>>law from Las Vegas. It's the Q covering a ws re invent 2019 brought to you by Amazon Web service is and in along with its ecosystem partners. >>Hey, welcome back, everyone. That's two cubes. Live coverage of aws Reinvent were day, too in Las Vegas. I'm John for a day Volonte here, extracting the signal from the noise and the big story today is the partner Keynote, Andy Jazzy Yesterday and the new guards versus the old guards. What is the value equation of the modern error? Our next guest, my cowed and president. A slalom build an organically growing company with 8000 employees Highlight in the Kino today. So congratulations for being highlighting the keynote and also for a great company. So thanks for coming on. >>Thank you very much. I'm really glad to be here. >>So talk about the company real quick. Quick highlights about the firm, how big you guys are and your secret of success. >>Sure, so slow. Him has been around for over 15 years now, and we, like you mentioned we've grown 100% organically and our model is very much a locally focused model. So are our consultants live in the city live and work in the cities that they grow up in, and so they know that their customers really well. It's not a traveling model and then slowly build, which is on the president's. Long billed is Islam's answer to building modern software products in modern data products, and we have a dozen build centers around in three different countries that support projects in those local cities. >>So this local models one thing is really clever, and I think it's interesting. It might be an indicator howto organize in this modern cultural error of mission based. Yep, it's not Quick hit traveling. Hey, sell you something. See you later. You only get called up when you only see them when they're selling something. That's kind of the old bottle and sell you something. Here's a bunch of people See you later in the anymore, >>not knowing anymore In the world working today, you have to have proximity to the problem that you're trying to solve, and so we try to get as close as we can to our customers and create long term relationships just like our customers are creating With these new modern technology is a long term relationship. It's transformational relationship. That's how we approach our customers, that we put them first and we try to stay as close as we possibly can. To them. >>You guys have are interesting, interdisciplinary, a portfolio you do product engineering to analytics. You got consulting people based business, which you just pointed out. Andy Jazzy talked about a big theme was, Hey, CIA CEOs get involved. Leadership transformation. Imperative. Basically. Hey, get smarter people. So you don't buy Microsoft. That's my butt butt. I t is changing. Yes, leaderships critical what our customers and years of your customers doing with respect to putting that leadership stake in the ground. How are they driving those big transformation? Not tire kicking. We're talking about full throttle transformations. >>Yeah, I mean, it's it's an interesting time right now for sure. We're in the middle of this technology revolution, which Andy like to say a lot as well that if you're not turning yourself into a modern technology organisation, you are. You're going to you're gonna be not to be around for very long. You have a lot of new start ups that are going to be cloud native. They're gonna be moving very, very quickly. They're taking advantage of of all these modern technologies. So they really must be an imperative for senior leaders in these companies to take on that. That transformation will >>just one more quick point. We have to means that we've been developing in the Cube here. You wanna share them with you and get your reaction. Okay, One is cloud native. If you take the tea at a cloud native, is the cloud naive? The other one is reborn in the cloud. It surprises have to be reborn. Yes, in the clouds. What's your reaction to those two? Thing is, they're not heavy out there. And do you have to be reborn? The cloud? >>I mean, I think the Nativity is getting better. It's We've made a lot of progress over the last 10 years, let's say in a cloud adoption. So it's less than it used to be. But in terms of the cloud reborn, I think it's absolutely something every incumbent needs to be thinking about. So they may have been born a retail organization or an automobile organization, or what? Whatever might be, they now need to view themselves as a technology organization and they may not have grown up cloud native, but they do need to be cloud reborn. So I'm really resonate with that one. >>Like I want to unpack this modern technology organisation little bit. Some people might interpret as, oh, modern, modern I t shop. That's not what you mean. You're talking about a modern organization, which is technology. Technology is the underpinning, so let's talk a little bit more about what that means. And, you know, obviously, data plays a role there. Machine intelligence, but so maybe you could unpack that a little bit and give us some color on what really is a modern organization. And how did they get there? >>It's It is a little bit of a Nissen Miss number to call it a modern technology organisation because technology is really just a tool. It's the organization itself that really needs to become modern. And it's a way of thinking it's a It's a cultural shift in the way that you think that and the way that you do budgeting the way that you think about how do you get new products to market? Everybody needs to be involved in this, and so it becomes very much a team based sport. So you need to remove those silos and transform the entire organization in the way that they address how they work with their customers, our customers and our customers customers. >>So talk a little bit more about the data component of that, because I just I can't envision a modern organization that's not a data driven pick, whatever, but puts data at the core. So how do you help organizations do that? >>Well, that's it. And there's so many applications there either consuming or making data so that there's so much data out there. So how do you find the data that you need? So there's a lot of great tools, especially on AWS, that allow everyone in an organization to become an analyst, if you will, that they can go and find the specific data they need to do their job to make the right decisions. And so really, putting data at the heart of everything you do is super super important today. >>Yes, so now you also your focus is build tools, so maybe you could talk a little bit more about what those are and how you're applying them to help customers. >>That's one of the big announcements we had this morning was A. W S and Salaam have joined together to create launch centers. They're gonna be physical locations that are going to be co populated with slow employees and eight of US employees to give our customers our joint customers this unique experience of having the best of both worlds in one place. We can talk about the transformation of an organization. We can talk about the application of tools to solve technology problems. And we can do it all together in one location with our customers >>who are the stakeholders when you go in and transforming organization. Andy Jassy Johnson said, We gotta start with the CEO. Part of the problem with, you know, just the top down is a lot of times the senior management teams going and the people who are responsible for actually transacting the day to day business is like Well, yeah, I got this other thing going on and you get this Dissidents. Yeah, How do you What? Do you see a successful models to address that? I do think it has to >>start with the CEO. You have to have that that transformational mindset that comes from the very top that then can flow down into the organization. But, like you said, everybody needs to buy into this. We need to transform model or we're not going to be in business. And so see Io is super important to CMO is super important. But then it goes back to what I was talking about. In terms of a team based sport. Everybody needs to be involved. It isn't one person's responsibility is not the c I ose responsibility. It's not the CEO's responsibility everybody needs to be involved in and in this model of transforming into a modern technology organisation >>on analytics, what's the hot product for analytics? What people buy any non >>mean right now Snowflakes a really big one. You know, it's very, very popular. There's a whole bunch of it, really kind of depends on the specific use case that the customer is trying to solve for whether they're trying to extract data from legacy systems and create analytics where they're trying to create M. L A I N M l models really kind of depends. >>Well, you mentioned Snowflake. I mean, the reason I think that's interesting is you know, in the days of John and I started the Cube way did all the dupe circuit and a lot of promises there. I mean, I remember the old data warehouse days. We're gonna transform your business 360. Your business never happened. What happened with do be gentle these data lakes that became data swamps. But now you have all this data in the cloud. You see tools like snowflake like red shift bring in data bricks, other machine learning sagemaker applied on top of that data with a much more simplified way to get insights out of that data's plentiful insights aren't but to your point, your democratizing that data. And there's a whole new set of use cases emerging in the cloud. You see that? And I personally think it's very exciting. And I think it's the next wave. John calls a cloud two point. Oh, that's a big component of it. Your thoughts >>or even 3.0, you know that, right? I mean, it's really because it used to be just visualization was like, that was great when tableau came out. Right now, you apply that along with all of the analytics that you could get underneath it. It really does enable anyone in the organization to use data effectively and have access to it and not have to have to send a request into a central I t organization great and eight e t l and get a report back. It's It's really it's really time, and it's your fingers >>Later on, any jazz he doesn't like. Loud two point. Oh, although we made that term up to goof on Web two point. Oh, but really is about next Gen Cloud like next. Gen stats, if you will. So what I gotta ask you, What do you think the next Gen. Cloud is all about? When someone says, Hey, you know what? I need to get on this. Educate me on next. Gen Cloud. >>Yeah, a lot what we're talking about. So the first Gen. Cloud is let's move applications. Let's get workloads into the cloud. Let's shut down some data centers. Let's do some costs. Take out the next generation of cloud is really about extracting the value of all the promises that are made by the cloud. So how do you turn your organization into something that's really customer focused that can move really, really fast. That has access to data at all times to solve these business problems and create some autonomy within the organization, so that the next version of Cloud to me is about unlocking that value so that you can have a much more customer focused organization, as opposed to just having a cost takeout play with, which is the original version of the club. >>I could ask you the questions. You're on the front lines with customers. The number one question we hear there's two types of custody. Even Andy Jazzy really kind of recognized for the first time in his keynote customers and developers. They want all the low level building blocks now They want some prefab, not his word. My word but customer prefabricated solutions, more consumable Amazon. They might not have the people that could get down in the weeds and provisioned lambda and functions and craziness of all the greatness of God, which is hard if you really gotta get down and dirty. You guys are out there right now. Is there? Ah, trend where you started, Seymour Consumable presentation of product or how you see that evolving? >>I thought >>Andy did a really good job in his keynote finishing around focus on the builders, and that's a big focus. What we have is we named our modern technology or anything slow build, right. But everybody, every company needs to. If they turn themselves into a technology organisation or they have a technology focus, you can create this this version of a technology organization within your own company. You can create your own builders. And so making this technology available to your current staff well and will also allow you to attract the new staff that have some of these modern, um, more of the modern skills. >>Final question I have for you is that one trend we're seeing and we have We're just starting now to report on this. Is that data science with stage make a studio. You start to see s'more uptake with data science, but most customers don't know they needed data science until they have data. So you can just say, Hey, throw some day we did. The site is Well, you gotta have some data first. So getting data full is step one. How do you guys view that? Do you agree with that? You deserve way mechanism to get people with enough data to get started. Say OK for the marketing department now dedicated data scientist. Yeah, I think >>there's so much data. There's a lot of data people don't realize they already have s Oh, there's so much data out there that tends to be a biggest part of the problem is what do I do with all this data? So there's some great tools, you know, that the whole Data lake has opened up access to vast amounts of data that could be on structured That wasn't available before. So I think everybody has the data. They just may not realize they have the data. So with this modern tools, you have >>a late formation. You throw it, we'll make it in a data lake. Start seeing it first, right? No, we don't have a >>higher a whole bunch of data scientists anymore. Like we moved around that as well. You can get a i N m l now out of the box essentially, and use that data to your advantage. >>I think it >>starts with understanding how data affects the monetization of your business. Whether it's cutting costs, driving productivity are actually directly raising revenue, not necessarily selling the data, but how data contributes to that. And then the lining with the line of business to say, Okay, how do I turn this into money? And then there is a skills component. You know, this may not be an army of data scientist, but you mentioned builders before. Not everybody has these builders and their organizations, but I >>think you can. You can attract them and you can create them. And if you create an organization that's attractive to them, it'll be amazing what you can do there. >>Guys like you. Thanks for coming on. And we love to follow up with you and get more your story. Fascinating. Let the people centric. Thanks for coming on. >>I really appreciate it. Thank you very much. >>Very much. Next, Jed Cube. Next. Gen Cloud we're bringing all the data. Will be back with more coverage to reinvent 2019 after this short break