyber centers or institutes people who are really focused on developing and furthering those public-private partnerships. That's really what my role is in all these things is to take us to a different level in those areas, not to take away from the academic side, but to add additional opportunities for both sides. Remember, in a public-private partnership, all entities have to have some gain in the process. Now, what I think is really interesting is the timing on particularly this subject, space and cybersecurity. This has been an absolute banner year for space. The standup of Space Force, the launch of commercial partnership, you know, commercial platforms delivering astronauts to the space station, recovering them, and bringing them back. The ability of a commercial satellite platform to be launched. Commercial platforms that not only launch but return back to where they're launched from. These are things that are stirring the hearts of the American citizens, the kids, again, they're getting interested. They're seeing this and getting enthused. So we have to seize upon that and we have to find a way to connect that. Public-private partnerships is the answer for that. It's not one segment that can handle it all. It's all of them combined together. If you look at space, space is going to be about commercial. It's going to be about civil. Moving from one side of the Earth to the other via space. And it's about government. And what's really cool for us, all those things are in our backyard. That's where that public-private comes together. The government's involved. The private sector's involved. The educators are involved. And we're all looking at the same things and trying to figure out, like this forum, what works best to go to the future. >> You know, if people are bored and they want to look for an exciting challenge, you couldn't have laid it out any clearer. It's the most exciting discipline. It's everything. I mean, we just talk about space. GPS is, everything we do is involved, has to do with satellites. (laughs) >> I have to tell you a story on that right? We have a very unique GPS story right in our backyard. So our sheriff is the son of the father of GPS for the Air Force. So you can't get better than that when it comes to being connected to all those platforms. So we really want to say, you know, this is so exciting for all of us because it gives everybody a job for a long time. >> You know, the kids that think TikTok's exciting, wait till they see what's going on here with you guys, this program. Trung, final word on this from the public side. You're at the Air Force. You're doing research. Are you guys opening it up? Are you integrating into the private and educational sectors? How do you see that formula playing out? And what's the best practice for students and preparing them? >> I think it's the same in every university in the engineering program will require our students to do the final project before graduation. And in this kind of project, we send them out to work in the private industry, the private company that sponsor them. They get the benefit of having an intern working for them and they get the benefit of reviewing the students as the prospective employee in the future. So it's good for the student to gain practical experience working in this program. Sometimes we call that a co-op program. Sometimes we call that a capstone program. And the company will accept the student on a trial basis, giving them some assignment and then pay them a little bit of money. So it's good for the student to earn some extra money, to have some experience that they can put on their resume when they apply for the final, for the job. So the collaboration between university and private sector is really important. When I join a faculty normally there already exist that connection. It came from normally, again, from the dean of engineering, who would wine and dine with companies, build up relationship, and sign up agreement. But it's us professor who have to do the (indistinct) approach to do a good performance so that we can build up credibility to continue the relationship with those company and the student that we selected to send to those company. We have to make sure that they will represent the university well, they will do a good job, and they will make a good impression. >> Thank you very much for a great insight, Trung, Bill, Amy. Amazing topic. I'd like to end this session with each of you to make a statement on the importance of cybersecurity to space. We'll go Trung, Bill, and Amy. Trung, the importance of cybersecurity to space, brief statement. >> The importance of cybersecurity, we know that it's affecting every component that we are using and we are connecting to, and those component, normally we use them for personal purpose, but when we enter the workforce, sometimes we connect them to the important system that the government or the company are investing to be put into space. So it's really important to practice cybersecurity, and a lot of time, it's very easy to know the concept. We have to be careful. But in reality, we tend to forget to to practice it the way we forget how to drive a car safely. And with driving a car, we have a program called defensive driving that requires us to go through training every two or three years so that we can get discount. Every organization we are providing the annual cybersecurity practice not to tell people about the technology, but to remind them about the danger of not practicing cybersecurity and it's a requirement for every one of us. >> Bill, the importance of cybersecurity to space. >> It's not just about young people. It's about all of us. As we grow and we change, as I referenced it, we're changing from an analog world to a digital world. Those of us who have been in the business and have hair that looks like mine, we need to be just as cognizant about cybersecurity practice as the young people. We need to understand how it affects our lives, and particularly in space, because we're going to be talking about people, moving people to space, moving payloads, data transfer, all of those things. And so there's a whole workforce that needs to be retrained or upskilled in cyber that's out there. So the opportunity is ever expansive for all of us. >> Amy, the importance of cybersecurity in space. >> I mean the emphasis of cybersecurity is space just simply can't be over emphasized. There are so many aspects that are going to have to be considered as systems get ever more complex. And as we pointed out, we're putting people's lives at stake here. This is incredibly, incredibly complicated and incredibly impactful, and actually really exciting, the opportunities that are here for students and the workforce of the future to really make an enormous impact on the world around us. And I hope we're able to get that message out to students and to children today, that these are really interesting fields that you need to consider. >> Thank you very much. I'm John Furrier with theCUBE, and the importance of cybersecurity and space is the future of the world's all going to happen in and around space with technology, people, and society. Thank you to Cal Poly, and thank you for watching the Cybersecurity and Space Symposium 2020. (bright music)

>>live from Boston, Massachusetts. It's the Q covering I. F s World Conference 2019. Brought to you by I. F s. >>Welcome back to I f s world Everybody, This is David Dante with Paul Dillon and you're watching the Cube, The leader in live tech coverage. Where here from? From the Heinz Auditorium. Nick Ward is here. He's the head of OM Digital Solutions for Rolls Royce and Scott Helmer, president of the F S aerospace and defense. Gentlemen, welcome to the Cube. Thanks for coming on. Thank you. Scott. I want to start with you. We heard a lot about digital transformation. You guys are in the heart of that. Ah, defense. Aerospace is one of those industries that hasn't been dramatically disrupted. Like publishing. Are you seeing taxis? It's a It's a high risk business. It's one that's highly in trench, but it's not safe from disruption. What are the major trends that you're seeing in your space and paint a picture for us? If you would, >>uh, that's a very good question. You're right. The same level of disruption related digital transformation has not yet common aerospace. Defense is that has come to some of the other league leading industries. But this is a whether it's land based operations, naval operations or aircraft operations. This is an asset intensive industry. It's characterized by a very connected network of organizations. Be the manufacturer's operators, subsystem, part suppliers or just maintainers. They stay connected throughout the asset life cycle in its entirety. I f F f s has a portfolio capability. There's four purpose underpinning the critical business processes of those organizations that enables us to be the digital thread to continue the connection of those organizations throughout that outs of life cycle, if you will, that sees this fall come to come to be at the heart of asset lifecycle Management on provides us with the opportunity to inform information insights for our customers. Like return on experience data on aircraft engines where an old GM like Rolls Royce, for example, can harvest that data to analyze the performance of those assets and ultimately optimized thereafter after service offerings. >>Who are the customers? I mean, there's a limited number of companies that make aircraft engines so you don't have a huge domain been numbers of those kinds of companies. But are the customers channel their partners the supply chain network >>Well, the ecosystem is actually large and extensive. They're very recognizable names, and it's certainly an industry that's characterized by significant growth. On the commercial side. Amaro continue is in the midst of a boom and is likely to continue to grow, are expected to continue to grow for at least another decorate decade. And on the defense side, we see military budgets continue or increasingly moving towards sustainment and serve it ization on a performance basis. So the number of organizations that are participating in that value chain whether they're just the upstream, only am so I should just upstream. But the Austrian Williams participate in the design and development are moving into the aftermarket sustainment and service support parts and subsystem supply, or ultimately, third part repair organizations. It's actually quite an extensive network participating in that asset life cycle. >>So, Nick, you know people here Rolls Royce, they think you know the iconic brand. We're gonna talk about cars, talk about your role at Rolls Royce and what's going on in your business. >>So my role I lead our product management function looking are digitally enabled. Service's so for 20 years we've been running a service we call total care. Total care is like a fixed dollar rate. Every time an aircraft flies, we paid a dollar rate for it. Flying. What's really great about that is we're incentivizing. No, I am exactly the same way that airline isn't said device. Keep the aircraft flying. It owns revenue for the airline. It owns revenue for us on that revolutionized relationship between oh am on operator. So within my role, it's about taking four division we call The Intelligent Engine. Intelligent Engine is recognizing the way that digital is starting to pervade the way we think about service is so we've talked about physical engine, big rotating piece of metal that people see service. Is that wrap around that on the digital brain that sits behind all of those sources? That's what we call the intelligent engine. >>Yes, so people sometimes think the mission critic critical piece of air travel is the reservation system. It's not. It's the thinness of the engines available that was lost in critical system, right? You mean like it? If you don't get your reservation Oh, well, somebody else will get it. Not not the end of the world But for the maintenance piece, that's all right. >>Job. You know, our fundamental mission is every rose was powered. Aircraft flies on time every time. All right, there's no disruption. There's no delay that works for the operator, for the airlines are owner of the aircraft. It works for us. And this is why the confluence of our incentives comes together and it really works well. >>So what role has technology played in terms of evolving that that experience? I mean, I'm sure, you know, years ago, it used to be a lot of tribal knowledge. Gut feel. Joe the mechanic really knew his stuff. Etcetera, etcetera, Powers. Technology evolved and changed your your business. >>So you had to go back to the business model, right? So technology should follow. The business model business model is fundamental risk transfer. So we take the risk off cost, fluctuation, availability, whatever it is away from the airline and we take it on to us is the Obama's Rolls Royce said the money's at risk. You gotta get really good forecasting. Four. Custom becomes your core skill almost because you've got to understand all the risk drivers understand how to optimize him, understand out of work around that in order to have a successful business. And you can't forecast without data without digital twins without all I ot and cloud and all the while the enablers allow you to sort of new to new generations of capability. >>So you're forecasting what probability of, ah, component failure, the life of ah, failure. How long it takes to bring stuff back on sure >>cost really on three different levels. So we do an engine forecast which is looking at the health of the life of the components in the engine, looking for any reasons why the engine might be forced off the wing. We're looking at a fleet level. So we're looking at all of the things that might affect the global fleet in terms of maintenance demands need for overhaul of those such things. And we forecast that out after 30 years, really accurately, as an engine leaves the factory, we know pretty much within 90 something percent everything that engine is going to require from the maintenance 20 to 30 years and then a network level. We're forecasting the capacity demand that we then need to meet within our maintenance shops globally. >>Well, He's obviously Paul. Been progress, right? We used to fly with very common four engine plains across the pond right now. Two engines. In fact, you don't want to fly in the four engine to engine more reliable. >>You've You've been a Rolls Royce for over 15 years. What have you seen as a result of all this technology is predicted maintenance technology. What impact is that? Had on equipment of reliability on life cycle on fuel efficiency. >>Huge, huge. I think if you don't have the data and you don't have the digital twin kind of capability behind you, you have to treat every engine like it's the worst engine in the fleet because you don't have the data tell you it isn't right. So everything is treated extremely extreme conservatism. If you have the data and you have the models and you have everything else around you, you treat engines, individuals. They have individual histories, individual configuration, individual experiences. Because of individuals. You tailor your maintenance intervention to keep that engine flying as long as you can on, you don't have to be his conservative. You can weed that conservatism out of the process, and that means it stays on wing 40 50% longer. It's flying for the airline that much longer. Revenues. Passengers are flying. There's less disruption. >>So what do you What do you do with my f s? What's the what's >>So Because we created this intelligent engine kind of next generation leap forward in that capability, we need data. So we have, ah, program we call the Blue Data Threat. The blue data traded in a global initiative that we're rolling through all of our 200 plus airline customers. How do we form a win win transaction with the airlines? Give us better data will make smarter decisions. You'll see less disruption, more availability. We'll share our data. Back with you is an operator. So this is a very simple, very nice cashless transactions. So with my intern X, because we share a number of customers, Scott has got a number of airline customers. Big airline customers were operating the maintenance system. What way do together? Is reform a plug in? It's like for us. We can go to an airline, and we can say you have total care inside to borrow an intel phrase. So he complied into the rosary service is seamlessly automated. The data can flow very little burden or effort on to the I t group of the outline. The data flows into our organization. We do what we do when we can push our date again back into the airline systems with updated form, their availability >>so key to that key to that value, Jane is obviously that common customer base. But critical to the work that Rolls Royce stuns does is the accuracy and reliability of the data They get to inform their own performance analysis and maintenance, availability information and the eye if it's made installed. Base leverage is a very rich data from the return on experience of the engine utilization that Nick and is able to use this part of the Blue data threat offering back to their customers. And together we're able to deliver unprecedented levels of value to airline customers and optimizing the availability of their assets. >>Nick, have you? Are you finding new ways to monetize this data beyond just improving the customer experience, a bond with your customers or their new revenue avenues >>for you? So I think within this is absolutely key that everybody within this transaction recognizes this is this is not a revenue opportunity for Rosa. This is a cashless transactions because there's a lot of sensitivity that data belongs to the airline, right? So you have to be very clear and open. That data is driving Rolls Royce to make internal improvements, so we will save a little bit on our bottom line of delivering the service's they've already bought in order to get better. Outcomes of those service is so It's a little early for the service. You were thinking about >>this a little bit like security. In that sense, you know of bad guys are trying to get there. So So the good guys to share data. It's a cashless transaction, and everybody we >>believe is a market collaboration on data is got to be the way Ford's >>Scott could. You double click on the Ecosystem and A and D, obviously different from the sort of core traditional you know, e r. P world. The importance of the ecosystem may be what it looks like, described the >>That's an insightful question, Dave, certainly the partner ecosystem in inner space and defense is somewhat differentiated. I don't want to go so far as to say that it's unique, but it's somewhat differentiated from Corey RPS. As you duly noted partner, our four persecuted for four purpose capability around the critical process is for manufacturers. Maintainers on, uh, parts and subsystem supply organizations is all the potential, and it's a promise. But that value can only be realized to the collaboration with partners who doom or an aerospace and defense and just support delivery and implementation capability. They provide value added service is around business process, reengineering, change, enablement as well as their partners and co innovation as well. Certainly the collaboration we have with Rolls Royce is certainly a new level of collaboration around innovation that hasn't been seen before. So those partners are critical to our ability to deliver that value to our customers. Secondarily, we have our partners are actually a route to market in the traditional sense of referral system like you would see in Corriere P. But more importantly, as an indirect route to market as channels to their end customers, almost I s v ng. Our capability to support the delivery of service is to their customers. >>So it's the it's the manufacturers of the Plains, For example, it's the airlines themselves. It's manufactured the engine defectors, >>the maintainers. So the M R organizations that do the work around repair, and it's the entire ecosystem of organizations to support the supply chain. Our partners are both in themselves as well as partners in delivering the capability to those organizing. >>And it's a data pipeline throughout that value chain a digital thread that you guys actually have visibility on, correct your value. Add to the and >>we have the opportunity to play a vital role between within that equal system in allowing and enabling the connective ity of that network between Williams and their customers between the operators and their maintainers. For example, we've got a collaboration with an airline right now where we're going to connect them directly with the third party organizations that they rely on for airframe repair. For example, >>I want to ask you about the aerospace business it used to be that used to be a very small market in terms of the number of customers. Now we've got Space X. We've got the private areas, three private aerospace companies. We've got different countries now. India, China getting involved. What impact is that having on your business. >>Certainly we're seeing the emergence of spatial program's playing a taking up a larger share of off of government or public sector budgets. And people are beginning to think about how to leverage or harvest the value from utilization of spatial assets and again are enabling capability. To be a collector of that data and supply it back as an information in sight to those were reliant on the data that is collected is a vital role that we play in that ecosystem. >>So when I was when you were describing the ecosystem value chain, it strikes me that there's there's clearly a whole lot of metrics going on. Are there new levers, new metrics, emerging new levers that you can pull to really drive a flywheel effect in the industry? One of the key key performance indicators that you're really trying to optimize visiting? This is >>Certainly this is certainly an industry that characterizes as an intensive, complex mobile and in this case complex in mobile or a pseudonym for very expensive assets. So everything around availability, reliability are all key drivers are performance indicators of our customers ability to realise the value from those assets and our role in that is to provide them with the information inside to be able to make optimal decisions to maximize that availability. >>Anything you dad, >>I think in this day and age things like technical dispatcher alive. Relative engines is so high, high 99 sort of percentage. You have to start focusing on things like the maintenance costs to achieve that. Driving your maintenance costs down, but still retaining your really high availability. That becomes a really interesting balance. You could have under percent of relevancy. What it's gonna cost a fortune. You don't want that. >>Well, gentlemen, thanks so much for coming on. The cute, really fascinating discussion. Thank you. Great to have you. All right, you're welcome. And keep it right there, buddy. Paul Gill on day Volante from I F s World in Boston. You're watching the Cube right back Right after this short break

>> From the SiliconANGLE Media office in Boston, Massachusetts, it's theCube! (funky electronic music) Now, here's your host, Dave Vellante! >> Welcome, everybody, to this Cube conversation here in our Marlborough offices. I am very excited today, I spent a number of years at IDC, which, of course, is owned by IDG. And there's a new book out, relatively new, called Future Forward: Leadership Lessons from Patrick McGovern, the Visionary Who Circled the Globe and Built a Technology Media Empire. And it's a great book, lotta stories that I didn't know, many that I did know, and the author of that book, Glenn Rifkin, is here to talk about not only Pat McGovern but also some of the lessons that he put forth to help us as entrepreneurs and leaders apply to create better businesses and change the world. Glenn, thanks so much for comin' on theCube. >> Thank you, Dave, great to see ya. >> So let me start with, why did you write this book? >> Well, a couple reasons. The main reason was Patrick McGovern III, Pat's son, came to me at the end of 2016 and said, "My father had died in 2014 and I feel like his legacy deserves a book, and many people told me you were the guy to do it." So the background on that I, myself, worked at IDG back in the 1980s, I was an editor at Computerworld, got to know Pat during that time, did some work for him after I left Computerworld, on a one-on-one basis. Then I would see him over the years, interview him for the New York Times or other magazines, and every time I'd see Pat, I'd end our conversation by saying, "Pat, when are we gonna do your book?" And he would laugh, and he would say, "I'm not ready to do that yet, there's just still too much to do." And so it became sort of an inside joke for us, but I always really did wanna write this book about him because I felt he deserved a book. He was just one of these game-changing pioneers in the tech industry. >> He really was, of course, the book was even more meaningful for me, we, you and I started right in the same time, 1983-- >> Yeah. >> And by that time, IDG was almost 20 years old and it was quite a powerhouse then, but boy, we saw, really the ascendancy of IDG as a brand and, you know, the book reviews on, you know, the back covers are tech elite: Benioff wrote the forward, Mark Benioff, you had Bill Gates in there, Walter Isaacson was in there, Guy Kawasaki, Bob Metcalfe, George Colony-- >> Right. >> Who actually worked for a little stint at IDC for a while. John Markoff of The New York Times, so, you know, the elite of tech really sort of blessed this book and it was really a lot to do with Pat McGovern, right? >> Oh, absolutely, I think that the people on the inside understood how important he was to the history of the tech industry. He was not, you know, a household name, first of all, you didn't think of Steve Jobs, Bill Gates, and then Pat McGovern, however, those who are in the know realize that he was as important in his own way as they were. Because somebody had to chronicle this story, somebody had to share the story of the evolution of this amazing information technology and how it changed the world. And Pat was never a front-of-the-TV-camera guy-- >> Right. >> He was a guy who put his people forward, he put his products forward, for sure, which is why IDG, as a corporate name, you know, most people don't know what that means, but people did know Macworld, people did know PCWorld, they knew IDC, they knew Computerworld for sure. So that was Pat's view of the world, he didn't care whether he had the spotlight on him or not. >> When you listen to leaders like Reed Hoffman or Eric Schmidt talk about, you know, great companies and how to build great companies, they always come back to culture. >> Yup. >> The book opens with a scene of, and we all, that I usually remember this, well, we're just hangin' around, waitin' for Pat to come in and hand out what was then called the Christmas bonus-- >> Right. >> Back when that wasn't politically incorrect to say. Now, of course, it's the holiday bonus. But it was, it was the Christmas bonus time and Pat was coming around and he was gonna personally hand a bonus, which was a substantial bonus, to every single employee at the company. I mean, and he did that, really, literally, forever. >> Forever, yeah. >> Throughout his career. >> Yeah, it was unheard of, CEOs just didn't do that and still don't do that, you were lucky, you got a message on the, you know, in the lunchroom from the CEO, "Good work, troops! Keep up the good work!" Pat just had a really different view of the culture of this company, as you know from having been there, and I know. It was very familial, there was a sense that we were all in this together, and it really was important for him to let every employee know that. The idea that he went to every desk in every office for IDG around the United States, when we were there in the '80s there were probably 5,000 employees in the US, he had to devote substantial amount-- >> Weeks and weeks! >> Weeks at a time to come to every building and do this, but year after year he insisted on doing it, his assistant at the time, Mary Dolaher told me she wanted to sign the cards, the Christmas cards, and he insisted that he ensign every one of them personally. This was the kind of view he had of how you keep employees happy, if your employees are happy, the customers are gonna be happy, and you're gonna make a lot of money. And that's what he did. >> And it wasn't just that. He had this awesome holiday party that you described, which was epic, and during the party, they would actually take pictures of every single person at the party and then they would load the carousel, you remember the 35-mm. carousel, and then, you know, toward the end of the evening, they would play that and everybody was transfixed 'cause they wanted to see their, the picture of themselves! >> Yeah, yeah. (laughs) >> I mean, it was ge-- and to actually pull that off in the 1980s was not trivial! Today, it would be a piece of cake. And then there was the IDG update, you know, the Good News memos, there was the 10-year lunch, the 20-year trips around the world, there were a lot of really rich benefits that, you know, in and of themselves maybe not a huge deal, but that was the culture that he set. >> Yeah, there was no question that if you talked to anybody who worked in this company over, say, the last 50 years, you were gonna get the same kind of stories. I've been kind of amazed, I'm going around, you know, marketing the book, talking about the book at various events, and the deep affection for this guy that still holds five years after he died, it's just remarkable. You don't really see that with the CEO class, there's a couple, you know, Steve Jobs left a great legacy of creativity, he was not a wonderful guy to his employees, but Pat McGovern, people loved this guy, and they st-- I would be signing books and somebody'd say, "Oh, I've been at IDG for 27 years and I remember all of this," and "I've been there 33 years," and there's a real longevity to this impact that he had on people. >> Now, the book was just, it was not just sort of a biography on McGovern, it was really about lessons from a leader and an entrepreneur and a media mogul who grew this great company in this culture that we can apply, you know, as business people and business leaders. Just to give you a sense of what Pat McGovern did, he really didn't take any outside capital, he did a little bit of, you know, public offering with IDG Books, but, really, you know, no outside capital, it was completely self-funded. He built a $3.8 billion empire, 300 publications, 280 million readers, and I think it was almost 100 or maybe even more, 100 countries. And so, that's an-- like you were, used the word remarkable, that is a remarkable achievement for a self-funded company. >> Yeah, Pat had a very clear vision of how, first of all, Pat had a photographic memory and if you were a manager in the company, you got a chance to sit in meetings with Pat and if you didn't know the numbers better than he did, which was a tough challenge, you were in trouble! 'Cause he knew everything, and so, he was really a numbers-focused guy and he understood that, you know, his best way to make profit was to not be looking for outside funding, not to have to share the wealth with investors, that you could do this yourself if you ran it tightly, you know, I called it in the book a 'loose-tight organization,' loose meaning he was a deep believer in decentralization, that every market needed its own leadership because they knew the market, you know, in Austria or in Russia or wherever, better than you would know it from a headquarters in Boston, but you also needed that tightness, a firm grip on the finances, you needed to know what was going on with each of the budgets or you were gonna end up in big trouble, which a lot of companies find themselves in. >> Well, and, you know, having worked there, I mean, essentially, if you made your numbers and did so ethically, and if you just kind of followed some of the corporate rules, which we'll talk about, he kind of left you alone. You know, you could, you could pretty much do whatever you wanted, you could stay in any hotel, you really couldn't fly first class, and we'll maybe talk about that-- >> Right. >> But he was a complex man, I mean, he was obviously wealthy, he was a billionaire, he was very generous, but at the same time he was frugal, you know, he drove, you know, a little, a car that was, you know, unremarkable, and we had buy him a car. He flew coach, and I remember one time, I was at a United flight, and I was, I had upgraded, you know, using my miles, and I sat down and right there was Lore McGovern, and we both looked at each other and said right at the same time, "I upgraded!" (laughs) Because Pat never flew up front, but he would always fly with a stack of newspapers in the seat next to him. >> Yeah, well, woe to, you were lucky he wasn't on the plane and spotted you as he was walking past you into coach, because he was not real forgiving when he saw people, people would hide and, you know, try to avoid him at all cost. And, I mean, he was a big man, Pat was 6'3", you know, 250 lbs. at least, built like a linebacker, so he didn't fit into coach that well, and he wasn't flying, you know, the shuttle to New York, he was flyin' to Beijing, he was flyin' to Moscow, he was going all over the world, squeezing himself into these seats. Now, you know, full disclosure, as he got older and had, like, probably 10 million air miles at his disposal, he would upgrade too, occasionally, for those long-haul flights, just 'cause he wanted to be fresh when he would get off the plane. But, yeah, these are legends about Pat that his frugality was just pure legend in the company, he owned this, you know, several versions of that dark blue suit, and that's what you would see him in. He would never deviate from that. And, but, he had his patterns, but he understood the impact those patterns had on his employees and on his customers. >> I wanna get into some of the lessons, because, really, this is what the book is all about, the heart of it. And you mentioned, you know, one, and we're gonna tell from others, but you really gotta stay close to the customer, that was one of the 10 corporate values, and you remember, he used to go to the meetings and he'd sometimes randomly ask people to recite, "What's number eight?" (laughs) And you'd be like, oh, you'd have your cheat sheet there. And so, so, just to give you a sense, this man was an entrepreneur, he started the company in 1964 with a database that he kind of pre-sold, he was kind of the sell, design, build type of mentality, he would pre-sold this thing, and then he started Computerworld in 1967, so it was really only a few years after he launched the company that he started the Computerworld, and other than Data Nation, there was nothing there, huge pent-up demand for that type of publication, and he caught lightning in a bottle, and that's really how he funded, you know, the growth. >> Yeah, oh, no question. Computerworld became, you know, the bible of the industry, it became a cash cow for IDG, you know, but at the time, it's so easy to look in hindsight and say, oh, well, obviously. But when Pat was doing this, one little-known fact is he was an editor at a publication called Computers and Automation that was based in Newton, Massachusetts and he kept that job even after he started IDC, which was the original company in 1964. It was gonna be a research company, and it was doing great, he was seeing the build-up, but it wasn't 'til '67 when he started Computerworld, that he said, "Okay, now this is gonna be a full-time gig for me," and he left the other publication for good. But, you know, he was sorta hedging his bets there for a little while. >> And that's where he really gained respect for what we'll call the 'Chinese Wallet,' the, you know, editorial versus advertising. We're gonna talk about that some more. So I mentioned, 1967, Computerworld. So he launched in 1964, by 1971, he was goin' to Japan, we're gonna talk about the China Stories as well, so, he named the company International Data Corp, where he was at a little spot in Newton, Mass.-- >> Right, right. >> So, he had a vision. You said in your book, you mention, how did this gentleman get it so right for so long? And that really leads to some of the leadership lessons, and one of them in the book was, sort of, have a mission, have a vision, and really, Pat was always talking about information, about information technology, in fact, when Wine for Dummies came out, it kind of created a little friction, that was really off the center. >> Or Wine for Dummies, or Sex for Dummies! >> Yeah, Sex for Dummies, boy, yeah! >> With, that's right, Ruth Westheimer-- >> Dr. Ruth Westheimer. >> But generally speaking, Glenn, he was on that mark, he really didn't deviate from that vision. >> Yeah, no, it was very crucial to the development of the company that he got people to, you know, buy into that mission, because the mission was everything. And he understood, you know, he had the numbers, but he also saw what was happening out there, from the 1960s, when IBM mainframes filled a room, and, you know, only the high priests of data centers could touch them. He had a vision for, you know, what was coming next and he started to understand that there would be many facets to this information about information technology, it wasn't gonna be boring, if anything, it was gonna be the story of our age and he was gonna stick to it and sell it. >> And, you know, timing is everything, but so is, you know, Pat was a workaholic and had an amazing mind, but one of the things I learned from the book, and you said this, Pat Kenealy mentioned it, all American industrial and social revolutions have had a media company linked to them, Crane and automobiles, Penton and energy, McGraw-Hill and aerospace, Annenberg, of course, and TV, and in technology, it was IDG. >> Yeah, he, like I said earlier, he really was a key figure in the development of this industry and it was, you know, one of the key things about that, a lot publications that came and went made the mistake of being platform or, you know, vertical market specific. And if that market changed, and it was inevitably gonna change in high tech, you were done. He never, you know, he never married himself to some specific technology cycle. His idea was the audience was not gonna change, the audience was gonna have to roll with this, so, the company, IDG, would produce publications that got that, you know, Computerworld was actually a little bit late to the PC game, but eventually got into it and we tracked the different cycles, you know, things in tech move in sine waves, they come and go. And Pat never was, you know, flustered by that, he could handle any kind of changes from the mainframes down to the smartphone when it came. And so, that kind of flexibility, and ability to adjust to markets, really was unprecedented in that particular part of the market. >> One of the other lessons in the book, I call it 'nation-building,' and Pat shared with you that, look, that you shared, actually, with your readers, if you wanna do it right, you've gotta be on the ground, you've gotta be there. And the China story is one that I didn't know about how Pat kind of talked his way into China, tell us, give us a little summary of that story. >> Sure, I love that story because it's so Pat. It was 1978, Pat was in Tokyo on a business trip, one of his many business trips, and he was gonna be flying to Moscow for a trade show. And he got a flight that was gonna make a stopover in Beijing, which in those days was called Peking, and was not open to Americans. There were no US and China diplomatic relations then. But Pat had it in mind that he was going to get off that plane in Beijing and see what he could see. So that meant that he had to leave the flight when it landed in Beijing and talk his way through the customs as they were in China at the time with folks in the, wherever, the Quonset hut that served for the airport, speaking no English, and him speaking no Chinese, he somehow convinced these folks to give him a day pass, 'cause he kept saying to them, "I'm only in transit, it's okay!" (laughs) Like, he wasn't coming, you know, to spy on them on them or anything. So here's this massive American businessman in his dark suit, and he somehow gets into downtown Beijing, which at the time was mostly bicycles, very few cars, there were camels walking down the street, they'd come with traders from Mongolia. The people were still wearing the drab outfits from the Mao era, and Pat just spent the whole day wandering around the city, just soaking it in. He was that kind of a world traveler. He loved different cultures, mostly eastern cultures, and he would pop his head into bookstores. And what he saw were people just clamoring to get their hands on anything, a newspaper, a magazine, and it just, it didn't take long for the light bulb to go on and said, this is a market we need to play in. >> He was fascinated with China, I, you know, as an employee and a business P&L manager, I never understood it, I said, you know, the per capita spending on IT in China was like a dollar, you know? >> Right. >> And I remember my lunch with him, my 10-year lunch, he said, "Yeah, but, you know, there's gonna be a huge opportunity there, and yeah, I don't know how we're gonna get the money out, maybe we'll buy a bunch of tea and ship it over, but I'm not worried about that." And, of course, he meets Hugo Shong, which is a huge player in the book, and the home run out of China was, of course, the venture capital, which he started before there was even a stock market, really, to exit in China. >> Right, yeah. No, he was really a visionary, I mean, that word gets tossed around maybe more than it should, but Pat was a bonafide visionary and he saw things in China that were developing that others didn't see, including, for example, his own board, who told him he was crazy because in 1980, he went back to China without telling them and within days he had a meeting with the ministry of technology and set up a joint venture, cost IDG $250,000, and six months later, the first issue of China Computerworld was being published and within a couple of years it was the biggest publication in China. He said, told me at some point that $250,0000 investment turned into $85 million and when he got home, that first trip, the board was furious, they said, "How can you do business with the commies? You're gonna ruin our brand!" And Pat said, "Just, you know, stick with me on this one, you're gonna see." And the venture capital story was just an offshoot, he saw the opportunity in the early '90s, that venture in China could in fact be a huge market, why not help build it? And that's what he did. >> What's your take on, so, IDG sold to, basically, Chinese investors. >> Yeah. >> It's kind of bittersweet, but in the same time, it's symbolic given Pat's love for China and the Chinese people. There's been a little bit of criticism about that, I know that the US government required IDC to spin out its supercomputer division because of concerns there. I'm always teasing Michael Dow that at the next IDG board meeting, those Lenovo numbers, they're gonna look kinda law. (laughs) But what are your, what's your, what are your thoughts on that, in terms of, you know, people criticize China in terms of IP protections, etc. What would Pat have said to that, do you think? >> You know, Pat made 130 trips to China in his life, that's, we calculated at some point that just the air time in planes would have been something like three and a half to four years of his life on planes going to China and back. I think Pat would, today, acknowledge, as he did then, that China has issues, there's not, you can't be that naive. He got that. But he also understood that these were people, at the end of the day, who were thirsty and hungry for information and that they were gonna be a player in the world economy at some point, and that it was crucial for IDG to be at the forefront of that, not just play later, but let's get in early, let's lead the parade. And I think that, you know, some part of him would have been okay with the sale of the company to this conglomerate there, called China Oceanwide. Clearly controversial, I mean, but once Pat died, everyone knew that the company was never gonna be the same with the leader who had been at the helm for 50 years, it was gonna be a tough transition for whoever took over. And I think, you know, it's hard to say, certainly there's criticism of things going on with China. China's gonna be the hot topic page one of the New York Times almost every single day for a long time to come. I think Pat would have said, this was appropriate given my love of China, the kind of return on investment he got from China, I think he would have been okay with it. >> Yeah, and to invoke the Ben Franklin maxim, "Trading partners seldom wage war," and so, you know, I think Pat would have probably looked at it that way, but, huge home run, I mean, I think he was early on into Baidu and Alibaba and Tencent and amazing story. I wanna talk about decentralization because that was always something that was just on our minds as employees of IDG, it was keep the corporate staff lean, have a flat organization, if you had eight, 10, 12 direct reports, that was okay, Pat really meant it when he said, "You're the CEO of your own business!" Whether that business was, you know, IDC, big company, or a manager at IDC, where you might have, you know, done tens of millions of dollars, but you felt like a CEO, you were encouraged to try new things, you were encouraged to fail, and fail fast. Their arch nemesis of IDG was Ziff Davis, they were a command and control, sort of Bill Ziff, CMP to a certain extent was kind of the same way out of Manhasset, totally different philosophies and I think Pat never, ever even came close to wavering from that decentralization philosophy, did he? >> No, no, I mean, I think that the story that he told me that I found fascinating was, he didn't have an epiphany that decentralization would be the mechanism for success, it was more that he had started traveling, and when he'd come back to his office, the memos and requests and papers to sign were stacked up two feet high. And he realized that he was holding up the company because he wasn't there to do this and that at some point, he couldn't do it all, it was gonna be too big for that, and that's when the light came on and said this decentralization concept really makes sense for us, if we're gonna be an international company, which clearly was his mission from the beginning, we have to say the people on the ground in those markets are the people who are gonna make the decisions because we can't make 'em from Boston. And I talked to many people who, were, you know, did a trip to Europe, met the folks in London, met the folks in Munich, and they said to a person, you know, it was so ahead of its time, today it just seems obvious, but in the 1960s, early '70s, it was really not a, you know, a regular leadership tenet in most companies. The command and control that you talked about was the way that you did business. >> And, you know, they both worked, but, you know, from a cultural standpoint, clearly IDG and IDC have had staying power, and he had the three-quarter rule, you talked about it in your book, if you missed your numbers three quarters in a row, you were in trouble. >> Right. >> You know, one quarter, hey, let's talk, two quarters, we maybe make some changes, three quarters, you're gone. >> Right. >> And so, as I said, if you were makin' your numbers, you had wide latitude. One of the things you didn't have latitude on was I'll call it 'pay to play,' you know, crossing that line between editorial and advertising. And Pat would, I remember I was at a meeting one time, I'm sorry to tell these stories, but-- >> That's okay. (laughs) >> But we were at an offsite meeting at a woods meeting and, you know, they give you a exercise, go off and tell us what the customer wants. Bill Laberis, who's the editor-in-chief at Computerworld at the time, said, "Who's the customer?" And Pat said, "That's a great question! To the publisher, it's the advertiser. To you, Bill, and the editorial staff, it's the reader. And both are equally important." And Pat would never allow the editorial to be compromised by the advertiser. >> Yeah, no, he, there was a clear barrier between church and state in that company and he, you know, consistently backed editorial on that issue because, you know, keep in mind when we started then, and I was, you know, a journalist hoping to, you know, change the world, the trade press then was considered, like, a little below the mainstream business press. The trade press had a reputation for being a little too cozy with the advertisers, so, and Pat said early on, "We can't do that, because everything we have, our product is built, the brand is built on integrity. And if the reader doesn't believe that what we're reporting is actually true and factual and unbiased, we're gonna lose to the advertisers in the long run anyway." So he was clear that that had to be the case and time and again, there would be conflict that would come up, it was just, as you just described it, the publishers, the sales guys, they wanted to bring in money, and if it, you know, occasionally, hey, we could nudge the editor of this particular publication, "Take it a little bit easier on this vendor because they're gonna advertise big with us," Pat just would always back the editor and say, "That's not gonna happen." And it caused, you know, friction for sure, but he was unwavering in his support. >> Well, it's interesting because, you know, Macworld, I think, is an interesting case study because there were sort of some backroom dealings and Pat maneuvered to be able to get the Macworld, you know, brand, the license for that. >> Right. >> But it caused friction between Steve Jobs and the writers of Macworld, they would write something that Steve Jobs, who was a control freak, couldn't control! >> Yeah. (laughs) >> And he regretted giving IDG the license. >> Yeah, yeah, he once said that was the worst decision he ever made was to give the license to Pat to, you know, Macworlld was published on the day that Mac was introduced in 1984, that was the deal that they had and it was, what Jobs forgot was how important it was to the development of that product to have a whole magazine devoted to it on day one, and a really good magazine that, you know, a lot of people still lament the glory days of Macworld. But yeah, he was, he and Steve Jobs did not get along, and I think that almost says a lot more about Jobs because Pat pretty much got along with everybody. >> That church and state dynamic seems to be changing, across the industry, I mean, in tech journalism, there aren't any more tech journalists in the United States, I mean, I'm overstating that, but there are far fewer than there were when we were at IDG. You're seeing all kinds of publications and media companies struggling, you know, Kara Swisher, who's the greatest journalist, and Walt Mossberg, in the tech industry, try to make it, you know, on their own, and they couldn't. So, those lines are somewhat blurring, not that Kara Swisher is blurring those lines, she's, you know, I think, very, very solid in that regard, but it seems like the business model is changing. As an observer of the markets, what do you think's happening in the publishing world? >> Well, I, you know, as a journalist, I'm sort of aghast at what's goin' on these days, a lot of my, I've been around a long time, and seeing former colleagues who are no longer in journalism because the jobs just started drying up is, it's a scary prospect, you know, unlike being the enemy of the people, the first amendment is pretty important to the future of the democracy, so to see these, you know, cutbacks and newspapers going out of business is difficult. At the same time, the internet was inevitable and it was going to change that dynamic dramatically, so how does that play out? Well, the problem is, anybody can post anything they want on social media and call it news, and the challenge is to maintain some level of integrity in the kind of reporting that you do, and it's more important now than ever, so I think that, you know, somebody like Pat would be an important figure if he was still around, in trying to keep that going. >> Well, Facebook and Google have cut the heart out of, you know, a lot of the business models of many media companies, and you're seeing sort of a pendulum swing back to nonprofits, which, I understand, speaking of folks back in the mid to early 1900s, nonprofits were the way in which, you know, journalism got funded, you know, maybe it's billionaires buying things like the Washington Post that help fund it, but clearly the model's shifting and it's somewhat unclear, you know, what's happening there. I wanted to talk about another lesson, which, Pat was the head cheerleader. So, I remember, it was kind of just after we started, the Computerworld's 20th anniversary, and they hired the marching band and they walked Pat and Mary Dolaher walked from 5 Speen Street, you know, IDG headquarters, they walked to Computerworld, which was up Old, I guess Old Connecticut Path, or maybe it was-- >> It was actually on Route 30-- >> Route 30 at the time, yeah. And Pat was dressed up as the drum major and Mary as well, (laughs) and he would do crazy things like that, he'd jump out of a plane with IDG is number one again, he'd post a, you know, a flag in Antarctica, IDG is number one again! It was just a, it was an amazing dynamic that he had, always cheering people on. >> Yeah, he was, he was, when he called himself the CEO, the Chief Encouragement Officer, you mentioned earlier the Good News notes. Everyone who worked there, at some point received this 8x10" piece of paper with a rainbow logo on it and it said, "Good News!" And there was a personal note from Pat McGovern, out of the blue, totally unexpected, to thank you and congratulate you on some bit of work, whatever it was, if you were a reporter, some article you wrote, if you were a sales guy, a sale that you made, and people all over the world would get these from him and put them up in their cubicles because it was like a badge of honor to have them, and people, I still have 'em, (laughs) you know, in a folder somewhere. And he was just unrelenting in supporting the people who worked there, and it was, the impact of that is something you can't put a price tag on, it's just, it stays with people for all their lives, people who have left there and gone on to four or five different jobs always think fondly back to the days at IDG and having, knowing that the CEO had your back in that manner. >> The legend of, and the legacy of Patrick J. McGovern is not just in IDG and IDC, which you were interested in in your book, I mean, you weren't at IDC, I was, and I was started when I saw the sort of downturn and then now it's very, very successful company, you know, whatever, $3-400 million, throwin' off a lot of profits, just to decide, I worked for every single CEO at IDC with the exception of Pat McGovern, and now, Kirk Campbell, the current CEO, is moving on Crawford del Prete's moving into the role of president, it's just a matter of time before he gets CEO, so I will, and I hired Crawford-- >> Oh, you did? (laughs) >> So, I've worked for and/or hired every CEO of IDC except for Pat McGovern, so, but, the legacy goes beyond IDG and IDC, great brands. The McGovern Brain Institute, 350 million, is that right? >> That's right. >> He dedicated to studying, you know, the human brain, he and Lore, very much involved. >> Yup. >> Typical of Pat, he wasn't just, "Hey, here's the check," and disappear. He was goin' in, "Hey, I have some ideas"-- >> Oh yeah. >> Talk about that a little. >> Yeah, well, this was a guy who spent his whole life fascinated by the human brain and the impact technology would have on the human brain, so when he had enough money, he and Lore, in 2000, gave a $350 million gift to MIT to create the McGovern Institute for Brain Research. At the time, the largest academic gift ever given to any university. And, as you said, Pat wasn't a guy who was gonna write a check and leave and wave goodbye. Pat was involved from day one. He and Lore would come and sit in day-long seminars listening to researchers talk about about the most esoteric research going on, and he would take notes, and he wasn't a brain scientist, but he wanted to know more, and he would talk to researchers, he would send Good News notes to them, just like he did with IDG, and it had same impact. People said, "This guy is a serious supporter here, he's not just showin' up with a checkbook." Bob Desimone, who's the director of the Brain Institute, just marveled at this guy's energy level, that he would come in and for days, just sit there and listen and take it all in. And it just, it was an indicator of what kind of person he was, this insatiable curiosity to learn more and more about the world. And he wanted his legacy to be this intersection of technology and brain research, he felt that this institute could cure all sorts of brain-related diseases, Alzheimer's, Parkinson's, etc. And it would then just make a better future for mankind, and as corny as that might sound, that was really the motivator for Pat McGovern. >> Well, it's funny that you mention the word corny, 'cause a lot of people saw Pat as somewhat corny, but, as you got to know him, you're like, wow, he really means this, he loves his company, the company was his extended family. When Pat met his untimely demise, we held a crowd chat, crowdchat.net/thankspat, and there's a voting mechanism in there, and the number one vote was from Paul Gillen, who posted, "Leo Durocher said that nice guys finish last, Pat McGovern proved that wrong." >> Yeah. >> And I think that's very true and, again, awesome legacy. What number book is this for you? You've written a lot of books. >> This is number 13. >> 13, well, congratulations, lucky 13. >> Thank you. >> The book is Fast Forward-- >> Future Forward. >> I'm sorry, Future Forward! (laughs) Future Forward by Glenn Rifkin. Check out, there's a link in the YouTube down below, check that out and there's some additional information there. Glenn, congratulations on getting the book done, and thanks so much for-- >> Thank you for having me, this is great, really enjoyed it. It's always good to chat with another former IDGer who gets it. (laughs) >> Brought back a lot of memories, so, again, thanks for writing the book. All right, thanks for watching, everybody, we'll see you next time. This is Dave Vellante. You're watchin' theCube. (electronic music)

>> Announcer: Live from Las Vegas it's theCube, covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. >> Welcome back to The Cube's live coverage of ServiceNow Knowledge18, I'm your host Rebecca Knight along with my cohost, Dave Vellente. The biggest conference of ServiceNow, 18,000 people here at the Venetian. We're joined now by Marc Talluto, he is the DXC Fruition Global Practice Lead at DXC. Thanks so much for coming on the show. >> Thank you for having me, appreciate it. >> So let's start out by telling our viewers a little bit about what you do in your role within the organization. >> Sure, you know, just a brief history, so I was one of the co-founders and CEO of Fruition Partners. So we were acquired by CSC, now DXC, about almost three years ago and within DXC, you know, DXC made a very conscious decision to use ServiceNow as kind of a pivot point to digital transformations for the customers. So by acquiring Fruition and then further investments, so we've done acquisitions in Australia, mainland Europe, the Netherlands, we've really consolidated a lot of the best regional partners inside one DXC Fruition practice. So within this practice, that's where we do a lot of our transformation work with customers that are starting or continuing their ServiceNow journey. >> Marc you and I met in the early part of this decade when this show was a lot smaller and it was, you know, well under, maybe around 5,000, probably even a little bit smaller than that. And it was companies like Fruition that got in early. You didn't see the CSC/DXCs and the other big systems integrators and this thing has just exploded. What's your perspective on the last five, six years? >> Oh boy, well I will say a lot of this is driven, a lot of the growth, not just from ServiceNow but from the GSIs, the global system integrators, that really see ServiceNow, how it can really be applied to their customer base. And so in the last five years you went from people that were interested but really didn't understand what it could mean, 'cause you know, if it's perceived only as a ticketing tool it's like, oh, that's not important. But as it's now seen as a, really a service manager platform, that getting in and servicing IT is just a way to go help HR, to go help suck ups, all these other venues. So what we're seeing is really an explosion of the GSI community here trying to do acquisitions like we've done. So there's been about, in the last five years, 17 different acquisitions of all those regional players into those various global SIs. But then those global SIs themselves, as we've seen on some of the presentations here, I and DXC ourselves, we're now using ServiceNow internally as a way to automate a lot of our internal processes. Used to be what we called Customer Zero or the Lighthouse Account is now the GSI themselves. So I think they've really embraced the message we've been kind of saying all along, which is, yes it's good for IT, but it's really good for how you operate all your shared services' businesses. So that's been, and it's been just accelerating every year. >> Yeah, remind me, so when you started Fruition did you start with ServiceNow or did you have, had you had experience with other platforms before that? >> Yeah, so we actually started in 2003, so about five years before we ever met ServiceNow. >> Dave: There was no ServiceNow, really. >> No, yeah, so we were used to using the remedies of the world, I mean, the other kind of various tools that were out there. But we also weren't a system integrator when we started. We were an, it's funny 'cause you hear the messaging now, organizational change is more important, customer success is more important. Those are really the roots of our company. We were like, listen, the process needs to be better. You know, we're pouring in to governance and all these things, we could use Remedy, we could use other tools but we need to really figure out why people are choosing to engage to do service management or they just kind of go off and do their own thing. So for those five years that's all we did was talk to organizations about crawl, walk, run. How are you maturing from fragmented service offerings, fragmented support, to really kind of being able to centralize those operations and then extend outside of IT? And when we met ServiceNow it was like, it's like they were telling us what we've been telling customers for years so I was like, that's great. >> The lack of a tool, a platform, that really does what ServiceNow does, in a way it might've been a tailwind for your business 'cause complexity, but on the other hand you had to respond and you jumped on it early. I mean I would think a lot of SIs might've said, oh no, that takes complexity out, complexity is cash for us. You guys had a different philosophy, you said were going to get in early, talk about that journey, that position. >> True, well you know when we first met ServiceNow, like I said, 2008 when they were about 40 people total, you know, their entire company. And I think we were 10. So we were almost, you know, similar sizes. But you know what we were able to provide ServiceNow was explaining the customer journey. That the technology was very important, it was very lightweight and nimble but that customer journey, that customer needed to understand, what should I do first, what should I do next? What should my one year, two year, three year look like? And that's something that we've always kind of held, that we saw ServiceNow also as being this platform. We believed in the Glidefast story which was ServiceNow before ServiceNow, maybe we were one of the first ones to say, there's IT service managers, let's just talk about cloud service management, enterprise service management. So I feel like their story and our story, we've kind of been maturing together as we've seen customers really adopt the platform. And some of the great case studies that we've seen over the years, those have been our customers that we've helped encourage to say, what's the difference between an asset that's in IT and an asset that's in manufacturing, right? These are the same disciplines so let's help them go out there and do that. So it's been, it's obviously been a tidal wave of work. It's been very interesting expanding globally and you know, this is just a result of a lot of hard work on everybody's part. >> We're sort of, at this conference we're hearing that this is a real moment in time, when you were describing talking to companies, trying to understand those who were sort of happy to operate in this fragmented way versus those that were truly committed to a technological change and bringing things together. Is that true in your mind, that there really is a recognition on the part of companies and employers? This is, we need to get better at this. >> You know what we're hearing? We're hearing from very large enterprises, some of them and even Aerospace and Defense that are like, we have to recruit younger talent. They do have aging populations that'll be exiting their workforce. I see this from universities that recruit, obviously students, but it's then the workforce. The expectation is now so much higher that their experience with IT inside their employer is much closer to their experience as a consumer. We've been saying it for years but now it's really become a business imperative as customers, I should say as our customers, they are trying to make their workforce happier. Well not only just more productive, more engaged, but also, you know, retention. It's, I feel like it's the moment of the worker themselves. And look at other economic factors, unemployment's at a historic low. Finding people, you're competing for your own workforce to come work for you. They can't show up and you give them a Windows 95 machine or like an Office 2001 product suite, they're like, that's a reflection of how you as a company actually operate so all of those are kind of coming together in to this consumer like experience for the employees of our customers. >> And a lot of talk about new ways to work, the future of work. So what's your expectation going forward for how that affects business, affects your business, organizations? Sounds like they're closing the gap between consumer experiences and enterprise experiences, what's next? >> So you know, big word, friction, been frictionless. Right, like where's the efficiency, what is the friction in different departments working together? I think as people really do adopt this, call it the service manager platform, that system of engagement, once those silos start to come down, once they start to share that data, we see it in individual customers, they kind of go through this aha moment. They've cleaned up their data sources, they realize everything's on one platform, and then they're like, can't I build this, can't I build that, can't I build that? Yeah, you can, and it really starts to accelerate. So I think we'll see the barriers of these business units really fall, I think IT's role is going to shift to be almost a, we talk about a service management office not a project management office. So the service management office is, how well are all of my services, whether it's HR, whether it's finance, how are those services being consumed by my employees? So I think we'll see that pivot, it gets away from IT being more T, the technology, and more to the I. Like what information and services am I providing? I think really we are at that catalyst and as people start to adopt that it moves much more quickly from here. >> What's next, what is, going forward what do you see as the DXC ServiceNow strategy? >> Boy, so this is something that we've been working, so DXC's only been in existence for one year, right? But it came from HBES, it came from CSC, right, 26 billion dollar company, 180,000 people. DXC is putting all of their investment strategy around digital transformation, behind ServiceNow. So we have another team here that focuses completely on building ServiceNow offerings that are behind all the other DXC offerings. So what do I mean by that? The difference is whereas Fruition will go up to a customer and say, we'll help you do ServiceNow work, the platform DXC team says, we want to deliver cloud orchestration, we want to deliver desktop and mobility workforce call centers, but all of those are powered by ServiceNow at the back end, all of our analytics so we do a lot of other things as DXC, obviously billions of dollars worth but we're switching that all to be standardized on ServiceNow. So we're actually breaking down the silos in our own company of how our different departments work together. So if a customer buys a cloud orchestration platform and they're also a workplace and mobility customer and they also have maybe the HR BPO, that's all on ServiceNow. The DXC platform, DXC, built on ServiceNow. So that's everything DXC's throwing at it is to be that player. >> And do you see ServiceNow, is that the platform of platforms? >> Marc: Yes. >> And I mean, you guys really are a technology agnostic. But if it fits you'll use it. >> Well we're an independence offer provider. We don't create our own products like an IBM might or somebody else might and basically put those products in front of a customer when they're really not the right fit. >> So, I mean, you think we had John Donaho on early and he said, look, there's WorkDay and there's SalesForce and there's SAP, et cetera, et cetera, et cetera. We want to be the connective tissue to those platforms. Software companies are funny though, they all want to be the connective tissue. But if this is what ServiceNow does, so, do you feel like they are in a unique position to be that platform of platforms and-- >> I really do, and we've worked with a lot of other software companies that want to connect in to that ServiceNow ecosystem because what we find is other software products are like, listen, I might be really good at security, intrusion detection, but do I want to create a work flow? And I want to create the CMDB, that means that I have to go build an entire almost secondary product to my core competency. So if I'm really good at anti virus, if I'm really good at intrusion detection, even if I'm really good at reporting I still need people to act on the information I'm providing them. But I don't want to build that action engine, so that's what they're almost setting up their own boundary, saying let ServiceNow be the action engine for me and we'll just plug in to them. They're becoming the standard for how customers work between silos. >> Great, well Marc, thank you so much for coming on the show, this has been really fun talking to you. >> It's my pleasure, thank you, great to see you. >> I'm Rebecca Knight for Dave Vellante, we will have more from ServiceNow Knowledge18 just after this. (upbeat techno music)