>>Hi, welcome to this cube conversation here in Palo Alto, California. I'm John fur, host of the cube here at our headquarters on the west coast in Palo Alto, California. Got a great news guest here. Matt McGill, Wayne managing director of Madrona venture group is here with me on the big news and drone raising their record 690 million fund and partnering with their innovative founders. Matt, thanks for coming on and, and talking about the news and congratulations on the dry powder. >>Well, Hey, thanks so much, John. Appreciate you having me on the show. >>Well, great news here. Oley validation. We're in a new market. Everyone's talking about the new normal, we're talking about a recession inflation, but yet we've been reporting that this is kind of the first generation that cloud hyperscale economic scale and technical benefits have kind of hit any kind of economic downturn. If you go back to to 2008, our last downturn, the cloud really hasn't hit that tipping point. Now the innovation, as we've been reporting with our startup showcases and looking at the results from the hyperscalers, this funding news is kind of validation that the tech society intersection is working. You guys just get to the news 430 million in the Madrona fund nine and 200. And I think 60 million acceleration fund three, which means you're gonna go stay with your roots with seed early stage and then have some rocket fuel for kind of the accelerated expansion growth side of it. Not like late stage growth, but like scaling growth. This is kind of the news. Is that right? >>That's right. You know, we, we've had a long time strategy over 25 years here in Seattle of being early, early stage. You know, it's like our friends at Amazon like to say is, well, we're there at day one and we wanna help build companies for the long run for over 25 years. We've been doing that in Seattle. And I think one of the things we've realized, I mean, this is, these funds are the largest funds ever raised by a Seattle based venture capital firm and that's notable in and of itself. But we think that's the reason is because Seattle has continued to innovate in areas like consumer internet software cloud, of course, where the cloud capital of the world and increasingly the applications of machine learning. And so with all that combination, we believe there's a ton more companies to be built here in the Pacific Northwest and in Seattle in particular. And then through our acceleration fund where we're investing in companies anywhere in the country, in fact, anywhere in the world, those are the kinds of companies that want to have the Seattle point of view. They don't understand how to work with Amazon and AWS. They don't understand how to work with Microsoft and we have some unique relationships in those places and we think we can help them succeed in doing that. >>You know, it's notable that you guys in particular have been very close with Jeff Bayo Andy Jesse, and the success of ABUS as well as Microsoft. So, you know, Seattle has become cloud city. Everyone kind of knows that from a cloud perspective, obviously Microsoft's roots have been there for a long, long time. You go back, I mean, August capital, early days, funding Microsoft. You remember those days not to date myself, but you know, Microsoft kind of went up there and kind of established it a Amazon there as well. Now you got Google here, you got Facebook in the valley. You guys are now also coming down. This funding comes on the heels of you appointing a new managing director here in Palo Alto. This is now the migration of Madrona coming into the valley. Is that right? Is that what we're seeing? >>Well, I think what we're trying to do is bring the things that we know uniquely from Seattle and the companies here down to Silicon valley. We've got a terrific partner in Karama Hend, Andrew he's somebody that we have worked together with over the years, co-investing in companies. So we knew him really well. It was a bit opportunistic for us, but what we're hearing over and over again is a lot of these companies based in the valley, based in other parts of the country, they don't know really how to best work with the Microsoft and Amazons are understand the services that they offer. And, you know, we have that capability. We have those relationships. We wanna bring that to bear and helping build great companies. >>What is your expectation on the Silicon valley presence here? You can kind of give a hint here kind of a gateway to Seattle, but you got a lot of developers here. We just reported this morning that MEA just open source pie, torch to the Linux foundation again, and Mary material kind of trend we are seeing open source now has become there's no debate anymore has become the software industry. There's no more issue around that. This is real. I >>Think that's right. I mean, you know, once, you know, Satya became CEO, Microsoft, and they started embracing open source, you know, that was gonna be the last big tech holdout. We think open source is very interesting in terms of what it can produce and create in terms of next generation, innovative innovation. It's great to see companies like Facebook like Uber and others that have had a long track record of open source capabilities. But what we're also seeing is you need to build businesses around that, that a lot of enterprises don't wanna buy just the open source and stitch it together themselves. They want somebody to do it with them. And whether that's the way that, you know, companies like MongoDB have built that out over time or that's, you know, or elastic or, you know, companies like opt ML and our portfolio, or even the big cloud, you know, hyperscalers, you know, they are increasingly embracing open source and building finished services, managed services on top of it. So that's a big wave that we've been investing in for a number of years now and are highly confident gonna >>Continue. You know, I've been a big fan of Pacific Northwest for a while. You know, love going up there and talking to the folks at Microsoft and Amazon and AWS, but there's been a big trend in venture capital where a lot of the, the later stage folks, including private equity have come in, you seen tiger global even tiger global alumni, that the Cubs they call them, you know, they're coming down and playing in the early state and the results haven't been that good. You guys have had a track record in your success. Again, a hundred percent of your institutional investors have honed up with you on this two fund strategy of close to 700 million. What's this formula says, why aren't they winning what's is it, they don't have the ecosystem? Is it they're spraying and praying without a lot of discipline? What's the dynamic between the folks like Madrona, the Neas of the world who kind of come in and Sequoia who kind of do it right, right. Come in. And they get it done in the right way. The early stage. I just say the private equity folks, >>You know, I think that early stage venture is a local business. It is a geographically proximate business when you're helping incredible founders, try to really dial in that early founder market fit. This is before you even get to product market fit. And, and so the, the team building that goes on the talking to potential customers, the ITER iterating on business strategy, this is a roll up your sleeves kind of thing. It's not a financial transaction. And so what you're trying to do is have a presence and an understanding, a prepared mind of one of the big themes and the kinds of founders that with, you know, our encouragement and our help can go build lasting companies. Now, when you get to a, a, a later stage, you know, you get to that growth stage. It is generally more of a financial, you know, kind of engineering sort of proposition. And there's some folks that are great at that. What we do is we support these companies all the way through. We reserve enough capital to be with them at the seed stage, the series B stage the, you know, the crossover round before you go public, all of those sorts of things. And we love partnering with some of these other people, but there's a lot of heavy lifting at the early, early stages of a business. And it's, it's not, I think a model that everybody's architected to do >>Well, you know, trust becomes a big factor in all this. You kind of, when you talk about like that, I hear you speaking. It makes me think of like trusted advisor meets money, not so much telling people what to do. You guys have had a good track record and, and being added value, not values from track. And sometimes that values from track is getting in the way of the entrepreneur by, you know, running the certain meetings, driving board meetings and driving the agenda that you see to see that trend where people try too hard and that a force function, the entrepreneur we're living in a world now where everyone's talking to each other, you got, you know, there's no more glass door it's everyone's on Twitter, right? So you can see some move, someone trying to control the supply chain of talent by term sheet, overvaluing them. >>You guys are, have a different strategy. You guys have a network I've noticed that Madrona has attracted them high end talent coming outta Microsoft outta AWS season, season, senior talent. I won't say, you know, senior citizens, but you know, people have done things scaled up businesses, as well as attract young talent. Can you share with our audience that dynamic of the, the seasoned veterans, the systems thinkers, the ones who have been there done that built software, built teams to the new young entrepreneurs coming in, what's the dynamic, like, how do you guys look at at those networks? How do you nurture them? Could you share your, your strategy on how you're gonna pull all this together, going forward? >>You know, we, we think a lot about building the innovation ecosystem, like a phrase around here that you hear a lot is the bigger pie theory. How do we build the bigger pie? If we're focusing on building the bigger pie, there'll be plenty of that pie for Madrona Madrona companies. And in that mindset says, okay, how are we gonna invest in the innovation ecosystem? And then actually to use a term, you know, one of our founders who unfortunately passed away this year, Tom Aber, he had just written a book called flywheel. And I think it embodies this mindset that we have of how do you create that flywheel within a community? And of course, interestingly enough, I think Tom both learned and contributed to that. He was on the board of Amazon for almost 20 years in helping build some of the flywheels at Amazon. >>So that's what we carry forward. And we know that there's a lot of value in experiential learning. And so we've been fortunate to have some folks, you know, that have worked at some of those, you know, kind iconic companies, join us and find that they really love this company building journey. We've also got some terrific younger folks that have, you know, some very fresh perspectives and a lot of, a lot of creativity. And they're bringing that together with our team overall. And you know, what we really are trying to do at the end of the day is find incredible founders who wanna build something lasting, insignificant, and provide our kind of our time, our best ideas, our, our perspective. And of course our capital to help them be >>Successful. I love the ecosystem play. I think that's a human capital game too. I like the way you guys are thinking about that. I do wanna get your reaction, cause I know you're close to Amazon and Microsoft, but mainly Jeff Bezos as well. You mentioned your, your partner who passed away was on the board. A lot of great props on and tributes online. I saw that, I know I didn't know him at all. So I really can't comment, but I did notice that Bezos and, and jazz in particular were complimentary. And recently I just saw Bezos comment on Twitter about the, you know, the Lord of the rings movie. They're putting out the series and he says, you gotta have a team. That's kinda like rebels. I'm paraphrasing, cuz these folks never done a movie like this before. So they're, they're getting good props and reviews in this new world order where entrepreneurs gotta do things different. >>What's the one thing that you think entrepreneurs need to do different to make this next startup journey different and successful because the world is different. There's not a lot of press to relate to Andy Jassey even on stage last week in, in, in LA was kind of, he's not really revealing. He's on his talking points, message, the press aren't out there and big numbers anymore. And you got a lot of different go-to market strategies, omnichannel, social different ways to communicate to customers. Yeah. So product market fit is becomes big. So how do you see this new flywheel emerging for those entrepreneurs have to go out there, roll up their sleeves and make it happen. And what kind of resources do you think they need to be successful? What are you guys advocating? >>Well, you know, what's really interesting about that question is I've heard Jeff say many times that when people ask him, what's gotta be different. He, he reminds them to think about what's not gonna change. And he usually starts to then talk about things like price, convenience, and selection. Customer's never gonna want a higher price, less convenience, smaller selection. And so when you build on some of those principles of, what's not gonna change, it's easier for you to understand what could be changing as it relates to the differences. One of the biggest differences, I don't think any of us have fully figured out yet is what does it mean to be productive in a hybrid work mode? We happen to believe that it's still gonna have a kernel of people that are geographically close, that are part of the founding and building in the early stages of a company. >>And, and it's an and equation that they're going to also have people that are distributed around the country, perhaps around the world that are some of the best talent that they attract to their team. The other thing that I think coming back to what remains the same is being hyper focused on a certain customer and a certain problem that you're passionate about solving. And that's really what we look for when we look for this founder market fit. And it can be a lot of different things from the next generation water bottle to a better way to handle deep learning models and get 'em deployed in the cloud. If you've got that passion and you've got some inkling of the skill of how to build a better solution, that's never gonna go away. That's gonna be enduring, but exactly how you do that as a team in a hybrid world, I think that's gonna be different. >>Yeah. One thing that's not changing is that your investor, makeup's not changing a hundred percent of your existing institutional investors have signed back on with you guys and your oversubscribed, lot of demand. What is your flywheel success formula? Why is Tron is so successful? Can you share some feedback from your investors? What are they saying? Why are they re-upping share some inside baseball or anecdotal praise? >>Well, I think it's very kind to you to frame it that way. I mean, you know, it does for investors come back to performance. You know, these are university endowments and foundations that have a responsibility to, to generate great returns. And we understand that and we're very aligned with that. I think to be specific in the last couple years, they appreciated that we were also not holding onto our, our stocks forever, that we actually made some thoughtful decisions to sell some shares of companies like Smartsheet and snowflake and accolade in others, and actually distribute capital back to them when things were looking really, really good. But I think the thing, other thing that's very important here is that we've created a flywheel with our core strategy being Seattle based and then going out from there to try to find the best founders, build great companies with them, roll up our sleeves in a productive way and help them for the long term, which now leads to multiple generations of people, you know, at those companies. And beyond that we wanna be, you know, partner with and back again. And so you create this flywheel by having success with people in doing it in a respectful. And as you said earlier, a trusted way, >>What's the message for the Silicon valley crowd, obviously bay area, Silicon valley, Palo Alto office, and the center of it. Obviously you got them hybrid workforce hybrid venture model developing what's the goals. What's the message for Silicon valley? >>Well, our message for folks in Silicon valley is the same. It's always been, we we're excited to partner with them largely up here again, cause this is still our home base, but there'll be a, you know, select number of opportunities where we'll get a chance to partner together down in Silicon valley. And we think we bring something different with that deep understanding of cloud computing, that deep understanding of applied machine learning. And of course, some of our unique relationships up here that can be additive to what the they've already done. And some of them are just great partners and have built, you know, help build some really incredible companies over >>The years. Matt, I really appreciate you taking the time for this interview, given them big news. I guess the question on everyone's mind, certainly the entrepreneur's mind is how do I get some of that cash you have and put it into work for my opportunity. One what's the investment thesis can take a minute to put the plug in for the firm. What are you looking to invest in? What's the thesis? What kind of entrepreneurs you're looking for? I know fund one is seed fund nine is seed to, to a and B and the second one is beyond B and beyond for growth. What's the pitch. What's the pitch. >>Yeah. Well you can, you can think of us as you know, any stage from pre-seed to series seed. You know, we'll make a new investment in companies in all of those stages. You know, I think that, you know, the, the core pitch, you know, to us is, you know, your passion for the, for the problem that you're trying to, trying to get solved. And we're of course, very excited about that. And you know, at, at, at the end of the day, you know, if you want somebody that has a distinct point of view on the market that is based up here and can roll up their sleeves and work alongside you. We're, we're, we're the ones that are more than happy to do that. Proven track record of doing that for 25 plus years. And there's so much innovation ahead. There's so many opportunities to disrupt to pioneer, and we're excited to be a part of working with great founders to do that. >>Well, great stuff. We'll see you ATS reinvent coming up shortly and your annual get together. You always have your crew down there and, and team engaging with some of the cloud players as well. And looking forward to seeing how the Palo Alto team expands out. And Matt, thanks for coming on the cube. Appreciate your time. >>Thanks very much, John. Appreciate you having me look forward to seeing you at reinvent. >>Okay. Matt, Matt here with Madrona venture group, he's the partner managing partner Madrona group raises 690 million to fund nine and, and, and again, and big funds for accelerated growth fund. Three lot of dry powder. Again, entrepreneurship in technology is scaling. It's not going down. It's continuing to accelerate into this next generation super cloud multi-cloud hybrid cloud world steady state. This is the cubes coverage. I'm John for Silicon angle and host of the cube. Thanks for watching.

>>Good afternoon, everyone. And welcome back to the VMware Explorer. 2022 live from San Francisco. Lisa Martin, here with Dave. Valante good to be sitting next to you, sir. >>Yeah. Yeah. The big set >>And we're very excited to be welcoming buck. One of our esteemed alumni Sanja poin joins us, the CEO and president of cohesive. Nice to see >>You. Thank you, Lisa. Thank you, Dave. It's great to meet with you all the time and the new sort of setting here, but first >>Time, first time we've been in west, is that right? We've been in north. We've been in south. We've been in Las Vegas, right. But west, >>I mean, it's also good to be back with live shows with absolutely, you know, after sort of the two or three or hiatus. And it was a hard time for the whole world, but I'm kind of driving a little bit of adrenaline just being here with people. So >>You've also got some adrenaline, sorry, Dave. Yeah, you're good because you are new in the role at cohesive. You wrote a great blog that you are identified. The four reasons I came to cohesive. Tell the audience, just give 'em a little bit of a teaser about that. >>Yeah, I think you should all read it. You can Google and, and Google find that article. I talked about the people Mohi is a fantastic founder. You know, he was the, you know, the architect of the Google file system. And you know, one of the senior Google executives was on my board. Bill Corrin said one of the smartest engineers. He was the true father of hyperconverge infrastructure. A lot of the code of Nutanix. He wrote, I consider him really the father of that technology, which brought computer storage. And when he took that same idea of bringing compute to secondary storage, which is really what made the scale out architect unique. And we were at your super cloud event talking about that, Dave. Yeah. Right. So it's a people I really got to respect his smarts, his integrity and the genius, what he is done. I think the customer base, I called a couple of customers. One of them, a fortune 100 customer. I, I can't tell you who it was, but a very important customer. I've known him. He said, I haven't seen tech like this since VMware, 20 years ago, Amazon 10 years ago and now Ko. So that's special league. We're winning very much in the enterprise and that type of segment, the partners, you know, we have HPE, Cisco as investors. Amazon's an investors. So, you know, and then finally the opportunity, I think this whole area of data management and data security now with threats, like ransomware big opportunity. >>Okay. So when you were number two at VMware, you would come on and say, we'd love all our partners and of course, okay. So you know, a little bit about how to work with, with VMware. So, so when you now think about the partnership between cohesive and VMware, what are the things that you're gonna stress to your constituents on the VMware side to convince them that Hey, partnering with cohesive is gonna gonna drive more value for customers, you know, put your thumb on the scale a little bit. You know, you gotta, you gotta unfair advantage somewhat, but you should use it. So what's the narrative gonna be like? >>Yeah, I think listen with VMware and Amazon, that probably their top two partners, Dave, you know, like one of the first calls I made was to Raghu and he knew about this decision before. That's the level of trust I have in him. I even called Michael Dell, you know, before I made the decision, there's a little bit of overlap with Dell, but it's really small compared to the overlap, the potential with Dell hardware that we could compliment. And then I called four CEOs. I was, as I was making this decision, Andy Jassey at Amazon, he was formerly AWS CEO sat Nadela at Microsoft Thomas cor at Google and Arvin Christian, IBM to say, I'm thinking about this making decision. They are many of the mentors and friends to me. So I believe in an ecosystem. And you know, even Chuck Robbins, who the CEO of Cisco is an investor, I texted him and said, Hey, finally, we can be friends. >>It was harder to us to be friends with Cisco, given the overlap of NSX. So I have a big tent towards everybody in our ecosystem with VMware. I think the simple answer is there's no overlap okay. With, with the kind of the primary storage capabilities with VSAN. And by the same thing with Nutanix, we will be friends and, and extend that to be the best data protection solution. But given also what we could do with security, I think this is gonna go a lot further. And then it's all about meet the field. We have common partners. I think, you know, sort of the narrative I talked about in that blog is just like snowflake was replacing Terada and ServiceNow replace remedy and CrowdStrike, replacing Symantec, we're replacing legacy vendors. We are viewed as the modern solution cloud optimized for private and public cloud. We can help you and make VMware and vs a and VCF very relevant to that part of the data management and data security continuum, which I think could end VMware. And by the way, the same thing into the public cloud. So most of the places where we're being successful is clearly withs, but increasingly there's this discussion also about playing into the cloud. So I think both with VMware and Amazon, and of course the other partners in the hyperscaler service, storage, networking place and security, we have some big plans. >>How, how much do you see this? How do you see this multi-cloud narrative that we're hearing here from, from VMware evolving? How much of an opportunity is it? How are customers, you know, we heard about cloud chaos yesterday at the keynote, are customers, do they, do they admit that there's cloud chaos? Some probably do some probably don't how much of an opportunity is that for cohesive, >>It's tremendous opportunity. And I think that's why you need a Switzerland type player in this space to be successful. And you know, and you can't explicitly rule out the fact that the big guys get into this space, but I think it's, if you're gonna back up office 365 or what they call now, Microsoft 365 into AWS or Google workspace into Azure or Salesforce into one of those clouds, you need a Switzerland player. It's gonna be hard. And in many cases, if you're gonna back up data or you protect that data into AWS banks need a second copy of that either on premise or Azure. So it's very hard, even if they have their own native data protection for them to be dual cloud. So I think a multi-cloud story and the fact that there's at least three big vendors of cloud in, in the us, you know, one in China, if include Alibaba creates a Switzerland opportunity for us, that could be fairly big. >>And I think, you know, what we have to do is make sure while we'll be optimized, our preferred cloud is AWS. Our control plane runs there. We can't take an all in AWS stack with the control plane and the data planes at AWS to Walmart. So what I've explained to both Microsoft and AWS is that data plane will need to be multi-cloud. So I can go to an, a Walmart and say, I can back up your data into Azure if you choose to, but the control plane's still gonna be an AWS, same thing with Google. Maybe they have another account. That's very Google centric. So that's how we're gonna believe the, the control plane will be in AWS. We'll optimize it there, but the data plane will be multicloud. >>Yeah. And that's what Mo had explained at Supercloud. You know, and I talked to him, he really helped me hone in on the deployment models. Yes. Where, where, where the cohesive deployment model is instantiating that technology stack into each cloud region and each cloud, which gives you latency advantages and other advantages >>And single code based same platform. >>And then bringing it, tying it together with a unified, you know, interface. That was he, he was, he was key. In fact, I, I wrote about it recently and, and gave him and the other 29 >>Quite a bit in that session, he went deep with you. I >>Mean, with Mohi, when you get a guy who developed a Google file system, you know, who can technically say, okay, this is technically correct or no, Dave, your way off be. So I that's why I had to >>Go. I, I thought you did a great job in that interview because you probed him pretty deep. And I'm glad we could do that together with him next time. Well, maybe do that together here too, but it was really helpful. He's the, he's the, he's the key reason I'm here. >>So you say data management is ripe for disrupt disruption. Talk about that. You talked about this Switzerland effect. That sounds to me like a massive differentiator for cohesive. Why is data management right for disruption and why is cohesive the right partner to do it? >>Yeah, I think, listen, everyone in this sort of data protection backup from years ago have been saying the S Switzerland argument 18 years ago, I was a at Veras an executive there. We used the Switzerland argument, but what's changed is the cloud. And what's changed as a threat vector in security. That's, what's changed. And in that the proposition of a, a Switzerland player has just become more magnified because you didn't have a sales force or Workday service now then, but now you do, you didn't have multi-cloud. You had hardware vendors, you know, Dell, HPE sun at the time. IBM, it's now Lenovo. So that heterogeneity of, of on-premise service, storage, networking, HyperCloud, and, and the apps world has gotten more and more diverse. And I think you really need scale out architectures. Every one of the legacy players were not built with scale out architectures. >>If you take that fundamental notion of bringing compute to storage, you could almost paralyze. Imagine you could paralyze backup recovery and bring so much scale and speed that, and that's what Mo invented. So he took that idea of how he had invented and built Nutanix and applied that to secondary storage. So now everything gets faster and cheaper at scale. And that's a disruptive technology ally. What snowflake did to ator? I mean, the advantage of snowflake is when you took that same concept data, warehousing is not a new concept it's existed from since Ralph Kimball and bill Inman and the people who are fathers of data warehousing, they took that to Webscale. And in that came a disruptive force toter data, right on snowflake. And then of course now data bricks and big query, similar things. So we're doing the same thing. We just have to showcase the customers, which we do. And when large customers see that they're replacing the legacy solutions, I have a lot of respect for legacy solutions, but at some point in time of a solution was invented in 1995 or 2000, 2005. It's right. For change. >>So you use snowflake as an example, Frank SL doesn't like when I say playbook, cuz I says, Dave, I'm a situational CEO, no playbook, but there are patterns here. And one of the things he did is to your point go after, you know, Terra data with a better data warehouse, simplify scale, et cetera. And now he's, he's a constructing a Tam expansion strategy, same way he did at ServiceNow. And I see you guys following a similar pattern. Okay. You get your foot in the door. Let's face it. I mean, a lot of this started with, you know, just straight back. Okay, great. Now it's extending into data management now extending to multi-cloud that's like concentric circles in a Tam expansion strategy. How, how do you, as, as a CEO, that's part of your job is Tam expansion. >>So yeah, I think the way to think about the Tam is, I mean, people say it's 20, 30 billion, but let me tell you how you can piece it apart in size, Dave and Lisa number one, I estimate there's probably about 10 to 20 exabytes of data managed by these legacy players of on-prem stores that they back up to. Okay. So you add them all up in the market shares that they respectively are. And by the way, at the peak, the biggest of these companies got to 2 billion and then shrunk. That was Verto when I was there in 2004, 2 billion, every one of them is small and they stopped growing. You look at the IDC charts. Many of them are shrinking. We are the fastest growing in the last two years, but I estimate there's about 20 exabytes of data that collectively among the legacy players, that's either gonna stay on prem or move to the cloud. Okay. So the opportunity as they replace one of those legacy tools with us is first off to manage that 20 X by cheaper, faster with the Webscale glass offer the cloud guys, we could tip that into the cloud. Okay. >>But you can't stop there. >>Okay. No, we are not doing just backup recovery. We have a platform that can do files. We can do test dev analytics and now security. Okay. That data is potentially at a risk, not so much in the past, but for ransomware, right? How do we classify that? How do we govern that data? How do we run potential? You know, the same way you did antivirus some kind of XDR algorithms on the data to potentially not just catch the recovery process, which is after fact, but maybe the predictive act of before to know, Hey, there's somebody loitering around this data. So if I'm basically managing in the exabytes of data and I can proactively tell you what, this is, one CIO described this very simply to me a few weeks ago that I, and she said, I have 3000 applications, okay. I wanna be prepared for a black Swan event, except it's not a nine 11 planes getting the, the buildings. >>It is an extortion event. And I want to know when that happens, which of my 3000 apps I recover within one hour within one day within one week, no later than one month. Okay. And I don't wanna pay the bad guys at penny. That's what we do. So that's security discussions. We didn't have that discussion in 2004 when I was at another company, because we were talking about flood floods and earthquakes as a disaster recovery. Now you have a lot more security opportunity to be able to describe that. And that's a boardroom discussion. She needs to have that >>Digital risk. O O okay, go ahead please. I >>Was just gonna say, ransomware attack happens every what? One, every 11, 9, 11 seconds. >>And the dollar amount are going up, you know, dollar are going up. Yep. >>And, and when you pay the ransom, you don't always get your data back. So you that's not. >>And listen, there's always an ethical component. Should you do it or not do it? If you, if you don't do it and you're threatened, they may have left an Easter egg there. Listen, I, I feel very fortunate that I've been doing a lot in security, right? I mean, I built the business at, at, at VMware. We got it to over a billion I'm on the board of sneak. I've been doing security and then at SAP ran. So I know a lot about security. So what we do in security and the ecosystem that supports us in security, we will have a very carefully crafted stay tuned. Next three weeks months, you'll see us really rolling out a very kind of disciplined aspect, but we're not gonna pivot this company and become a cyber security company. Some others in our space have done that. I think that's not who we are. We are a data management and a data security company. We're not just a pure security company. We're doing both. And we do it well, intelligently, thoughtfully security is gonna be built into our platform, not voted on. Okay. And there'll be certain security things that we do organically. There's gonna be a lot that we do through partnerships, this >>Security market that's coming to you. You don't have to go claim that you're now a security vendor, right? The market very naturally saying, wow, a comprehensive security strategy has to incorporate a data protection strategy and a recovery, you know, and the things that we've talking about Mount ransomware, I want to ask you, you I've been around a long time, longer than you actually Sanjay. So, but you you've, you've seen a lot. You look, >>Thank you. That's all good. Oh, >>Shucks. So the market, I've never seen a market like this, right? I okay. After the.com crash, we said, and I know you can't talk about IPO. That's not what I'm talking about, but everything was bad after that. Right. 2008, 2000, everything was bad. I've never seen a market. That's half full, half empty, you know, snowflake beats and raises the stock, goes through the roof. Dev if it, if the area announced today, Mongo, DB, beat and Ray, that things getting crushed and, and after market never seen anything like this. It's so fed, driven and, and hard to protect. And, and of course, I know it's a marathon, you know, it's not a sprint, but have you ever seen anything like this? >>Listen, I walk worked through 18 quarters as COO of VMware. You've seen where I've seen public quarters there and you know, was very fortunate. Thanks to the team. I don't think I missed my numbers in 18 quarters except maybe once close. But we, it was, it's tough. Being a public company of the company is tough. I did that also at SAP. So the journey from 10 to 20 billion at SAP, the journey from six to 12 at VMware, that I was able to be fortunate. It's humbling because you, you really, you know, we used to have this, we do the earnings call and then we kind of ask ourselves, what, what do you think the stock price was gonna be a day and a half later? And we'd all take bets as to where this, I think you just basically, as a, as a sea level executive, you try to build a culture of beaten, raise, beaten, raise, beaten, raise, and you wanna set expectations in a way that you're not setting them up for failure. >>And you know, it's you, there's, Dave's a wonderful CEO as is Frank Salman. So it's hard for me to dissect. And sometimes the market are fickle on some small piece of it. But I think also the, when I, I encourage people say, take the long term view. When you take the long term view, you're not bothered about the ups and downs. If you're building a great company over the length of time, now it will be very clear over the arc of many, many quarters that you're business is trouble. If you're starting to see a decay in growth. And like, for example, when you start to see a growth, start to decay significantly by five, 10 percentage points, okay, there's something macro going on at this company. And that's what you won't avoid. But these, you know, ups and downs, my view is like, if you've got both Mongo D and snowflake are fantastic companies, they're CEOs of people I respect. They've actually kind of an, a, you know, advisor to us as a company, you knows moat very well. So we respect him, respect Frank, and you, there have been other quarters where Frank's, you know, the Snowflake's had a down result after that. So you build a long term and they are on the right side of history, snowflake, and both of them in terms of being a modern cloud relevant in the case of MongoDB, open source, two data technology, that's, you know, winning, I, I, we would like to be like them one day >>As, as the new CEO of cohesive, what are you most ask? What are you most anxious about and what are you most excited about? >>I think, listen, you know, you know, everything starts with the employee. You, I always believe I wrote my first memo to all employees. There was an article in Harvard business review called service profit chains that had a seminal impact on my leadership, which is when they studied companies who had been consistently profitable over a long period of time. They found that not just did those companies serve their customers well, but behind happy engaged customers were happy, engaged employees. So I always believe you start with the employee and you ensure that they're engaged, not just recruiting new employees. You know, I put on a tweet today, we're hiring reps and engineers. That's okay. But retaining. So I wanna start with ensuring that everybody, sometimes we have to make some unfortunate decisions with employees. We've, we've got a part company with, but if we can keep the best and brightest retained first, then of course, you know, recruiting machine, I'm trying to recruit the best and brightest to this company, people all over the place. >>I want to get them here. It's been, so I mean, heartwarming to come Tom world and just see people from all walks, kind of giving me hugs. I feel incredibly blessed. And then, you know, after employees, it's customers and partners, I feel like the tech is in really good hands. I don't have to worry about that. Cuz Mo it's in charge. He's got this thing. I can go to bed knowing that he's gonna keep innovating the future. Maybe in some of the companies I've worried about the tech innovation piece, but most doing a great job there. I can kind of leave that in his cap of hands, but employees, customers, partners, that's kind of what I'm focused on. None of them are for me, like a keep up at night, but there are are opportunities, right? And sometimes there's somebody you're trying to salvage to make sure or somebody you're trying to convince to join. >>But you know, customers, I love pursuing customers. I love the win. I hate to lose. So fortune 1000 global, 2000 companies, small companies, big companies, I wanna win every one of them. And it's not, it's not like, I mean, I know all these CEOs in my competitors. I texted him the day I joined and said, listen, I'll compete, honorably, whatever have you, but it's like Kobe and LeBron Kobe's passed away now. So maybe it's Steph Curry. LeBron, whoever your favorite athlete is you put your best on the court and you win. And that's how I am. That's nothing I've known no other gear than to put my best on the court and win, but do it honorably. It should not be the one that you're doing it. Unethically. You're doing it personally. You're not calling people's names. You're competing honorably. And when you win the team celebrates, it's not a victory for me. It's a victory for the team. >>I always think I'm glad that you brought up the employee experience and we're almost out of time, but I always think the employee experience and the customer experience are inextricably linked. This employees have to be empowered. They have to have the data that they need to do their job so that they can deliver to the customer. You can't do one without the other. >>That's so true. I mean, I, it's my belief. And I've talked also on this show and others about servant leadership. You know, one of my favorite poems is Brenda Naor. I went to bed in life. I dreamt that life was joy. I woke up and realized life was service. I acted in service was joy. So when you have a leadership model, which is it's about, I mean, there's lots of layers between me and the individual contributor, but I really care about that sales rep and the engineer. That's the leaf level of the organization. What can I get obstacle outta their way? I love skipping levels of going right. That sales rep let's go and crack this deal. You know? So you have that mindset. Yeah. I mean, you, you empower, you invert the pyramid and you realize the power is at the leaf level of an organization. >>So that's what I'm trying to do. It's a little easier to do it with 2000 people than I dunno, either 20, 20, 2000 people or 35,000 reported me at VMware. And I mean a similar number at SAP, which was even bigger, but you can shape this. Now we are, we're not a startup anymore. We're a midsize company. We'll see. Maybe along the way, there's an IP on the path. We'll wait for that. When it comes, it's a milestone. It's not the destination. So we do that and we are, we, I told people we are gonna build this green company. Cohesive is gonna be a great company like VMware one day, like Amazon. And there's always a day of early beginnings, but we have to work harder. This is kind of like the, you know, eight year old version of your kid, as opposed to the 18 year old version of the kid. And you gotta work a little harder. So I love it. Yeah. >>Good luck. Awesome. Thank you. Best of luck. Congratulations. On the role, it sounds like there's a tremendous amount of adrenaline, a momentum carrying you forward Sanjay. We always appreciate having you. Thank >>You for having in your show. >>Thank you. Our pleasure, Lisa. Thank you for Sanja poin and Dave ante. I'm Lisa Martin. You're watching the cube live from VMware Explorer, 2022, stick around our next guest. Join us momentarily.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering AWS Reinvent 2017, presented by AWS, intel, and our ecosystem of partners. >> Welcome back to theCUBE's continuing coverage of AWS Reinvent 2017. This is day two for us. Incredible day one. We had great buzz on day two. Great announcements coming out from AWS today. I'm Lisa Martin with my cohost Keith Townsend, and we're excited to be joined by CUBE alumni, Aaron Kalb, the head of product and a founder of Alation. Welcome back to the show. >> Thanks so much for having me. I'm excited to be here. >> So speaking of excitement, you can hear the buzz behind us. Interesting about Alation, the first data catalog designed for human collaboration. What gap did Alation see in the market five years ago when you started? >> That's a great question, Lisa. So, yeah, we're the first data catalog, period, and we're excited to see a lot of other people kind of using that label, I believe it validates this as a space, and I think that everybody needs, and I think our approach, as you said, was to really to approach it from the human side, to say the data might be generated by machines or stored on machines, but it's not meant to ultimately be consumed by machines. Even if there's algorithms that's pulling it in, it's to ultimately serve human interests. So the goal was to design from the human back and really think, what does this data mean? Can I trust it? Is it gonna drive the processes correctly? >> So Aaron, I have seen that term quite a bit, and data catalog, for me, means one specific thing. Can you kind of wrap that up for us? >> What is a data catalog? >> That's a really great question, Keith, and I think what's interesting is we took a lot of inspiration in the early days actually from Amazon.com, right? So Amazon is an amazing modern product catalog. You can go in, type in English and see a variety of products that match that keyword. And for each one you can see whose bought it before, how many stars did they give it? Is it good? So it helps you find, understand, and trust, and get the right product for your need. We want to do that same thing for data. How do you found a trustworthy data asset, understand what it is, and put it to use? So that's exactly the goal. >> So, a simple problem is I've worked with a ton of researchers in the Big Pharma industry, data across the world basically. And a lot of data sets, repetitive. A team in Germany is working with one set of data, team in New Jersey working with another one, how does your solution help those researchers find the data that they're looking for? >> Exactly right. So the problem is many different data sets, many different things claiming to be true. Some of them are just plain wrong. Sometimes the answer might be one thing in Germany but something else elsewhere, and they're both valid. And so you've hit the nail on the head. The way people use data contains a lot of hints about the way you should use data. So just like Amazon, again, because we're here. And it'll say, oh, customers who bought what you're about to buy also bought this, and that can help you discover something useful. We try to expose we call behavior IO. Let the past behavior of the most knowledgeable people in the organization drive the future behavior. That's a big part of what we do. So one of the things I was reading about you guys on your website and some editorials is, a lot of data lakes fail. Why is that? How is Alation different? >> That's a great question. So I think what's interesting about a data lake is it's kind of like having a huge basement, right? And it can make you adopt a hoarder mentality, you say, oh it's so cheap to store everything, we'll just store it, and then when we need it we'll figure it out then. Well, the truth is, it's not always how it goes. Often you store so many things, it's cheap to store it, but when that actual human who has an actual analytical question they want to answer or an actual business process they want to improve, goes looking for the data, all they see are all these unlabeled boxes. Right? So I think the key is to think about how do you make information searchable, discoverable, understandable, trustworthy? And what's great is a lot of people are migrating from their on-premise data lakes to the Clouds, and obviously (mumbles) a big leader in where that's going. It gives you an opportunity to ask, just like when you move houses to say, let me look at what I've got, and can I adopt an approach? You know, what do I actually need? You might keep it all, but what's gonna be in the top shelf? What's gonna be in the basement? And how do you make everything accessible? >> So Aaron, can you talk a little bit about today's announcements? A lot of machine learning, analytics announcements from AWS. However, I don't know what I already have. So how can I make use of that data? Can you help talk about how Alation helps to leverage some of these new tools from AWS? >> Absolutely. So, we've had a bunch of customers on AWS Stack already, and increasingly so. Fundamentally our customers are people who do analysis. A lot of them are using S3, Redshift, the like. And people are hosting on the Cloud increasingly. And it's exactly the problem you described. It's I know I have it somewhere, but I can't get my head around what I already have. What region is it in? >> Aaron: Exactly. >> Is it in a region, is it in my data center, where is it? >> Exactly. so whether that data is in Redshift, in S3, or somewhere else. Maybe it's, you know, in a Postgres or SQL Server or Oracle Server. (mumbles) hosted one. Whatever it is, we crawl and index everything you have, just the way Google crawls and indexes everything out on the web, and we make it searchable, and we put information about who's used it and how good it is front and center, just the way you can say, oh this is a five-star clock on Amazon, I'm gonna go click buy it now. >> So one challenge with data lakes is security around that data. So data catalog, I get meta data around the data that I have, but some of that data is sensitive. How do you guys handle security around the data catalog itself? >> Absolutely. So we respect all the security and privacy settings that exist that are on the data itself, and we just sort of surface those in the catalog. Some of our customers say, look, we want to let people know what exists so they can ask for permission. Others say, even having awareness of this data is too much for us. And you mentioned, Pharma, that'll vary by industry. >> Where do you guys get involved in the customer conversation? You said many customers of yours are already using AWS for different things, but where does Alation come into the conversation? Are you brought in by AWS? Are you brought in by customers? Where are they on this journey towards leveraging the Cloud for the things that they need, agility, the speed, and the cost reduction? >> Absolutely. So our promise is we help you find, understand, and trust your data wherever it lives and whoever you are, democratizing it. So customers choose the right infrastructure for their needs, given cost, given performance. Obviously Amazon is increasingly a part of that. But that's a choice they make, and we resolve to handle that wherever it is. And as of customers, our customers are so smart, we learn so much from them. We're meeting a bunch of CIOs, both the prospects and also talking some current customers like Expedia today here at AWS lunch with our investor Costanoa and another at dinner tonight. And folks like Chegg and Invoice2go who've been longstanding AWS customers using S3, using Redshift, and actually in Chegg's case, they have a lot of homegrown tooling that they developed on the backend, but they said Alation is the best place to surface that and have it be the central portal for business users and analysts who might not be able to otherwise access things that are just available via (mumbles) >> So how are you, Alation, and AWS helping a customer like Chegg extract ROI quickly? >> Yeah, it's a great question, so, AWS is really great for cost containment. You have all this data and all this processing, but you have peaks and you have troughs, and how do you make sure you're not overpaying (mumbles) so it's great for helping with storage and computation. And Alation helps with the human side, how do you get that upside by saying you have this data, that could effect the way you stock your shelves, the way you price your products or who you hire, what markets you go into. And that requires that last step. If you have the data but it isn't in the right hands at the right time or it's interpreted incorrectly, it has no value. So the two of them together (mumbles) end-to-end solution. >> So Aaron, with GDPR coming up quick, the enforcement of that coming up May 2018, customers have to be concerned about having data they shouldn't have. Does Alation help identify some of that data? >> Absolutely. So data catalog is fundamentally an inventory of everything you have, plus information about how it has been and could be consumed. We very much focus on the upside, potential of using that to drive better business choices and better analysis. But we have customers actually saying, oh, we can use that same information about what we have, who's using it, what's in it, to instead make sure that it's used compliantly with a regulation like GDPR to make sure that you aren't holding onto health records longer than you should or PII. And it's absolutely a very big use case for many of our customers. >> So data is touched by a lot of people in an organization. AWS has done a great job of really developing a lot of synergy with the developer community for a long time now. But we're also seeing some trends suggesting they're going up the stack. They want to get more enterprises, enterprises are at the precipice, as Andy Jassey said, of this mass migration to the Cloud. You mentioned, all of your work with AWS and the CIO events that you're having here. Where are you guys in a conversation with customers? Are you more now having to get to that C-suite as now their business are absolutely predicated upon the best use of data to identify ways to monetize new revenue streams. How influential is that C-level in this conversation. >> It's a great question. So I think what is interesting is, all companies, we sort of commoditized a basic business school, consultant, best practice knowledge. Everyone is kind of already doing that. To get to the next level our customers are recently telling us it is only by finding key insights in data that they're gonna beat out the competition and stay relevant. I mean, look what Amazon and Netflix have done to the industries that, they weren't as data driven, and have that kind of agility around data. So everybody wants to do the same thing. So CIOs, CDOs, chief data officers, we're seeing them crop up more and more and being more and more empowered in the organization. Because it's seen as central to hitting revenue targets and making an impact, which is what customers want to do. And I mentioned CISOs as well with the question that you asked, Keith, about security. >> The CISOs, the chief information security officers. >> Aaron: Yeah, absolutely. Yeah, absolutely, so I think usually often a CISO will report into a CIO, often you see it as adjacent to them, there's somebody who needs to have the confidence, as they do, in Alation's process of mirroring what's in the data source, not introducing security holes. Potentially even taking a step forward and saying, as I implement GDPR and other policies, how do I use a comprehensive automated inventory like Alations to make sure that process isn't just started but actually finished and avoid the fines and the adverse events. We absolutely see across the C-suite a lot of interest. >> So let's go one step below the CIO, and I think the CIO understands this. This data is the new oil. Very, very straightforward. But now you're getting into the enterprise architect, the VP of infrastructure, and they have to implement these technologies. What have been some of the rewards and challenges with those conversations? >> That's a great question. Right, so here at AWS Reinvent we have a very technical audience, very infrastructure minded. Those are folks that we love to engage with, but our primary audience is the business. >> Keith: Right. >> Right. And so I think what's interesting is, the problem we solve for the more infrastructure-minded executives is how do I deal with these business users? How do I turn this relationship that feels adversarial, where they're putting strain on my system, they're upset about cost overruns, we don't speak the same language with the same values. Alation can be a great bridge. Because we do all of this automated extraction and tying to the sources where they are, and kind of meet the industry people where they live, but then can communicate the value in a clean interface that demonstrates real business ROI to the business. So we can kid of be an ambassador between those sides of the customer. >> I love that, being an ambassador. Aaron, your passion for Alation, what you do, your engagement with customers is palpable. So we thank you for joining us on theCUBE, and wish you guys the best of luck with what you're doing here at AWS Reinvent. >> Lisa, thank you so much for having me. >> Lisa: Awesome. >> Keith: Great job, Aaron. >> Thank you for watching. We are live at AWS Reinvent 2017 with 42,000 other people. I'm Lisa Martin, for my cohost Keith Townsend and Aaron Kalb, stick around. We'll be right back.

>> Announcer: Live from Manhattan It's theCUBE! Covering AWS Summit New York City 2017. Brought to you by Amazon Web Services. >> And welcome back here to New York. We're at the Javits Center here in midtown Manhattan for AWS Summit 2017. Along with Stu Miniman, I'm John Walls. Glad to have you here on theCUBE we continue our coverage here from New York City. Well, if you're making that move to the cloud these days, you're thinking about privacy, you're thinking about security, you're thinking about compliance. Big questions, and maybe some big problems that Bill Shin can answer for you. He is the Principal Security Architect at AWS, and Bill, thanks for being with us. >> Thanks for giving me the time. >> Hey CUBE rookie, right? This is- >> This is my first time. >> Your maiden voyage. >> First time for everything. >> Glad to have you, yeah. So I just hit on some of the high points, these are big, big questions for a lot of folks I would say. Just in general, before we jump in, how do you go about walking people into the water a little bit, and getting them thinking, get their arms around these topics? >> Absolutely. It's still among the first conversations we have with customers, it's our top priority at AWS, the security, and customers are concerned about their data security, regardless of where that data is. Once they move it into the cloud it's a real opportunity to be more secure, it's an opportunity to think about how they're doing security, and adapt and be a little faster. So we have a really prescriptive methodology for helping customers understand how to do a clouded option, and improve their security at the same time. We have a framework called the Well-Architected Framework, and there's a security pillar in that framework, it's built around five key areas. Identity access management, which is really what you should be thinking about first, because authorization is everything. Everything is code, everything is in API, so it all has to be authorized properly. Then we move into detective controls and talk about visibility and control, turning on CloudTrail, getting logging set up. All the detective controls so that before you even move a workload into the cloud, you know exactly what's happening, right? And then we move into infrastructure security, which includes your network trust boundaries, zone definition, things like firewall rules, load balancers, segmentation, as well as system security. Hardening and configuration state of all the resources in their account. Then we move on to data protection as we walk customers through this adoption journey. Things like encryption, backup, recovery, access control on data. And then finally incident response. We want to make sure that they have a really good, solid plan for incident response as they begin to move more and more of their business into the cloud. So to help them wade through the waters we bring it up. The CSO is a key partner in a clouded option, organizations need to make sure security is in lockstep with engineering as they move to the cloud. So we want to help with that. We also have the Cloud Adoption Framework, and there's a security perspective in that framework. Methodology for really treating security more like engineering these days. So you have Dev Ops and you have Dev Sec Ops. Security needs to have a backlog, they need to have sprints, they need to have user stories. It's very similar to how engineering would do it. In that way their partnering together as they move workloads into the cloud. >> Amazon's releasing so many new features, it's tough for a lot of us to keep up. Andy Jassey last year said, "Every day when you wake up, there's at least three new announcements coming out." So it's a new day, there are a number of announcements in your space, maybe bring us up to speed as to what we missed if you just woke up on the West Coast. >> Sure, sure. Customers love the pace of innovation, especially security organizations, they really like the fact that when we innovate on something, it means they might not have to put as much resources on that particular security opportunity or security concern. They can focus more on their code quality, more on engineering principles, things like that. So today, we happily announced Amazon Macie, love it, it performs data classification on your S3 objects. It provides user activity monitoring for who's accessing that data. It uses a lot of our machine learning algorithms under the hood to determine what is normal access behavior for that data. It has a very differentiated classification engine. So it does things like topic modeling, regular expressions, and a variety of other things to really identify that data. People were storing trillions of objects in S3, and they really want to know what their data is, whether it's important to them. Certainly customer's data is the most important thing, so being able to classify that data, perform user analytics on it, and then be able to alert and alarm on inappropriate activities. So take a look at Macie, it's really going make a big difference for customers who want to know that their data is secure in S3. >> Actually I got a question from the community looking at Macie came out, we've got a lot of questions about JDPR coming out. >> Bill: Okay sure, yeah. >> So Macie, or the underlying tech, can that be- >> Bill: Absolutely a great tool. We think the US is the greatest place to be to perform JDPR compliance. You really got to know your data, you have to know if you're moving data by European citizens around, you really have to understand that data. I think Macie will be a big part of a lot of customer strategy on JDPR compliance. To finish your question, we've announced quite a few things today, so Macie's one of them. We announced the next iteration of Cloud HSM, so it's cheaper, more automated, deals more with the clustering that you don't have to do. Deeper integration with things like CloudTrail. Customers really wanted a bit more control and integration with the services that what the previous iteration was, so we've offered that. We announced EFS volume encryption too, so EFS, or Elastic File System encryption at rest. It natively integrates with the key management system the same way that the many of our services do when you're storing data. We announced some config rules today to help customers better understand the access policies on their S3 buckets. So yeah, good stuff. >> John: Busy day, >> Busy day. >> I mean just from a security standpoint, when you are working with a new client, do you ever uncover, or do they discover things about themselves that need to be addressed? >> Bill: Yeah. I think the number one thing, and it's true for many organizations when they move to the cloud, is they want that agility, right? And when we talk to security organizations, one of the top things we advise them on is how to move faster. As much as we're having great conversations about WAF and Shield, the Web Application Firewall, and Shield, our D-DOS solution, Inspector, which performs configuration assessments, all the security services that we've launched, we're also having pretty deep conversations with security organizations these days about CodeStar, CodePipeline, CodeDeploy, and then DevOps tool chains, because security can get that fast engineering principles down, and their just as responsive. It also puts security in the hands of engineers and developers, you know that's the kind of conversations we're having. They discover that they kind of need to get a little closer to how development does their business. You know, talking in the same vocabulary as engineering and development. That's one of the things I think customers discover. Also it's a real opportunity, right? So if you don't have to look after a data center footprints and all the patch panels and switches and routers and firewalls and load balancers and things you have on premises, it really does allow a shift in focus for security organizations to focus on code quality, focus on user behavior, focus on a lot of things that every CSO would like to spend more time on. >> Bill, one of the things a lot of companies struggle with is how they keep up with everything that's happening, all the change there, when I talk to my friends in the security industry it's one of the things that they're most excited about. Is we need to be up on the latest fixes and the patches, and when I go to public cloud you don't ask somebody "Hey what version of AWS or Azure are you running on?" You're going to take care of that behind the scenes. How do you manage the application portfolio for customers, and get them into that framework so that they can, you know we were talking about, Cameron, Jean Kim just buy into that as security just becomes part of the process, as I get more out of agile. >> Yeah, so the question is really about helping customers understand all the services, and really get them integrated deeply. A couple of things, certainly the well architected framework, like I mentioned, is helpful for that. We have solution architects, professional services consultants, a very, very rich partner ecosystem that helps customers. A lot of training for security, there's some free training online, there's classroom, instructor-led training as well, so that training piece is important. I think the solutions are better together. We have a lot of great building blocks, but when you look at something like CloudTrail Cloud Watch Events, and Lambda together, we try and talk about the solutions, not just the individual building blocks. I think that's one key component too, to help them understand how to solve a security problem. Take, for example, monitoring the provisioning of identities and roles and permissions. We really want customers to know that that CloudTrail log, when someone attaches a role to a policy, that can go all the way to a slack channel, that can go all the way to a ticket system. You really want to talk about the end-to-end integration with our customers. Really to help them keep pace with our pace of innovation. We really try and get the blog in front of them, the security blog is a great source of information for all the security announcements we make. Follow Jeff Bar's Twitter, a bunch of things to help keep pace with all of our launches and things, yeah. >> You brought up server lists, if I look at the container space, which is related of course, security has been one of those questions. Bring us up to speed as to where you are with security containers, Lambda- >> Sure, I think Lambda's isolation is very strong, in Lambda we have a really confidence in the tenant isolation model for those functions. The nice thing about server lists is, when there's no code running, you really don't have a surface area to defend. I think from a security perspective, if you were building an application today, and you go to your security team and say "I'd really like to build this little piece of code, and tie these pieces of code together, and when they're not running there's nothing there that you need to defend." Or, would I like to build this big set of operating systems and fleet management and all the things I have to do. It's kind of a, it's a pretty easy conversation right? All the primitives are there in server-less. You have strong cryptography TLSM endpoints, you've got the IM policy framework so that identity access management has really consistent language across all the services, so principles, actions, resources, and conditions is the same across every service. It's not any different for server-less, so they can leverage the knowledge they have of how to manage identities and authorization in the same way. You've got integration of CloudTrail. So all the primitives are there, so customers can focus on their code and being builders. >> Stu: So it sounds like that's part of the way to attach security for IOT then if we're using those. >> I think for IOT it's a very similar architecture too, so you have similar policies that you can apply to what a device you can write to in the cloud. We have a really strong set of authorization and authentication features within the IOT platform so that it makes it easy for developers to build things, deploy them, and maintain them in a secure state. But you can go back to the Well-Architected Framework and the CAF, the Cloud Adoption Framework, you take those five key areas, you know identity, detective controls, infrastructure security, data protection, and IR incident response. It's pretty similar across all the different services. >> It just comes back to the fundamentals. >> It does, absolutely. And for customers, you know those control objectives haven't changed right? They have those control objectives today, they'll have them in the cloud, and we just want to make it easier and faster. >> Well Bill, thanks for being with us. >> You bet, thank you very much. >> Good to have you on theCUBE, look forward to seeing you again for the second time around. >> See you then hopefully >> Bill Shin, from AWS joining us here on theCUBE. Continuing our coverage from the AWS Summit here in New York in just a bit. (techno music)

>> Announcer: Live, from Silicon Valley, it's theCUBE, covering Google Cloud Next '17. (funky techno music) >> Welcome back to our live coverage here of Google Next 2017, an event that last year was focused only on Google Cloud. They've actually expanded a bit, they're talking about G Suite, talking about some of the devices, and they bring in a really broad and diverse community, so when I talk to the Google people, it's not one show, it's a handful of shows. I went to the analyst event. My guest for this segment is Chris Wahl, who came in through the community event. So, excited to get that angle. Chris, thanks so much for doing the drive with me from San Francisco down to Palo Alto. For those of us not in the area, it's a 45 minute drive, it's not too bad. It's a beautiful, sunny day. It's great to catch up with you and thanks for coming. >> Always glad to be on, love being a CUBE Alumni, so, I think it's my third time. >> Wow, a three-time Alumni. It's like if you've been a host of Saturday Night Live for like seven times, you know you get the special jacket. - Automatically. >> Things like that. You're getting up there. Three times. It's like, you're not quite in Pak Elsinger area, but you have passed, you've been on more than Andy Jassey now. >> Wow, cool. >> I think that that's pretty impressive. >> Bucket list, accomplished. >> Exactly, so, what brings you to the Google event and tell us a little bit about the community event. >> Yeah, to be honest, I thought it was a spam email at first. I just got an invite saying, hey, we have this Google event going on, and I'm not really plugged in to the Google Universe too much. So I said, cool, I'm interested, I'll take a look. Got invited out by Sarah Novotny to a community focus day. >> Host: Sarah's awesome. Also a CUBE Alum, of course. >> Yeah, Alum, and ran OSCON I think, as a boarder or some kind of management facility for quite a while. So yeah, the Google Cloud Next is this week but on Tuesday. They actually had a bunch of influencers, evangelists, community members, out to spend time with all sorts of Google-y Google-ers, talking around what their vision is around kind of bridging the gap to the enterprise, what their thought around Kubernetes, and just really the community in general were. Which was kind of cool because it was all fresh and clean and new for me. So, it was really great to taste the Kool-Aid, and see how delicious it could be. >> Yeah, so I'm curious what your take is. I remember I did a panel at Interop a couple of years ago, and it was like, basically, hyper-scale, you're-not-Google, so what do you need to do, how do you do it, do you just use Google stuff, can you code like Google, can you act like Google, or are you just an enterprise and you're forced to live in the past. >> I think over the last couple of years, the idea of the Sight Reliability Engineers come out and been more focused on the enterprise and kind of dovetailed into the Dev-Op story. So, it was really interesting to hear, not only trying to talk to the enterprise, but also how they're trying to get the enterprise to kind of stop being the traditional enterprise that it's been. Which I think entirely, it's something that we practitioners have always been trying to do. No one wants to be on-call all the time and fixing these flaming disasters and things like that. But at the same time, you have to recognize that moving that much intrinsic culture poison from one side to the next is hard. They're admitting that too, it's like, we wold love for you guys to be more Google-y, and to use the tools that we have here, but we're not sure you even know what the tools are or how to use them, or what kind of documentation is necessary, or what meet-ups we can go to find my people, you know, the practitioners. >> I want to channel our friends, the Geek Whisperers, and alright Chris, so how did you transition out of being a VMware guy to someone that does cool and interesting things now, because VMware is no longer the coolness. >> That's been the vibe, yeah. It's something I personally have been trying to, I don't think in any technology you want to be that technology specific. VMware, love it, have been doing it for 12 something years, but you don't just want to be pigeon-holed in that kind of silo. Which is actually why I wanted to come out and talk with the folks at Google around what they're doing to build a community. I think it was Sam something-or-other-- >> Host: Sam Ramji. >> Sam Ramji actually came up and said, you know, as long as we're going to exist as a company, we're going to have this community day. It's the first one they've done, and they plan to do it basically infinitely forever, because they realized they had the analysts, and things like that out there, they had all the engineers and developers, but what were they missing? The folk in the trenches that are trying to adopt and use this sort of technology. I like that aspect of it. There weren't any huge, mind-shattering results that were out there, except for I think, me personally, I like that Google kind of admitted that yeah, they hadn't been doing the best job around interfacing with the community and getting IT practitioners and operation-centric folks into the fold, welcoming into the bosom of Google, and that they were trying to work on that. And it's like, okay, awesome. Let's have a conversation, which the other half of the day was an un-conference, where we literally broke up into groups, that we decided ourselves as like a democracy of Google decision-making. We formed eight different groups. Some focused on containers, I actually sat in in a two hour session where we just kind of riffed on abstraction layers and where we should we start working. Is it at the container level, is it at the hypervisor level, is it at the virtual machine level? And it was neat because everyone had a completely different idea and background around that. I felt like I was an alien in that conversation for a lot of it 'cause they're working on solving problems that are totally alien to my world. So I liked all that. >> It's an interesting crowd when the server-less stuff got talked about in the keynote today-- >> Yes! >> There was a big clap and I loved Brian Stevens. He's like, functions are just fragments of code, and they get applause, you know, he's kind of like-- (Chris laughs) >> It's like either remark, I got applause for that. >> Yeah, yeah, it's pretty funny. But you know, that's the kind of people that come to this show, right? So, you checked out a thing called, what was it, Code Labs or something like that? Maybe you could talk a little bit about that. >> Yeah, yeah, there was, I had some notes there that I'd written down. Certification in Code Labs, specifically. So Code Labs was interesting 'cause it's a place that you can, you have to book it in advance, like a day in advance, and from about 11 to seven each day, they just have Google-y Google-ers, you know, very Google-y people out there that say alright, here's all our various APIs, such as the new one where you can query a video and say I'm looking for, I think in the keynote, they had "find me baseball" in this video, and it actually shows you in the timeline where baseball occurs. There's also things to do image tagging and things like that. And, I don't know, it might be difficult to grasp that API interaction at first. And so you can sit down, and they'll show you how to write code in the languages of your choice. Obviously Go is very prominent. I'm a PowerShell developer, so it's like, alright, how would you write that in Curl, and that's maybe our bridge to one another, since I don't know Go and they don't know PowerShell, or the person I was working with. So that was cool, to hear how they approach those things, because I've typically done it as an Ops person. I'm typically looking at it from the perspective of I'm trying to automate some task and feed it into an orchestration engine. And I'm not super deep on APIs in general, I like them, but ... That was cool, I liked that you're basically getting to meet with really, really awesome engineers and SREs to pick their brain and their vast decades of experience on writing code. To work with APIs and things that are Google-centric. So that was awesome. >> So it sounds like you didn't feel like this was a marketing show, right, - [Chris] No! >> that they bring in the engineers, the technical people, I mean it's not far being from San Franscisco from the Google-Plex, the Mothership is nearby. >> Thats's a good point because a lot of these shows have just become a sales pitch in a wolf's clothing or a conference clothing, and this was ... I've never met so many really, really talented engineers all concentrated in one spot. I mean, you've got the rock stars that I think everybody knows, like Sarah, and Kelsey, that are very available and personable, but you also have a whole army of people that have a huge amount of passion around writing code and understand what your problems are and wanting to talk to you. I felt like a person, which I've been a Google customer since, I guess, Google came out, you know, Google apps and things like that. This is really the first time I really started putting faces to the technical practitioners that work there, and they're really interested and excited with what my mundane kind of problems. So, that's kind of cool. >> Yeah, I found they're definitely, they're listening, they're talking, it's really good, because right, we at our firm, we've used Google for a while and it's like, oh wait I have a challenge. Who do I call, who do I email? Nope, you should just watch the YouTube video and use it. C'mon, aren't you smart enough to use these things right? You know, was kind of how we all felt for a while. Interesting. Kinder, gentler Google than we've knew in the past? >> They had the Google leaders circle and the various groups that you could join online, but it was just, you can't fake that kind of raw passion, and I sat down with some of the SREs at the community day, and it was really just, talk to me about what you do, and why, and what tools you use, and what can we do to be better? More specifically, the Dev Rel, the developer relations folks were just awesome. And they're like, is our title threatening? What meet-up should we go to? What can we do to make your life better? And I just kind of, at first, said a few comments and realized, no, this is real. They want to know my day one and day two operations, so that they can find the right tools, or if there isn't one, build one. And I don't know, that's great. I've never seen that at a conference before. So I'm hooked. I definitely plan to go again. >> Alright, so anything you didn't see that you were hoping to see, follow-up that you want to have, other cool stuff going on that you want to share? >> I almost want to do like a plea to Google that throughout the community today and at the conference, there's been a lot of commentary and some, kind of some references to, oh we don't want to tell you how to do things, we don't want to tell you how to build architecture in a certain way. Please do tell me how to do those things. At least give me a reference architecture, or some example environments, because I feel like a lot of it is just, here's some cool things you can do, kind of in isolation. Or here are some things with Kubernetes that kind of exist outside of reality. I'm looking for, alright, I don't have any of that stuff, how do I onboard into that? Here's a white paper, and that kind of jazz. >> Yeah, and we saw, you know, I hate to always bring up AWS, but AWS went from here's this giant toolbox with all these things to right, here's some services, here are some tracks, here are some, not wizards, but you know, templates you can follow for certain things. Here are people that are probably similar to you and, boy, with Google with their AI and ML and all their things that they can do to help us sort out all the TLAs that they've got to. (Chris laughs) You know, they should be able to help going forward because, yeah, Google should be able to personalize all that to be able to work a little bit better for us as opposed to us having to just kind of figure it out a little bit. I know you played with the Google Cloud a little bit yourself-- - Yeah. >> And it wasn't as simple as you were hoping, right? >> It was hard. (both laugh) I mean-- >> Host: C'mon, if you can't figure it out, you know-- >> I don't feel like I'm the sharpest tool in the shed, but I was like, I'm kind of the representative layman ops person, and it felt very convoluted, complex, the documentation was fragmented. I'm like, just give me the wizard so that I can start fishing for myself. I just do that first hit for free, and then I'll take care of it beyond that. So, that would be my one ask to Google as a whole, but otherwise I think the tooling and the people, and the culture are all there, it's just build a few more things and I think we've got some interesting entanglements at the enterprise level once that's done. >> Okay, want to give me the final word, what's going on with you other than, your hometown, your new hometown of Austin, Texas. South By coming, so I know there's a lot of music and fun going on but, what's happening in your world, what's happening with Rubrik? >> Oh yeah, I'll mention South By, definitely will be there, I will not be available online or anything. I'm going to be going into sequester mode and just listen to music with my co-host actually. If you listen to the Datanauts podcast, with Ethan Banks, he's going to come by. So, we'll be at the show I guess if you want to hang out with us, hit us up. Otherwise, Rubrik's been awesome. It's definitely a rocket ship ride and it was actually dove-tailed into quite a few conversations I had while at Google Next. Because movement of data into and around clouds is non-trivial, so that's where the Cloud Data Management world that we're in, kind of fits into that equation, and why I personally wanted to go to this show, but also professionally I thought that there'd be some inroads there to discuss with the other practitioners. >> Absolutely, the whole infrastructure side and how that plays in the public cloud, how it plays with Sass, there's a lot of those discussions going on. Congrats, you guys have been growing some good buzz. You guys have been hiring, too, so check Chris out for all that. We'll be back, lots more coverage here of the Google Cloud Next 2017, you're watching theCUBE. (funky techno music)