>> Narrator: Live from San Juan, Puerto Rico It's theCUBE, covering Blockchain Unbound Brought to you by Blockchain Industries (upbeat music) >> Hey, welcome back everybody, we're live in Puerto Rico for the cryptocurrency, global blockchain, decentralized internet, Cube coverage in Puerto Rico part of Blockchain Unbound. I'm John Furrier, host of theCUBE here, also co-founder of SiliconANGLE Media Inc. And, we're here with a first Cube ever, father/son Cube segment where we're going to kind of break down a summary of the show but mainly get the take from a 22 year old. Here with me is my son Alex Furrier who's been doing the schedule and greeting all the guests. Alec has been also demoing our platform that we haven't formally announced but also Not that we have to but it's out there. theCUBE platform, all the back-end data Because it really is getting everyone here excited So, Alec, welcome to theCUBE. >> Thanks, great to be on, finally, after all these years (John chuckles) to be on, it's an honor. >> Well, thanks for all the hard work you did on the schedule but you're a young gun, you're 22 years old. This is an exciting crypto world for your generation. What's your reaction to the commentary you've heard, the stories you've heard, what's the young perspective on cryptocurrency, blockchain, what's the view? >> Totally, it's a totally crazy culture, right? So, there's a very big influx of young talent and talented minds at that, right? And, this is really changing the revolution landscape. It's accelerating the tech. These ideas are being freely shared whereas before there was bottlenecks in the collaboration aspect of the technological field, right? >> You're a gamer, I know that so you're the young eco-system You don't care about data lakes and data centers and cloud computing. What is your generation look at this as an opportunity? What's exciting about it? What's the perspective? >> Well, there's multiple perspectives. The main two I say, there's multiple perspectives. Main two, is one, there's a shit ton of way to make money. And you know, is there a scam? Is there a risk for my business? You know, blockchain is involved. And there's a little bit of that mumbo jumbo going along. But then, there's also the other side that are really into it and really applying the tech and know that this is the best way to collaborate with peers >> What's the coolest thing you've seen? >> The coolest thing I've seen is probably Hashgraph which is actually not on the blockchain and competitors of the blockchain. And that's actually increasing speeds and pretty much making the tech, the back-end infrastructure better. >> So, you dropped out of UCSB, you're going to maybe go back to school but you're also working as a product manager for our crypto project for SiliconANGLE Media, theCUBE, Cube Network, you were giving demos. What is, what are we doing? How would you explain what we're doing? And, what was some of the reactions to the demo that you were giving? >> All great reactions so far. People are very excited what we're building which is a reputation centrality metric. And, what this does, is allows us to track, what users are talking about, and where they're talking about it. And actually, rank their reputation leaderboard rankings by topic, by frequency, by impact down reverb in the entire network. And that allows us to appropriate connections between two people who have different social, culture and professional topics that they talk about. And allow them to create more value for the entire platform, for the community and more importantly, themselves. >> What is, what does that mean, what problem are we solving? >> So, we're solving the Facebook ad word problem of the old generation which is you as a user do not own your data. Right? >> Yep. >> So now, what we have is this user base struggling to find the monetary value in their social media platforms. But now, we are actually offering a way for them to reverse the paradigm and get paid for interacting with others, creating with others and contributing to the community through all of their social media outlets. >> What was the biggest thing that people reacted to at the demos, the variety of tools we showed them. What was the number one, couple of things that they reacted to, what jumped out at you? >> So, I would say what jumped out is, how blown away these people are. They really are, you know, elevated in their mindset when they think about these concepts. Because it expands their mind and when they realize that I can go and expand someone else's mind and their mind will essentially contribute to the entire community. And everyone's going to grow from one initial idea. >> What are you working on, the project? Please share with the folks, what've you been working on, what specific things that you do and you're managing. What's unique about the technology? Share some color commentary on the project. >> Yeah so right now we have a couple of projects going, and, for now, I'll just talk about the platform side of things which is the more futuristic vision. Specifically, we're creating trending communities so we could actually auto generate stories based on Twitter API data, right? And also, our own platform has even more complex metrics which we'll be rewarding people for, so people will get rewards for using our platform more than the Twitter. But we could still have native content versus in-network content being weighed differently. And so, what we're doing is routing metrics of weighted value with a contextual layer on top through natural language processing and machine learning. >> So, are some people saying "Oh, you're like Steam?" How do you respond to that? >> We're not like Steam. Steam is extremely powerhousey and it's momentum and it doesn't actually do topic weighing Right, so, and we also value attention of the crowd so what we're working on is, what do people influence with their reputation? Whereas Steam, it's like, where do people contribute? How much do they contribute? And so, what we want to do is, we say hey, you know if I get uploads on Reddit that should be weighed in the network somewhere else, right? Instead of having a overall karma, we should have one integrated karmic aspect of a topicality so that if my karma, I'm using karma as an analogy cause Reddit has the up votes karma, down votes karma. >> So what about blockchain, why are we So, how would you explain to someone Okay, you're theCUBE what is the blockchain? What is crypto mean for us? >> So, blockchain, we're using it to add a layer of trust and security to our network. So we want transparency within our network and that means we have to have a ledger for every single engagement, interaction like we tweet on the network, right? >> And the crypto, the token, does what? >> Crypto token will pretty much be able to be cashed out thru Ethereum, right, ERC20 but it would also have a weighted role in our two sided marketplace, bounty ask buy. And, that'll be the main medium of where people identify and exchange their reputation. >> How would you describe out platform to a user out there if they say, what do you like, or what are you disrupting, what aren't you like, what are you guys doing, what you disrupting? And why would I want to use your platform? >> Yeah, so I think we're disrupting, you know, multiple companies, right? And, the one I really associate with is a professional Steamit meets Brave Browser, BAT token versus Steam, right? So, BAT is attention only and attention is valuable. I'm here with you, you have a 20 minute interview with me. That's your attention, that's valuable but it's much more valuable than someone else who isn't interviewing, let's just say, someone who is less fortunate. But, that's also a real time aspect. So there's a time variable, there's a network variable and there's a topicality variable, you know the social graph, you got the interest graph, and then the value graph on top. >> So Alec, so if you had to describe what we do in one sentence, what would it be? Putting you on the spot. >> In one sentence, I would say we would call it, a decentralized media platform with rewards for the user base, based on reputation. >> Alright, my son Alec Furrier is also involved in our crypto project, part of theCUBE network coming soon, house of theCUBE is here, the crypto conference, and what better way to align with the crypto community then demoing our token enabled platform. Congratulations to you, Narendra, Kent, Jeff and the team doing a great job with theCUBE network. Cube alumni are all going to get coins, right? Not yet decided but great work Alec, thanks for sharing. It's theCUBE here, Puerto Rico. I'm John Furrier, my son Alec. Thanks for watching. (upbeat music)

(upbeat music) >> We're back at the ARIA in Las Vegas you're watching theCUBE's coverage of Veeamon 2022 live in person, but there's a big hybrid event going on. Close to 40,000 people watching online. This is the CEO segment. The newly minted CEO Anand Eswaran is here. And it's great to see you. Thanks for coming on. First time on theCUBE. >> Yeah, first time on theCUBE, excited to be here. Newly minted, those words, I haven't heard those for a long time. But thank you for the warm introduction, Dave. >> So why Veeam? What did you see that attracted you to Veeam? You have a great career, awesome resume. Why Veeam? >> A lot of different things. You know, it started with when I spent a good bit of time... I spent months with, you know, Insight, with Bill Largent who is now the chair of the board. And for me a few things, one, it started with the company culture. I absolutely loved... I spent time with our engineering team that it's an innovation-focused culture. It's an engineering-focused culture, which is so critical to any software company. And so that was the first place. And I spent a good bit of time with customers, reading, research, you know, brilliant products, always innovating. You know, even though it's a category you would think is fairly mature. I mean, when Veeam for example, did instant recovery. I mean, that was extreme innovation. And so that was the first thing which was appealing. The second thing was, you know, yes, we've reached a billion, but it still has that, you know, feel of a start up. It still has that feel of a... Jeff Bezos says this best, "A day one culture." Which is super critical, you know, we scale but you don't want to lose your soul and what made you special in the first place. And then you come down to the rest of the stuff, it's an execution machine. You know, it's an absolutely interesting category, especially in the day and the world we live in right now. You know, the proliferation of bad actors, security, backup, recovery, you know, everything you... Ransomware is starting to become you know, a meaningful threat to every company. So many different things coming together. This category is an interesting place. But that's not all, I feel that we are going to see this category evolve and shape very differently. You're going to see adjacencies coming and you're going to see in a couple of years or three years you're not going to just look at this and say, "Hey, it's backup and recovery." And so it's an opportunity to shape what is going to be a very important inflection point in this whole space. So a whole bunch of things. Excited about it. >> So flip question, why Anand? What did Insight see and the board see? What do you see as your key skills that they wanted here? Go after that opportunity- >> You should also get insight on this man. And you should ask them this question. I know Peter and Sokolov (laughs) >> So, you know, I don't know... I'll tell you where I think there's relevant experience is if I look at the future of Veeam. I think the first thing is we've got to think through what the next evolution of Veeam is. You know, there's a ton of work to do even in the path we are on, on data protection. And the team is absolutely brilliant at that. But how do you start to think ahead? How do you think about data management? How do you think about, you know, where are the adjacencies and how does it... How do you shape and reshape the category? You know, and I have some experiences in that. As I look at growth, Veeam has done a phenomenal job you know, 35,000 partners, an execution machine. I mean, just last year we grew ARR, you know, 27% we are sustaining that growth. But as I look ahead, you know there's huge opportunities to further accelerate our share in the enterprise to actually go work with creating multiple layers of partnerships beyond the very successful partnerships we already have. You know, how do you start to get GSIs in the mix? How do you start to get MSPs in the mix? How do you start to actually get to being a core part of the portfolio and platform of our primary storage partners, HPE, Pure Storage and so on. So reinvigorating and creating a multidimensional partnership strategy is key as well. And then just my experience in, you know I ran the enterprise for Microsoft and so those sort of experiences sort of are very relevant to our next step of the journey as well. And finally, you know I think the one thing which matters most for me and yeah, you realize... Again, I think we've forgotten what it means to have a microphone on. But culture, you know, I spent a lot of time in every company I've worked in, in contributing to the culture of what shapes and you know how do you create a purpose-led company and how do you get on that path? Which is a very, very important conversation inside Veeam. you know, and we already do that... You know, there's a huge focus on purpose. There's a huge focus on diversity. There's a huge focus on inclusion, but you know, the cultural aspect of Veeam attracted me to it. And I think my work and my passion for it attracted me to Veeam as well. So just a few of those things. >> Yeah, you speak from the heart, you can sense that. Dave and I were talking with Zias about platform versus product. Now you've got some experience with platforms, obviously, Microsoft, you know the amazing platform. RingCentral Zias brought up. And then I brought up HP, which actually never could figure out its software platform. So you've seen some successes. You've seen some, you know, couldn't ever get there. Do you see Veeam as a platform company? >> You know, the way I look at it is this. I mean, I may actually not answer your question directly but I'll answer the question. >> Dave: Okay. >> Which is, if you look at the biggest successes in the industry, call it Microsoft, Adobe now- >> Dave: Sure. >> Salesforce, eventually the path from a high growth startup to scale is platform and partners. That is the key. >> Dave: Ecosystem- >> So yeah. Platform and the ecosystem. So it all comes together. And so, yes, I mean, I think we already do that. I mean, we have a singular platform today for the multiple workloads we protect from, you know physical to cloud, to Kubernetes to the hybrid architectures the ability to actually, you know restore your data into any cloud, you know, back up from AWS restore into Azure or a physical data center. So we already have a robust platform in place but the scale or the growth from where we are a billion to the next set of milestones 2, 3, 5, 10 is going to be an absolute maturity and amp of platform partnerships ecosystem. >> That's a high wire act. When you talk about platform and scaling, you know, think about moving forward, when you have pressure to grow, often the easiest thing to grow is to acquire and add adjacencies that might not be as core to your core value proposition as they could be. How do you navigate that as you move forward in a world where... Look, Veeam was founded in an age when it was all about meantime between failure, recovery point, recovery time objectives. Now the big concern is malicious actors. So Veeam has been able to navigate that transition very well so far, but how do you do that? How do you balance that moving forward? This idea of platform is a desirous state to be in but you don't want to be a fake platform where you just glue a bunch of things on. >> It all comes down to thinking through where we see the world going from this point in time. How do you see technology evolving? How do you see the outside's, you know influences evolving. And when I say influences, it's, you know, just a euphemism for all the bad actors we expect to see getting even more active. So, you know, the way I think about it is either platform or acquisitions are not things you do piecemeal or point in time. It all needs to accrue to a larger strategy of how you create the ability for all of your customers to own protect, secure, you know their data and eventually create intelligence from it so that they can actually be proactive about it. So that, you know, if that's the thing, you know, our ambition is starting to become how do we sort of secure the world's data and help companies create intelligence from it so they can be proactive about it? You know, everything else sort of accrues from there the platform we evolve from the platform we already have, you know, stems from it. The acquisitions we may do, will do evolves from it. It all are... You know, its pieces coming together to the overall puzzle framework we've already created. >> Yeah. I have so many questions for you. And I want to get into a little bit of your philosophy, but before we do it, I want touch on the TAM a little bit more. You mentioned in the analyst discussion this morning that the market's fragmented. A lot of people think, "Oh, backup, storage, we'll just put it together. You know, Dell now or EMC brought it all together." But they're just dramatically different markets. You're seeing some of your competitors. One in particular is now kind of pivoting to security. It's an adjacency, but it's, yeah, I'm not sure you want to walk into that mess but it's clearly part of a data protection strategy. And you said you want your... My words, legacy to be a significant increase in market share, dominant position in the market. Even if it's number two, whatever, number one's nice, great. But much larger share than what is your 10, 12% today. How do you think about the TAM? It's so undercounted, I think. You know, we used to look at purpose built backup appliances, "Oh, it's a couple billion dollar market and it's a ceiling there." It reminds me of service management with ServiceNow. It's virtually unlimited TAM because it's data. How do you look at the TAM? >> How much time do you have? >> I know, I got so many questions- >> But I'll tell you this, right? You got to piece this question very carefully because I'll look at it in a variety of different ways. Number one, if you do nothing, if you just do nothing. I mean, today, as I shared in IDCs latest report last week we were joined number one, you know, for the first time we actually got- >> Dave: Yeah. Congratulations. That's a big milestone. >> That's huge, that's exciting. >> Dave: And that's revenue by the way. That's not licenses- >> Yeah. That's in share. But the thing is this, right? If, if you look at share, we are at 12%, you know as is the... You know, so 12% is not representative of how I think about number one. When you look at a market with a clear winner you expect to see 40 to 60% market share. So doing nothing is an opportunity to actually continue the path we are on which is taking share from every one of the top five significantly and growing as fast as we are. I mean, we are going to be on a path to, you know doubling our market share in the next two to three years. So there's share to gain doing nothing. And this is... You know what? This is the first and the most simplest aspect of TAM. Now layer in other aspects of TAM but just still stay in data protection. You know, talk about every single SaaS workload coming on. I mean, I shared 270 million Teams' users right now monthly actives. The TAM, if you were able to secure every one of those Teams' users and protect the data, I mean that's close to 6 or $7 billion. It's not factored in into any of the TAM numbers you see right now. Gartner talked about 13. You know, others talked about TAM being 40. I mean, but SaaS workloads, you know each of them are not factored in as much as it could be right now. So, you know, we are bringing in Salesforce, Microsoft 365. We secure 11 million paid users with Microsoft 365 backup. And so add all of them on, execute. We see a path to taking share and getting from here 12 to 25 to 40 and being an outsize number one. And then you'd come down to what you said, which is how do you think about adjacencies? Now, at Veeam, yeah, messaging is important, but unlike some of the competitors, we don't use words frivolously. If we say something, data protection, modern data protection, ransomware attacks, we mean it. And there's product truth behind it. We do not use frivolous security words to create a message and get attention and have no product truth behind it. That's where we are. We expect to see adjacencies come up. We expect Veeam to beyond execution and bringing in more SaaS workloads to look at the next layer of data management. We expect us to create partnerships which allow us to go do that meaningfully. And as time goes, you should expect us to be the prime influencer in reshaping this category with other adjacencies coming in. But we talk about it and there's product truth behind it. >> I wanted to get into your philosophy of management a little bit. I went to your LinkedIn recently and I loved the little graphic that you had. But I know a lot of people put up a picture of a pretty lake or mountains. I got theCUBE up there. You had a number of items. I wonder if I could read. You had a rocket ship, which was very cool. You had teamwork, you had innovation. I wrote down ABC, always be closing, Alec Baldwin. But everybody sells, I think is what it was and then keep it simple. >> Anand: Yep. >> I really like that. I mean, people going to... If they're going to evaluate Veeam they're going to go to your LinkedIn page. So tell us where that came from what your philosophy is as a manager. >> Yeah, no. So there's a few things and this is the philosophies which I put on is a meld of what I believe in and what Veeam believes in and has believed in for a long time which is life starts with a customer. For us, everything starts with a customer. You know, even the product creation philosophy 15 years back was, "Hey let's not just create some check marks and create a feature because someone, you know thought it's an important check mark to have." What is the value it creates for the customer? And is it different enough, unique enough, where, you know, it actually creates a moment where the customer sees the value impact their core business. That's where it all starts for us at Veeam. And then everything we do relates back to, "Is this moving the ball enough for our customers and for our partners and for our developers and users?" Everything comes back to there. Are we easy enough to do business with? You know, are we keeping it simple? Simple to use. A product should be really simple. It should be brain dead simple, you know are our processes such that, you know it's easy for us to connect with our partners, connect with our customers, connect with our users, you know it all comes back to keeping it really simple. And then, you know, I come down to a set of personal philosophies, which matters as well, which is, you know, how do we make sure that, you know, we used to say everyone is in sales, but we got to evolve it. Everyone is in customer success because we all know that it's not just the first sale which matters which was true 15 years back, what matters today is, yeah, the sale matters, everybody is there to sell. But what matters even more is the whole company rallies behind the customer's success at every step along the way. Because when you do that, you don't need to sell. You know, you get in through BBR and then we have a world of workloads to actually create value for the customer with, from, you know Microsoft 365 backup or, you know soon to come Salesforce backup cost. And we see that on net retention or, you know... And it's manifested in numbers, right? It's manifested in growth. It's manifested in net retention and it's manifested in NPS. I mean, Dave, I'm hugely excited about that, man. NPS of 80 where we are. I mean, you guys have been around for quite a bit. I mean, that's huge numbers. I mean, that's- >> Apple's- >> Apple was 76 or 77. And so eventually that is what matters more for me because it's... Share is important. And I'm excited about, you know, IDC saying, "You're joint number one." Hugely important, but that is a consequence. Growth is important. 25% ARR growth in Q1, super important but that is a consequence. What really matters is value for your customers. And the number one metric I look at is NPS, you know and NPS at 80, all the other things start to happen pair it with the engineering culture the innovation culture we have, long roadmap ahead. >> Veeam has made some... What appear to be, from the outside anyway, pretty successful acquisitions. Kasten is an obvious one. I remember it wasn't the first time I met Ratmir. It was maybe the third or fourth time we were at like a late night, Peter Bell party this Highland Capital at VMware. And we were walking down Howard Street. I see Ratmir and some of his colleagues, we start chatting. We, you know, got into a good conversation. I'm like, "What about an IPO?" He goes, "We're not doing an IPO. We don't need to do an IPO." And then several years later on theCUBE, he's like, "No, I'd be open to an IPO." And then of course the big acquisition happened. So you've got an opportunity here M and A obviously is a possibility. But what about the IPO in your future? Presumably, that's something Insight wants to do. What can you tell us about that? >> No, it's a great question. I was waiting when you were going to ask me that question. But this is what I would say which is, by the way, Veeam, at today's numbers, I mean, we shared numbers at the end of last year. 1.1 billion in ARR, 1.2 in revenues, 99.99% organic, right? You know, Kasten was the only acquisition we shared how Kasten is a blip at this point in time. And so the philosophy has always been organic. And as I look ahead, this is how I think about it. I think the pace of market change is going to be extreme. And so we will be a lot more open-minded, thinking about acquisitions for complimentary technologies which allow us to expand TAM and think about adjacencies, more to come there. IPO, see the good thing is this, a lot of companies want to enter the public markets to raise money, create liquidity. That's not the primary lens for us. And so the good news is that, you know we are incredibly profitable. We shared, you know, 30% EBITDA, you know, for 2021. So money is not the issue, but we do think that we entering the public markets is a good thing for a variety of other reasons, because when you are public and it comes with the, you know, transparency, which we believe we're already transparent. But it puts the focus on you. And that creates even better growth impetus. Especially as you go work with large enterprise customers they are a lot more amenable and you know and so we feel that it's a strategy of growth not a strategy of liquidity for us, but stay tuned. You know, I fully expect for something like that to happen sometime towards the middle of next year, to the end of next year. >> Yeah, we had a similar conversation with Frank Slootman they obviously were able to raise money. But wow, what a change since the snowflake IPO in terms of just the brand value. And again, so many questions. I thought your keynote was great, by the way. >> Anand: Thank you. I love the focus on, you know, ransomware, of course. I thought the bot jokes were great. Keep 'em coming. I mean, I really did enjoy- >> (laughs) Absolutely. >> It lightens things up. So thanks so much for coming on theCUBE, really appreciate your time. >> Absolutely appreciate it, Dave and Dave. By the way, I mean, it's funny, I mean about, you know, Dave and Dave, Dave and David reminded me of Thompson and Thompson, guess which comic book they're from? >> Thompson and Thompson- >> Thompson and Thompson. I don't know. >> Don't know. >> Tin Tin. >> Oh (laughs). >> (laughs) So you got to go read up. You guys don't look anything like that, but Dave and Dave, was an absolute pleasure. My first theCUBE and look forward to many more to come. >> Love to have you back- >> Absolutely. >> All right. Thank you for watching. >> Thank you. >> Keep it right there. TheCUBE's coverage of Veeamon 2022, 2 days of wall to wall coverage here at the ARIA in Las Vegas, we'll be right back. (upbeat music)

(gentle music) >> Welcome to theCUBE's coverage of PagerDuty Summit. I'm your host for "theCUBE", Natalie Erlich. And now we're joined by the CEO and Chairperson for PagerDuty. We're joined by Jennifer Tejada. Thanks very much for joining the program. >> Hi, Natalie. It's great to have you, and "theCUBE", with us again. >> Fantastic, well, let's do an overview of what PagerDuty does and how it's helping its customers. >> Well, PagerDuty is a digital operations management platform. And what that means is that we use software to detect real-time issues and events from the complex ecosystem of technology that's really hard for humans to manage. We then intelligently orchestrate that work to the right teams, the right people with the right expertise, in the moments that matter the most to your business. And that's become especially important as the whole world has moved to a digital-first world. I mean, pretty much everything we do we can experience on demand today but that's only made possible through the complex technology and infrastructure that's managed and operated by responders all over the world. And PagerDuty's digital operation solution communicates issues in real time to ensure a perfect customer experience every time. >> Terrific, and if you could go through some of the key features like on-call management, incident response, event intelligence and analytics, it would be really great. >> Sure, so, our heritage started with automation of the on-call situation for engineers. So, back in the day, many organizations had software engineers building apps, platforms, infrastructure, but then they would throw that over the wall to an ops team who would manage it in production. That led to poor code quality, it led to lots of challenges when people would release software in the middle of the night on a Saturday, et cetera. And it meant that it took a very long time for companies to manually get a problem into the hands of the right person to solve it. We automated all of that using an API-based ecosystem that connects to over 460 of the most popular applications, observability stacks, monitoring systems, security applications, ticketing environments, cloud environments, et cetera. And so, all of that is now seamless. What that data enabled us to do was build an event management solution, which we call Event Intelligence, which now uses AI and machine learning to help responders understand the nature of all the different events coming at them. So, for instance, instead of seeing 100 events coming at you from 16 different monitoring environments in your infrastructure, PagerDuty will use AI to know that of those 175 are part of the same incident. They're events conspiring to becoming a business-impacting incident. And that allows our teams to get ahead of things, to become proactive versus reactive. We've also built analytics into our solution which helps our customers benchmark themselves and their operational efficiency versus their peer group. It helps them measure the health of their teams and understand which services are causing them the biggest challenges and the most expense whether that's labor expense or customer impact. And most recently, we've been really thrilled with our acquisition of Rundeck which helps us automate the remediation of events which now means that PagerDuty can automate incident management and incident response, both upstream, in terms of identifying events as they flow in, and also downstream, safe self-healing of infrastructure, application and platform environments to get things back to the way they need to work in order to serve end customers and serve employees across an enterprise. We're really excited as our vision has expanded to become the ubiquitous platform, the de facto platform, for real-time work. And what we've seen over the years is our customers coming up with very imaginative ways to use our software to solve real-time unstructured, unpredictable work across the company. That can be legal teams managing across different geographies and business units to close contracts at the end of the quarter, it could be financial services companies that are managing their physical security as well as their digital security through PagerDuty where time really, really matters if you have a data breach or a potential physical security incident. It could be customer service where customer service and support teams are working very closely with engineering teams to identify issues that are causing customers problems and to manage those issues collaboratively so that the customer experience is protected. So, just some examples of how PagerDuty is getting leveraged. And we're really excited to talk about some new innovations at Summit. >> Terrific, well, you really have your thumb on the pulse of corporate America, and as you know, last year, we talked about the pandemic and now we're looking at going back to the workforce, we're looking at the future of work. What does that look like for you? >> Well, the future of work is here and one thing is for sure, it has changed permanently. I think we all learned from the past year that remote work can provide a lot of flexibility and can level the playing field for people all around the world. It means you can access talent from different geographies. It means you can have a different level of work-life balance, but it also comes with its own set of complications. And one of the reasons we pulled Summit earlier from September into June was we really wanted to be a part of this kind of grand moment of reopening that we're seeing around the world. And that means that every organization that we're working with is redesigning their future. But that didn't start today, that started several months ago, as companies learned from their remote work experience, learned from their on-demand experience in dealing with their own customers. And it took some of those innovations and brought them forward into kind of the new design for the way teams will work, the way brands interact with their customers. And at Summit, you're going to hear us discuss why now is the moment, now is the moment to harness your digital acceleration because that's really the way that business is getting done. I mean, frankly, every business is now a software business and all business is now digital business. And PagerDuty has proven itself as the essential infrastructure on which all companies, all brands, can build their success. And as we widen our aperture we think about building the platform for not just today's challenges, but tomorrow's challenges. So, at Summit, you'll hear us talking a lot about resilience and how your entire organization and your brand will be judged on your ability to stand up a resilient business, a resilient brand experience for your customers. Today, uptime is money and resilience and reliability are the currency of tomorrow. We're entering into this era where autonomy is everything when it comes to work. I mean, employees, and generally humans, do not want to be stuck managing mundane tasks. And the hybrid work arrangements that we're anticipating mean that PagerDuty's platform will become even more essential for customers because hybrid work drives more complexity. It means your teams are distributed, they maybe distributed across regions, co-located, remote at home, in different time zones. And when something's going down that's really causing a problem in your business, you need to orchestrate work across the right people that can make a difference in that moment. Autonomy and flexibility, frankly, is what people expect from work. And they also expect to engage with apps and platforms that are easy to use, that are intuitive, that deliver really fast time to value. And that has long been at the core of PagerDuty's offering and value proposition. And none of these autonomous or automation investments replace human expertise. They allow our platform to channel that expertise and the expertise of your users to give them context and visibility to make the best possible decisions in the moment that matters. And I think that is so empowering as we think about this flexible new hybrid way of working. And then lastly- >> And I love the points. >> Oh yeah, go ahead. >> Yeah, I love the points that you make about resilience and autonomy. I'd love it if you could just drive a little further how we can build more connection now that we're going into the office and also integrating this kind of hybrid system. >> Well, I think it's really interesting because in some ways I feel super connected to my employees 'cause I'm engaging with them one-to-one, my box and their box. I have had the opportunity to stay connected to customers and executives across the industry over course of the pandemic. And yet, I'm an extrovert, I miss the in-person opportunity that kinetic energy that comes with being together in a room. And I'm looking forward to being back in studio, doing interviews with you, Natalie. But at the same time, I appreciate the convenience that I've gained. Like, I'm not looking forward to commuting again. I mean, I plan to only get on the road during off hours in the future. And I realize that I don't have to travel six hours for a two-hour meeting on the other side of the U.S., or 15 hours to have a meeting in Europe, I can get a lot of business done online. Having said that, that connection is so important. The social contract that you create with your customers and your businesses is so important. And making sure that we can connect the complex technology that runs the world today is also really important. And that's where PagerDuty plays a role. PagerDuty really helps you know who you need, what you can leverage them for, and gets them in touch when you need them, like I said, on the work that is somewhat unpredictable but can be very high priority, the highest priority in the case of a security breach or a major customer-impacting incident. And so, using AI apps, or sorry, using AI and automation to make sure that we can intelligently route work to the right people is a big part of how our platform has come together and really become the central nervous system of the digital economy. >> Yeah, I mean, these are really great points and it's a bit of a silver lining actually with the pandemic, learning that we can really stay connected despite not being in the office and now have more hybrid systems of work. But let's switch now gears to talk about leadership in our communities and how we can truly activate change and a far more just and equitable world. >> Well, I am a huge believer in social responsibility and social impact, and I really appreciate how all of our employees have come together to leverage PagerDuty's platform for good. When we went public, we launched pagerduty.org which was led by Olivia Khalili. And I know you'll hear from her and some of our impact customers this week at Summit, but I think what's really important is how engaging it is for our employee base. Last year, 93% of PagerDuty employees have volunteered their time for social causes and philanthropy. And that's in a time when we were all enduring a hardship of our own, we were all facing an unprecedented pandemic. We've donated over a million dollars in financial grants to over 400 organizations through strategic giving and employee-match programs. And we've opened civic engagement. We've opened source civic engagement with our Day for Change for our employees and our toolkits which we've shared broadly throughout the industry. We signed on to the Board Challenge which I was thrilled to do because I'm a big believer that more diversity in the boardroom is going to lead more equity in corporate America. And thrilled to add Bonita Stewart and Dr. Alec Gallimore to our board last year. And I think representation is so important at the board level, not just because it's the right thing to do, not just because it's the right thing for business, but it's the right thing for career growth for your employees, showing them the path to what's possible for them with your company. And finally, we published PagerDuty's first ever "Inclusion Diversity and Equity Report", which is part of our effort to provide transparency around not just what we're doing, but how we're measuring it, how we're progressing, so that we can get better every year. And we've highlighted our work to support time-critical health, our work to support equity in the response to COVID including vaccine distribution. And I really enjoy some of the impact stories that we hear from our non-for-profit partners that are working with us at pagerduty.org. So, leadership is what you make of it and you can lead from every chair in an organization. And I'm so proud of the leadership, our employees, and many of our customers have demonstrated in this time of particular challenge around the globe. And we're not through it entirely yet, and so, I'm just really hopeful that we can all come out of this better together. >> Right, and speaking about leadership, why do you think that diversity is so critical for effective leadership? >> Well, first of all, I think it's our responsibility to reflect the communities that we serve. My users do not all look the same, they don't come from the same background, they're from over 150 countries around the world. They're solving a diverse set of problems. And in fact, the problems they're solving with our platform is growing every day as they imagine how to apply our technology, our digital operations platform, to different types of real-time work around their companies. But diversity is also important in problem solving, in looking at challenges through different lenses, in thinking about the different stakeholders that you serve in that process, and in creating an equitable community around you, creating opportunity for people around you. I mean, one of the things that we did that was a business decision a couple of years ago was to open an office in Atlanta. And part of that was to create a path, create opportunities for Georgians and people in the Metro Atlanta area to participate in the tech industry. This was before everybody was working from home, before those geographical barriers were broken down. And I'm thrilled to say, we have a thriving community now in Atlanta that's growing and we're hiring. But that's just one example. That was the smart thing to do for our business, but it was also a great thing to do, I think, for the community. And we've brought new minds and all kinds of new people into our business. And this month we're celebrating Pride Month at PagerDuty, which I'm thrilled to do. We have very active LGBTQ community who contribute hugely to our efforts and to our customers' success. And we think that everybody deserves an equal shot at opportunity at the lifestyle they want and the opportunity to build their own bright future. >> Great, and just lastly, what's the main focus for PagerDuty in the next year? >> The main focus for PagerDuty next year is really executing on our strategy to become the defacto platform for real-time work, ensuring that we can leverage the largest domain-agnostic ecosystem of connected apps and services, that we can leverage the largest dataset based on responder data, workflows, events and incidents to help our customers deliver the resiliency, the autonomy, and the connectedness that they're looking for to serve their customers and accelerate their digital prospects and frankly, to prosper in the future. So, it really is about becoming that de facto platform for action for all your real-time, unstructured and important work. >> Well, Jennifer Tejada, the CEO and Chairperson of PagerDuty, loved having you on this program. Really appreciate your insights on diversity and leadership, and, of course, the next phase for PagerDuty itself. I'm your host for "theCUBE" now covering the PagerDuty Summit. Thanks for watching. (bright music)

>>From around the globe. It's the cube covering data citizens. 21 brought to you by Colibra >>Welcome to the cubes coverage of Collibra data citizens 21. I'm Lisa Martin. I have three guests with me here today. Colibra customer Freddie Mac, please welcome JAG chief data officer and vice president of single family data and decisions. Jog. Welcome to the cube. >>Thank you, Lisa. Look forward to be, >>Uh, excellent on Kiko LSU as well. Vice president data transformation and analytics solution on Kay. Good to have you on the program. >>Thank you, Lisa. Great to be here and >>A teeth Malik senior director from the single family division at Freddie Mac is here as well. A team welcome. So we have big congratulations in order. Uh, pretty Mac was just announced at data citizens as the winners of the Colibra excellence award for data program of the year. Congratulations on that. We're going to unpack that. Talk about what that means, but I'd love to get familiar with the 3d Jack. Start with you. Talk to me a little bit about your background, your current role as chief data officer. >>Appreciate it, Lisa, thank you for the opportunity to share our story. Uh, my name is Arvind calls me Jack. And as you said, I'm just single-family chief data officer at Freddie Mac, but those that don't know, Freddie Mac is a Garland sponsored entity that supports the U S housing finance system and single family deals with the residential side of the marketplace, as CDO are responsible for our managed content data lineage, data governance, business architecture, which Cleaver plays a integral role, uh, in, in depth, that function as well as, uh, support our shared assets across the enterprise and our data monetization efforts, data, product execution, decision modeling, as well as our business intelligence capabilities, including AI and ML for various use cases as a background, starting my career in New York and then moved to Boston and last 20 years of living in the Northern Virginia DC area and fortunate to have been responsible for business operations, as well as led and, um, executed large transformation efforts. That background has reinforced the power of data and how, how it's so critical to meeting our business objectives. Look forward to our dialogue today, Lisa, once again. >>Excellent. You have a great background and clearly not a dull moment in your job with Freddy, Matt. And tell me a little bit about your background, your role, what you're doing at Freddie >>Mac. Definitely. Um, hi everyone. I'm,, I'm vice president of data transformation and analytics solutions. And I worked for JAG. I'm responsible for many of the things he said, including leading our transformation to the cloud and migrating all our existing data assets front of that transformation journey. I'm also responsible for our business information and business data architecture, decision modeling, business intelligence, and some of the analytics and artificial intelligence. I started my career back in the day as a computer engineer, but I've always been in the financial industry up in New York. And now in the Northern Virginia area, I called myself that bridge between business and technology. And I would say, I think over the last six years with data found that perfect spot where business and technology actually come together to solve real problems and, and really lead, um, you know, businesses to the next stage of, so thank you Lisa for the opportunity today. Excellent. >>And we're going to unpack you call yourself the bridge between business and it that's always such an important bridge. We're going to talk about that in just a minute, but I want to get your background, tell our audience about you. >>Uh, I'm Alec Malek, I'm senior director of business, data architecture, data transformation, and Freddie Mac. Uh, I'm responsible for the overall business data architecture and transformation of the existing data onto the cloud data lake. Uh, my team is responsible for the Kleberg platform and the business analysts that are using and maintaining the data in Libra and also driving the data architecture in close collaboration with our engineering teams. My background is I'm a engineer at heart. I still do a lot of development. This is my first time as of crossing over onto the bridge onto business side of maintaining data and working with data teams. >>Jan, let's talk about digital transformation. Freddie Mac is a 50 year old and growing company. I always love talking with established businesses about digital transformation. It's pretty challenging. Talk to me about your initial plan and what some of the main challenges were that you were looking to solve. >>Uh, great question, Lisa, and, uh, it's definitely pertinent as you say, in our digital world or figuring out how we need to accomplish it. If I look at our data, modernization is it is a major program and, uh, effort, uh, in, in our, in our division, what started as a reducing cost or looking at an infrastructure play, moving from physical data assets to the cloud, as well as enhancing our resiliency as quickly morphed into meeting business demand and objectives, whether it be for sourcing, servicing or securitization of our loan products. So where are we as we think about creating this digital data marketplace, we are, we are basically forming, empowering a new data ecosystem, which Columbia is definitely playing a major role. It's more than just a cloud native data lake, but it's bringing in some of our current assets and capabilities into this new data landscape. >>So as we think about creating an information hub, part of the challenges, as you say, 50 years of having millions of loans and millions of data across multiple assets, it's frigging out that you still have to care and feed legacy while you're building the new highway and figuring out how you best have to transform and translate and move data and assets to this new platform. What we've been striving for is looking at what is the business demand or what is the business use case, and what's the value to help prioritize that transformation. Exciting part is, as you think about new uses of acquiring and distribution of data, as well as news new use cases for prescriptive and predictive analytics, the power of what we're building in our daily, this new data ecosystem, we're feeling comfortable, we'll meet the business demand, but as any CTO will tell you demand is always, uh, outpaces our capacity. And that's why we want to be very diligent in terms of our execution plan. So we're very excited as to what we've accomplished so far this year and looking forward as we offered a remainder year. And as you go into 2022. Excellent, >>Thanks JAG. Uh, two books go to you. As I mentioned in the intro of that Freddie Mac has won the Culebra excellence award for data program of the year. Again, congratulations on that, but I'd love to understand the Kleber center of excellence that you're building at Freddie Mac. First of all, define what a center of excellence is to Freddie Mac and then what you're specifically building. Yeah, sure. >>So the Cleaver center of excellence provides us the overall framework from a people and process standpoint to focus in on our use of Colibra and for adopting best practices. Uh, we can have teams that are focused just on developing best practices and implementing workflows and lineage within Collibra and implementing and adopting a number of different aspects of Libra. It provides the central hub of people being domain experts on the tool that can then be leveraged by different groups within the organization to maintain, uh, the tool. >>Put another follow on question a T for you. How does Freddie Mac define, uh, dated citizens as anybody in finance or sales or marketing or operations? What does that definition of data citizen? >>It's really everyone it's within the organization. They all consume data in different ways and we provide a way of governing data and for them to get a better understanding of data from Collibra itself. So it's really everyone within the organization that way. >>Excellent. Okay. Let's go over to you a big topic at data citizens. 21 is collaboration. That's probably a word that we used a ton in the last 15 plus months or so it was every business really pivoted quickly to figure out how do we best collaborate. But something that you talked about in your intro is being the bridge between business and it, I want to understand from your perspective, how can data teams help to drive improved collaboration between business and it, >>The collaboration between business and technology have been a key focus area for us over the last few years, we actually started an agile transformation journey two years ago that we called modern delivery. And that was about moving away from project teams to persistent product teams that brought business and technology together. And we've really been able to pioneer that in the data space within Freddie Mac, where we have now teams with product owners coming from the data team and then full stack ID developers with them creating these combined teams to meet the business needs. We found that bringing these teams together really remove the barriers that were there in the interaction and the employee satisfaction has been high. And like you said, over the last 16 months with the pandemic, we've actually seen the productivity stay same or even go up because the teams were all working together, they work as a unit and they all have the sense of ownership versus working on a project that has a finite end date to fail. So we've, um, you know, we've been really lucky with having started this two years ago. Well, and >>That's great. And congratulations about either maintaining productivity or having it go up during the last 16 months, which had been incredibly challenging. Jack. I want to ask you what does winning this award from Collibra what does this mean to you and your team and does this signify that you're really establishing a data first culture? >>Great question, Lisa again. Um, I think winning the award, uh, just from a team standpoint, it's a great honor. Uh, Kleber has been a fantastic partner. And when I think about the journey of going from spread sheets, right, that all of us had in the past to now having all our business class returns lineage, and really being at the forefront of our data monetization. So as we think about moving to the cloud Beliebers step in step with us in terms of our integral part of that holistic delivery model, when I ultimately, as a CDO, it's really the team's honor and effort, cause this has been a multi-year journey to get here. And it's great that Libra as a, as a partner has helped us achieve some of these goals, but also recognized, um, where we are in terms of, uh, as looking at data as a product and some of our, um, leading forefront and using that holistic delivery, uh, to, uh, to meet our business objectives. So overall poorly jazzed when, uh, we've been found that we wanted the data program here at Collibra and very honored, um, uh, to, to win this award. That's >>Where we got to bring back I'm jazzed. I liked that jug sticking with you, let's unpack a little bit, some of those positive results, those business outcomes that you've seen so far from the data program. What are those? >>Yeah. So again, if you were thinking about a traditional CDO model, what were the terms that would have been used few years ago? It was around governance and may have been viewed as an oversight. Um, maybe less talking, um, monetization of what it was, the business values that you needed to accomplish collectively. It's really those three building blocks managing content. You got to trust the source, but ultimately it's empowering the business. So the best success that I could say at Freddy, as you're moving to this digital world, it's really empowering the business to figure out the new capabilities and demand and objectives that we're meeting. We're not going to be able to transform the mortgage industry. We're not going to be able or any, any industry, if we're still stuck in old world thinking, and ultimately data is going to be the blood that has to enable those capabilities. >>So if you tell me the business best success, we're no longer talking a okay, I got my data governance, what do we have to do? It's all embedded together. And as I alluded to that partnership between business and it informing that data is a product where you now you're delivering capabilities holistically from program teams all across data. It's no longer an afterthought. As I said, a few minutes ago, you're able to then meet the demand what's current. And how do we want to think about going forward? So it's no longer buzzwords of digital data marketplace. What is the value of that? And that's what the success, I think if our group collectively working across the organization, it's just not one team it's across the organization. Um, and we have our partners, our operations, everyone from business owners, all swimming in the same direction with, and I would say critical management support. So top of the house, our, our head of business, my, my boss was the COO full supportive in terms of how we're trying to execute and I've makes us, um, it's critical because when there is a potential, trade-offs, we're all looking at it collectively as an organization, >>Right. And that's the best viewpoint to have is that sort of centralized unified vision. And as you say, JAG, the support from, from up top, uh, I'd see if I want to ask you, you establish the Culebra center of excellence. What are you focused on now? >>So we really focused in allowing our users to consume data and understand data and really democratizing data so that they can really get a better understanding of that. So that's a lot of our focus and engaging with Collibra and getting them to start to define things in Colibra law form. That's a lot of focus right now. >>Excellent. Want to stay with you one more question and take that I'm gonna ask to all of you, what are you most excited about a lot of success that you've talked about transforming a legacy institution? What are you most excited about and what are the next steps for the data program? Uh, teak what's are your thoughts? >>Yeah, so really modernizing onto, uh, onto a cloud data lake and allowing all of the users and, uh, Freddie Mac to consume data with the level of governance that we need around. It is a exciting proposition for me. >>What would you say is most exciting to you? >>I'm really looking forward to the opportunities that artificial intelligence has to offer, not just in the augmented analytics space, but in the overall data management life cycle. There's still a lot of things that are manual in the data management space. And, uh, I personally believe, uh, artificial intelligence has a huge role to play there. And Jackson >>Question to you, it seems like you have a really strong collaborative team. You have a very collaborative relationship with management and with Collibra, what are you excited about? What's coming down the pipe. >>So Lisa, if I look at it, you know, we sit back here June, 2021, where were we a year ago? And you think about a lot of the capabilities and some of the advancements that we may just in a year sitting virtually using that word jazzed or induced or feeling really great about. We made a lot of accomplishments. I'm excited what we're going to be doing for the next year. So there's other use cases, and I could talk about AIML and OCHA talks about, you know, our new ecosystem. Seeing those use cases come to fruition so that we're, we are contributing to value from a business standpoint. The organization is what really keeps me up. Uh, keeps me up at night. It gets me up in the morning and I'm really feeling dues for the entire division. Excellent. >>Well, thank you. I want to thank all three of you for joining me today. Talking about the successes that Freddie Mac has had transforming in partnership with Colibra again, congratulations on the Culebra excellence award for the data program. It's been a pleasure talking to all three of you. I'm Lisa Martin. You're watching the cubes coverage of Collibra data citizens 21.

>>Welcome to this IBM Watson health client conversation here. We're probing the dynamics of the relationship between IBM and its clients. And we're looking back, we're exploring the present situation and discussing the future state of healthcare. My name is Dave Volante from the cube and with me are Alex Dillard. Who's a senior director data analysis at blue choice, blue choice health plan, and Darryl decode, who is IBM with IBM Watson health. Of course. Welcome gentlemen. Good to see you. Thanks for coming on. >>Hey, >>So, you know, you think about lasting relationships. They're the foundation to any partnership and this past year, and it's tested all of us. We've had to rely on both personal and professional relationships to get us through the pandemic. So Alex, let me start with you. How has the partnership with IBM supported you in 2020? >>Well, uh, I've just a piece of a larger puzzle. Uh, the relationship that Darrell and I have had is confined to IBM Watson health, but blue cross blue shield, South Carolina, which food choice is a wholly owned subsidiary of has had a standing relationship with IBM on the it side. Uh, we are a mainframe shop, uh, about 70% of our it infrastructure is on a mainframe. And, uh, that puts us as a segment one client for IBM, we're in the top 300 of all of their clients in the Americans. And more specifically we're the fourth largest, um, uh, Linux on Z shop in the world. So, uh, we've got a lot of diversification at blue cross blue shield of South Carolina and the mainframe and the vastness of that. It infrastructure reflects that, uh, diversification. We are more than just a crossing the shield. Uh, that's typically what people think of is insurance when they think of crossing shield, but we also have a division that does a lot of subcontract work for government programs, uh, track air, which is the military healthcare, uh, claims processing and Medicare claims processing. >>We were a subcontractor of other folks that use our back office, it infrastructure to, to run their claims through. So that's, that's the larger, um, aspect of our relationship that, that blue cross blue shield of South Carolina house with IBM, uh, as it relates to Watson health, we have been a client since 1994 and obviously that predates the IBM proper. Uh, we were a client of med stat and then Truven, who then, uh, was bought by IBM. So we have used the products from Watson health throughout our system to support provider profiling, uh, count group reporting, um, and ad hoc analysis and to some extent to, uh, support our value-based products with, uh, ACO and PCMH, >>Uh, products. >>Awesome. Thank you for that. So Daryl is very long-term relationship. Obviously, if people forget sometimes that, uh, how IBM has modernized the Z Alex talked about, uh, Linux on the mainframe. That's pretty cool. I wonder if you could talk about specifically the things that, that you've done with Alex in his, in his, in his team, you know, thinking back last year, what were your accomplishments that you really stand out? >>Yeah, so, so one thing that jumps to mind is, uh, given the long standing relationship, I relied heavily on Alex to help us work through a multi-year renewal. And it was, it was a, um, a good adventure for us. We, we were able to laugh along the way. We certainly had some, some phone calls that, that were a little bit challenging, but the great thing about it was that the relationship that Alex and I had, he really views it as a partnership. And that was just so encouraging and uplifting. So to me, from my perspective, that was absolutely, uh, one of the highlights of my year and working through even through the pandemic and all that, we figured it out. >>So you guys, when you get together, go ahead, please. >>That's what I had as well. Um, you know, the, the unique thing about the Watson health contract is because it involves data. Uh, we take the stance that it's an it contract, so I'm on the business side. So I've got to just, as Daryl has to navigate it with me, we've got to navigate a large of your it bureaucracy. Um, and, uh, it, it was challenging. Um, you know, the business people kind of smooth the tracks and then you get the lawyers involved in, it just goes haywire. So, um, we were able to navigate that. Um, uh, so yeah, so it was a big accomplishment. So Alex, it's not real sexy to talk about, but we got it done >>Well. So Alex you're, you're in sales, so you're, you're used to role playing. So imagine you're, you're, you're sitting down, uh, sorry, Darryl. You're used to, role-playing out. Imagine you're sitting down with Alex and you're thinking about 20, 21 planning, so, you know, take it away. W what do you, what would you ask, what would you talk about or share with us? >>Yeah, yeah, absolutely. So, so I, I know that, you know, one of the key objectives is, uh, continued to ingest, engage with your members and you have key business strategies. I know you recently migrated over to a new PBM, and so there, there's some complexities that come with that. Um, but just, you know, Alex, if you don't mind, why don't you share a little bit about kind of your, your perspective on what 2020 would hold for you in your organization? Well, I think that due to the pandemic, we are, I personally kick the, can down the road on a couple of things, particularly >>Having a strategic roadmap discussion, um, you know, uh, I was going to get into this later, but I enjoy doing things face-to-face rather than, uh, over the phone or, or virtually. And so, uh, I guess I was a little too optimistic about maybe being able to get together late 2020 to have that strategic roadmap discussion. Um, I think, uh, given what has developed with, um, the pandemic and vaccines and stuff, I may, I may be able to get everybody on the same page later this year, hopefully. Uh, but certainly we want to have a strategic roadmap discussion. Um, we license, uh, Watson Hills, uh, cat group insights, uh, tool, which we use for employer group reporting. And we are currently in the beginning stages of rolling that out to our external clients, whether it's agents, brokers, um, those types of folks. And then it vanished we as our core product that we use for analysis, and that product is transitioning to what is called health insights. And so from an analytical standpoint, my staff and the staff of our cluster areas will need to sort of move to health insights since that's where it's going, uh, from an analytic standpoint. So we're going to work on that as well. Um, and then some more detailed things around database rebuilds and stuff like that. Those are all sort of on the roadmap for 2021. >>Yeah. So, you know, you talk about strategic planning and you think about the way planning used to be. I mean, sometimes you take a longer term horizon, maybe that's five years, you know, technology cycles, you know, even though they go very fast, but you see major technology shifts, they're like go through these seven year cycles, you see that in financial world. And then with the, with the pandemic, we're talking about seven day cycles, you know, how do I support people work from home? Do I open the store or not? You know, it's a day-to-day type of thing. So I wonder if you could each talk about personally and professionally w how, how is 2020, you know, changed you and maybe position you for, for what's ahead, maybe Alex, you could start, >>Well, you know, I'm an analyst, so I always fall back to the numbers. What are the numbers show us, um, you know, people can have four perceptions, but, uh, the numbers give us a reality. So the reality is that a year ago, pre pandemic, uh, just 13% of blue cross blue shield employees were working from home a hundred percent, uh fast-forward to today. And that number is now 87%. So think about, uh, just the lift from a it infrastructure to support that we almost, all of those people are using Citrix to get in to our network. Uh, we're using a remote desktop. So you've got this pipeline that probably had to go from, you know, this small, to huge, to get all this bandwidth, all this data and everything. So you've got that huge lift. Um, and then it affects different areas, um, differently. Uh, I don't have any first-line staff, any staff that are member facing, so I didn't really have to navigate, you know, how do these people talk to our member? >>How does staff talk to our members on the phone when they're at home, as opposed to in the office, and, you know, is there background noise, things like that. So I've got analysts, uh, they're just crunching numbers. Um, but my, my, my personal, uh, feeling was I like doing managing by walking around, you know, stopping and talking to other, working on. So that went away and I like face-to-face meetings, as I've mentioned, and that went away. So it was really a culture change for me personally, it was a culture change for our organization. Uh, and, and now we're having conversations with executive management that, you know, if you've got staff who have been doing a good job and they remain productive, you know, give me a reason they got to come back in, which is just, as you told me that I'm going to be the case a year ago, I would have been, you know, flabbergasted, but that's where we are right now. >>And so on a personal standpoint, you know, I went home for a little while and then came back. And so my wife also works for blue cross blue shield of South Carolina. Um, so, you know, she set up in the dining room working, uh, I have my own book in our living room working, and then we've got a great side, you know, the school is not in session, you know, in person. So he's doing virtual learning. So combine all those things, and you've got all kinds of crazy things that could happen. Uh, and then you've got staff who are in the same situation. Um, so it was a lot to handle. And the longer it goes on the novelty of working from home wears off, and you kind of realize, you know, I can't go do this. I can't go out to eat. I can't do all types of things that I used to do. And so that affects your mental health. So as, as a leader, um, of my small area, and then our executives really had to become more, uh, uh, in, in people's faces. So we've got, we've done a lot more video, uh, messages, a lot more emails. Um, I have been tasked with being very deliberate about checking on how everything is going at their house. Are they getting what they need? Um, you know, how are they feeling? Are they getting up and exercising, all those things that you took for granted, uh, beforehand. >>Yeah. So Daryl, anything you'd add to that in terms of specifically in terms of how you might, how you might change the way in which you interact with your clients generally, uh, an Alex specifically, Alex likes, face to face, you know, we can't wait. All right. >>Yeah, yeah. It's funny. We never quite got to do it Alex, but we were talking about doing a virtual happy hour at one point too, to just celebrate the success. Um, but for me, you know, typically I would travel and visit Alex face-to-face on maybe a monthly basis. And so it it's been really hard for me. I didn't realize how, how much I enjoyed that in-person interaction. And so that, that was something that I I've been, you know, working through and finding ways to, to still interact with people. And I'm certainly making, making the best of, of the video phone calls and, you know, that sort of thing. So, uh, just work working to maintain those relationships. >>I wonder if I could ask you when, when, when this thing, when we're through the pandemic, what do you expect the work from home percentage? I think I heard 13% prior to the pandemic, 87% today. What do you think is going to be post pandemic? >>That is a good question. Um, it, it may go back to maybe 60% at home. I think, I think there will be a simple majority, uh, working from home. Um, that's, that's from our planning, uh, space planning standpoint. That's, that's what we are, uh, what we're expecting, um, if, if production stays, um, at acceptable levels, um, >>Do you feel like productivity was negatively impacted positive? It will be impacted or it's kind of weird. >>Yeah. All the metrics that we track show that it was, it was sustained and in some areas even better. Uh, and if you really think about, um, sort of your typical day when you work from home, I found, uh, that I was logged on an hour earlier. That's probably what's happening with other staff as well is they're, they're motivated to get up and, and get online, uh, earlier. >>Yeah. Mostly tech leaders that I talk to share that sentiment, that the productivity is actually improved. So Darryl, I presume you see the same thing in your observation space. Yeah. >>Yeah. I, I do. And, and I have other clients too, and, and, and they are definitely looking at ways to continue to work remotely. I know that for a lot of people who are in the office all the time, uh, having a little bit more flexibility when you work from home can be a good thing. And, and like you said, you, you have to make sure that the productivity is still there and the productivity is up. Um, but I, I could see that the trend continuing absolutely >>I'd love for you to, to look at Darryl and say, and tell him what the kinds of things that IBM can do to help you both today, immediately 20, 21, and in the future and a Darryl, how, how your, how you'll respond. >>Well, I'll tell you that. Um, so in 2020, what, what changed most dramatically for us as a health plan? Uh, and, and I, it echoes what we see across the country is the gigantic shift in telehealth. Um, you know, if, if, again, if you look at the numbers, uh, our telehealth visits per thousand, so that's the number of visits per thousand members in a given month, went up 1472%. And so, you know, the common response to that is, well, you know, your visits overall probably, you know, were flat because, uh, you know, they just weren't happening in that. And that's not necessarily true for us. So if you look at visits overall, they written down four and a half percent. Um, so there was a shift, but it, it was not a big enough shift to account for, uh, visits overall sustaining the level that they were pre pandemic. >>Um, so as we look into 2021, uh, we will be investigating how we can maintain, uh, the, uh, the accessibility of our healthcare providers via telehealth. Um, you know, one of the projects that we started in 2020, uh, was based upon the choosing wisely campaign. So if you're not familiar with choosing wisely, it's a very well thought out process. It involves many, many provider specialties and its sole target is to reduce low value care. Uh, so we took it upon ourselves to Institute sort of a mirror of that plan or that program at, at blue cross here in South Carolina. And so as we moved to 2021, obviously those low value services just because of the pandemic were reduced, uh, and some of the high-value care was reduced as well. And so what we are going to try to do is bring back habit, bring back that high value care, but not bring back that low value care and so low value care or things like vitamin D testing. Uh, it can be other things like, um, uh, CT for head headaches, um, imaging for low abdominal pain, things like that. So, uh, we want to focus on low, uh, eliminating what value care, bringing back high value care, >>Okay, Dale, you're up? How are you going to help Alex achieve that? So, so good news is, is that we've got the analytic warehouse and the database where all of the data is captured. And so we we've got the treasure trove of information and data. And so what we'll do is we'll come alongside Alex and his team will do the analytics, we'll provide the analytic methods measures, and we'll also help him uncover where perhaps those individuals may be, who had postponed care, um, because of the pandemic. And so we can put together strategies to help make sure that they get the care that they need. Uh, I also a hundred percent agree that tele-health hopefully is something that will continue because I do think that that is a good way and efficient way to get care for people. Um, and, you know, as a, as, as a way to, to address some of their needs and, and in, in a safe way too. >>So, um, I, I look forward to working with Alec and his team over this coming year. I think there is, uh, knowing Alex and, and the partnership and his readiness to be a client reference for us. You know, those are all great, um, recognition of how he partners with us. And we really value and appreciate, uh, the relationship that we have with blue cross blue shield, South Carolina and, and blue choice. Excellent. Daryl's right. The, the, the database we use already has some of that low value care measures baked into it. And so throughout 2020, I've worked with our analytic consulting team. Uh, it's under Daryl too, to talk about what's on the product product roadmap for adding to the cadre of live low value care measures inside advantage suite. Uh, so that's something that we'll actively be, um, uh, discussing because certainly, you know, we're, we're obviously not the only client only health plan clients. So there may be other plans that have priorities that very different made very differently than ours. Uh, so we want to give them what we're studying, what we're interested in, so they can just add it in to all their other client feedback, uh, for advantage suites, roadmap. Excellent. >>Look, my last question, Alex is how would you grade IBM, if you had to take a bundle of sort of attributes, you know, uh, delivery, uh, value for service relationship, uh, et cetera, how would you grade the job that IBM is doing? >>I, the thing that I enjoy most about working with IBM and Darryl specifically, is that they're always challenging us to look at different things. Um, things that sometimes we hadn't considered, because obviously it may be an issue for another health plan client or an employer client that they've got. Uh, they tell us, this is what we're seeing. You know, you should look at it. Uh, a lot of times they do some of the foundational work in producing a report to show us what they're seeing in our data that is similar to what is in some of their other clients data. So that's refreshing to be, uh, challenged by IBM to look at things that we may not be, uh, looking at, uh, or maybe missing, because we've got our eye on the ball on something else you >>Care to put a letter grade on that. >>Oh, definitely. Definitely. Thank you. >>Well, Darryl, congratulations, that says a lot and, uh, we have to leave it there and one at a time, but, but Daryl, anything that I didn't ask Alex, that you, you wanted me to, >>So, um, Alex re able to keep your tennis game up during the pandemic? Uh, I, yes, I tried as, as often as my wife would let me good. I would play every time I was asked, but, uh, yeah, so I, I did have to temper it a little bit, although when you spend all day with her and, and my son, you know, she may be a little more, uh, lenient on letting me leave the house. Well, maybe she's >>Yeah. The tribute to the late great comedian Mitch Hedberg, who says, uh, you know, when I, I played tennis, I played against the wall walls. Really good, hard to beat if it's pandemic appropriate. >>Oh, that's good. That's a true statement. And there was a lot of that going on, a lot of that play and playing against the wall. >>Hey, thanks so much, stay safe and really appreciate the time. Thank you. >>Thank you. Thank you. You're >>Really welcome. It was a great conversation and thank you for watching and spending some time with client conversations with IBM Watson health.

>>From around the globe. It's the queue with digital coverage of Docker con live 2020 brought to you by Docker and its ecosystem partners. >>Okay, everyone. Welcome back. We're in between segments, we just had Sydney from engine on Jenny, Peter. We're getting down to the last stretch. So our last little segment, before we go to the full wrap up where Jenny, you're going to give away the awards, Peter going to give it away. The awards for the captains, the community. How are you guys feeling? >>Right? Um, I'm feeling great. Peter, how about you? >>Awesome. It's been, it's been fun. Well, Peter, your internet celebrity. Now I hear, I don't know. Is there a special tweet we want to show? I think so. Okay. You see that tweet? It says you're internet famous. Your mom and dad are watching your presentation. Jenny, can you read that? Yeah. >>Yeah. And to be fair, right? They didn't tweet it. They, uh, they watched either session and, and joined and typed in the comments, even though, uh, they had to ask if he was speaking English. Cause they didn't understand anything. He was saying. >>I saw in the chat, I saw my dad's name go by and just, >>I feed her, but wait a minute. And then my wife >>Came in later, said, yeah, your mom and dad are watching your talk. Do we, do we ever stop parenting? >>I don't. Well, I had the opposite effect. I was in one of the sessions and I see a great comment. I'm like, who wrote this? It's my son, Alec farrier, like son, get out of the chat. He said, it's a dope. He said, it's a dope session. It could have been worse. Went in totally random. So it was good. Just look at it, which everywhere the cube and dr. Khan, what a great, uh, no boundaries, age geography has been. I'm really blown away guys. I really gotta say I'm super impressed with the community content program you put together. It's been so much fun. I learned so much. And so appreciate it. Thank you. >>Oh, thank you. I have to agree. Uh, Amanda silver said earlier that coding is the, and you know, Docker con is a team sport too. Uh, I have to take some time to think all the people, uh, that have participated in helped make this event so great. And we'll definitely do it again as we give out the community awards at the end. Okay. I guess 40 minutes from now, but thank you to the doctor theme. Um, many of them have been awakened for hours and hours, hours helping engage and have a great time. Thank you. Okay. Okay. An awesome platform. Rocks scheduling is next level. Um, and the captains, right? I don't know if anyone's had the chance that's watching to go check out the captain stream, especially Brett Fisher. Who's been on all day and he's been so involved in helping us plan to make sure that this is a conversation and not a large webinar. Right. Um, and then our sponsors, we could not have done this without our sponsors. They've been delivering great talks. They're all on demand, uh, except for the one coming up. So make sure to catch those. They'll have giveaways as well, um, that you can, that you can join into two more speakers. You've done awesome, uh, content and production. And then of course the thoughtfulness of the community, right. Thank you for bringing it here today, around the world. >>That's awesome. And I always just say the content presentations were really, really good. The graphics there's templates, but the work that was put into the video and the demos really just next level, as you said. So really just great. I mean, that makes the conference is the presentation. So those talks were engaging. Um, the comments were awesome. Again, I learned a ton and I love love when it's dynamic like that. Uh, Peter, you gotta be psyched developer relations, any, any new insights on the, uh, from the devs? >>Oh, it was great. Great talks. A lot of great. And I was really, really surprised with the chat that the interaction was tremendous. Uh, and I can't believe I used tremendous, but we'll just skip that anyways. Um, but also check out, uh, hashtag Docker con jobs. If you're looking for a job or if you have openings, please, please, uh, hashtag that in your, in your tweets, um, want to help the community out as much as possible. There's a ton of work out there. Just gotta help connect everybody and love to be part of that for sure. >>Yeah. Just so you know, in case you missed the Justin Warren who was live said on live cube, Docker TV, that if he gets 500 upvotes on Linux for Docker, desktop, I think it was. Or was it hub? Might've been desktop. I think he'll triage it out. So there it is. >>All right. I hope the internet heard that cause that's a popular one for sure. Yeah. >>He was on the record and he leaned in on that too. He said it like that. So he meant cool. Any other, uh, shout outs? I mean, I thought Brad was great. Um, the, his, uh, posse, uh, captains were amazing. Um, good feedback there. So gruesome some great chit chatter on that. Um, I didn't have a chance to peek into the session because we're hosting these mainstreams, but yeah. What are you hearing on the captains? >>Uh, tons of knowledge being dropped on that channel for sure. And really great in depth conversations there, uh, answering questions, interacting with the audience. Uh, and you know, a lot of these captains are teachers, uh, as their, as their day job. And a lot of them have, uh, fabulous Docker and Kubernetes content and are running sales right now. So if you do want learn more, if you like, what you heard today, definitely check out right? The horses are on sale this week or under $10, a huge investment in your future. And then Manning books is also running a promotion, a DTW Docker 20 for 40% off their content and a dr. Popkin Elton Stoneman, Jeff Nicola they'll have content there as well. And then Nigel, uh, is, is, has a number of training, uh, courses and, and books as well to check out. Um, and then the captains are running a charity stream. Awesome. People have been donating all day. It's been awesome. Uh, Docker's going to make sure that we reach our $10,000 goal. They wanted to announce that as well. >>I noticed cockroach labs had a similar thing for women for coding. They had another kind of virtual bag swipe. So check them out. They're donating cash as well to women who code. Okay. >>Right. >>Which is very cool. Um, anything else that we missed? Swag giveaways? >>I have one little, um, little comment, a little secret. So I don't know if anybody's caught it yet, Jenny, but if you go back and watch the, the, uh, you know, with Scott, there might be a surprise in there and anybody that finds it first and tweets me might have something for you. >>So Easter egg in there. Is there something going on there? >>I went on, I don't know. I'm just, just saying, >>Okay. All right. Check out the keynote. That was a pro tip right there for everyone's watching. So if you're watching this stream right now, as we get into our awesome next segment, which is going to be really one of my favorites, the children's cancer Institute, this was not only a moving segment from an impact standpoint, but talking about the people that interns and young developers really solving a big problem with Docker, this is a really high impact statement. So that segment, so, so watch it guys. Thanks so much. We'll see. On the wrap up after this next segment, of course, does the catalog of content in the schedule when it's not streaming, it becomes a catalog. So if you're watching it, check out all the sessions, we'll see you in the wrap up.

>>live >>from Denver, Colorado. It's the Q covering com vault Go 2019. Brought to you by combo. >>Hey, welcome to the Cube. Lisa Martin in Colorado for CONMEBOL Go 19. Statement. A man is with me this week, and we are pleased to welcome one of combos, longtime customers from the University of Leicester. We have Mark Penny, the systems specialist in infrastructure. Mark. Welcome to the Cube. >>Hi. It's good to be here. >>So you have been a convo customer at the UNI for nearly 10 years now, just giving folks an idea of about the union got 51 different academic departments about five research institutes. Cool research going on, by the way and between staff and students. About 20,000 folks, I'm sure all bringing multiple devices onto the campus. So talk to us about you came on board in 20 ton. It's hard to believe that was almost 10 years ago and said, All right, guys, we really got to get a strategy around back up, talk to us about way back then what? You guys were doing what you saw as an opportunity. What you're doing with combo today, a >>time and the There's a wide range of backup for us. There was no really assurance that we were getting back up. So we had a bit of convert seven that was backing up the Windows infrastructure. There was tyranny storage manager backing up a lot of Linux. And there was Amanda and open source thing. And then there was a LL sorts of scripts and things. So, for instance, of'em where backups were done by creating an array snapshot with the script, then mounting that script into that snapshot into another server backing up the server with calm bolt on the restore process is an absolute takes here. It was very, very difficult, long winded, required a lot of time on the checks. For this, it really was quite quite difficult to run it. Use a lot of stuff. Time we were, as far as the corporate side was concerned it exclusively on tape resource manager, we're using disc. Amanda was again for tape in a different, completely isolated system. Coupled with this, there had been a lack of investment in the data centers themselves, so the network hadn't really got a lot of throughput. This men that way were using data private backup networks in order to keep back up data off the production networks because there was really challenges over bandwidth contention backups on. So consider it over around and so on. If you got a back up coming into the working day defect student So Way started with a blank sheet of paper in many respects on went out to see what was available on Dhe. There was the usual ones it with the net back up, typically obviously again on convert Arc Serve has. But what was really interesting was deed Implication was starting to come in, But at the time, convo tonight just be released, and it had an absolutely killer feature for us, which was client side duplication. This men that we could now get rid of most of this private backup network that was making a lot of complex ISI. So it also did backup disk on back up to tape. So at that point, way went in with six Media agents. Way had a few 100 terabytes of disk storage. The strategy was to keep 28 days on disk and then the long term retention on tape into a tape library. WeII kept back through it about 2013 then took the decision. Disc was working, so let's just do disco only on save a whole load of effort. In even with a take life, you've got to refresh the tapes and things. So give it all on disk with D Duplication way, basically getting a 1 to 1. So if we had take my current figures about 1.5 petabytes of front side protected data, we've got about 1.5 petabytes in the back up system, which, because of all the synthetic fools and everything, we've got 12 months retention. We've got 28 days retention. It works really, really well in that and that that relationship, almost 1 to 1 with what's in the back up with all the attention with plants like data, has been fairly consistent since we went all disc >>mark. I wonder if you'd actually step back a second and talks about the role in importance of data in your organization because way went through a lot of the bits and bytes in that is there. But as a research organization, you know, I expect that data is, you know, quite a strategic component of the data >>forms your intellectual property. It's what is caught your research. It's the output of your investigations. So where were doing Earth Operational science. So we get data from satellites and that is then brought down roars time, little files. They then get a data set, which will consist of multiple packages of these, these vials and maybe even different measurements from different satellites that then combined and could be used to model scenarios climate change, temperature or pollution. All these types of things coming in. It's how you then take that raw data work with it. In our case, we use a lot of HPC haIf of computing to manipulate that data. And a lot of it is how smart researchers are in getting their code getting the maximum out of that data on. Then the output of that becomes a paper project on dhe finalized final set of of date, which is the results, which all goes with paper. We've also done the a lot of genetics and things like that because the DNA fingerprinting with Alec Jeffrey on what was very interesting with that one is how it was those techniques which then identified the bones that were dug up under the car park in Leicester, which is Richard >>Wright documentary. >>Yeah, on that really was quite exciting. The way that well do you really was quite. It's quite fitting, really, techniques that the university has discovered, which were then instrumental in identifying that. >>What? One of the interesting things I found in this part of the market is used to talk about just protecting my data. Yeah, a lot of times now it's about howto. Why leverage my data even Maur. How do I share my data? How do I extract more value out of the data in the 10 years you've been working with calm Boulder? Are you seeing that journey? Is that yes, the organization's going down. >>There's almost there's actually two conflicting things here because researchers love to share their data. But some of the data sets is so big that can be quite challenging. Some of the data sets. We take other people's Day to bring it in, combining with our own to do our own modeling. Then that goes out to provide some more for somebody else on. There's also issues about where data could exist, so there's a lot of very strict controls about the N. H s data. So health data, which so n hs England that can't then go out to Scotland on Booth. Sometimes the regulatory compliance almost gets sidelines with the excitement about research on way have quite a dichotomy of making sure that where we know about the data, that the appropriate controls are there and we understand it on Hopefully, people just don't go on, put it somewhere. It's not because some of the data sets for medical research, given the data which has got personal, identifiable information in it, that then has to be stripped out. So you've got an anonymous data set which they can then work with it Z assuring that the right data used the right information to remove so that you don't inadvertently go and then expose stuff s. So it's not just pure research on it going in this silo and in this silo it's actually ensuring that you've got the right bits in the right place, and it's being handled correctly >>to talk to us about has you know, as you pointed out, this massive growth and data volumes from a university perspective, health data perspective research perspective, the files are getting bigger and bigger In the time that you've started this foundation with combo in the last 9 10 years. Tremendous changes not just and data, but talking about complaints you've now got GDP are to deal with. Give us a perspective and snapshot of your of your con vault implementation and how you've evolved that as all the data changes, compliance changes and converts, technology has evolved. So if you take >>where we started off, we had a few 100 petabytes of disk. It's just before we migrated. Thio on Premise three Cloud Libraries That point. I think I got 2.1 petabytes of backup. Storage on the volume of data is exponentially growing covers the resolution of the instruments increases, so you can certainly have a four fold growth data that some of those are quite interesting things. They when I first joined the great excitement with a project which has just noticed Betty Colombo, which is the Mercury a year for in space agency to Demeter Mercury and they wanted 50 terabytes and way at that time, that was actually quite a big number way. We're thinking, well, we make the split. What? We need to be careful. Yes. Okay. 50 terrorizes that over the life of project. And now that's probably just to get us going. Not much actually happened with it. And then storage system changed and they still had their 50 terabytes with almost nothing in it way then understood that the spacecraft being launched and that once it had been launched, which was earlier this year, it was going to take a couple of years before the first data came back. Because it has to go to Venus. It has to go around Venus in the wrong direction, against gravity to slow it down. Then it goes to Mercury and the rial bolt data then starts coming back in. You'd have thought going to Mercury was dead easy. You just go boom straight in. But actually, if you did that because of gravity of the sun, it would just go in. You'd never stop. Just go straight into the sun. You lose your spacecraft. >>Nobody wants >>another. Eggs are really interesting. Is artfully Have you heard of the guy? A satellite? >>Yes. >>This is the one which is mapping a 1,000,000,000 stars in the Milky Way. It's now gone past its primary mission, and it's got most of that data. Huge data sets on DDE That data, there's, ah, it's already being worked on, but they are the university Thio task, packaging it and cleansing it. We're going to get a set of that data we're going to host. We're currently hosting a national HPC facility, which is for space research that's being replaced with an even bigger, more powerful one. Little probably fill one of our data centers completely. It's about 40 racks worth, and that's just to process that data because there's so much information that's come from it. And it's It's the resolution. It's the speed with which it can be computed on holding so much in memory. I mean, if you take across our current HPC systems, we've got 100 terabytes of memory across two systems, and those numbers were just unthinkable even 10 years ago, a terrible of memory. >>So Mark Lease and I would like to keep you here all way to talk about space, Mark todo of our favorite topics. But before we get towards the end, but a lot of changes, that combo, it's the whole new executive team they bought Hedvig. They land lost this metallic dot io. They've got new things. It's a longtime customer. What your viewpoint on com bold today and what what you've been seeing quite interesting to >>see how convoy has evolved on dhe. These change, which should have happened between 10 and 11 when they took the decision on the next generation platform that it would be this by industry. Sand is quite an aggressive pace of service packs, which are then come out onto this schedule. And to be fair, that schedule is being stuck to waken plan ahead. We know what's happening on Dhe. It's interesting that they're both patches and the new features and stuff, and it's really great to have that line to work, too. Now, Andi way with platform now supports natively stone Much stuff. And this was actually one of the decisions which took us around using our own on Prem Estimate Cloud Library. We were using as you to put a tear on data off site on with All is working Great. That can we do s3 on friend on. It's supported by convoy is just a cloud library. Now, When we first started that didn't exist. Way took the decision. It will proof of concept and so on, and it all worked, and we then got high for scale as well. It's interesting to see how convoy has gone down into the appliance 11 to, because people want to have to just have a box unpack it. Implicated. If you haven't got a technical team or strong yo skills in those area, why worry about putting your own system together? Haifa scale give you back up in a vault on the partnerships with were in HP customer So way we're using Apollo's RS in storage. Andi Yeah, the Apollo is actually the platform. If we bought Heifer Scale, it would have gone on an HP Apollo as well, because of the way with agreements, we've got invited. Actually, it's quite interesting how they've gone from software. Hardware is now come in, and it's evolving into this platform with Hedvig. I mean, there was a convoy object store buried in it, but it was very discreet. No one really knew about it. You occasionally could see a term on it would appear, but it it wasn't something which they published their butt object store with the increasing data volumes. Object Store is the only way to store. There's these volumes of data in a resilient and durable way. Eso Hedvig buying that and integrating in providing a really interesting way forward. And yet, for my perspective, I'm using three. So if we had gone down the Hedvig route from my perspective, what I would like to see is I have a story policy. I click on going to point it to s three, and it goes out it provision. The bucket does the whole lot in one a couple of clicks and that's it. Job done. I don't need to go out, create the use of create the bucket, and then get one out of every little written piece in there. And it's that tight integration, which is where I see benefits coming in you. It's giving value to the platform and giving the customer the assurance that you've configured correctly because the process is an automated in convoy has ensured that every step of the way the right decisions being made on that. Yet with metallic, that's everything is about it's actually tried and tested products with a very, very smart work for a process put round to ensure that the decisions you make. You don't need to be a convoy expert to get the outcome and get the backups. >>Excellent. Well, Mark, thank you for joining Student on the Cape Talking about tthe e evolution that the University of Leicester has gone through and your thoughts on com bolts evolution in parallel. We appreciate your time first to Minutemen. I'm Lisa Martin. You're watching the cue from combo go 19.

>>Live from Seattle, Washington. It's the cube covering Smartsheet engage 2019 brought to you by Smartsheet. >>Welcome back everyone to the cubes live coverage of Smartsheet engage here in Seattle, Washington. I'm your host, Rebecca Knight. Along with my cohost Jeff Frick. We have Chris Marsh on the program. He is a research director of workforce productivity and compliance at four 51 research. Thank you so much for coming on the show. So you have just completed a massive report that really looks at the future of work and, and the premise is that the future of work is changing dramatically because of the rise of digital technology. It's, it's, it's changing the way companies think about employees, the way employees think about their jobs. Give us, give us sort of the high level findings here. >>Yeah. So yeah, a big report took me most of my summer so I kind of hibernated for a good month and a half to do it. Um, and yeah, it crystallizes a lot of our views around how, you know, protest technology and culture coming together to, to ground new ways of working. Um, and I guess the basic premise is that, uh, we all know this pervasive friction across day to day work. I mean we've sort of dysfunctional accepted that as the status quo, but actually we seen a lot of our survey research that it's being regarded increasingly in the upper echelons of management within companies as a priority that needs to be, that needs to be addressed. In fact, we had some survey work, um, that came out of failed recently. It was to base it in line of business decision makers and it was what should IUTs priority be when it comes to transformation initiatives and number one was improving the productivity and collaboration experience. >>Now if you put that in the context of all the other things on its plate, the fact that that's number one when traditionally it hasn't been, it's insignificant. And actually we did the same question, same survey September last year. It was number one then. And that was the first time it blips on the radar. So this is, you know, written up the agenda, exec management, it leadership, um, and now looking at ways to address that pervasive friction. So, I guess the basic premise of, of our thinking is that a lot of the legacy technologies on, I mean, they've led to that friction in some ways, right? So most companies have organized in one way or another around the silos that applicate traditional applications have created. And that's created organizational silos and, and hence all of the friction. But we see a lot of interesting new technology trends and tooling that are allowing people to basically operationalize work in the seams between those legacy systems. So lifting some of the data information and potentially workflow workload out of those systems and having them in a, you know, some of the new types of work platform that we're seeing, you know, which Smartsheet's a good example to actually operate in a much more agile way. And we call that shift one from systems of record, which we kind of understand to what we call systems of delivery. Um, so that two, we'll have a big gravitational effects on the way the rest of the business application landscape evolve. >>So didn't, uh, it, uh, kind of grow up to support the silos that were defined before. There was it, there was always sales, there was marketing, there was the executive suite, there was accounting. Um, and, and the it and the apps grew to be aligned. So do you think now that the actual collaboration apps like Smartsheet can actually pull, can pull the silos of the organization into this more hybrid structure? >>Yeah, I think, I think that it certainly looks like, I think that's what companies want to happen. Um, I think it's still early days. I mean the w the way most companies are set up in know actually has a lineage going back a couple of hundred years. The industrial revolution and mechanization leading to standardization, leading to compartmentalization. And then you have lines of businesses we kind of currently understand it. And that's why this is such an interesting time at the moment because a lot of that is breaking down relatively quickly. Um, and obviously the competing area has been the prime catalyst for that. Um, so yeah, I mean, you know, other things that come out of our survey research, massive appetite from senior managers for more collaboration across departments. Right? So, not just within teams, which in and of itself is a challenge, but across departments. Um, so you know, marketing, speaking more often and more purposefully with finance, legal speaking more often with operations. So there is an appetite for higher order types of, not just collaboration but actually work, design, planning, work, execution, um, not just sitting in those departmental silos. >>What is driving this at this appetite? Because I mean it would seem like it was always there and maybe there's just a recognition that we have the tools and the technology to actually execute or is there something that's actually fundamentally changing about the global world that we're living in? >>Yeah, I mean, so we talk about it in the report about this era of personalization, right? Which is just everything we've seen explode in the consumer domain around technology and the climatization we've all had to new kinds of digital experience and how they are coming into the workforce. People want new people will have expectations when you come to digital experience as part of their day to day work. Um, and so that's one thing. The, obviously the related element to that is that companies need to be much more agile in responding to disruptions in their own market. And this is obviously vertical agnostic now. So if there's one thing that you really need to make sure you're good at in the digital age, it's being agile, right? Spotting the sort of signals in the market, understanding what they mean in terms of customer demand, and then you know, catering to that demand quickly with some kind of new products or service or experience. >>So I think it's that need to be able to respond really quickly because there's so much disruption that technology has brought to us. That means that companies are saying, okay, we can't any longer wait six months for this just project life cycle is work life cycle to, to, to run its course. We need to respond more quickly. We need to organize much more agile. We all need to be on the same page when it comes to what we're supposed to be doing. Right? So there's a big demand for a clear line of sight across work. Um, so I think that's, that's probably where it's coming from. All companies realizing we need to act quicker, respond quicker. >>I'm curious, you know, it took a long time for dev ops to really be accepted as the optimal way to create products. Right. Versus a PRD and an MRD and then a PRD and then we define it and we take these when we build in and shoot, we miss the market. Right. It changed in terms of actually running the business though. I mean, do you have any kind of point of view on how long it will take for people to figure out that yes, we can make micro adjustments on our strategy based on speed, competitive threats, but at the same time I've got to be executing on some of these longer term objectives as well, which I would imagine would be a push back on that, on that technique. >>Yeah. I mean it will take as long as the technologies need to have to emerge to support companies really operating in that kind of agile way. Um, I mean one of the things we talk about, um, is the, what we call the three A's, right? So the imperative to be agile operationally, I think there's growing realization that that means that there needs to be tooling to support more autonomy, which is the second, a while more autonomy for more of the workforce to do higher order types of thing. So rather than having the centralized teams of process specialists or you know, technical experts, that needs to be more capability in the tooling, the everyday tooling for, for people to design work and execute on it. But that really is dangerous if you don't have the alignment piece, which goes back to kind of what you were saying about we can't just have a distributed set of teams who are going off and doing their own thing. >>There needs to be alignment back to strategy. There needs to be alignment potentially back to governance and compliance and there needs to be alignment potentially also to work that's adjacent but relevant. It's happening in other teams maybe in other departments. So I think that's really the sweet spot. How do you balance those three things? Um, which is driving a lot of the new interesting technologies that we're seeing emerge. But you know, we're still in relatively early days I think. Um, so you know, give it some time to, to play out. There's different layers of abstraction I think in software that that needs to happen for organizations to really be able to operate in that agile way. There's resource management, this planning, this process automation. A lot of these things have been resident really in discrete kinds of tooling, but the broadly being democratized and Smartsheet's actually a good example of the type of company that's beginning to offer those kinds of capabilities. Workforce wide to Smartsheet users where as they were may, may be previously just to preserve certain types of specialists. User >>I want to ask about what you, what this means for the individual employee in terms of it sounds as though he or she will be more empowered to do more and execute a but also expected more of a moral be expected of that employee in terms of what his or her skill levels are. And then I also want to ask what you're seeing here at Smartsheet engage that is most interesting to you, particularly as it relates to the report. >>Yeah, I mean, I think, I mean, I guess it's inevitable that more will be expected of employees, but I think, you know, in a, in a sense what we're seeing is the balance of power shift, not in an absolute terms, but, and, and you know, relative to how, how it's looks historically towards the employee. So at definite strand of inquiry amongst our clients and four or five, one has been how do we create an employee engagement narrative, right? There's growing realization that we've talked about customer experience for a long time, but we've, we've, we've neglected the idea of an employee experience. Um, so more companies are realizing that happy employees tend to be the more productive ones. So how do we introduce the right combination of tooling technologies and then compensation and then career opportunities to allow people to feel more engaged and empowered so that they can do those higher order kinds of things. Um, and this, yeah, this is, this is happening in a very kind of organic way. So, um, you know, I, I don't see this as companies saying, you know, you need to now achieve more. It's a little bit more, we need to provide you with the ability to achieve more. That's really the role of anybody who's making a decision around technology and an enterprise at the moment. >>But it's interesting because the, because the company has so much more data than they had before on kind of execution and some of the demos in the, in the keynote in terms of what are utilization, how many hours are you applying to this task? So it almost feels like there's more of a, in a treating people like a resource versus treating people like people. And I'm just curious how that, you know, kind of place, cause you, you want to do that, you want to measure, you want to know how your resources are allocated. At the same time there they're people, they're not machines and they're motivated as people and that's how you keep them or lose them a lot of times is the people part, not necessarily the job or the tasks. So how does, how does that map end? If I'm aggressive and I'm feeling good, yeah I like doing more but there's probably a lot of people that aren't necessarily up for that. I mean there's been a lot of all of >>'em talk in this conference already. Um, but more broadly in, in other forums of, um, the implications of more data in the context of machine learning and artificial intelligence, the degree to which, you know, by automating things that may previously have been done manually, is that going to upset people? I think on the whole, um, you know for a lot of types of work that may be Smartsheet is enabling, that's not so much of a concern cause you'll see here from their users very engaged, very enthusiastic. They want to get as much value in leave, which out of the platform was possible because they realized that's allowing them to do things that previously hadn't. But there is that sort of dichotomy of um, at what point do we automate things and not give you a choice in the fact that that's been automated. But I think these guys and another, the industry broadly is, is very conscious of that. So where you see all the kind of data being leveraged to do intelligent recommendations, intelligent notifications, there's going to be a wary eye on doing that without either an optin aware. An optin maybe isn't required, at least having permission from the end user to accept the implications of whatever's being recommended to do. So. I think on the whole, you know, people are sort of trying to figure out what that balance, >>what do you think this means for the war on war for talent? Because, I mean, this is the, this is the topic that the technology industry in particular, it's really grappling with, particularly when there are so many, uh, high level skills that are needed skills in, uh, AI and ML and other kinds of specialized technology. How do you, how do you put your, your findings in that context? >>Yeah, I mean it's, it really came on the agenda, this theme, um, couple of years ago, if not a little bit sooner than that as, as a really strategic issue. And in fact we see that in our own survey research where we asked the question to, um, employees across the workforce manage non-managerial to C suite and it was, you know, strategically one, what one thing do you need to improve on? And it was, um, uh, it was basically recruiting, developing and managing talent. And that's a head of, you know, everything else, like improving our, um, product differentiation, improving our customer experience, um, coming up with a strategy that's more fit for purpose, right? It was all about talent and people and managing people. So it's definitely risen up the agenda. I mean, I think one of the things that companies definitely, uh, beginning to think about is how to um, increase the acquisition of skills in the existing workforce and their way that's quicker than the way that's being done now. >>So actually one of the other areas we cover in our research is the shift from like traditional learning management systems, which have been kind of compliance oriented. You need to do this course or training because we need to show that you've done it to the kind of new generation of Alec speeds. We're learning experience platforms which provide much more agile ways for people to understand skills gaps and take on those skills. So I think that's gonna be a big driver actually of of the agile ways of working that we're talking about. But also how people address talent. The talent was, if you can't find that externally or you can't find enough externally, um, you can look internally of course, to existing employees and make sure that they have the platform to, to acquire new skills. >>And it's almost by a rule, you can't find it externally. Cause right now, just the, the, just not that much labor out there to go get, it's just so competitive. So you've got to develop a lot of that inside. >>Yeah. Yeah. I mean, um, and it's not just sort of technical skills, it's other kinds of skills. Right. Um, but I think there's a, I think there's a nascent appetite amongst a lot of the workforce just to do that from a career progression point of view. Right. If you know, and I think that's one of the implications of companies trying to find ways to be more operationally agile, manage resources and more kind of agile ways. You know, it might be the case that people who maybe wouldn't be considered for a particular role, um, might now be considered because they re they, you know, saw that there was a capacity problem, a resource problem. They learnt the skill they can be assigned to that kind of project. Whereas previously maybe lines of department lines of business prevented that visibility into who has skills across the workforce. >>That's interesting. Do you have a point of view about kind of workforce transformation and you're giving a talk tomorrow how to avoid the Frankenstein workforce experience just for effective workplace transformation. But it's an interesting play that digitally transform your people to digitally transform your business. People talk about doing it to the business, but they don't talk about doing it to the people. I talk about the workflows and the customer engagement. You're taking it down, you know, start at the base, start at the bed. >>Well this is, I mean this is a, a lot of the reasons as to why companies like Smartsheet came about. I mean digital transformation I think is a kind of narrative has done a good job of, of making companies realize they need to change and they need to change quickly. Technology is a big enabler of that, but it's tended to be kind of top down way of thinking about it. It's tended to be sort of, do you have like a center of excellence? Do you have a technology council? How do we sort of transform from core outwards? It's not really been grassroots from the bottom up, but increasingly tooling like Smartsheets enabling that to happen. Right. How do you get people really engaged using new kinds of tooling to do higher order things? How do you connect that with work that's being done elsewhere? So it's a much more bottom up movement. How I think about workforce transformation and digital transformation has been, and I think more more people are cutting onto the fact that that's the way you need to think about it. >>What's your number one advice for an executive who doesn't have time to read the 47 pages? >>Yeah, I mean I guess it goes back to the, to to maybe the um, those three A's I was talking about earlier. I think my, you know, certainly progressive companies, but I think it's mainstreaming that companies are realizing they need to be more agile. Um, you know, in a broad brush and obviously depends on the context that company, who their customers are and what they're trying to achieve. Um, but really I think it should be a consideration, especially when thinking about workforce tooling and like knowledge worker tooling. To what degree is that giving more autonomy to those people to do higher order things and but also, you know, again, can you tie that back to your goals as a company, right? Because we've had certain technologies in the past of decade that have created a bit of a wild West, right? People go off and do different things and then there's, there's a lack of visibility, a lack of line of sight back to strategy. But if you get the sweet spot in your technology choices between do that, do they help us be operationally agile? Are they giving people a highroad, you know, more ways to do higher order work. Can we tie that back in the way that we need to? Then I think you're at least thinking about it in the right way. >>Really analogous to shadow it is. As you're sitting here talking about kind of the ground swell up of people finding tools to enable them to do their job better and get around kind of the hierarchy that existed in got in their way before his son. You know, there's a lot of parallels to what happened there before. Finally the corporates figured out, okay, we actually need to do dev in public cloud. There's a lot of advantages, et cetera, etc. >>Yeah, there is, but it's kind of like a legitimate version of shadow it. Shadow it was like we call it, we don't like the tools we've been given. No, we don't have them. Let's go and find ones. Yeah. >>Right. Right >>now it's like the ones that are enterprise grade happens to be the ones we also are using. Right. So that's, that is the super interesting, um, sort of wave that companies like Smartsheet carrying these tools fundamentally appeal and they have lots of evidence that are appealing virally. >>Well, I mean the fact that you can collaborate with people outside your company on your license for free and I think Mark said 50% of their users are people that are outside of the organization of the licensee. That's a pretty, pretty, I don't want to say Trojan, uh, strategy, but certainly certainly feels like, you know, a great way to permeate, which I think back like at last, Ian with the way they got started with, you know, a $10 10 seat license and, and again, AWS and some of these early kind of backdoor ways in to deliver real value that people were willing to put the credit card down. Yeah. Right. >>But you know, I mean, so I guess the challenge for Smartsheet and others are as he became a more enterprise grade platform, how do you keep that user appeal? Right. Cause that could obviously be one scenario which has more features, more complication actually more difficult to use, more complex. These guys are very conscious of it. Others in that sort of environment are very conscious of it. Um, but yeah, I mean the whole can do thing which um, Anna talked about this morning in the keynote. It's interesting. It's like a really interesting sort of democratized way of talking about power users that we kind of used to talk about the sort of folks that have that technical ability. And they're the ones that drive some kind of work initiative. Um, you know, platforms like Smartsheet and others are giving more people the ability to be that power user. And that's, that's kind of cool. >>Awesome. Great note to end on. Thank you so much for coming on the show, Chris. Thanks for having me. I'm Rebecca Knight for Jeff Frick. Stay tuned. You're watching the cube.

(laughing) >> This is V-3. >> Alec, you're going to open up, we're going to cut, come to you in a second. Good luck, buddy. Okay, here we go. Alright Peter, ready? >> Yup. >> And we're coming to you in. >> Hold on guys, sorry, I lied. (laughing) V-2, V-3, there it is. Okay, ready. >> Now you're ready? >> Yup. >> You're ready ready? Okay here we go, ready and, three, two. >> Hi, I'm Peter Burris, welcome to another Cube Conversation from our wonderful studios in beautiful Palo Alto, California. Great conversation today, we're going to be talking about the relationship between AI, business, and especially some of the new infrastructure technologies in the storage part of the stack. And to join me in this endeavor is Kurt Kuckein, who's a senior director of product marketing at DDN. Kurt Kuckein, welcome to The Cube. >> Thanks, Peter, happy to be here. >> So tell us a little bit about DDN to start. >> So DDN is a storage company that's been around for 20 years. We've got a legacy in high-performance computing, and that's what we see a lot of similarities with this new AI workload. DDN is well-known in that HPC community; if you look at the top 100 supercomputers in the world we're attached to 75-percent of them and so we have a fundamental understanding of that type of scalable need that's where we're focused, we're focused on performance requirements, we're focused on scalability requirements, which can mean multiple things, right, it can mean the scaling of performance, it can mean the scaling of capacity, and we're very flexible. >> Well let me stop you and say, so you've got a lot of customers in the high-performance world, and a lot of those customers are at the vanguard of moving to some of these new AI workloads. What are customers saying? With this significant engagement that you have with the best and the brightest out there, what are they saying about this transition to AI? >> Well I think it's fascinating that we kind of have a bifurcated customer base here, where we have those traditionalists who probably have been looking at AI for over 40 years, right, and they've been exploring this idea and they've gone through the peaks and troughs in the promise of AI, and then contraction because CPUs weren't powerful enough. Now we've got this emergence of GPUs in the supercomputing world, and if you look at how the supercomputing world has expanded in the last few years, it is through investment in GPUs. And then we've got an entirely different segment, which is a much more commercial segment, and they're maybe newly invested in this AI arena, right, they don't have the legacy of 30, 40 years of research behind them, and they are trying to figure out exactly, you know, what do I do here? A lot of companies are coming to us, hey, I have an AI initiative, well what's behind it? Well, we don't know yet, but we've got to have something and they don't understand where is this infrastructure going to come from. >> So the general availability of AI technologies, and obviously Flash has been a big part of that, very high-speed networks within data centers, virtualization certainly helps as well, now opens up the possibility for using these algorithms, some of which have been around for a long time, but have required very specialized bespoke configurations of hardware, to the enterprise. That still begs the question, there are some differences between high-performance computing workloads and AI workloads. Let's start with some of the, what are the similarities, and then let's explore some of the differences. >> So the biggest similarity, I think, is just it's an intractable, hard IO problem, right, at least from the storage perspective. It requires a lot of high throughput, depending on where those IO characteristics are from, it can be very small-file, high-op-intensive type workflows, but it needs the ability of the entire infrastructure to deliver all of that seamlessly from end to end. >> So really high-performance throughput so that you can get to the data you need and keep this computing element saturated. >> Keeping the GPU saturated is really the key, that's where the huge investment is. >> So how do AI and HPC workloads differ? >> So how they're fundamentally different is often AI workloads operate on a smaller scale in terms of the amount of capacity, at least today's AI workloads. As soon as a project encounters success, what our forecast is, is those things will take off and you'll want to apply those algorithms bigger and bigger data sets. But today, you know, we encounter things like 10-terabyte data sets, 50-terabyte data sets and a lot of customers are focused only on that. But what happens when you're successful, how do you scale your current infrastructure to petabytes and multi-petabytes when you'll need it in the future? >> So when I think of HPC, I think of often very, very big batch jobs, very, very large, complex data sets. When I think about AI, like image processing or voice processing, whatever else it might be, I think of a lot of small files, randomly accessed. >> Right. >> That require nonetheless some very complex processing, that you don't want to have to restart all the time. >> Right. >> And a degree of simplicity that's required to make sure that you have the people that can do it. Have I got that right? >> You've got it right. Now one, I think, misconception is, is on the HPC side, right, that whole random small file thing has come in in the last five, 10 years and it's something DDN's been working on quite a bit, right. Our legacy was in high-performance throughput workloads, but the workloads have evolved so much on the HPC side as well, and, as you posited at the beginning, so much of it has become AI and deep-learning research >> Right, so they look a lot more alike. >> They do look a lot more alike. >> So if we think about the revolving relationship now between some of these new data-first workloads, AI-oriented, change the way the business operates types of stuff, what do you anticipate is going to be the future of the relationship between AI and storage? >> Well, what we foresee really is that the explosion in AI needs and AI capabilities is going to mimic what we already see and really drive what we see on the storage side, right? We've been showing that graph for years and years and years of just everything going up and to the right, but as AI starts working on itself and improving itself, as the collection means keep getting better and more sophisticated and have increased resolutions, whether you're talking about cameras or in life sciences, acquisition capabilities just keep getting better and better and the resolutions get better and better, it's more and more data, right? And you want to be able to expose a wide variety of data to these algorithms; that's how they're going to learn faster. And so what we see is that the data-centric part of the infrastructure is going to need to scale, even if you're starting today with a smaller workload. >> Kurt Kuckein, DDN, thanks very much for being on The Cube. >> Thanks for having me. >> And once again, this is Peter Burris with another Cube Conversation, thank you very much for watching. Until next time. (electronic whooshing)

(upbeat music) >> Voiceover: Live from Las Vegas, it's The Cube, covering VMworld 2017. Brought to you by VMware and its ecosystem partners. >> Hey, welcome back to The Cube's continuing coverage of VMworld 2017. Day 2, lots of stuff going on. I'm Lisa Martin with my esteemed colleague Dave Vellante. >> Hey hey. >> Hey hey! I'm excited to welcome an old friend, Eric Herzog, the CMO of IBM, as well as Sam Warner offering management IBM software-defined storage. Welcome, guys! >> Well thanks, we always love to be on The Cube, always. >> Dave: Love the shirt. >> Thank you, I'm glad I'm wearing a Hawaiian shirt again. >> Dave: Thank you for making sure you wore that, yeah. >> I think it's like my 25th time on The Cube with a Hawaiian shirt. >> Lisa: Oh you're like the Alec Baldwin of The Cube. (laughs) >> Lisa: Alright guys, so here we are- >> Dave: If we have the record, that is the same shirt you wore last year, isn't it? >> Yes, but I did clean it, Dave. (laughs) >> He wears it once a year. >> I've never had to ask anyone about dry cleaning on The Cube but there's a first time for everything. Alright guys, so here we are at VMworld. What's new with IBM and VMware? Kind of talk to us, Eric, from a marketing perspective. What's going on there? >> Sure, well the big thing is IBM and VMware have a very strong alliance across our entire portfolio. The Cloud Division has a big agreement with VMware that was announced with Pat Gelsinger and the head of the division last year, the Storage Division has all kinds of heavy duty integration with our VersaStack product, as well as in all of our all-flash arrays, and then Sam's team brought out a new backup and recovery product, Spectrum Tech Plus, which is optimized for VMware and hypervisor and cloud environments. >> Excellent. And that's one of the things actually thematically that we heard yesterday is that, you know, backup is hot. So tell us a little bit more about that hotness and how you guys are working with VMware to dial that- >> Dial that heat. >> Yeah, dial that heat up. >> Sam: Well it's actually, it's more than backup, right, it's about data availability, and ensuring your data's safe, data's the bloodline of your company now, right? Everything's moving toward cognitive and AI, you can't do that without data. Most of your data's trapped as a backup. And what we're trying to do now is make it really easy for people to get at that data and use it for other purposes. So first of all, making sure you're safe from things like ransomware, but also making sure you can get some value out of that data. Make it very easy to recover that data. >> So, lots of topics that we could cover there, I wonder, did you have one more and I want to jump in. >> I did. Just, Eric from a, as the CMO, from a messaging perspective now we've heard backup is hot, you've just kind of articulated that a little bit more, same with storage. From a conversation perspective, and you talked about the importance of data, Michael Dell talked about that this morning, that the data conversation is a CEO agenda. How is the conversation changing, and the position of IBM changing when you guys are talking to customers that, is backup, is storage a conversation around data that you're having with the C-suite of your customers? >> So, a couple things, and I've done storage for 32 years. EMC, IBM twice, seven startups, and the C-suite hates storage, including the CIO, but they do love their data. So they all know they need storage but when you talk about data, data availability, the resiliency of the data, the data always needs to be there, you don't even use things like data resiliency 'cause the CEO doesn't know what that is, so you need to say, so how'd you like it if you were in Star Trek, and Bones wanded you with a new healthcare wand, and it came back with no answer? (laughs) That's 'cause your storage is not resilient and it's not fast enough. So the data has to be available and it has to be fast. So we're moving to this world where everything is AI and everything is immediate. If your storage goes down and you're in dark trading, you just lost ten million bucks per second. So, but it's all about the data. So basically what we're doing is getting out of the storage conversation and talking about the data conversation. How data is used to optimize their business, and then you weave the storage in underneath as, well as you know if you've got a bad foundation to your building and the earthquake hits, boom. You building falls down. So data is that building, and storage is the foundation on which your data rests. >> I love this conversation, and I think you're right on. The C-suite, they hate storage because it's to them, it's just an expense, but I want to pick up on something that was one of my favorite interviews thus far this year. Believe it or not, it was the interview that you and Burris and Ed Walsh did in our studio in Palo Alto. And I wonder if you could add some color, and then Sam I want you to chime in. What I loved about that interview is you guys talked about digital business and digital business being all about data and how you leverage data. And you said something there, and I want to unpack it a little bit. Storage should not be just a dumb target that is unintelligent. it should be an active element of your data and digital strategy. >> Eric: Right. >> So what did you mean by that and how does IBM make it, storage, an active element of a data strategy? >> So the first thing you want to do is you want to make it all automated. You want to make it transparent to the user. So, whether it's in the healthcare space, I don't care what your business, Herzog's bar and grill? My storage is transparent. Okay I'm running a bar and grill, I don't have time to fool around with the storage. I need it automated, I need it fast, I need to see who's drinking what, how many cigars I can sell, I don't have time to fart around. Right? Storage can make that happen. So you've got certain CPU that's done on the server level or in the virtual machines, and then you've got to have storage that's intelligent. So, we're working on some products we're not ready to announce yet, but we've got some products that have built-in AI into the storage themselves. So things like, you can search in the storage instead of search on the server. How do like, be able to look at metadata and have the storage actually fetch the data not the server fetch the data, so the server's crunching, crunching, crunching, and the storage is smart enough to go grab the data on its own and then bring it to the server. Versus the server having to do that work. So all that's about making data more available, more resilient, and again, having smart storage not dumb storage. >> So Sam, when we were talking about backup it's how you say, it's not just backup, it's more than that. >> Sam: Right. >> Pick up on what Eric just said. How is Spectrum Protect more than just backup and playing into what Eric just talked about? >> Well a lot of things Eric was just talking about you don't necessarily, you're not necessarily going to be able to do all this analysis reporting, analytics on your production data, you don't want to get in the way of your critical workloads, so how can we make copies off to the side where you can do things like analytics, where you can do dev test, quickly build new applications, so we give the ability to have access to that data in a way that's not going to jeopardize your core applications as well. And of course, that data, you can't lose it, right? I mean, you've got to make sure it's protected. So we also offer you a very simple way to protect it, and very rapidly restore it. >> So, let's go through an example or use case. You mentioned ransomware before. >> Yeah. >> So a lot of people think okay I'll create an air gap, but air gap, in and of itself, you know, you watch these Black Hat shows, and they go, "Air gap is a joke. It's easy for me to get through an air gap." >> Sam: Right. >> So how do you deal with that problem? Presumably, you have insights and analytics that can help you identify anomalies, but I wonder if you can address what's the conversation like with your customers and how are you solving a problem like that? >> Well I think there's a lot of stages that would solve it. First of all, there's simple things you can do like have copies that are immutable, so they can't be changed, encryption can't go and encrypt a read-only volume, there is air gapping, which like you said there are ways around that, but then there's also, Eric touched on some of the metadata analysis. If you can find anomalies and changes in the metadata that are unexpected, you can take action and alert an administrator and let them know that something doesn't seem right, so there's a lot more work we're doing to introduce cognitive capabilities that can also detect that. >> One of the things actually that Pat Gelsinger said this morning, and this may have put a smile on your face when you said there's something you can't quite talk to yet is, companies have to integrate AI into their products. And machine learning. >> Eric: So, that's the plan at IBM, and we've already done some of that, we have some products that we've hinted at, that's product code name Harmony, and we've already done a public blog on that, a statement of direction, and that is our first step in implementing AI technology directly into the storage, again it's part of what I talked about a couple weeks ago when I filmed at your Palo Alto office, storage is not dumb anymore. I may be dumb, but storage is not. Storage is smart, storage is intelligent, storage is active not passive, and in the old worlds, when I started doing storage a long time ago, storage was just passive. Just a big brick. It's no longer a brick. It's a brain, and it thinks and it acts, and it relieves the CPU, and the other areas of your IT infrastructure from having to do the work, which is part of the metadata action that Sam talked about that we're working on and also this project Harmony that we talked about, is adding AI intelligence, things like Watson for example, maybe, but I can't quote me on that yet, but maybe we might put Watson inside of our storage, since we happen to own Watson, the dominant AI platform on the planet, we could probably put that into our storage. Maybe we will. >> So there's still a... okay why not? There's still a lot of dumb storage out there though. >> Yes. >> Huge install base. You actually probably sold a lot of it back in the day, so fixing the problem that you created, that's smart marketing. (laughs) But when you talk about the technical debt that exists, how do you go from point A to point B, going from that dumb storage to that active element? What's that conversation like with customers? >> So, it's actually pretty easy. First of all, storage refreshes every three to five years anyway. So now you can say, "Well you know the storage you had only did this, how about if we could do this, this, this or this, and really raise the bar?" The other thing of course is that IBM is the number one storage software company in the world, so anything we do is going to be integrated into the software side of our business, not just embedded in the storage systems we sell. And that software works with everyone's arrays. So that, if you will, artificial intelligence that we can bring to bear in an IBM Storwize or flash systems would also work on an EMC VNX2, would also work on a Dell Compellent, would also work on an HP 3PAR, would also work on this guy, that guy, and the other guy, because we are the number one storage software company in the world, for the guys that track the numbers, and all of this is being implemented into the software layer, which means it'll work with the other guys' gear. So we can take the old stuff I used to do at the evil machine company and make that stuff smart. >> What do you mean when you say you're the number one software company, because when you worked for that company you guys would always tell me, us as analysts, "Look, we don't really have any hardware engineers any more, we spend all our time on software, so we're a software company." You're talking about something different today, you guys leaned in to software to find, you've put your chips in, you did your billion dollar Steve Mills bet, what does it mean today to be a software company in storage? >> So for us, let's take all of our storage systems for example, FlashSystem V9 comes with Spectrum virtualized software, which works with over 400 arrays that aren't IBM logo. That software comes on that system. FlashSystem A9000 comes with Spectrum Accelerate, which is a scale-out block infrastructure that works both on-premise and in the cloud. Again, not just with our own gear. So we basically decided that, do we want to sell the full system solution? Sure we do. But if we sell the software only, that's fine with us, and remember, most of the big shops in IBM is exceedingly strong, enterprise to the Global Fortune 1000, and the Global Fortune 1000 down to those sort of, you know, one billion dollar company and up, most of them are heterogeneous anyway, so you're, if you're smart, and we think we are at IBM, to this effect, we made sure our software works with everybody else's gear. Spectrum Protect and Spectrum Protect Plus will back up any storage from any vendor, old or new, will go to any tape drive, will go to any cloud, we can automatically back up to the cloud, will automatically go to an object store, not just to our own object store, but other object stores. Will automatically go to disk or flash, so we've made it completely heterogeneous and, if you will, media and technology independent. And we're doing that across the board with all the IBM storage software. >> So that compatibility matrix, if I can call it that, is very important, has always been important in the storage business, but I feel like it's insufficient in today's cloud world. And let me tell you, explain what I mean and get your reaction. I'll start with Sam. So we've been talking all week about the imperative to not try to reform your business and bring it to the cloud, but rather to shape the cloud and bring cloud services to your data. And that's the right model, and now part of that, a big part of that, a huge part of that is simplicity. So we're here at VMworld, we're talking about backup and data protection, simplicity is fundamental. What are you guys doing in that regard, generally and specifically with regard to Spectrum Protect? >> Yeah, I think what you want is a very simple way to do data protection, and a methodology to do data protection that's consistent between your applications that you're running in your own data center and what you're running in the cloud. So you don't want to find out that, yeah your traditional applications that you've been you know, running in your data center for years are all protected, but it turns out all the new applications being built out on the cloud don't have the same rigor, aren't following the same standards, you're breaking your governance models, and you're at risk. So what you want is a simple way to manage both sides, you want a simple dashboard that gives you visibility to the entire environment in one space, so you know I've got 2,000 VMs, 1,800 of them are backed up, two of them aren't backed up, oh those are in the cloud, somebody didn't set it up correctly. You want to be able to see it very easily on a simple dashboard, and that's what we're bringing with Spectrum Protect Plus. >> Speaking of simple, Eric, last question to you, as the CMO, how do you make this message simple for a C-suite to comprehend and understand and help take them to the next level for them? >> Well for us, we don't even talk storage anymore. We just talk data, applications, their workloads and their use cases. That's it, and then you bring storage up underneath it, again it's the foundation of your data infrastructure, your data is the primary building, but if you don't have a solid foundation and, being from Silicon Valley and being from the '89 earthquake, when the earthquake hits, if you have a solid foundation, the building stays up, if you don't the building falls down. So, we lead with data, data, data, ease of use, simplicity, but really focus on what's your application, what's the workload you're trying to accomplish, what's the use case you need. And when you do it that way, you take the discussion away from being, "You're a storage guy." It's, "You're the data guy. You're the business guy." And that's how you have to pitch it. >> I like that. Hashtag data data data you heard it here first. (laughs) Eric and Sam, thank you so much for joining us on The Cube, I wish you best of luck and we'll be keeping our eyes and ears open for what's coming with AI and machine learning. Thank you for watching The Cube, continuing coverage live from VMworld 2017 Day 2, I'm Lisa Martin for Dave Vellante. Stick around, we've got more great conversations coming right back up. (upbeat music)

>> It's the Cube covering IBM cheap Data Officer Strategy Summit brought to you by IBM. Now, here are your hosts Day villain day and still minimum. >> Welcome back to Boston, everybody. This is the Cube, the worldwide leader in live tech coverage. We here at the Chief Data Officers Summit that IBM is hosting in Boston. I'm joined by Courtney Abercrombie. According your your title's too long. I'm just gonna call you a cognitive rockstar on >> Alec Crane is >> here from Yusa. System by President, Vice President at that firm. Welcome to the Cube. Great to see you guys. Thank you. So this event I love it. I mean, we first met at the, uh, the mighty chief data officer conference. You were all over that networking with the CEO's helping him out and just really, I think identified early on the importance of this constituency. Why? How did you sort of realize and where have you taken it? >> It's more important than it's ever been. And we're so grateful every time that we see a new chief data officer coming in because you just can't govern and do data by committee. Um, if you really hope to be transformational in your company. All these huge, different technologies that are out there, All this amazing, rich data like weather data and the ability to leverage, you know, social media information, bringing that all together and really establishing an innovation platform for your company. You can't do that by committee. You really have to have a leader in charge of it. and that’s what chief data officers are here to do. And so every time we see one, we're so grateful >> that just so >> that we just heard from Inderpal Bhandari on his recommendation for how you get started. It was pretty precise and prescriptive. But I wonder, Alan. So tell us about the chief data officer role at USAA. Hasn't been around for a while. Of course, it's a regulated business. So probably Maur, data oriented are cognizant than most businesses. But tell us about your journey. >> We started probably about 4 or 5 years ago, and it was a combination of trying to consolidate data and analytics operations and then decentralized them, and we found that there was advantages and pros and cons of doing both. You'd get the efficiencies, but once you got the efficiencies, you'd lose the business expertise, and then we'd have to tow decentralize. So we ended up landing a couple of years ago. What we call a hub and spoke system where we have centralized governance and management of key data assets, uh, data modelling data science type work. And then we still allow the, uh, various lines of business to have their own data offices. And the one I run for USAA is our distribution channels office for all of the data and analytics. And we take about 100,000,000 phone calls a year. About 2,000,000,000 webb interactions. Mobile interactions. We take about 18,000 hours. That's really roughly two years of phone conversation data in per day. Uh, we take about 50,000,000 lines of, uh, Web analytic traffic per day as well. So trying to make sense of that to nurture remember, relationships, reinforce trust and remove obstacles >> for your supporting the agent systems. Is that right? >> I support the agent systems as well as the, um, digital >> systems. Okay. And so the objective is obviously toe to grow the business, keep it running, keep the customers happy. Very operate, agent Just efficient. Okay. Um and so when you that's really interesting. This sort of hub and spoke of decentralization gets you speed and closer to the business. Centralization get you that that efficiency. Do you feel like you found that right balance? I mean, if you think so. I >> think you know, early on, we it was mme or we had more cerebral alignment, you know, meaning that it seemed logical to us. But actually, once the last couple of years, we've had some growing pains with roles, responsibilities, overlaps, some redundancy, those types of things. But I think we've landed in a good place. And that's that's what I'm pretty proud of because we've been able to balance the agility with the governance necessary toe, have good governance and put in place, but then also be able to move at the speed the businessmen. >> So Courtney, one of things we heard one of the themes this morning within IBM it's of the role of the chief Data officer's office is to really empower the lines of business with data so that you can empower your customers is what Bob Tatiana was telling us, right? With data. So how are you doing? That is you have new services. You have processes or how is that all working >> right? We dio We have a lot of things, actually, because we've been working so much with people like Allen's group who have been leaders at, quite frankly, in establishing best practices on even how to set up these husbands votes. A lot of people are, you know, want to talk, Teo, um, the CDO and they've spun off even a lot of CEOs into other organizations, in fact, but I mean, they're really a leader in this area. So one of the things that we've noticed is you know, the thing that gives everybody the biggest grief is trying to figure out how to work with unstructured data. Um, and all this volume of data, it's just insane. And just like I was saying in the panel earlier, only about 5% of your actual internal data is enough to actually create a context around your customers. You really have to be able to go with all this exogenous data to understand what were the bigger ramifications that were going on in any customer event, whether it's a call in or whether it's, uh, you know, I'm not happy today with something that you tried to sell me or something that you didn't respond too fast enough, which I'm sure Alan could, you know, equate to. But so we have this new data as a service that we've put together based on the way the weather data has, the weather company has put their platform together. We're using a lot of the same kind of like micro services that you saw Bob put on the screen. You know, everything from, I mean, open source. As much open sources we can get, get it. And it's all cloud based. So and it's it's ways to digest and mix up both that internal data with all of that big, voluminous external data. >> So I'm interested in. So you get the organizational part down. Least you've settled on approach. What are some of the other big challenges that you face in terms of analytics and cognitive projects? Your organization? How are you dealing with those? >> Well, uh, >> to take a step back, use a We're, uh, financial services company that supports the military and their families. We now have 12 million members, and we're known for our service. And most of the time, those moments of truth, if you will, where our service really shines has been when someone talks to you, us on the phone when those member service reps are giving that incredible service that they're known for on the reason being is that the MSR is the aggregator of all that data. When you call in, it's all about you. There's two screens full of your information and the MSR is not interested in anything else but just serving you, our digital experiences more transactional in orientation. And it was It's more utilitarian, and we're trying to make it more personal, trying to make it more How do we know about you? And so one of the cues that were that were taking from the MSR community through cognitive learning is we like to say the only way to get into the call is to get into the call, and that is to truly get into the speech to text, Then do the text mining on that to see what are the other topics that are coming out that could surface that we're not actually capturing. And then how do we use those topics at a member level two then help inform the digital experience to make it more personal. How do I detect life events? Our MSR's are actually trained to listen for things like words like fiance, marriage moving, maybe even a baby crying in the background. How do we take that knowledge and turn that into something that machine learning can give us insights that can feedback into our digital transact actions. So >> this's what our group. >> It's a big task. So So how are >> you doing that? I mean, it's obviously we always talk about people processing technology. Yeah, break that down for us. I mean, how are you approaching that massive opportunity? >> Part of it is is, uh, you know, I look at it. It is like a set of those, you know, Russian nesting dolls. You know, every time you solve one problem, there's another problem inside of it. The first problem is getting access to the data. You know, where and where do you store? We're taking in two years of data per day of phone call data into a system where you put all that right and then you're where you put a week's worth a month's worth a quarter's worth of data like that. Then once you solve that problem, how do you read Act all that personal information So that that private information that you really don't need that data exhaust that would actually create a liability for you in our in our world so that you can really stay focused on what of the key themes that the member needs? And then the third thing is now had. Now that you've got access to the data, it's transcribed for you. It's been redacted from its P I I type work well, now you need the horse power and of analysts on, we're exploring partnerships with IBM, both locally and in in the States as well as internationally to look at data science as a service and try to understand How can we tap into this huge volume of data that we've got to explore those types of themes that are coming up The biggest challenges in typical transaction logging systems. You have to know what your logging You have to know what you're looking for before you know what to put the date, where to put the data. And so it's almost like you kind of have to already know that it's there to know how much you're acquiring for it and what we need to do more as we pivot more towards machine learning is that we need the data to tell us what's important to look at. And that's really the vat on the value of working with these folks. >> So obviously, date is increasingly on structure we heard this morning and whatever, 80 90% is structured. So here you're no whatever. You're putting it into whatever data fake swamp, ocean, everything center everywhere, and you're using sort of machine learning toe both find signal, but also protected yourself from risk. Right. So you've got a T said you gotta redact private information. So much of that information could be and not not no schema? Absolutely. Okay, So you're where are you in terms of solving that problem in the first inning or you deeper than that, >> we're probably would say beyond the first inning, but we so we've kind of figured out what that process is to get the data and all the piece parts working together. We've made some incredible insights already. Things that people, you know, I had no idea that was there. Um, but, uh, I'd say we still have a long way to go. Is particularly terms of scaling scaling the process, scaling the thie analytics, scaling the partnerships, figuring out how do we get the most throughput? I would say it's It's one of those things. We're measuring it on, maybe having a couple of good wins this year. A couple of really good projects that have come across. We want to kind of take that tube out 10 projects next year in this space. And that's how we're kind of measuring the velocity and the success >> data divas. I walked away and >> there was one of them Was breakfast this morning. Data divas. You hold this every year. >> D'oh! It's growing. Now we got data, >> dudes. So I was one of the few data dudes way walked in >> one of the women chief date officers. I got no problem with people calling me a P. >> I No. Yeah, I just sell. Sit down. Really? Bath s o. But also, >> what's the intent of that? What learning is that you take out of those? >> I think it's >> more. It's You know, you could honestly say this isn't just a data Debo problem. This is also, you know, anybody who feels like they're not being heard. Um, it's really easy to get drowned out in a lot of voices when it comes to data and analytics. Um, everybody has an opinion. I think. Remember, Ursula is always saying, Ah, all's fair in love, war and data. Um and it feels like, you know, sometimes you go, I'll come to the table and whoever has the loudest voice and whoever bangs their test the loudest, um, kind of wins the game. But I think in this case, you know, a lot of women are taking these roles. In fact, we saw, you know, a while back from Gardner that number about 25% of chief data officers are actually women because the role is evolving out of the business lines as opposed Thio more lines. And so I mean, it makes sense that, you know, were natural collaborators. I mean, like the biggest struggle and data governance isn't setting up frameworks. It's getting people to actually cooperate and bring data to the table and talk about their business processes that support that. And that's something that women do really well. But we've got to find our voice and our strength and our resolve. And we've got to support each other in trying to bring more diverse thinking to the table, you know? So it's it's all those kinds of issues and how do you balance family? I mean, >> we're seeing >> more and more. You know, I don't know if you know this, but there's actual statistics around millennials and that males are actually starting to take on more more role of being the the caregiver in the family. So I mean as we see that it's an interesting turnabout because now all the sudden, it's no longer, you know, women having that traditional role of, you know, I gotta always be home. Now we're actually starting to see a flip of that, which is which is, >> You know, I think it's kind of welcome. My husband's definitely >> I say he's a better parent than me. >> Friday. It's >> honest he'll watch this and he >> can thank me later that it was >> a great discussion this morning. Alan, I want to get your feedback on this event and also you participate in a couple of sessions yesterday. Maybe you could share with our audience Some of the key takeaways in the event of general and specific ones that you worked on yesterday. >> Well, I've been fortunate to come to the event for a couple of years now. And when we were just what 50 or so of us that were showing up? So, you know, I see that the evolution just in a couple of years time conversations have really changed. First meeting that we had people were saying, Where do you report in the organization? Um, how many people do you have? What do you do for your job? They were very different answers to any of that everywhere. From I'm an independent contributor that's a data evangelist to I run legions of data analysts and reporting shops, you know, and so forth and everything in between. And so what I see what it's offers in first year was really kind of a coalescing of what it really means to be a data officer in the company that actually happened pretty quickly in my mind, Um, when by seeing it through through the lens of my peers here, the other thing was when you when you think about the topics the topics are getting a lot more pointed. They're getting more pointed around the monetization of data communicating data through visualization, storytelling, key insights that you, you know, using different technologies. And we talked a lot yesterday about storytelling and storytelling is not through visual days in storytelling is not just about like who has the most, you know, colors on on a slide or or ah you know, animation of your bubble charts and things like that. But sometimes the best stories are told with the most simple charts because they resonate with your customers. And so what I think is it's almost like kind of getting a back to the basics when it comes to taking data and making it meaningful. We're only going to grow our organizations and data and data scientists and analysts. If we can communicate to the rest of the organization, our value and the key to creating that value is they can see themselves in our data. >> Yeah, the visit is we like to call it sometimes is critical to that to that storytelling. Sometimes I worry and we go onto these conferences and you go into a booth and look what we can do with machine learning, and we would just be looking at just this data. So what do I do? What >> I do with all this? Yeah. >> I don't know how it would make sense of it. So So is there a special storyteller role within your organization or you all storytellers? Do you cross train on that? Or >> it's funny you'd ask that one of the gentlemen of my team. He actually came to me about six months ago, and he says I'm really good at at the analysis part, but I really have a passion for things like Photoshopped things like, uh uh, uh the various, uh, video and video editing type software. He says I want to be your storyteller. I want to be creating a team of data and analytics storytellers for the rest of the organization. So we pitched the idea to our central hub and spoke leadership group. They loved it. They loved the idea. And he is now, um, oversubscribed. You would say in terms of demand for how do you tell the data? How do you tell the data story and how it's moving the business forward? And that takes the form kind of everything from infographics tell you also about how do you make it personal when, when? Now 7,000 m s. Ours have access to their own data. You know, really telling that at a at a very personal level, almost like a vignette of animus are who's now able to manage themselves using the data that they were not able able tto have before we're in the past, only managers had access to their performance results. This video, actually, you know, pulls on the heartstrings. But it it not only does that, but it really tells the story of how doing these types of things and creating these different data assets for the rest of your organization can actually have a very meaningful benefit to how they view work and how they view autonomy and how they view their own personal growth. >> That's critical, especially in a decentralized organization. Leased a quasi decentralized organization, getting everybody on the same page and understand You know what the vision is and what the direction is. It s so often if you don't have that storytelling capability, you have thousands of stories, and a lot of times there's dissonance. I mean, I'm not saying there's not in your in your organization, but have you seen the organization because of that storytelling capability become Mohr? Yeah, Joe. At least Mohr sort of effective and efficient, moving forward to the objectives. Well, >> you know, as a as a data person, I'm always biased thatyou know data, you know, can win an argument if presented the right way. It's the The challenge is when you're trying to overcome or go into a direction. And in this case, it was. We wanted to give more autonomy. Toothy MSR community. Well, the management of that call center were 94 year old company. And so the management of that of that call center has been doing things a certain way for many, many, many, many years. And the manager's having access to the data. The reps not That was how we did things, you know. And so when you make a change like that, there's a lot of hesitation of what is this going to do to us? How is this going to change? And what we're able to show with data and with through these visualizations is you really don't have anything to worry about? You're only gonna have upside, you know, in this conversation because at the end of the day, what's going to empower people this having access and power of >> their own destiny? Yeah, access is really the key isn't because we've all been in the meetings where somebody stands up and they've got some data point in there pounding the table, >> right? Oftentimes it's a man, all right. It >> is a powerful pl leader on jamming data down your throats, and you don't necessarily know the poor sap that he's, you know, beating up. Doesn't think Target doesn't have access to the data. This concept of citizen data scientists begins to a level that playing field doesn't want you seeing that >> it does. And I want to actually >> come back to what you're saying because there's a larger thought there, which is that we don't often address, and that's this change banishment concept. I mean, we we look at all these. I mean, everybody looks at all these technologies and all this information, and how much data can you possibly get your >> hands on? But at the end of >> the day, it's all about trying to create an outcome. A some joint outcome for the business and it could be threatening. It could be threatening to the C suite people who are actually deploying the use of these data driven tools because >> it may go >> against their gut. And, you >> know, oftentimes the poor messenger of that, >> When when you have to be the one that stands up and go against that, that senior vice presidents got it, the one who's pounding and saying No, but I know better >> That could be a >> tough position to be in without having some sort of change management philosophy going on with the introduction of data and analytics and with the introduction of tools, because there's a whole reframing that, Hey, my gut instinct that got me here all the way to the top doesn't necessarily mean that it's going to continue to scale in this new world with all of all of our competitors and all these, you know, massive changes going on in the market place right now. My guts not going to get me there anymore. So it's hard, it's hard, and I think a lot of executives don't really know to invest in that change management, if you know that goes with it that you need to change philosophies and mindsets and slowly introduced visualizations and things that get people slowly onboard, as opposed to just throwing it at him and saying here, believe it. >> Think I mean, it wasn't that >> long ago. Certainly this this millennium, where you know, publications like Harvard Business Review had, uh, cover stories on why gut feel, you know, beats, you know, analysis by paralysis. >> That seems to be changing. And >> the data purists would say the data doesn't lie. It was long as you could interpret it correctly. Let the data tell us what to do, as opposed to trying to push an agenda. But they're still politics. >> There's just things out >> there that you can't even perceive of that air coming your way. I mean, like, Blockbuster Netflix, Alibaba versus standard retailers. I mean, >> there's just things out >> there that without the use of things like machine learning and being comfortable with the use, the things like mission learning a lot of people think of that kind of stuff is >> Well, don't get your >> hoodoo voodoo into my business. You know, I don't know what that algorithm stuff does. It's >> going Yeah, I mean, e. I mean to say, What the hell is this? And now, yeah, it's coming and >> you need to get ready. >> There's an >> important role, though I think instinct, you know, you don't want to dismiss a 20 year leader in a particular operations because they've they've they've getting themselves where they're at because in large part, maybe they didn't have all the data. But they learned through a lot of those things, and I think it's when you marry those things up. And if you kenbrell in a kind of humble way to that kind of leader and win them over and show how it may be validating some of their, um uh yeah, that some of their points Or maybe how it explains it in a different way. Maybe it's not exactly what they want to see, but it's helping to inform their business, and you come into him as a partner, as opposed to gotcha, you know. Then then you know you can really change the business that way. And >> what is it? Was Linda Limbic brain is it just doesn't feel right. Is that the part of the brain that informs you that? And so It's hard to sometimes put, but you're right. Uh, there there is a component of this which is gut feel instinct and probably relates to to experience. So it's It's like, uh, when, when, uh, Deep blue beat Garry Kasparov. We talk about this all the time. It turns out that the best chess player in the world isn't a machine. It's a It's a human in the machine. >> That's right. That's exactly right. It's always the training that people training these things, that's where it gets its information. So at the end of the day, you're right. It's always still instinct to some >> level. I could We gotta go. All right. Last word on the event. You know what's next? >> Don't love my team. Data officer. Miss, you guys. It is good >> to be here. We appreciate it. All right, We'll leave it there. Thank you, guys. Thank you. All right, keep right. Everybody, this is Cuba. Live from IBM Chief Data Officer, Summit in Boston Right back. My name is Dave Volante.

>> Voiceover: Live from San Francisco, it's theCUBE! Covering Oracle OpenWorld 2016, brought to you by Oracle. Now here's your hosts, John Furrier and Peter Burris. >> Welcome back everyone, we're here live in San Francisco for Oracle OpenWorld 2016. This is SiliconANGLE Media's theCUBE, our flagship program We go out to events and extract the signal noise. Three days of coverage, wall to wall, ending up day one right now. Wrapping up amazing day. I'm John Furrier with my co-host Peter Burris. Our next guest is Senior Vice President of Oracle Cloud, Steve Daheb. CUBE alumni, great to see you again! >> I have four times, four time alum. >> (Mumbles) the MVP award for most times on theCUBE. You've been there almost for a couple years now. >> Yeah. >> Peter: Yeah, you and Alec Baldwin. (laughter) >> Yeah, less than two years, it's exciting. >> So you are working hard. Last time I saw you like, you have to be running harder. You're running harder. >> Yeah, we were in DC together. >> You've been running really hard, so congratulations. Saw the numbers, 70% growth percentage. Not numbers, I don't remember the eh, four billion. >> Numbers are getting bigger, percentages are still going up, so it's good. >> Percentages are double digits, but the real big thing is that you guys now are putting a dent into the awareness of Oracle being a viable and competing opportunity against Amazon Web Service. Larry Ellison said "Amazon, your lead is no more." Which was a headline in SiliconANGLE. So question, how are you guys continuing to differentiate yourself against AWS and Microsoft? >> I think there's three things. One is we differentiate when we look holistically in cloud. 'Cause you know you talk about cloud, and people define it in multiple different ways. Some say oh, Salesforce is cloud, or Amazon is cloud. And we define it as really requiring all three layers of the stack. So Software as a Service, which we can talk about. Platform as a Service, which is that core database middleware application development. And then the Infrastructure as a Service. And we're seeing at some points all these things are interrelated. When does past-op and IS begin? What's a discrete IaaS motion and how does that move to sort of production databases and different things? And so we first and foremost differentiate by looking holistically at what we're offering, and then sharing that we have a complete portfolio that's also open and provides choice to customers in terms of how to deploy it. >> Holistic, end to end holistic or holistic breadth? >> I think it's both. So we look at where we go deep into all layers of the cloud, and then we'll look holistically around a hybrid solution that allows people to deploy in cloud and on prem. And that's where we can differentiate with Amazon. So you know, at a technology perspective, Larry announced some incredible things in terms of we have the benefit of coming in and re-defining what an IaaS architecture looks like and provide scale and performance as well as cost. We provide choice in terms of, look, if I deploy something on Amazon, I can't actually move that back to what's on prem. You can't actually have isolated orphaned sort of instances on public cloud without tying that back to what's on prem. And then you just look at some of the database examples. It's a fork of an old code. I mean, it's not compatible with anything so I can run Oracle database on Amazon, I can run Oracle database on Oracle, I can run Oracle database in Microsoft. I can run Amazon on Amazon. I can't inter-operate with DV2, with SQL, with Oracle, with Teradata, so I think we're just sort of trying to demystify a little bit of what's going on out there. >> But one of the ways was talk about work loads moving between on prem, that's going to get that right 100% across the board. >> Absolutely. >> It's interesting, but I got to ask you. Larry Ellison said on the earnings call last Thursday after Safra and then Mark Hurd made their announcements and man, sounded like things were going amazing. The earnings call was like woohoo, oh my God, the Kool-Aid injection! Then Larry got on, but he said a really cool thing I wanted to just drill down on. He said we're not even getting started yet. We are playing the long game is what he's obviously saying. But he made a comment about Microsoft. He said Microsoft is already well into moving their install base and apps onto Azure. >> Yeah. >> And Oracle hasn't even begun getting started. Now, I'm sure you started, but implying significantly that a lot of the database customers and customers haven't really moved there yet. Is that true? How would you (mumbles). >> It's actually interesting, 415 Research just actually published a study and they said only 6% of workloads are actually running in public cloud infrastructure today. And IDC just actually put out a note that said only 6% around database and analytics. So I think we're actually showing up with the right solution at the right time. And we have 4,000 database customers, we're in a great position to move them to cloud. >> So is Larry right, that a large portion haven't moved yet, and Microsoft, larger have moved? >> Yeah, I think that the majority hasn't. I think that the analogy he was drawing is think about Microsoft that can move their office suite. Take 365 and move that to cloud, or things like SharePoint and move that to cloud. I think what he's saying is look at that analogy in terms of who's in the best position to migrate these database customers to cloud, and we believe Oracle is. And again, it is early days overall. There's a lot of noise about what the cool kids are out there doing, but when you think about it, 90% of these. >> The cool kids are making money. >> The cool kids are making money, Oracle is making money too. >> Of course, that's what I brought a (mumbles). You had a question, sorry to interrupt. >> Well yeah, no, really quickly. So in many respects, it sounds like what you're saying is that you can do what Amazon can do, but Amazon still can't do what you can do. >> Yeah, I think that's right. I mean, I think we're coming out and saying look, if you look at it, the application layer, they don't have anything. And so again, we have core ERP, HCM, supply, sales, service, all these things that we've shipped it to cloud. We actually do 45 billion transactions a day and support 30 million unique users weekly on our cloud. We're a viable cloud. These are core financial systems that companies use to run their business. We've been running in cloud for a while. We have the PaaS layer, our database, our middleware, the analytics, the security, things like IOT, that's core to Oracle's DNA. And then yeah, you have this commodity compute infrastructure. If you look at Amazon, 86% of their business is still about commodity compute. So we can offer that for customers as part of the overall solution. And I know they've been talking about getting it to the database so I would say stay tuned to what Larry has to say tomorrow on that. But we believe holistically when you look at all the pieces, we provide that solution that those 95% of workloads that haven't moved to cloud yet actually really need. >> So that brings up a good point. Cloud world, you mentioned DC where we had your special event, theCUBE was broadcasting live in DC. There all up on youtube.com/siliconangle. >> Shameless plug, shameless plug. >> Of course, get that last minute in there. But I want to ask you (mumbles) you announced the Cloud at Customer >> Yeah. >> So what's the status of that, 'cause we get lost in the slew of announcements here at Oracle OpenWorld. What's the update? Doing well? Reaction from customers? >> It's doing really well. It actually solves a big, again, that problem we talked about. I want to consume public cloud services, but I might have regulatory data sovereignty sort of industry or it might just be my own internal governance that's not going to allow me to deploy that, consume public cloud services on somebody else's cloud, but I can consume it with Cloud at Customer. >> Is it a transition point, because they feel good about this, they get some stability with the Cloud on Customer? Is it a transition point, is it a fixture, is it a blanky? Is it their binky? >> I think it could be both. I think it could be a transition point. I think for some customers again, depending on where they are, where they live, what type of industry, what type of data we're talking about, that might be the way they're going to consume it. Whereas I have data sovereignty laws, I can't actually move anything to cloud unless those change, but it still allows me to consume cloud in a cloud-like fashion subscription basis. Same identical services that we have in our public cloud, but just have it behind their firewall. >> So today's announcements featured partners pretty strong, and Oracle's always had a pretty big ecosystem. It's one of the key reasons for your success. And a lot of the partners out there would like themselves to start getting into the cloud, by offering services to their customers using a lot of what you're doing from a standpoint of moving your enterprise customers forward. As Oracle looks out at the landscape, you see Oracle, AWS, you're going to compete aggressively for that. But also your partners are going to step up, and they're going to offer their own cloud services. What about your customers? Do you anticipate seeing branded cloud services from your customers as they engage their customers differently through digital means? >> Yeah, that's actually a great question. I do think, yeah, a lot of our customers actually have their own services that they provide to end users. And I would say first, to back up, I think again it's about providing choice to our customers so they can engage within Oracle. They can engage with our partners on not only our technology, but maybe how do I migrate to cloud? How do I consume it in different ways? Also take a more solutions-based approach. (intercom blares) So if I'm looking at. Aw, we just got hit with that. Are they shutting this thing down in a few minutes? >> No no, we're good. >> A 16 ton thing's going to drop on the table. >> What is happening here? >> The Monty Python foot is going to come down on us. >> That's right. >> I thought that was a CUBE announcement sort of coming up. >> CUBE, Steve Daheb is on theCUBE! >> We should be announcing that. So I think that again, enabling the ecosystem to provide solutions. And I think as customers provide their own branded solutions, hopefully that's based on Oracle Cloud services and it's something that they can just re-brand, maybe augment, customize, and deploy for their own customers. >> They're giving us the bell here, but I want to get one last word in, we've got a little noise factor going on here. >> This is alright, man. >> The Infrastructure as a Service really is the third leg of the stool here for you guys. Big push here, you have the SaaS business on the press release. Second year in a row, Oracle has sold more SaaS and PaaS than any other cloud service provider. I think Larry used the word combined. Not sure I agree with that, but I haven't looked up the numbers, so I haven't fact-checked that. But then the next one comes down here as the second generation infrastructure that does twice the compute, twice the memory, four times the storage, 10 times more IO, 20% in price lower than Amazon Web Services. It's a new opportunity for Oracle to layer on top of our rapidly growing SaaS and PaaS. How are you going to layer infrastructures on top of PaaS and Saas? Isn't it the other way around? >> Yeah, I think it, yeah, sort of how do you look at it. They're tightly integrated. There's different sorts of entry points for IaaS. There could be discrete compute, but we think ultimately we see a lot of pull through from PaaS. So I might be deploying Oracle database but I'm doing it on a non-Oracle sort of application here. So I move the database to cloud and I pull compute to support that. And then from a software perspective, as Mark would say and Larry would say, we actually when we sell SaaS, you know, Software as a Service, we're selling that full stack to go along with it. >> Well, put it this way, that a database buyer looks at IaaS and sees infrastructure. An applications seller looks at the database and sees infrastructure. And so as you said, it's really what your perspective is. Containers is going to make it even more complex. >> Yeah, I agree. But it's interesting, 'cause I think ultimately that's the more strategic way that this is going to be consumed. I don't think you walk into somewhere, you say hey, you want some compute? We got some compute. Maybe more on the storage archive position, but when you look at the application development, when you look at applications, when you look at migrating databases, I think that's where you're going to pull through the infrastructure, and so that's why we're focused on offering all three layers of the cloud. >> There's definitely a trend towards enterprise-grade cloud, I was seeing that here at Oracle and at VMworld. We were just at theCUBE there. You're seeing this shift, they're getting out of the cloud game, so they're a different strategy. But Pat Gelsinger when I asked, pressed him on Amazon Web Service, saying did Amazon Web Service kind of force your hand? He kind of called it the developer cloud. That's how he called the Amazon Web Services. But they have developers. So my question to you is what's the strategy for developers? 'Cause at the end of the day we're seeing, talking to the VC certainly that was just on, there's going to be a mobile explosion of enterprise developers for mobile, cloud, lot of white space. You guys have an ecosystem, you have PaaS that's developer friendly. >> It is very developer friendly. >> What do you do with developers? Give us the update. What specifically are you guys doing in market. >> We have a big focus you're going to see with respect to developers. We've had Java developers that have been an incredible community for years and we've been serving them for years. I think Judy, before Larry took the stage, announced Oracle Code, which is going to be a multi-city road show where can get together. We're going to provide them access to Oracle Cloud, allow them to develop in multiple type tools, which I think was an important part of the announcement as well. Larry's saying look, it's not just about Java. It's about Ruby, it's about Python, it's about Node.js, it's about having an open platform that supports all developers. Tools like application containers and some of the other things. >> How would you grade you guys now? Not well suited for developers? Certainly Java you have developer community. But in market when you bring it to customers, is there a developer program that you guys have in motion? What's in the market? >> We do have things in motion. There's a developer program today and we continue to expand in that community. So we move away from just maybe traditionally Oracle developers to a broader set of developers. I think giving them a robust enterprise-grade platform, that gives them choice. So you're going to see a lot, hopefully we'll see you guys on the road at some of these events. But we're going to go out. >> There's a huge demand for developers to create opportunity in the ecosystem. I know you got to go, better wrap up. Thanks for spending the time. >> No thanks, a great way to wrap up the day. >> Congratulations, I know you're running hard. You look great, nice watch again. Yeah, flash the watch. >> I just miss the pocket square that you guys had in DC, I got to get that right next time. >> Best dressed man at Oracle. We are here live at theCUBE in San Francisco. I'm John Furrier, Peter Burris. Day one of coverage, three days wall-to-wall here live. TheCUBE, Thanks for watching.

from Las Vegas accepting the signal from the noise it's the queue coverage interconnect 2016 brought to you by IBM now your home John Murray had named a lot day ok welcome back everyone we are here live in Las Vegas for exclusive coverage of IBM interconnect 2016 this is the cube Silicon angles flagship program where we go out to the events and extract the signal annoys I'm John for rhythmic O's Dave a lot a and we're excited to have our youngest guest we've ever had on the Cuban our six-year seventh year doing it 10 Maybach che who's the star of the show coding since age 5 welcome to the cube hello ok so how was the first time you wrote code well actually I was 5 and I started with FoxPro programming on a really old computer forgot who manufactured it in general with my dad's help alright so how do you feel with all these old people around you like us learning back in the old days you're the next generation so how do you feel about all this these sub celebrity status you're famous on YouTube a lot of people love your videos you've been great teacher yeah I love to help people so it feels great yeah was that what was the how many videos have you posted now I have around 80 videos 88 yes all sort of sort of self-help yeah programming here's how to yes sure and and your community is growing I presume yeah is your dad a programmer uh he he does work as a programmer yet uh-huh so is that how you first yes my first got into programming but now sometimes that you can teach my dad programmers do for iOS teaching the teachers ok so when did you surpass your dad in the in the programming really all when the Iowa my first iOS app t-tables which helps you learn multiplication tables was accepted into the iOS App Store and so right after that I started using the Internet as a tool to basically learn programming and at that point I just started learning more and more yeah and you like teaching people too so not only do you develop you also are teaching folks and you like that yes yes all right so when was the last time you push code this morning today kind of clock morning yeah oxi agile a little update for us Tim it allows you to ask another question from the result page I said what's cool about the the current stuff you're seeing here are you playing with Watson at all's Watson integrate actually I use Watson in the latest app that I've developed which I was actually presenting yesterday at the cloud Expo it's called a stem ray and so basically it you can ask it person or organization questions like who is the CEO of IBM and it should be able to answer them and so it does use IBM Watson's api's in this case relationship abstraction and natural language classifier are you using bluemix at all yes absolutely I love what makes it's really easy to use the Watson api's containers and stuff yeah I like it was a developer you feel like the services the richness of the services in bluemix so to satisfy your your general needs and yes what what more would you like to see out of bluemix well mainly out of bluemix nothing that i can think off the top of my head but for watson i really want more sort of api's don't have anything in general in specific that i can think of but more IBM watson api's would be great so you've also done some development for wearables right Apple watch is that right or yes I have developed apps that are actually I have a TGS app it's a number guessing game app for the Apple watch and iPhone on the App Store I also have developed for Mac OS X but I don't have any apps on the App Store for that yet what are you what do you think about the wearables thing is remember when Google glass came out John actually went and got with the first Google glass of your son Alec was wearing it as graduation and but they were sort of you know kind of not they were sort of awkward you know it didn't and people said I don't know you have an apple developer Kate was pretty weak at the time it wasn't coming I thought was a great first version and I love it it's it's sandbox stuff but so what do you what do you think about you know wearables the development environment yeah you encouraged about the future of them do they have a long way to go give us your thoughts on that Tanmay well to begin first of all on the Apple watch I love pretty much the portability of these sorts of devices and there's one more thing but I want sort of like the Apple watch and the Google glass it would be best if there were independent devices instead of connected to your phones they could be sort of like a Mac and an iPhone they can share data with each other but they shouldn't have to depend on each other that's one thing that I'm not too much of a fan of about them so I mean if my inference is that's a form factor related you know you can only do so much on the problem on a watch but do you I mean I know there's a lot going on in Silicon Valley with the future of the way in which we you know communicate I just wonder as a young person right you you've always been had a device like this right you're your disposal but it seems to me that using our thumbs to communicate to these devices is doesn't seem to be the right way asking the AI question yeah so exactly is is the future you know artificial intelligence what do you envision as a as a developer how are we going to communicate with these devices in the future well first of all let me just tell you our computers sort of power is not with natural language it's with math because of our human is better at sort of talking to people like we are right now not at sort of mass or live it would be harder for a human to do math but a computer can do math easier natural language you can't do whatsoever and so first of all in order to program in even asked anime it would take a lot of code and so what I can really think is we the next I don't know how many years it's going to take a long time to get to the sort of really powerful questions answering systems that can answer with a hundred percent accuracy not even hey we could do that so Tama you've been using the internet for outreach and in building a community to teach people than great the next step is you can't be everywhere so you use the internet but what about virtual reality oculus rift have you played with any of this stuff not yet but I plan on soon yes you you enticed by that yes I'm specifically excited about microsoft hololens the virtual Tanmay on the whiteboard you could be everywhere that way all right so what's the coolest language right now for you I mean I see your we heard Swift on stage you did the iOS app water what are some of the cool things well first of all I've developed as Ted may in Python and Java for the backend and HTML for the interface and PHP for the interface and back-end bridge but the most interesting language that I've ever used really is Swift huh first of all second I'd say as a close second is Java because it's portability you create something on Linux and it would almost easily work on Windows and Mac as well Chavez Chavez a good language is good for heavy lifting things yeah how about visualization are you thinking anything about rich media at all and visualization uh I'm I'll get the data you have the Swift absolute the mobile yes visualizing other media techniques with the T with math and with your truth your developer is what are you using for visualization graphics o for graphics well I'm not actually a graphic designer I'm trying to focus all more on the programming side of things but I do develop the user interface for example I actually had another app except to the a few days ago a goal setting app for which I had the same user interface then sort of graphics themselves I don't see usually hardcore fans but use you know the libraries yes 10 May you mentioned the Swift was your favorite language what's so alluring about it from a developer's perspective the syntax is great and it's really powerful which is what I love about Swift so it's easy and and powerful yes exactly so um you from Toronto right um sorry Toronto yeah how we say it right so is there a big developer community there I know there is a growing one but sorry uh well I have I don't really meet with people in person and develop together I'm more of an independent developer right now but I do definitely help people want to one on my youtube channel with really any questions or problems they have if you'd like to see my YouTube channel of course it's called Tim live action I get to answer yes when it's called Tim me back she which is my name yes okay can google it up and you'll find it I teach stuff like computing programming algorithms Watson math and science and so yeah so actually if you like an example a few days ago actually another app called speak for handicap was accepted into the iOS App Store and I developed that with von Clement which is one who is one of my subscribers and so yeah it took us a few months of hard work and we were able to even epic n' speak for handicaps it allows them to essentially speak i'm going to ask you the question so a lot of moment I have four kids to her about your age they are naturally attracted to programming it's fun it's like sports you know it's really fun for them and so that but a lot of them don't know how to way to start you had you were lucky you fell right into it five well you get that a lot of us knows you get a lot of questions on your on your YouTube channel around that you people excited for your next video but for the folks that are now seeing you and want to get in it might be a little scared can you share what you've learned and what advice would you give folks what I recommend is start out slow start doing some stuff in programming don't immediately get into the harder sort of thing start with really simple applications and don't develop when you need to develop you want to essentially programming things randomly for example I learned Swift like pretty much entirely due to the fact that first of all I'm writing a book on it it's for iOS app developers for beginners and also because I would just programming stuff randomly I didn't wait for me to need to programming something or for if I wanted to make an iOS app an order program in something for one day trader prime number checker the mastery number generator stuff like that and so just randomly anything I times it'll create a YouTube video on it to help people you could also use again a YouTube channel as sort of a place to learn programming and so use the internet as resource every developer has to pull those late nights and sometimes you pups to pull an all-nighter have you pulled an all-nighter coding that's not happy about that trouble without stuck he was doing it into the covers but also developers also struggle sometimes on the really hard problem and then the satisfaction of cracking the code or breaking through can you give us an example where you were pulling your hair out you were really focused on the problem you were kind of thrashing through it and you made it through yes actually any I could give you but the one that I remember most is during a Stanley's development at first I was using the multi processing library in Python in order to send multiple queries to relationship extraction at once but then what happened I don't know whether it was a memory management issue or something but after let's say five queries the sixth one will be painfully slow then I tried out the threading library why not and so next after around 10 queries the eleventh one will be painfully slow again I have no idea why then now this was in Python and so what I decided to do was maybe reprogram it for threading in Java and then have Python communicate with Java and so what I did is I learned job I the day because I hadn't ever touched that before because again once you went in programming basics it's really easy to move to another language and slipped in python there actually slipped in general is quite similar to Java except java's a little bit simpler and so yeah I learned drama today the next day I programmed in a simple relationship extraction threading module made a jar out of it and let Python communicate with the jar and so after that the glitch was mostly fixed it was just Python not threading properly or you could never got to the problem I was not able to find out what the problem was but I mean yeah so what kind of machine do you run he's like you driver the car multi-threading you got a lot of processors how many cores what kind of machine do you have on the attack what's your local host mic 27-inch 5k Retina iMac with 64 gigs of RAM and four cores I mean acre yeah four cores than hyper-threaded eight cores until I seven and that's good for you right now yeah you're happy with it yeah how about any external in the cloud any obviously SSD uh I don't actually I do have a wood set of course but then I don't really host anything online yet because I don't have a need for it yet but then what I'm going to make a send me public of course that I'm going to need a quite a powerful server get her to what so the industry needs your help have you thought about rewriting the Linux kernel actually I a few years ago I was I didn't really have anything to do so that's why I started YouTube but before that I actually I was really interested in operating systems i coded my little own with a hello world operating system assembly which could run on I forgot the architecture it runs on but it was quite interesting then again after that my youtube I started to take that more seriously and I didn't really have enough time to do that any projects you're working on now that excite you that you can share with us may be solving the speed of light problem actually mainly right now I've been working on as Tammy but I do have many other applications that I'm working on in an app that could help University students and developers with essentially it's an algorithm lookup if you'd like an algorithm that can help you do path finding for example you just put in path finding as a tag and some other things and then it'll give you a star dice other sort of algorithms and it uses the concept insights service and walks and I've also made a tweak classifier where you can say like let's say there's a hashtag on Twitter where there are two separate sort of things that you could talk about for example to hashtag Swift lang on Twitter at one Swift was open sourced it was there are two different types of people just talk about something general like nothing ever happened or they're talking about open sourcing let's say you wanted to see only news about Swift being open source well then you give Watson some examples of tweets that you like and sweets that you don't like and then eventually it would be able to tell you or give you tweets that you only you like it's a very hydration engine on context yes exactly an easy natural language classifier service so talk about social media I mean here at your age and what you've been through and what you know technically you have a good visit understanding of operating systems coding and all the principles of computer science but as it gets more complicated with social media people are all connected what's your view of the future going to be mean is it if Algrim is gonna solve the problem what do you think about the future how do you think about it 10 years out well first of all the world needs more programmers and I think more sort of algorithms and naturalizers processing are the means were the topics that we're going to focus on later have you ever been a Silicon Valley yes but it's so not not in a developer capacity in sort of visiting it would you like to sort of visit there yeah what does spend time with some of your your colleagues in the heart of development land John's out there your idols Steve Jobs Tim coke Bill Gates how about like I'm a software developer perspective any cult following people you love like some of the early guys coders any names that did pop to mind uh not the optimal might immediate jobs mo are you supposed in the orchestra are you running the orchestra he was a good product guy so if you can invent the product right now on the queue but would it be it would be mostly iron wrong sort of a QA system with almost a hundred percent accuracy that would be best in I state we have a hologram right here we have guests interface with us that would be cool how about that huh you are would you like to come to work for us and develop that we'd love to have you I like congratulate you on being the youngest ever cube alum we have this little community of cube you know alumni and you are the youngest ever so congratulations really fantastic a very impressive you know young man and really very separate you to all and congratulations thank thank you come on the Q things with spending the time this is the cube bringing you all the action here handmade doing some great stuff he's very young very fluent understands thread and understands coding and this is the future in a born in born in code that's that that's the future developers and we hope to see more great software developers come on the market the day to the analytics of course Watson's right there with you along the way things we come on the cube appreciate we right back with more cube coverage here exclusive coverage at IBM interconnect 2016 I'm John for what David love they be right back

Las Vegas expensing the signal from the noise it's the cue interconnect 2016 brought to you by IBM we are here live in Las Vegas for exclusive coverage of IBM interconnect 2016 this is the cube Silicon angles flagship program where we go out to the events and extract the signal annoys I'm John four is my close Dave a lot a and we're excited to have our youngest guest we've ever had on the Cuban our six-year seventh year doing it ten Maybach che who's the star of the show coding since age five welcome to the cube well actually I was five and I started with Foxborough programming a really old computer forgot who manufactured it in general with my dad's help alright so how do you feel with all these old people around you like us you're the next generation so how do you feel about all this these sub celebrity status you're famous on YouTube a lot of people love your videos you've been great teacher yeah I love to help people so it feels great yeah was that what was the how many videos have you posted now I have around 80 videos 88 it's all sort of sort of self-help programming here's how to and and your community is growing I presume is your dad a programmer he does work as a programmer yes uh-huh so is that how you first first got into programming but now sometimes that you can teach my dad for teaching the teachers okay when did you surpass your dad in in the programming really when Iowa my first iOS app t-tables which helps you learn multiplication tables I was accepted into the iOS App Store and so right after that I started using the Internet as a tool to basically learn programming and at that point I just started learning more and more yeah and you like teaching people too so not only do you develop you also teaching folks and you'd like that yes yes all right so when was the last time you push code this morning today a little update for us to admit allows you to ask another question from the result page what's cool about the the current stuff you're seeing here are you playing with Watson at all Watson integrate actually I use Watson in the latest app that I've developed which I was actually presenting yesterday at the cloud Expo it's called a stamina and so basically it you can ask it person or organization questions like who is the CEO of IBM and it should be able to answer them and so it does use IBM Watson's api's in this case relationship extraction and natural language classifier are you using bluemix at all yes I love what makes it's really easy to use the Watson api's containers and so I like it was a developer you feel like the services the richness of the services in bluemix so to satisfy your your general needs and yes what what more would you like to see out of bluemix well mainly out of bluemix nothing that I can think off the top of my head but for Watson I really want more sort of api's don't have anything in general in specific that I can think of more IBM Watson api's would be great so you've also done some development for wearables right Apple watch is that right yes I have developed apps that are actually I have a to guess up it's a number guessing game app for the Apple watch and iPhone on the App Store I also have developed for Mac OS X but I don't have any apps on the App Store for that yet what are you what do you think about the wearables thing is remember when Google glass came out John actually went and got one of the first Google glass your son Alec was wearing at his graduation and but they were sort of you know kind of not they were sort of awkward you know didn't and people said have an Apple Developer Kit was pretty weak at the time there was something coming I thought was a great first version and I loved it it's it's sandbox stuff but so what do you what do you think about you know wearables the development environment yeah you encouraged about the future of them do they have a long way to go give us your thoughts on that Tanmay well we getting first of all on the Apple watch I love pretty much the portability of these sorts of devices and there's one more one thing that I sort of like the Apple watch and the Google glass it would be best if there were independent devices instead of connected to air phones they could be sort of like a Mac and an iPhone they can share data with each other but they shouldn't have to depend on each other that's one thing that I'm not too much of a fan of about them so I mean if my inference is that's a form factor related you know you can only do so much on this but do you I mean I know there's a lot going on in Silicon Valley with the future of the way in which we you know communicate I just wonder as a young person right you you've always been had a device like this right you're your disposal but it seems to me that using our thumbs to communicate to these devices is doesn't seem to be the right way it's asking the AI question yeah so exactly is is the future you know artificial intelligence what do you envision as a as a developer how are we going to communicate with these devices in the future first of all let me just tell you our computers sort of power is not with natural language it's with math because of human is better at sort of talking to people like we're right now not at sort of mass or it would be harder for a human to do math but a computer can do math easier natural language you can't do whatsoever and so first of all in order to program in even a Stanley it would take a lot of code and so what I can really think of is we for the next I don't know how many years it's going to take a long time to get through the sort of really powerful question of answering systems that can answer with a hundred percent accuracy not even here we could do that so Timmy you've been using the internet for outreach and in building a community to teach people then great the next step is you can't be everywhere so you use the internet but what about virtual reality oculus rift have you played with any of this stuff no yet but I plan on soon yes you enticed by that yes specifically excited about microsoft hololens virtual Tanmay you could be everywhere that way all right so what's the coolest language right now for you I mean I see your we heard Swift on stage you did the iOS app order what are some of the cool things as Ted made in Python and Java for the backend and HTML for the interface and PHP for the interface and back-end bridge but the most interesting language that I've ever used really is Swift first of all second I'd say as a close second is Java because it's portability you create something on Linux and it would almost easily work on the Windows and Mac as well this job is a good language for heavy lifting things how about a visualization are you thinking anything about rich media at all and visualization you have the swift absolute the mobile yes visualizing other media techniques with the T with math and with your truth your developers what are you using for visualization graphics for graphics I'm not actually a graphic designer I'm trying to focus more on the programming side of things but I do develop the user interface for example I actually had another app except of the a few days ago a goal setting app for which I had to write inside the user interface the sort of graphics themselves I don't but you know the libraries it's 10 May you mentioned the Swift is your favorite language what's so alluring about it from a developer's perspective this syntax is great and it's really powerful which is what I love about Swift so it's easy and and powerful yes exactly so you from Toronto right I'm sorry Toronto yes we say it right so is there a big developer community there I know there was a growing one but I don't really meet with people in person and develop together I'm more of an independent developer right now but I do definitely help people want to want on my youtube channel with really any questions or problems they have and if you'd like to see my youtube channel of course it's called team live actually get to it sir yes mine it's called Timmy Bakshi which is my name yes okay can google it up and you'll find it I teach stuff like computing programming algorithms Watson math and science and so yeah so actually if you like an example a few days ago actually another app called speak for handicap is accepted into the iOS App Store and I developed that with Vaughn Clement which is one who is one of my subscribers and so yeah it took us a few months of hard work and we were even that up again speak for handicaps it allows them to actually speak I'm gonna ask you the question so a lot of moma I have four kids - or about your age they are naturally attracted to programming it's fun it's like sports you know it's really fun for them and so that but a lot of them don't know how to wait a start you had you were lucky you fell right into it five what you get that a lot of ice knows you get a lot of questions on your on your YouTube channel around that you people excited for your next video but for the folks that are now seeing you and want to get in it might be a little scared can you share what you've learned and what advice would you give what I recommend is start out slow start doing some stuff in programming don't immediately get into the harder sort of thing start with really simple applications and don't develop when you need to develop you want to essentially programming things randomly for example I learned Swift like pretty much entirely due to the fact that first of all I'm writing a book on it it's for iOS app developers for beginners and also because I would just program in stuff randomly I didn't wait for me to need to programming something or for if I wanted to make an iOS app in order program and something it's one thing I trained a prime number checker the mastery number generator stuff like that and so just randomly anything I sometimes you look really YouTube video on it to help people you could also use again any YouTube channel as sort of a place to learn programming and so use resource every developer has to pull those late nights and sometimes you to pup to pull an all-nighter have you pulled an all-nighter code he was doing it into the covers but also developers also struggle sometimes on a really hard problem and then the satisfaction of cracking the code or breaking through can you give us an example where you were pulling your hair out you were really focused on the problem you were kind of thrashing through it and you made it through this actually many I could give you but the one that I remember most is during a Stanley's development at first I was using the multi processing library in Python in order to send multiple queries to relationship extraction at once but then what happened I don't know whether it was a memory management issue or something but after let's say five queries the sixth one would be painfully slow then I tried out the threading library why not and so next after around 10 queries the 11th one will be painfully slow again I have no idea why then now this was a Python and so what I decided to do was maybe reprogram it for threading in Java and then have Python communicate with Java and so what I did is I learned job I the day because I hadn't ever touched that before because again once you wanted programming basics it's really easy to move to another language and flipped and python there actually slipped in general is quite similar to Java except Java a little bit simpler and so yeah I learned drama a day the next day I programmed in a simple release abstraction threading module made a jar out of it and let Python communicate with the jar and so after that the glitch was mostly fixed it was just Python not threading properly or you could never got through the problem I was not able to find out what the problem was but I mean yeah so what kind of machine do you run it's like driving this car multi-threading you got a lot of processes how many cores what kind of machine you have on the advance your local host 27-inch 5k Retina iMac with 64 gigs of ram and 4 cores I mean 8 yeah 4 cores than hyper-threaded 8 cores until I seven and that's good for you right now yeah you're happy with it how about any external in the cloud any obviously SSD I don't actually I do have a wood set of course but then I don't really host anything online yet because I don't have a need for it yet but then what I'm going to make a semi-public of course I'm going to need a quite a powerful server you know her too so the industry needs your help have you thought about rewriting the Linux kernel years ago I was I didn't really have anything to do so that's why I started YouTube but before that I actually I was really interested in the operating systems I coated my little own with a hello world operating system assembly which could run on I forgot the architecture it runs on but it was quite interesting for them again after that my youtube I started to take that more seriously and I didn't really have enough time to do that any projects you're working on now that excite you that you can share with us maybe solving the speed of light problem or actually mainly right now I've been working on a STEMI but I do have many other applications that I'm working on including an app that could help University students and developers with essentially it's an algorithm lookup if you'd like an algorithm that can help you do path finding for example you just put in a path finding as a tag and some other things and then it'll give you a charred I sort of algorithms and it uses the concept insights service and walks and I've also made a tweet classifier where you can say like let's say there's a hashtag on Twitter where there are two separate sort of things that you could talk about for example the hashtag Swift laying on Twitter at one Swift was open sourced it was there are two different types of people just talk about soup in general like nothing ever happened or they're talking about open sourcing let's say you wanted to see only news about Swift being open source well then you give Watson some examples of tweets that you like and sweets that you don't like and then eventually it would be able to tell you or give you tweets that the only way you like variation in Jinan yes exactly and it uses the natural language classifier service so talk about social media I mean here at your age and what you've been through and what you know technically you have a good visit understanding of operating systems coding and all the principles of computer science but as it gets more complicated with social media people are all connected what's your view of the future going to be I mean is it if algorithm's gonna solve the problem what do you think about the future how do you think about it ten years out well first of all the world needs more programmers and I think more sort of algorithms and natural language processing are the means were the topics that we're going to focus on later have you ever been a Silicon Valley not not in a developer capacity just sort of visiting it would you like to sort of visit there spend time with some of your your colleagues in the heart of development John's out there your idols Steve Jobs Tim Cook Bill Gates how about like from a software developer perspective any cult following people you love like the early guys coders any names that did pop to mind jobs he was a good product guy so if you can invent the product right now on the cube what would it be it would be mostly iron wrong sort of a QA system with almost a hundred percent accuracy that would be best in 98 we have a hologram right here we have guests interface with us that would be cool would you like to come to work for us and develop that we'd love to have you I like congratulate you on being the youngest ever cube alum we have this community of cube you know alumni and you are the youngest ever so congratulations fantastic a very impressive you know young man and really very summery quadrants break you to all and congratulations thank thanks come on the cute things are spending the time this is the cute bringing you all the action here ten may doing some great stuff he's very young very fluent understands thread and understands coding and this is the future you know born in born in code that's that that's the future developers and we hope to see more great software developers come on the market the day to the analytics of course Watson is right there with you along the way thanks for coming on the queue preciate we right back with more cube coverage here exclusive coverage at IBM interconnect 2016 I'm John for what Dave a lot they'd be right back