>>Hi, everyone. Welcome to this program. Sponsored by HPE. I'm your host, Lisa Martin. We're here talking about being confident and trusting your server security with HPE. I have two guests here with me to talk about this important topic. Cole Humphreys joins us global server security product manager at HPE and Anne Potton trusted supply chain program lead at HPE guys. It's great to have you on the program. Welcome. >>Hi, thanks. Thank you. It's nice to be here, Anne. >>Let's talk about really what's going on there. Some of the trends, some of the threats there's so much change going on. What is HPE seeing? >>Yes. Good question. Thank you. Yeah. You know, cyber security threats are increasing everywhere and it's causing disruption to businesses and governments alike worldwide. You know, the global pandemic has caused limited employee availability. Originally this has led to material shortages and these things opens the door perhaps even wider for more counterfeit parts and products to enter the market. And these are challenges for consumers everywhere. In addition to this, we're seeing the geopolitical environment has changed. We're seeing, you know, rogue nation states using cybersecurity warfare tactics to immobilize an entity's ability to operate and perhaps even use their tactics for revenue generation, the Russian invasion of Ukraine as one example, but businesses are also under attack. You know, for example, we saw solar winds, software supply chain was attacked two years ago, which unfortunately went a notice for several months and then this was followed by the colonial pipeline attack and numerous others. >>You know, it just seems like it's almost a daily occurrence that we hear of a cyber attack on the evening news. And in fact, it's estimated that the cyber crime cost will reach over 10 and a half trillion dollars by 2025 and will be even more profitable than the global transfer of all major illegal drugs combined. This is crazy, you know, the macro environment in which companies operate in has changed over the years. And you know, all of these things together and coming from multiple directions presents a cybersecurity challenge for an organization and in particular it's supply chain. And this is why HPE is taking proactive steps to mitigate supply chain risk so that we can provide our customers with the most secure products and services. >>So Cole, let's bring you into the conversation and did a great job of summarizing the major threats that are going on the tumultuous landscape. Talk to us Cole about the security gap. What is it? What is HPE seeing and why are organizations in this situation? >>Hi, thanks Lisa. You know, what we're seeing is as this threat landscape increases to, you know, disrupt or attempt to disrupt our customers and our partners and ourselves, I, it's a kind of a double edge if you will, because you're seeing the increase in attacks, but what you're not seeing is that equal to growth of the skills and the experiences required to address the scale. So it really puts the pressure on companies because you have a skill gap, a talent gap, if you will. There's, you know, for example, there are projected to be three and a half million cyber roles open in the next few years, right? So all this scale is growing and people are just trying to keep up, but the gap is growing just literally the people to stop the bad actors from attacking the data and, and to complicate matters. You're also seeing a dynamic change of the who and the, how the attacks are happening, right? >>The classic attacks that you've seen, you know, and the SDK and all the, you know, the history books, those are not the standard plays anymore. You'll have, you know, nation states going after commercial entities and, you know, criminal syndicates and alluded to that. There's more money in it than the international drug trade. So you can imagine the amount of criminal interest in getting this money. So you put all that together. And the increasing of attacks, it just is really pressing down is, is literally, I mean, the reports we're reading over half of everyone, obviously the most critical infrastructure cares, but even just mainstream computing requirements need to have their data protected, help me protect my workloads and they don't have the people in house, right? So that's where partnership is needed, right? And that's where we believe, you know, our approach with our partner ecosystem is it's not HPE delivering everything ourself, but all of us in this together is really what we believe. The only way we're gonna be able to get this done. >>So collets double click on that HPE and its partner ecosystem can provide expertise that companies and every industry are lacking. You're delivering HPE as a 360 degree approach to security. Talk about what that 360 degree approach encompasses. >>Thank you. It is, it is an approach, right? Because I feel that security is a, it is a, it is a thread that will go through the entire construct of a technical solution, right there. Isn't a, oh, if you just buy this one server with this one feature, you don't have to worry about anything else. It's really it's everywhere. And at least the way we believe it, it's everywhere. And it in a 360 degree approach, the way we like to frame it is it's, it's this beginning with our supply chain, right? We take a lot of pride in the designs, you know, the really smart engineering teams, the design, our technology, our awesome world class global operations team, working in concert to deliver some of these technologies into the market. That is a huge, you know, great capability, but also a huge risk to customers, cuz that is the most vulnerable place that if you inject some sort of malware or, or tampering at that point, you know, the rest of the story really becomes mute because you've already defeated, right? >>And then you move in to you physically deployed that through our global operations. Now you're in an operating environment. That's where automation becomes key, right? We have software innovations in, you know, our ILO product of management inside those single servers. And we have really cool new grain lake for compute operations management services out there that give customers more control back and more information to deal with this scaling problem. And then lastly, as you begin to wrap up, you know, the natural life cycle and you need to move to new platforms and new technologies, right? We think about the exit of that life cycle and how do we make sure we dispose of the data and, and move those products into a secondary life cycle so that we can move back into this kind of circular 360 degree approach. We don't wanna leave our customers hanging anywhere in this entire journey. >>That 360 degree approach is so critical, especially given as we've talked about already in this segment, the changes, the dynamics in the environment. And as Cole said, this is this 360 degree approach that HPE is delivering is beginning in the manufacturing supply chain seems like the first line of defense against cyber attackers talked to us about why that's important. And where did the impetus come from? Was that COVID was that customer demand? >>Yep. Yep. Yeah. The supply chain is critical. Thank you. So in 2018, we, we could see all of these cybersecurity issues starting to emerge and predicted that this would be a significant challenge for our industry. So we formed a strategic initiative called the trusted supply chain program designed to mitigate cybersecurity risk in the supply chain and really starting at the product with the product life cycle, starting at the product design phase and moving through sourcing and manufacturing, how we deliver products to our customers and ultimately a product's end of life that Cole mentioned. So in doing this, we're able to provide our customers with the most secure products and services, whether they're buying their servers from, for their data center or using our own GreenLake services. So just to give you some examples, something that is foundational to our trusted supply chain program, we've built a very robust cybersecurity supply chain risk management program that includes assessing our risk at our all factories and our suppliers. >>Okay. We're also looking at strengthening our software supply chain by developing mechanisms to identify software vulnerabilities and hardening our own software build environments to protect against counterfeit parts that I mentioned in the beginning from entering our supply chain, we've recently started a blockchain program so that we can identify component provenance and trace part parts back to their original manufacturers. So our security efforts, you know, continue even after product manufacturing, we offer three different levels of secure delivery services for our customers, including, you know, a dedicated truck and driver or perhaps even an exclusive use vehicle. We can tailor our delivery services to whatever the customer needs. And then when a product is at its end of life, products are either recycled or disposed using our approved vendors. So our servers are also equipped with the one button secure erase that erases every bite of data, including firmware data and talking about products, we've taken additional steps to provide additional security features for our products. >>Number one, we can provide platform certificates that allow the user to cryptographically verify that their server hasn't been tampered with from the time it left the manufacturing facility to the time that it arrives at the customer's factory facility. In addition to that, we've launched a dedicated line of trusted supply chain servers with additional security features, including secure configuration lock chassis intrusion detection. And these are assembled at our us factory by us vetted employees. So lots of exciting things happening within the supply chain, not just to shore up our own supply chain risk, but also to provide our customer the most. So that announcement. >>All right, thank you. You know, they've got great setup though, because I think you gotta really appreciate the whole effort that we're putting into, you know, bringing these online. But one of the just transparently the gaps we had as we proved this out was as you heard, this initial proof was delivered with assembly in the us factory employees, you know, fantastic program really successful in all our target industries and, and even expanding to places we didn't really expect it to, but it's kind of going to the point of security. Isn't just for one industry or one set of customers, right? We're seeing it in our partners. We're seeing it in different industries than we have in the past. And, but the challenge was we couldn't get this global right out the gate, right? This has been a really heavy transparently, a us federal activated focus, right? >>If, if you've been tracked in what's going on since may of last year, there's been a call to action to improve a nation cybersecurity. So we've been all in on that and we have an opinion and we're working hard on that, but we're a global company, right? How can we get this out to the rest of the world? Well guess what, this month we figured it out and well, let's take a lot more than those month. We did a lot of work that we figured it out and we have launched a comparable service globally called server security optimization service, right? HPE server security optimization service for proli. I like to call it, you know, S S O S sauce, right? Do you wanna be clever HPE sauce that we can now deploy globally? We get that product hardened in the supply chain, right? Because if you take the best of your supply chain and you take your technical innovations, that you've innovated into the server, you can deliver a better experience for your customers, right? >>So the supply chain equals server technology and our awesome, you know, services teams deliver supply chain security at that last mile. And we can deliver it in the European markets. And now in the Asia Pacific markets right now, we could always just, we could ship it from the us to other markets. So we could always fulfill this promise, but I think it's just having that local access into your partner ecosystem and stuff just makes more sense, but it is big deal for us because now we have activated a meaningful supply chain security benefit for our entire global network of partners and customers, and we're excited about it. And we hope our customers are too. >>That's huge Cole. And, and in terms of this significance of the impact that HPE is delivering through its partner ecosystem globally as the supply chain continues to be one of the terms on everyone's lips here, I'm curious Cole, we just couple months ago, we're at discover. Can you talk about what HPE is doing here from a, a security perspective, this global approach that it's taking as it relates to what HPE was talking about at discover, in terms of we wanna secure the enterprise to deliver these experiences from edge to cloud. >>You know, I feel like for, for me, and, and I think you look at the shared responsibility models and you know, other frameworks out there, the way we're the way I believe it to be is this is it's, it's a solution, right? There's not one thing, you know, if you use HPE supply chain, the end, or if you buy an HPE pro line the end, right. It is an integrated connectedness with our, as a service platform, our service and support commitments, you know, our extensive partner ecosystem, our alliances, all of that comes together to ultimately offer that assurance to a customer. And I think these are specific, meaningful proof points in that chain of custody, right? That chain of trust, if you will, because as the world becomes more, zero trust, we are gonna have to prove ourselves more, right. And these are those kind of technical I credentials and identities and, you know, capabilities that a modern approach to security need. >>Excellent, great work there. And let's go ahead and, and take us home, take the audience through what you think ultimately, what HPE is doing, really infusing security at that 360 degree approach level that we talked about. What are some of the key takeaways that you want the audience that's watching here today to walk away with? >>Right. Right. Thank you. Yeah. You know, with the increase in cyber security threats, everywhere affecting all businesses globally, it's gonna require everyone in our industry to continue to evolve in our supply chain security in our product security in order to protect our customers in our business, continuity protecting our supply chain is something that HPE is very committed to and takes very seriously. So, you know, I think regardless of whether our customers are looking for an on-prem solution or a GreenLake service, you know, HPE is proactively looking for in mitigating any security risk in this supply chain so that we can provide our customers with the most secure products and services. >>Awesome. Ann and Cole. Thank you so much for joining me today, talking about what HPE is doing here and why it's important as our program is called to be confident and trust your server security with HPE and how HPE is doing that. Appreciate your insights on your time. >>Thank you so much for having thank >>You, Lisa, >>For Cole Humphreys and Anne Potton I'm Lisa Martin. We wanna thank you for watching this segment in our series. Be confident and trust your server security with HPE. We'll see you soon.

(upbeat music) >> Hi, everyone, welcome to this program sponsored by HPE. I'm your host, Lisa Martin. We're here talking about being confident and trusting your server security with HPE. I have two guests here with me to talk about this important topic. Cole Humphreys joins us, global server security product manager at HPE, and Ann Potten, trusted supply chain program lead at HPE. Guys, it's great to have you on the program, welcome. >> Hi, thanks. >> Thank you. It's nice to be here. >> Ann let's talk about really what's going on there. Some of the trends, some of the threats, there's so much change going on. What is HPE seeing? >> Yes, good question, thank you. Yeah, you know, cybersecurity threats are increasing everywhere and it's causing disruption to businesses and governments alike worldwide. You know, the global pandemic has caused limited employee availability originally, this has led to material shortages, and these things opens the door perhaps even wider for more counterfeit parts and products to enter the market, and these are challenges for consumers everywhere. In addition to this, we're seeing the geopolitical environment has changed. We're seeing rogue nation states using cybersecurity warfare tactics to immobilize an entity's ability to operate, and perhaps even use their tactics for revenue generation. The Russian invasion of Ukraine is one example. But businesses are also under attack, you know, for example, we saw SolarWinds' software supply chain was attacked two years ago, which unfortunately went unnoticed for several months. And then, this was followed by the Colonial Pipeline attack and numerous others. You know, it just seems like it's almost a daily occurrence that we hear of a cyberattack on the evening news. And, in fact, it's estimated that the cyber crime cost will reach over $10.5 trillion by 2025, and will be even more profitable than the global transfer of all major illegal drugs combined. This is crazy. You know, the macro environment in which companies operate in has changed over the years. And, you know, all of these things together and coming from multiple directions presents a cybersecurity challenge for an organization and, in particular, its supply chain. And this is why HPE is taking proactive steps to mitigate supply chain risk, so that we can provide our customers with the most secure products and services. >> So, Cole, let's bring you into the conversation. Ann did a great job of summarizing the major threats that are going on, the tumultuous landscape. Talk to us, Cole, about the security gap. What is it, what is HPE seeing, and why are organizations in this situation? >> Hi, thanks, Lisa. You know, what we're seeing is as this threat landscape increases to, you know, disrupt or attempt to disrupt our customers, and our partners, and ourselves, it's a kind of a double edge, if you will, because you're seeing the increase in attacks, but what you're not seeing is an equal to growth of the skills and the experiences required to address the scale. So it really puts the pressure on companies, because you have a skill gap, a talent gap, if you will, you know, for example, there are projected to be 3 1/2 million cyber roles open in the next few years, right? So all this scale is growing, and people are just trying to keep up, but the gap is growing, just literally the people to stop the bad actors from attacking the data. And to complicate matters, you're also seeing a dynamic change of the who and the how the attacks are happening, right? The classic attacks that you've seen, you know, in the espionage in all the, you know, the history books, those are not the standard plays anymore. You'll have, you know, nation states going after commercial entities and, you know, criminal syndicates, as Ann alluded to, that there's more money in it than the international drug trade, so you can imagine the amount of criminal interest in getting this money. So you put all that together and the increasing of attacks it just is really pressing down as literally, I mean, the reports we're reading over half of everyone. Obviously, the most critical infrastructure cares, but even just mainstream computing requirements need to have their data protected, "Help me protect my workloads," and they don't have the people in-house, right? So that's where partnership is needed, right? And that's where we believe, you know, our approach with our partner ecosystem this is not HPE delivering everything ourself, but all of us in this together is really what we believe the only way we're going to be able to get this done. >> So, Cole, let's double-click on that, HPE and its partner ecosystem can provide expertise that companies in every industry are lacking. You're delivering HPE as a 360-degree approach to security. Talk about what that 360-degree approach encompasses. >> Thank you, it is an approach, right? Because I feel that security it is a thread that will go through the entire construct of a technical solution, right? There isn't a, "Oh, if you just buy this one server with this one feature, you don't have to worry about anything else." It's really it's everywhere, at least the way we believe it, it's everywhere. And in a 360-degree approach, the way we like to frame it, is it's this beginning with our supply chain, right? We take a lot of pride in the designs, you know, the really smart engineering teams, the designer, technology, our awesome, world-class global operations team working in concert to deliver some of these technologies into the market, that is, you know, a great capability, but also a huge risk to customers. 'Cause that is the most vulnerable place that if you inject some sort of malware or tampering at that point, you know, the rest of the story really becomes mute, because you've already defeated, right? And then, you move in to you physically deployed that through our global operations, now you're in an operating environment. That's where automation becomes key, right? We have software innovations in, you know, our iLO product of management inside those single servers, and we have really cool new GreenLake for compute operations management services out there that give customers more control back and more information to deal with this scaling problem. And then, lastly, as you begin to wrap up, you know, the natural life cycle, and you need to move to new platforms and new technologies, we think about the exit of that life cycle, and how do we make sure we dispose of the data and move those products into a secondary life cycle, so that we can move back into this kind of circular 360-degree approach. We don't want to leave our customers hanging anywhere in this entire journey. >> That 360-degree approach is so critical, especially given, as we've talked about already in this segment, the changes, the dynamics in the environment. Ann, as Cole said, this 360-degree approach that HPE is delivering is beginning in the manufacturing supply chain, seems like the first line of defense against cyberattackers. Talk to us about why that's important and where did the impetus come from? Was that COVID, was that customer demand? >> Yep, yep. Yeah, the supply chain is critical, thank you. So in 2018, we could see all of these cybersecurity issues starting to emerge and predicted that this would be a significant challenge for our industry. So we formed a strategic initiative called the Trusted Supply Chain Program designed to mitigate cybersecurity risk in the supply chain, and really starting with the product life cycle, starting at the product design phase and moving through sourcing and manufacturing, how we deliver products to our customers and, ultimately, a product's end of life that Cole mentioned. So in doing this, we're able to provide our customers with the most secure products and services, whether they're buying their servers for their data center or using our own GreenLake services. So just to give you some examples, something that is foundational to our Trusted Supply Chain Program we've built a very robust cybersecurity supply chain risk management program that includes assessing our risk at all factories and our suppliers, okay? We're also looking at strengthening our software supply chain by developing mechanisms to identify software vulnerabilities and hardening our own software build environments. To protect against counterfeit parts, that I mentioned in the beginning, from entering our supply chain, we've recently started a blockchain program so that we can identify component provenance and trace parts back to their original manufacturers. So our security efforts, you know, continue even after product manufacturing. We offer three different levels of secured delivery services for our customers, including, you know, a dedicated truck and driver, or perhaps even an exclusive use vehicle. We can tailor our delivery services to whatever the customer needs. And then, when a product is at its end of life, products are either recycled or disposed using our approved vendors. So our servers are also equipped with the One-Button Secure Erase that erases every byte of data, including firmware data. And talking about products, we've taken additional steps to provide additional security features for our products. Number one, we can provide platform certificates that allow the user to cryptographically verify that their server hasn't been tampered with from the time it left the manufacturing facility to the time that it arrives at the customer's facility. In addition to that, we've launched a dedicated line of trusted supply chain servers with additional security features, including Secure Configuration Lock, Chassis Intrusion Detection, and these are assembled at our U.S. factory by U.S. vetted employees. So lots of exciting things happening within the supply chain not just to shore up our own supply chain risk, but also to provide our customers with the most secure product. And so with that, Cole, do you want to make our big announcement? >> All right, thank you. You know, what a great setup though, because I think you got to really appreciate the whole effort that we're putting into, you know, bringing these online. But one of the, just transparently, the gaps we had as we proved this out was, as you heard, this initial proof was delivered with assembly in the U.S. factory employees. You know, fantastic program, really successful in all our target industries and even expanding to places we didn't really expect it to. But it's kind of going to the point of security isn't just for one industry or one set of customers, right? We're seeing it in our partners, we're seeing it in different industries than we have in the past. But the challenge was we couldn't get this global right out the gate, right? This has been a really heavy, transparently, a U.S. federal activated focus, right? If you've been tracking what's going on since May of last year, there's been a call to action to improve the nation's cybersecurity. So we've been all in on that, and we have an opinion and we're working hard on that, but we're a global company, right? How can we get this out to the rest of the world? Well, guess what? This month we figured it out and, well, it's take a lot more than this month, we did a lot of work, but we figured it out. And we have launched a comparable service globally called Server Security Optimization Service, right? HPE Server Security Optimization Service for ProLiant. I like to call it, you know, SSOS Sauce, right? Do you want to be clever? HPE Sauce that we can now deploy globally. We get that product hardened in the supply chain, right? Because if you take the best of your supply chain and you take your technical innovations that you've innovated into the server, you can deliver a better experience for your customers, right? So the supply chain equals server technology and our awesome, you know, services teams deliver supply chain security at that last mile, and we can deliver it in the European markets and now in the Asia Pacific markets, right? We could ship it from the U.S. to other markets, so we could always fulfill this promise, but I think it's just having that local access into your partner ecosystem and stuff just makes more sense. But it is a big deal for us because now we have activated a meaningful supply chain security benefit for our entire global network of partners and customers and we're excited about it, and we hope our customers are too. >> That's huge, Cole and Ann, in terms of the significance of the impact that HPE is delivering through its partner ecosystem globally as the supply chain continues to be one of the terms on everyone's lips here. I'm curious, Cole, we just couple months ago, we're at Discover, can you talk about what HPE is doing here from a security perspective, this global approach that it's taking as it relates to what HPE was talking about at Discover in terms of we want to secure the enterprise to deliver these experiences from edge to cloud. >> You know, I feel like for me, and I think you look at the shared-responsibility models and, you know, other frameworks out there, the way I believe it to be is it's a solution, right? There's not one thing, you know, if you use HPE supply chain, the end, or if you buy an HPE ProLiant, the end, right? It is an integrated connectedness with our as-a-service platform, our service and support commitments, you know, our extensive partner ecosystem, our alliances, all of that comes together to ultimately offer that assurance to a customer, and I think these are specific meaningful proof points in that chain of custody, right? That chain of trust, if you will. Because as the world becomes more zero trust, we are going to have to prove ourselves more, right? And these are those kind of technical credentials, and identities and, you know, capabilities that a modern approach to security need. >> Excellent, great work there. Ann, let's go ahead and take us home. Take the audience through what you think, ultimately, what HPE is doing really infusing security at that 360-degree approach level that we talked about. What are some of the key takeaways that you want the audience that's watching here today to walk away with? >> Right, right, thank you. Yeah, you know, with the increase in cybersecurity threats everywhere affecting all businesses globally, it's going to require everyone in our industry to continue to evolve in our supply chain security and our product security in order to protect our customers and our business continuity. Protecting our supply chain is something that HPE is very committed to and takes very seriously. So, you know, I think regardless of whether our customers are looking for an on-prem solution or a GreenLake service, you know, HPE is proactively looking for and mitigating any security risk in the supply chain so that we can provide our customers with the most secure products and services. >> Awesome, Anne and Cole, thank you so much for joining me today talking about what HPE is doing here and why it's important, as our program is called, to be confident and trust your server security with HPE, and how HPE is doing that. Appreciate your insights and your time. >> Thank you so much for having us. >> Thank you, Lisa. >> For Cole Humphreys and Anne Potten, I'm Lisa Martin, we want to thank you for watching this segment in our series, Be Confident and Trust Your Server Security with HPE. We'll see you soon. (gentle upbeat music)

>> Hello everyone, and welcome back to The Data Cloud Summit 2020. We're going to dig into the all-important ecosystem, and focus in little bit on the intersection of the data cloud and trust. And with me are Ann-Christel Graham, AKA A.C., she's the CRO of Talend, and Chris Degnan is the CRO of Snowflake. We have the go-to-market heavies on this section, folks. Welcome to theCUBE. >> Thank you. >> Thanks for having us. >> Yeah, it's our pleasure. And so let's talk about digital transformation, right? Everybody loves to talk about it. It's an overused term, I know, but what does it mean? Let's talk about the vision of the data cloud for Snowflake and digital transformation. A.C., we've been hearing a lot about digital transformation over the past few years. It means a lot of things to a lot of people. What are you hearing from customers? How are they thinking about what I sometimes call DX? And what's important to them, maybe address some of the challenges even that they're facing? >> Dave, that's a great question. To our customers, digital transformation literally means staying in business or not. It's that simple. The reality is most agree on the opportunity to modernize data management infrastructure, that they need to do that to create the speed, and efficiency, and cost savings that digital transformation promises. But now it's beyond that. What's become front and center for our customers is the need for trusted data supported by an agile infrastructure that can allow a company to pivot operations as they need. Let me give you an example of that. One of our customers, a medical device company, was on their digital journey when COVID hit. They started last year in 2019. And as the pandemic hit, at the earlier part of this year, they really needed to take a closer look at their supply chain, and went through an entire supply chain optimization, having been completely disrupted in the, you think about the logistics, the transportation, the location of where they needed to get parts, all those things, when they were actually facing a need to increase production by about 20 times in order to meet the demand. And so you can imagine what that required them to do, and how reliant they were on clean, compliant, accurate data that they could use to make extremely critical decisions for their business. And in that situation, not just for their business, but decisions that would be about saving lives. So the stakes have gotten a lot higher and that's just one industry, it's really across all industries. So when you think about that, really, when you talk to any of our customers, digital transformation really means now having the confidence in data to support the business at critical times with accurate, trusted information. >> I mean, if you're not a digital business today, you're kind of out of business. Chris, I've always said a key part of digital transformation is really putting data at the core of everything. You know, not the manufacturing plant at the core and the data around it, but putting data at the center. And it seems like that's what Snowflake is bringing to the table. Can you comment? >> Yeah, I mean, I think if I look across what's happening, especially as A.C. said, you know, through COVID, is customers are bringing more and more data sets. They want to make smarter business decisions based on making data-driven decisions. And we are seeing acceleration of data moving to the cloud because there's just an abundance of data, and it's challenging to actually manage that data on-premise. And as we see those customers move those large data sets, I think what A.C. said is spot on, is that customers don't just want to have their data in the cloud, but they actually want to understand what the data is, understand who's has access to that data, making sure that they're actually making smart business decisions based on that data set. And I think that's where the partnership between both Talend and Snowflake are really tremendous, where, you know, we're helping our customers bring their data assets to to the cloud, really landing it, and allowing them to do multiple different types of workloads on top of this data cloud platform in Snowflake. And then I think, again, what Talend is bringing to the table is really helping the customer make sure that they trust the data that they're actually seeing. And I think that's a really important aspect of digital transformation today. >> Awesome, and I want to get into the partnership, but I don't want to leave the pandemic just yet. A.C., I want to ask you how it's affected customer priorities and timelines with regard to modernizing their data operations. And what I mean to that, I think about the end-to-end life cycle of going from kind of raw data to insights and how they're approaching those life cycles. Data quality is a key part of it. If you don't have good data quality, I mean, obviously you want to iterate, and you want to move fast, but if it's garbage out, then you got to to start all over again. So what are you seeing in terms of the effect of the pandemic and the urgency of modernizing those data operations? >> Yeah, well, like Chris just said, it accelerated things. For those companies that hadn't quite started their digital journey, maybe it was something that they had budgeted for, but hadn't quite resourced completely, many of them, this is what it took to really get them off the dime from that perspective, because there was no longer the opportunity to wait. They needed to go and take care of this really critical component within their business. So, you know, what COVID I think has taught companies, taught all of us, is how vulnerable even the largest companies and most robust enterprises can be. Those companies that had already begun their digital transformation, maybe even years ago, had already started that process and were in a great position in their journey, they fared a lot better, and we're able to be agile, were able to, you know, shift priorities, were able to go after what they needed to do to run their businesses better and be able to do so with real clarity and confidence. And I think that's really the second piece of it is for the last six months, people's lives have really depended on the data. People's lives have really depended on certainty. The pandemic has highlighted the importance of reliable and trustworthy information, not just the proliferation of data. And as Chris mentioned, just data being available. It's really about making sure that you can use that data as an asset. And that the greatest weapon we all have really there is the information and good information to make great business decisions. >> And, of course, Chris, the other thing we've seen is the acceleration to the cloud, which is obviously you (indistinct) born in the cloud. It's been a real tailwind. What are you seeing in that regard from your, I was going to say in the field, but from your Zoom vantage point. >> (laughs) Yeah, well, I think, you know, A.C. talked about supply chain analytics in her previous example. And I think one of the things that we did is we hosted a dataset, the COVID data set, COVID-19 dataset within Snowflake's data marketplace. And we saw customers that were, you know, initially hesitant to move to the cloud really accelerate their usage of Snowflake in the cloud with this COVID data set. And then we had other customers that are, you know, in the retail space, for example, and use the COVID data set to do supply chain analytics and accelerated, you know, it helped them make smarter business decisions on that. So, I'd say that, you know, COVID has made customers that were maybe hesitant to start their journey in the cloud move faster. And I've seen that, you know, really go at a blistering pace right now. >> You know, A.C., you just talked about value, 'cause it's all about value, but you know, the old days of data quality and the early days of chief data officer, all the focus was on risk avoidance, how do I get rid of data, how long do I have to keep it? And that has flipped dramatically, you know, sometime during the last decade. I wonder if you could talk about that a little bit. 'Cause I know you talk to a lot of CDOs out there, and have you seen that flip, where the value piece is really dwarfing that risk piece? And not that you can ignore the risk, but that's almost table stakes. What are your thoughts? >> You know, that's interesting, saying it's almost table stakes. I think you can't get away too much from the need for quality data and governed data. I think that's the first step, you can't really get to trust the data without those components. And, but to your point, the chief data officer's role, I would say, has changed pretty significantly. And in the round tables that I've participated in over the last, you know, several months, it's certainly a topic that they bring to the table that they'd like to, you know, chat with their peers about in terms of how they're navigating through the balance, that they still need to manage to the quality, they still need to manage to the governance, they still need to ensure that they're delivering that trusted information to the business. But now on the flip side as well, they're being relied upon to bring new insights and it's really requiring them to work more cross-functionally than they may have needed to in the past, where that's become a big part of their job is being that evangelist for data, the evangelist for those insights, and being able to bring in new ideas for how the business can operate. And identify, you know, not just operational efficiencies, but revenue opportunities, ways that they can shift. All you need to do is take a look at, for example, retail. You know, retail was heavily impacted by the pandemic this year, and it shows how easily an industry can be just kind of thrown off its course simply by just a significant change like that. And they need to be able to adjust. And this is where, when I've talked to some of the CDOs of the retail customers that we work with, they've had to really take a deep look at how they can leverage the data at their fingertips to identify new and different ways in which they can respond to customer demands. So it's a whole different dynamic, for sure. It doesn't mean that you walk away from the other end, the original part of the role or the areas in which they were maybe more defined a few years ago when the role of the chief data officer became very popular. I do believe it's more of a balance at this point, and really being able to deliver great value to the organization with the insights that they can bring. >> Well A.C., stay on that for a second. So you have this concept of data health, and I guess what I'm kind of getting at is that the early days of big data, Hadoop, it was just a lot of rogue efforts going on. People realized, wow, there there's no governance. And what's what seems like with Snowflake and Talend are trying to do is to make that so the business doesn't have to worry about it, build that in, don't bolt it on. But what's this notion of data health that you talk about? >> Well, it's interesting. Companies can measure and do measure just about everything, every aspect of their business health. Except what's interesting is they don't have a great way to measure the health of their data. And this is an asset that they truly rely on. Their future depends on is that health of their data. And so if we take a little bit of a step back, maybe let's take a look at an example of a customer experience just to kind of make a little bit of a delineation between the differences of data quality, data trust, and what data health truly is. We work with a lot of hotel chains, and like all companies today, hotels collect a ton of information. There's mountains of information, private information about their customers, through the loyalty clubs, and all the information that they collect from their the front desk, the systems that store their data. You can start to imagine the amount of information that a hotel chain has about an individual. And frequently, that information has errors in it, such as duplicate entries, you know, is it A.C. Graham, or is it Ann-Christel Graham? Same person, slightly different, depending on how I might've looked, or how I might've checked in at the time. And sometimes the data's also mismanaged, where because it's in so many different locations, it could be accessed by the wrong person, if someone that wasn't necessarily intended to have that kind of visibility. And so these are examples of when you look at something like that, now you're starting to get into, you know, privacy regulations, and other kinds of things that can be really impactful to a business if data's in the wrong hands or if the wrong data is in the wrong hands. So, you know, in a world of misinformation and mistrust, which is around us every single day, Talend has really invented a way for businesses to verify the veracity, the accuracy of their data. And that's where data health really comes in is being able to use a trust score to measure the data health. And that's what we've recently introduced is this concept of the trust score, something that can actually provide and measure the accuracy and the health of the data, all the way down to an individual report. And we believe that that truly provides the explainable trust, issue resolution, the kinds of things that companies are looking for in that next stage of overall data management. >> Thank you. Chris, bring us home. So one of the key aspects of what Snowflake is doing is building out the ecosystem. It's very, very important. Maybe talk about how you guys are partnering and adding value, in particular things that you're seeing customers do today within the ecosystem or with the help of the ecosystem and Snowflake, that they weren't able to do previously? >> Yeah, I mean, I think, you know, A.C. mentioned it, you mentioned it. I spend a lot of my Zoom days talking to chief data officers. And as I'm talking to these chief data officers, they are so concerned, their responsibility on making sure that the business users are getting accurate data, so that they view that as data governance, as one aspect of it. But the other aspect is the circumference of the data, of where it sits, and who has access to that data, and making sure it's super secure. And I think, you know, Snowflake is a tremendous landing spot, being a data warehouse or a cloud data platform as a service. You know, we take care of all the securing that data. And I think where Talend really helps our customer base is helps them exactly what A.C. talked about, is making sure that myself as a business user, someone like myself, who's looking at data all the time, trying to make decisions on how many salespeople I want to hire, how's my forecast coming, you know, how's the product working, all that stuff. I need to make sure that I'm actually looking at good data. And I think the combination of it all sitting in a single repository like Snowflake, and then layering a tool like Talend on top of it where I can actually say, yeah, that is good data, it helps me make smarter decisions faster. And ultimately, I think that's really where the ecosystem plays an incredibly important role for Snowflake and our customers >> Guys, two great guests. I wish we had more time, but we got to go. And so thank you so much for sharing your perspectives, a great conversation. >> Thank you for having us, Dave. >> Thanks Dave. >> All right, and thank you for watching. Keep it right there. We'll be back with more from The Data Cloud Summit 2020.

>>Hello, everyone. And welcome back to the data cloud. Summer 2020. We're >>gonna >>dig into the all important ecosystem and focusing a little bit on the intersection of the data Cloud and trust and with Me are and Crystal Graham, aka A C. She's the C R O of talent, and Chris Degnan is the C R. O of Snowflake. We have to go to market heavies on this section, folks. Welcome to the Cube. >>Thank you. >>Thanks for having us. >>That's our pleasure. And so let's let's talk about digital transformation, right? Everybody loves to talk about it. It zone overused term. I know, but what does it mean? Let's talk about the vision of the data cloud for snowflake and digital transformation. A. C. We've been hearing a lot about digital transformation over the past few years. It means a lot of things to a lot of people. What are you hearing from customers? How are they thinking about when I come, sometimes called DX and what's important to them? Maybe address some of the challenges even that they're facing where you >>thought. Absolutely. Dave, you know, digital transformation means literally staying in business or not. Um, That's what you hear from customers. Thes days. Eso, you know, most still agree on that. The opportunity Thio modernized data management, bringing efficiencies and scale and cost savings through digital transformation. But now it's really beyond that. What's become front and center is the need for trusted data. Um, and you know, one of the things we could talk a little bit about their Let me give you an example what that means. It's It's really having a agile infrastructure that will allow a company to pivot operations as they need. There's a company that I recently spoke with one of our customers that's in a medical device in the medical device industry, and they had started their digital journey last year. Um, so they were in a really good position when Cove it hit in February. At the time, they needed to take a complete look at their supply chain and optimize it. In fact, they needed to find ways that they could really change their production to a degree of about 20 times more in a given day thing, what they had been doing prior to co vid. And so when you think about what that required them to do. They really needed to rely on trusted, clean, compliant data, um, in an agile, ready to adapt infrastructure. And that's really what digital transformation was to them. And I think that's an example of when you talk to customers today, and they define what digital transformation means to them. You'll find examples like that that demonstrate that in times it's it's really about the difference between, you know, life or death saving lives, staying in business. >>Right? Well, thank you for that. And you're right on. I mean, if you're not a digital business today, you're kind of out of business. And, Chris, I've always said a key part of digital transformation is really putting data at the core of everything. You know, Not not the manufacturing plant, that the core in the data around it, but putting data at the center. It seems like that's what Snowflake is bringing to the table. Can you comment? >>Yeah. I mean, I think if if I look across what's happening and especially a Z A. C said you know, through co vid is customers are bringing more and more data sets. They wanna make smarter business decisions based on data making data driven decisions. And we're seeing acceleration of data moving to the cloud because there's just an abundance of data and it's challenging to actually manage that data on premise and and, as we see those, those customers move those large data sets. Think what A C said is spot on is that customers don't just want to have their data in the cloud. But they actually want to understand what the data is, understand, who has access to that data, making sure that they're actually making smart business decisions based on that data. And I think that's where the partnership between both talent and snowflake are really tremendous, where you know we're helping our customers bring their data assets to to the cloud, really landing it and allowing them to do multiple, different types of workloads on top of this data cloud platform and snowflake. And then I think again what talent is bringing to the table is really helping the customer make sure that they trust the data that they're actually seeing. And I think that's a really, um, important aspect of digital transformation today. >>Awesome and I want to get into the partnership, but I don't wanna leave the pandemic just yet. I wanna ask you how it's affected customer priorities and timelines with regard to modernizing their data operations. And what I mean to that I think about the end and life cycle of going from raw data insights and how they're approaching those life cycles. Data quality is a key part of If you have good data quality, you're gonna I mean, obviously you want to reiterate and you wanna move fast. But if if it's garbage out, then you got to start all over again. So what are you seeing in terms of the effect of the pandemic and the urgency of modernizing those data operations? >>Yeah, but like Chris just said it accelerated things for those companies that hadn't quite started their digital journey. Maybe it was something that they had budgeted for but hadn't quite resourced completely many of them. This is what it took to to really get them off the dying from that perspective, because there was no longer the the opportunity to wait. They needed to go and take care of this really critical component within their their business. So, um, you know what? What cove? In I think has taught cos. Taught all of us is how vulnerable even the largest. Um, you know, companies on most robust enterprises could be, um, those companies that had already begun their digital transformation, maybe even years ago had already started that process. And we're in a better. We're in a great position in their journey. They fared a lot better, and we're able to be agile. Were able Thio in a shift. Priorities were able to go after what they needed to do toe to run their businesses better and be able to do so with riel clarity and confidence. And I think that's really the second piece of it is, um, for the last six months, people's lives have really depended on the data people's lives that have really dependent on uncertainty. The pandemic has highlighted the importance of reliable and trustworthy information, not just the proliferation of data. And as Chris mentioned this data being available, it's really about making sure that you can use that data as an asset Ondas and and that the greatest weapon we all have, really there is the information and good information to make great business decisions. >>Of course, Chris The other thing we've seen is the acceleration toe, the cloud, which is obviously you're born in the cloud. It's been a real tailwind. What are you seeing in that regard from your I was gonna say in the field. But from your zoom vantage >>point? Yeah, well, I think you know, a C talked about supply chain, um, analytics in in her previous example. And I think one of the things that we did is we hosted a data set. The covert data set over 19 data set within snowflakes, data marketplace. And we saw customers that were, you know, initially hesitant to move to the cloud really accelerate. They're used to just snowflake in the cloud with this cove. It covert data set on Ben. We had other customers that are, you know, in the retail space, for example, and use the cova data set to do supply chain analytics and and and accelerated. You know, it helped them make smarter business decisions on that. So So I'd say that you know, Cove, it has, you know, made customers that maybe we're may be hesitant to to start their journey in the cloud, move faster. And I've seen that, you know, really go at a blistering pace right now. >>You know, you just talked about value because it's all about value. But the old days of data quality in the early days of Chief Data officer, all the focus was on risk avoidance. How do I get rid of data? How long do I have to keep it? And that has flipped dramatically. You know, sometime during the last decade, I wonder if you could talk about that a little bit because I know you talked to a lot of CDOs out there. And have you seen that that flip, that where the value pieces really dwarfing that risk, peace. And not that you can. You can ignore the risk that. But that's almost table stakes. What are your thoughts? >>Um, you know, that's interesting. Saying it's it's almost table stakes. I think we can't get away too much from the need for quality data and and govern data. I think that's the first step. You can't really get to, um, you know, to trust the data without those components. And but to your point, the chief data officers role, I would say, has changed pretty significantly and in the round tables that I've participated in over the last, you know, several months. It's certainly a topic that they bring to the table that they'd like Thio chat with their peers about in terms of how they're navigating through the balance that they still need. Thio manage to the quality they still need to manage to the governance. They still need toe to ensure that that they're delivering, um, that trusted information to the business. But now, on the flip side as well, they're being relied upon to bring new insights. And that's, um, it Z really require them to work more cross functionally than they may have needed to in the past. Where that's been become a big part of their job is being that evangelist for data the evangelist. For that, those insights and being able to bring in new ideas for how the business can operate and identified, you know, not just not just operational efficiencies, but revenue opportunities, ways that they can shift. All you need to do is take a look at, for example, retail. Um, you know, retail was heavily impacted by the pandemic this year on git shows how easily an industry could be could be just kind of thrown off its course simply by by a just a significant change like that. They need to be able to to adjust. And this is where, um, when I've talked to some of the CEOs of the retail customers that we work with, they've had to really take a deep look at how they can leverage their the data at their fingertips to identify new in different ways in which they can respond to customer demands. So it's a it's a whole different dynamic for sure. It doesn't mean that that you walk away from the other and the original part of the role of the or the areas in which they were maybe more defined a few years ago when the role of the chief data officer became very popular. I do believe it's more of a balance at this point and really being able to deliver great value to the organization with the insights that they could bring >>Well, a C stay on that for a second. So you have this concept of data health, and I guess what kind of getting tad is that the early days of big data Hadoop. It was a lot of rogue efforts going on. People realize, Wow, there's no governance And what what seems like what snowflake and talent are trying to do is to make that the business doesn't have to worry about it. Build that in, don't bolted on. But what's what's this notion of of data health that you talk about? >>Well, the companies you know, it's it's It's interesting Cos can measure and do measure just about everything, every aspect of their business. Health. Um, except what's interesting is they don't have a great way to measure the health of their data. And this is an asset that they truly rely on. Their future depends on is that health of their data? And so if we take a little bit of a step back, maybe let's take a look at an example of a customer experiences to kind of make a little bit of a delineation between the differences of data data, quality data, trust on what data health truly is, We work with a lot of health, a lot of hotel chains, and like all companies today, hotels collect a ton of information. There's mountains of information. Um private information about their customers through the loyalty clubs and all the information that they collect from there the front desk, the systems that store their data. You can start to imagine the amount of information that a hotel chain has about an individual. And, uh, frequently that information has, you know, errors in it, such as duplicate entries, you know. Is it a Seagram or is it in Chris Telegram? Same person, Slightly different, depending on how I might have looked or how I might have checked in at the time. And sometimes the data is also mismanaged, where because it's in so many different locations, it could be accessed by the wrong person of someone that wasn't necessarily intended to have that kind of visibility. And so these are examples of when you look at something like that. Now you're starting to get into, um, you know, privacy regulations and other kinds of things that could be really impactful to a business if data is in the wrong hands or the wrong data is in the wrong hands. So you know, in a world of misinformation and mistrust, which is around us every single day, um, talent has really invented a way for businesses to verify the veracity, the accuracy of their data. And that's where data health really comes in is being able to use a trust score to measure the data health on. That's what we have recently introduced. Is this concept of the trust score, something that can actually provide and measure the accuracy and the health of the data all the way down to an individual report on? We believe that that that truly, you know, provides the explainable trust issue resolution, the kinds of things that companies are looking for in that next stage of overall data management. >>Thank you, Chris. Bring us home. So one of the key aspects of what snowflake is doing is building out the ecosystem is very, very important. Maybe talk about how how you guys air partnering and adding value in particular things that you're seeing customers do today within the ecosystem or with the help of the ecosystem and stuff like that they weren't able to do previously. >>Yeah. I mean, I think you know a C mentioned it. You mentioned it. You know, we spent I spent a lot of my zoom days talking Thio chief data officers and as I'm talking to the chief data officers that they are so concerned their responsibility on making sure that the business users air getting accurate data so that they view that as data governance is one aspect of it. But the other aspect is the circumference of the data of where it sits and who has access to that data and making sure it's super secure. And I think you know, snowflake is a tremendous landing spot, being a data warehouse or data cloud data platform as a service, you know, we take care of all, you know, securing that data. And I think we're talent really helps our customer base is helps them. Exactly what it is he talked about is making sure that you know myself as a business users someone like myself who's looking at data all the time, trying to make decisions on how many sales people I wanna hire. How's my forecast coming? How's the product working all that stuff? I need to make sure that I'm actually looking at at good data, and I think the combination of all sitting in a single repository like snowflake and then layering it on top or laying a tool like talent on top of it, where I can actually say, Yeah, that is good data. It helps me make smarter decisions faster. And ultimately, I think that's really where the ecosystem plays. An incredibly important, important role for snowflake in our customers, >>guys to great guests. I wish we had more time, but we got to go on. DSo Thank you so much for sharing your perspective is a great conversation. >>Thank you for having a Steve. >>All right. Thank you for watching. Keep it right there. We'll be back with more from the data cloud Summit 2020.

(upbeat music) >> Announcer: From the CUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is theCUBE Conversation. >> Hey, welcome back everybody Jeffrey Frick with theCUBE. We are getting through the COVID crisis. It continues and impacting the summer. I can't believe the summer's almost over, but there's a whole lot of things going on in terms of privacy and contact tracing and this kind of this feeling that there's this conflict between kind of personal identification and your personal privacy versus the public good around things like contact tracing. And I was in a session last week with two really fantastic experts. I wanted to bring them on the show and we're really excited to have back for I don't even know how many times Michelle has been on Michelle Dennedy, She is the former chief privacy officer at Cisco and now she's running the CEO of Identity, Michelle great to see you. >> Good to see you always Jeff >> Yeah and for the first time Dr. Ann Cavoukian and she is the executive director Global Privacy & Security By Design Center. Joining us from Toronto, worked with the government and is not short on opinions about privacy. (laughing) Ann good to see you. >> Hi Jeff thank you >> Yes, so let's jump into it cause I think one of the fundamental issues that we keep hearing is this zero-sum game. And I know and it's a big topic for you that there seems to be this trade off this either or and specifically let's just go to contact tracing. Cause that's a hot topic right now with COVID. I hear that it's like you're telling everybody where I'm going and you're sharing that with all these other people. How is this even a conversation and where do I get to choose whether I want to participate or not? >> You can't have people traced and tracked and surveil. You simply can't have it and it can't be an either or win lose model. You have to get rid of that data. Zero-sum game where only one person can win and the other one loses and it sums to a total of zero. Get rid of that, that's so yesterday. You have to have both groups winning positive sum. Meaning yes, you need public health and public safety and you need privacy. It's not one versus the other. We can do both and that's what we insist upon. So the contact term tracing app that was developed in Canada was based on the Apple Google framework, which is actually called exposure notification. It's totally privacy protective individuals choose to voluntarily download this app. And no personal information is collected whatsoever. No names, no geolocation data, nothing. It's simply notifies you. If you've been exposed to someone who is COVID-19 positive, and then you can decide on what action you wish to take. Do you want to go get tested? Do you want to go to your family doctor, whatever the decision lies with you, you have total control and that's what privacy is all about. >> Jeffrey: But what about the person who was sick? Who's feeding the top into that process and is the sick person that you're no notifying they obviously their personal information is part of that transaction. >> what the COVID alerts that we developed based on the Apple Google framework. It builds on manual contact tracing, which also take place the two to compliment each other. So the manual contact tracing is when individuals go get to get tested and they're tested as positive. So healthcare nurses will speak to that individual and say, please tell us who you've been in contact with recently, family, friends, et cetera. So the two work together and by working together, we will combat this in a much more effective manner. >> Jeffrey: So shifting over to you Michelle, you know, there's PIN and a lot of conversations all the time about personal identifiable information but right. But then medical has this whole nother class of kind of privacy restrictions and level of care. And I find it really interesting that on one hand, you know, we were trying to do the contract tracing on another hand if you know, my wife works in a public school. If they find out that one of the kids in this class has been exposed to COVID somehow they can't necessarily tell the teacher because of HIPAA restriction. So I wonder if you could share your thoughts on this kind of crossover between privacy and health information when it gets into this kind of public crisis and this inherent conflict for the public right to know and should the teacher be able to be told and it's not a really clean line with a simple answer, I don't think. >> No and Jeff, and you're also layering, you know, when you're talking about student data, you layering another layer of legal restriction. And I think what you're putting your thumb on is something that's really critical. When you talk about privacy engineering, privacy by design and ethics engineering. You can't simply start with the legal premise. So is it lawful to share HIPAA covered data. A child telling mommy I don't feel well not HIPAA covered. A child seeing a doctor for medical services and finding some sort of infection or illness covered, right? So figuring out the origin of the exact same zero one. Am I ill or not, all depends on context. So you have to first figure out, first of all let's tackle the moral issues. Have we decided that it is a moral imperative to expose certain types of data. And I separate that from ethics intentionally and with apologies to true ethicists. The moral imperative is sort of the things we find are so wrong. We don't want a list of kids who are sick or conversely once the tipping point goes the list of kids who are well. So then they are called out that's the moral choice. The ethical choice is just because you can should you, and that's a much longer conversation. Then you get to the legal imperative. Are you allowed to based on the past mistakes that we made. That's what every piece of litigation or legislation is particularly in a common law construct in the US. It's very important to understand that civil law countries like the European theater. They try to prospectively legislate for things that might go wrong. The construct is thinner in a common law economy where you do, you use test cases in the courts of law. That's why we are such a litigious society has its own baggage. But you have to now look at is that legal structure attempting to cover past harms that are so bad that we've decided as a society to punish them, is this a preventative law? And then you finally get to what I say is stage four for every evaluation is isn't viable, are the protections that you have to put on top of these restrictions. So dire that they either cannot be maintained because of culture process or cash or it just doesn't make sense anymore. So does it, is it better to just feel someone's forehead for illness rather than giving a blood assay, having it sent away for three weeks and then maybe blah, blah, blah, blah, blah, blah. >> Right. >> You have to look at this as a system problem solving issue. >> So I want to look at it in the context of, again kind of this increased level of politicization and or, you know, kind of exposure outside of what's pretty closed. And I want to bring up AIDS and the porn industry very frankly right? Where people behaving in the behavior of the business risk a life threatening disease of which I still don't think it as a virus. So you know why, cause suddenly, you know, we can track for that and that's okay to track for that. And there's a legitimate reason to versus all of the other potential medical conditions that I may or may not have that are not necessarily brought to bear within coming to work. And we might be seeing this very soon. As you said, if people are wanting our temperatures, as we come in the door to check for symptoms. How does that play with privacy and healthcare? It's still fascinates me that certain things is kind of pop out into their own little bucket of regulation. I'm wondering if you could share your thoughts on that Ann. >> You know, whenever you make it privacy versus fill in the blank, especially in the context of healthcare. You end up turning it to a lose lose as opposed to even a win lose. Because you will have fewer people wanting to allow themselves to be tested, to be brought forward for fear of where that information may land. If it lands in the hands of your employer for example or your whoever owns your house if you're in renting, et cetera. It creates enormous problems. So regardless of what you may think of the benefits of that model. History has shown that it doesn't work well that people end up shying away from being tested or seeking treatment or any of those things. Even now with the contact tracing apps that have been developed. If you look globally the contact tracing apps for COVID-19. They have failed the ones that identify individuals in the UK, in Australia, in Western Canada that's how it started out. And they've completely dropped them because they don't work. People shy away from them. They don't use them. So they've gotten rid of that. They've replaced it with the, an app based on the Apple Google framework, which is the one that protects privacy and will encourage people to come forward and seek to be tested. If there's a problem in Germany. Germany is one of the largest privacy data protection countries in the world. Their privacy people are highly trusted in Germany. Germany based their app on the Apple Google framework. About a month ago they released it. And within 24 hours they had 6.5 million people download the app. >> Right. >> Because there is such trust there unlike the rest of the world where there's very little trust and we have to be very careful of the trust deficit. Because we want to encourage people to seek out these apps so they can attempt to be tested if there's a problem, but they're not going to use them. They're just going to shy away from them. If there is such a problem. And in fact I'll never forget. I did an interview about a month ago, three weeks ago in the US on a major major radio station that has like 54 million people followers. And I was telling them about the COVID alert the Canadian contact tracing app, actually it's called exposure notification app, which was built on the Apple Google framework. And people in hoard said they wouldn't trust anyone with it in the US. They just wouldn't trust it. So you see there's such a trust deficit. That's what we have to be careful to avoid. >> So I want to hold on the trust for just a second, but I want to go back to you Michelle and talk about the lessons that we can learn post 9/11. So the other thing right and keep going back to this over and over. It's not a zero-sum game. It's not a zero-sum game and yet that's the way it's often positioned as a way to break down existing barriers. So if you go back to 9/11 probably the highest profile thing being the Patriot Act, you know, where laws are put in place to protect us from terrorism that are going to do things that were not normally allowed to be done. I bet without checking real exhaustively that most of those things are still in place. You know, cause a lot of times laws are written. They don't go away for a long time. What can we learn from what happened after 9/11 and the Patriot Act and what should be really scared of, or careful of or wary of using that as a framework for what's happening now around COVID and privacy. >> It's a perfect, it's not even an analogy because we're feeling the shadows of the Patriot Act. Even now today, we had an agreement from the United States with the European community until recently called the Privacy Shield. And it was basically if companies and organizations that were, that fell under the Federal Trade Commissions jurisdiction, there's a bit of layering legal process here. But if they did and they agreed to supply enough protection to data about people who were present in the European Union to the same or better level than the Europeans would. Then that information could pass through this Privacy Shield unencumbered to and from the United States. That was challenged and taken down. I don't know if it's a month ago or if it's still March it's COVID time, but very recently on basis that the US government can overly and some would say indifferent nations, improperly look at European data based on some of these Patriot Act, FISA courts and other intrusive mechanisms that absolutely do apply if we were under the jurisdiction of the United States. So now companies and private actors are in the position of having to somehow prove that they will mechanize their systems and their processes to be immune from their own government intrusion before they can do digital trade with other parts of the world. We haven't yet seen the commercial disruption that will take place. So the unintended consequence of saying rather than owning the answers or the observations and the intelligence that we got out of the actual 9/11 report, which said we had the information we needed. We did not share enough between the agencies and we didn't have the decision making activity and will to take action in that particular instance. Rather than sticking to that knowledge. Instead we stuck to the Patriot Act, which was all but I believe to Congress people. When I mean, you see the hot mess. That is the US right now. When everyone but two people in the room vote for something on the quick. There's probably some sort of a psychological gun to your head. That's probably well thought out thing. We fight each other. That's part of being an American dammit. So I think having these laws that say, you've got to have this one solution because the boogeyman is coming or COVID is coming or terrorists or child pornographers are coming. There's not one solution. So you really have to break this down into an engineering problem and I don't mean technology when I say engineering. I mean looking at the culture, how much trust do you have? Who is the trusted entity? Do we trust Microsoft more than we trust the US government right now? Maybe that might be your contact. How you're going to build people, process and technology not to avoid a bad thing, but to achieve a positive objective because if you're not achieving that positive objective of understanding that safe to move about without masks on, for example, stop, just stop. >> Right, right. My favorite analogy Jeff, and I think I've said this to you in the past is we don't sit around and debate the merits of viscosity of water to protect concrete holes. We have to make sure that when you lead them to the concrete hole, there's enough water in the hole. No, you're building a swimming pool. What kind of a swimming pool do you want? Is it commercial, Is it toddlers? Is it (indistinct), then you build in correlation, protection and da da da da. But if you start looking at every problem as how to avoid hitting a concrete hole. You're really going to miss the opportunity to build and solve the problem that you want and avoid the risk that you do not want. >> Right right, and I want to go back to you on the trust thing. You got an interesting competent in that other show, talking about working for the government and not working directly for the people are voted in power, but for the kind of the larger bureaucracy and agency. I mean, the Edelman Trust Barometer is really interesting. They come out every year. I think it's their 20th year. And they break down kind of like media, government and business. And who do you trust and who do you not trust? What what's so fascinating about the time we're in today is even within the government, the direction that's coming out is completely diametrically opposed oftentimes between the Fed, the state and the local. So what does kind of this breakdown of trust when you're getting two different opinions from the same basic kind of authority due to people's ability or desire to want to participate and actually share the stuff that maybe or maybe not might get reshared. >> It leaves you with no confidence. Basically, you can't take confidence in any of this. And when I was privacy commissioner. I served for three terms, each term that was a different government, different political power in place. And before they had become the government, they were all for privacy and data protection believed in and all that. And then once they became the government all that changed and all of a sudden they wanted to control everyone's information and they wanted to be in power. No, I don't trust government. You know, people often point to the private sector as being the group you should distrust in terms of privacy. I say no, not at all. To me far worse is actually the government because everyone thinks they're there to do good job and trust them. You can't trust. You have to always look under the hood. I always say trust but verify. So unfortunately we have to be vigilant in terms of the protections we seek for privacy both with private sector and with the government, especially with the government and different levels of government. We need to ensure that people's privacy remains intact. It's preserved now and well into the future. You can't give up on it because there's some emergency a pandemic, a terrorist incident whatever of course we have to address those issues. But you have to insist upon people's privacy being preserved. Privacy forms the foundation of our freedom. You cannot have free and open societies without a solid foundation of privacy. So I'm just encouraging everyone. Don't take anything at face value, just because the government tells you something. It doesn't mean it's so always look under the hood and let us ensure the privacy is strongly protected. See emergencies come and go. The pandemic will end. What cannot end is our privacy and our freedom. >> So this is a little dark in here, but we're going to lighten it up a little bit because there's, as Michelle said, you know, if you think about building a pool versus putting up filling a hole, you know, you can take proactive steps. And there's a lot of conversation about proactive steps and I pulled Ann your thing Privacy by Design, The 7 Foundational Principles. I have the guys pull up a slide. But I think what's really interesting here is, is you're very, very specific prescriptive, proactive, right? Proactive, not reactive. Privacy is the default setting. You know, don't have to read the ULAs and I'm not going to read the, all the words we'll share it. People can find it. But what I wanted to focus on is there is an opportunity to get ahead of the curve, but you just have to be a little bit more thoughtful. >> That's right, and Privacy By Design it's a model of prevention, much like a medical model of prevention where you try to prevent the harms from arising, not just deal with them after the facts through regulatory compliance. Of course we have privacy laws and that's very important, but they usually kick in after there's been a data breach or privacy infraction. So when I was privacy commissioner obviously those laws were intact and we had to follow them, but I wanted something better. I wanted to prevent the privacy harms from arising, just like a medical model of prevention. So that's a Privacy By Design is intended to do is instantiate, embed much needed privacy protective measures into your policies, into your procedures bake it into the code so that it has a constant presence and can prevent the harms from arising. >> Jeffrey: Right right. One of the things I know you love to talk about Michelle is compliance, right? And is compliance enough. I know you like to talk about the law. And I think one of the topics that came up on your guys' prior conversation is, you know, will there be a national law, right? GDPR went through on the European side last year, the California Protection Act. A lot of people think that might become the model for more of a national type of rule. But I tell you, when you watch some of the hearings in DC, you know, I'm sure 90% of these people still print their emails and have their staff hand them to them. I mean, it's really scary that said, you know, regulation always does kind of lag probably when it needs to be put in place because people maybe abuse or go places they shouldn't go. So I wonder if you could share your thoughts on where you think legislation is going to going and how should people kind of see that kind of playing out over the next several years, I guess. >> Yeah, it's such a good question Jeff. And it's like, you know, I think even the guys in Vegas are having trouble with setting the high laws on this. Cameron said in I think it was December of 2019, which was like 15 years ago now that in the first quarter of 2020, we would see a federal law. And I participated in a hearing at the Senate banking committee, again, November, October and in the before times. I'm talking about the same thing and here we are. Will we have a comprehensive, reasonable, privacy law in the United States before the end of this president's term. No, we will not. I can say that with just such faith and fidelity. (laughing) But what does that mean? And I think Katie Porter who I'm starting to just love, she's the Congresswoman who's famous for pulling on her white board and just saying, stop fudging the numbers. Let's talk about the numbers. There's about a, what she calls the 20% legislative flip phone a caucus. So there are 20% or more on both sides of the aisle of people in the US who are in the position of writing our laws. who are still on flip phones and aren't using smart phones and other kinds of technologies. There's a generation gap. And as much as I can kind of chuckle at that a little bit and wink, wink, nudge, nudge, isn't that cute. Because you know, my dad, as you know, is very very technical and he's a senior citizen. This is hard. I hope he doesn't see that but... (laughing) But then it's not old versus young. It's not let's get a whole new group and crop and start over again. What it is instead and this is, you know, as my constant tome sort of anti compliance. I'm not anti compliance. You got to put your underwear on before your pants or it's just really hard. (laughing) And I would love to see anyone who is capable of putting their underwater on afterwards. After you've made the decision of following the process. That is so basic. It comes down to, do you want the data that describes or is donated or observed about human beings. Whether it's performance of your employees. People you would love to entice onto your show to be a guest. People you'd like to listen and consume your content. People you want to meet. People you want to marry. Private data as Ann says, does the form the foundation of our freedom, but it also forms the foundation of our commerce. So that compliance, if you have stacked the deck proactively with an ethics that people can understand and agree with and have a choice about and feel like they have some integrity. Then you will start to see the acceleration factor of privacy being something that belongs on your balance sheet. What kind of data is high quality, high nutrition in the right context. And once you've got that, you're in good shape. >> I'm laughing at privacy on the balance sheet. We just had a big conversation about data on the balance sheets. It's a whole, that's a whole another topic. So we can go for days. I have Pages and pages of notes here. But unfortunately I know we've got some time restrictions. And so, and I want to give you the last word as you look forward. You've been in this for a while. You've been in it from the private side, as well as the government side. And you mentioned lots of other scary things, kind of on the horizon. Like the kick of surveillance creep, which there's all kinds of interesting stuff. You know, what advice do you give to citizens. What advice do you give to leaders in the public sector about framing the privacy conversation >> I always want to start by telling them don't frame privacy as a negative. It's not a negative. It's something that can build so much. If you're a business, you can gain a competitive advantage by strongly protecting your customer's privacy because then it will build such loyalty and you'll gain a competitive advantage. You make it work for you. As a government you want your citizens to have faith in the government. You want to encourage them to understand that as a government you respect their privacy. Privacy is highly contextual. It's only the individual who can make determinations relating to the disclosure of his or her personal information. So make sure you build that trust both as a government and as a business, private sector entity and gain from that. It's not a negative at all, make it work for you, make it work for your citizens, for your customers, make it a plus a win win that will give you the best returns. >> Isn't it nice when doing the right thing actually provides better business outcomes too. It's like diversity of opinion and women on boards. And kind of things- >> I love that. we cover these days. >> Well ladies, thank you very very much for your time. I know you've got a hard stop, so I'm going to cut you loose or else we would go for probably another hour and a half, but thank you so much for your time. Thank you for continuing to beat the drum out there and look forward to our next conversation. Hopefully in the not too distant future. >> My pleasure Jeff. Thank you so much. >> Thank you. >> Thank you too. >> All right She's Michelle. >> She's Ann. I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time. (upbeat music)

>> Commentator: Live from Stanford University it's theCUBE covering the Women in Data Science Conference 2017. (jazzy music) >> Hi, welcome back to theCUBE. I'm Lisa Martin live at Stanford University at the second annual Women in Data Science WiDS tech conference. We are here with Ann Rosenberg from SAP. She's the VP head of Global SAP Alliances and SAP Next-Gen. Ann, welcome to the program. >> Thank you so much. >> So SAP is a sponsor of WiDS. Talk to us a little bit about that, and why is it so important for SAP to be involved in this great womens organization. >> So first of all, in my role as working with SAP's relationship to academia and also building up innovation network we see that data science is a very, very key skill set, and we also would like to see many more women get involved into this. Actually (mumbling) right now as we speak we are at the same time in 20 different countries around the world, 24 events we have. So we are both in Berlin, we are in New York, we are all over the world. So it's very important. I call it kind of a movement what we are doing here. It's important that all over the world that we inspire women to go into data science and into tech in general. So it is important thing for SAP. First of all, we need a lot of data science interested people. You also need our entire SAP ecosystem to go out to universities and be able to recruit a data science student both from a diversity perspective, whatever you are a female or a man of course. >> Absolutely, you're right. This is a very inspiring event. It's something that you can really actually feel. You're hearing a lot of applause from the speakers. When you're looking enabling even SAP people to go out and educate and recruit data scientists, what are some of the key skills that you're looking for as the next generation of data scientists? >> This is an interesting thing because you can say that you need like a very strong technical skill set, but we see more and more, and I saw that after I moved to Silicon Valley for two years that also the whole thing about design thinking, the combination of design thinking and data science is becoming something which is extremely important, but also the whole topic about empathy and also, so when you build solution you need to have this whole purpose driven in mindset. So I think what we're seeing more and more is that it's great to be a great data science, but it takes more than that. And that's what I see Stanford and Berkeley are doing a lot, that they're kind of mixing up kind of like the classes. And so you can be a strong data science, but at the same time you also have the whole design thinking background. That's some of the things that we look for at SAP. >> And that's great. We're hearing more and more of that, other skills, critical thinking, being able to not only analyze and interpret the information, but apply it and explain it in a way that really reflects the value. So I know that you have a career, you've been in industry, but you've also been a lecturer. Is this career that you're doing now, this job in alliances and next-gen for SAP sort of a match made in heaven in terms of your background? >> I actually love that question, probably the best question I ever got because it is definitely my dream job. When I was teaching in Copenhagen for some years ago I saw the mind of young people. I saw the thesis, the best of master thesis. I saw what they were able to do, and I'm an old management consultant, and I kept on thinking that the quality of work, the quality of ideas and ideations that the students come with were something that the industry could benefit so much from. So I always wanted to do this matchmaking between the industries and the mind of young people. And it's actually right now I see that it's started kind of, what I at least saw for the last two years that the industries that go to academia, go to universities to educate or to students to work on new ideas. And of course in Silicon Valley this has been going on for some time now, but we see all over the world. And the network that I'm responsible for at SAP, we work in more than 106 countries around the world, with 3,100 universities. And what I really want to do now, I call it the Silicon Valleys of the world where you are mapping the industries with academia with the accelerators and start ups. It's just an incredible innovation network, and this is what I see is just so much growing right now. So it's a great opportunity for academia, but equally also for the industry. >> I love that. Something that caught my eye, I was doing some research, and April 2016 SAP announced a collaboration with the White House's Computer Science for All Initiative. Tell us about that. >> I mean the whole DNA of SAP is in education. And therefore we do support a number of entity around the world. Whatever we talk about building up a skill set within data science, building skill set in design thinking, or in any kind of development skills is really, really important for us. So we do a lot of work together with the governments around the world. Whatever you talk about the host communication, for example, we have programs called Young Thinkers, Beatick, where you go out to high schools or you go into academia, to universities. So when this institute came up, we of course went in and said we want to support this. So if I look at United States, so we have a huge amount of universities part of the network that I'm driving with my team. So we have data curriculums, education material, we have train to train our faculties, boot camps. We do hackathons, coach games. We do around 1,200 to 1,600 hackathon coach games per year around the world. We engage with the industries out to the universities. So therefore it was a perfect match for us to kind of support this institute. >> Fantastic. Are there any things that SAP does as we look at the conference where we are, this Women in Data Science, are there things that you're doing specifically to help SAP, maybe even universities bring in more females into the programs, whether it's a university program or into SAP? >> Yeah, so for SAP in our whole recruiting process we definitely are looking into that. There is a great mix between female and male people who get hired into the company, but we also, it all start with that you actually inspire young women to go into a data science education or into a development education. So my team, we actually go in before SAP recruiting get involved where we, that's why we build up the strong relationships with universities where we inspire young women, like we do at this event here to why should they go in and have a career like this. So therefore you can see there's a lot of pre=work we need to be done for us to be able to go in and go into the recruiting process afterwards. So SAP do a lot of course in the United States, but all over the world to inspire young women to go into tech. And SAP does what we see today all over the world we have huge amount of female from SAP, female speakers at all our events who stand as role models to show that they are women, they are working for SAP, and are very, very strong female speakers and are female role models for all young women to get involved. So we do a lot of stuff to show that to the next generation of data science of whatever it is in tech. >> Yeah, and I can imagine that that's quite symbiotic. It's probably a really nice thing for that female speaker to be able to have the opportunity to share what she's doing, what she's working on, but also probably nice for her to have the opportunity to be a mentor and to help influence someone else's career. So you mentioned accelerators a minute ago, and I wanted to understand a little bit more about SAP Next-Gen Consulting, this collaboration of SAP with accelerators or start ups. How are you partnering to help accelerate innovation, and who is geared towards? Is it geared more towards student? Or is SAP also helping current business leaders to evolve and really drive digital transformation within their companies? >> So the big (mumbling) I'm working on right now too is as mentioned you said SAP Next-Gen is called SAP Next-Gen Innovation With Purpose. So it's linked to the 17 U.N. global goals. We've seen from now in Silicon Valley when you innovate you actually make innovation web purposes included. And that's why we kind of agreed on in SAP why don't we make an innovation network where the main focus is that all the innovation we get out of this is purpose driven linked to the 17 global goals. Like the event here is the goal number five, gender equality. In that network we actually do the matchmaking between academia. We look at all the disrupted new technologies, experience the technologies like machine learning like what's being discussed a lot here, block chain IOT. And then we look at the industry out there because the industries, they need all the new ideas and how to work with all the new opportunities that technology can provide, but then we also look into accelerator start ups. The huge amount, and often when you're in Silicon Valley you kind of think this is the world of the start ups of the world. So when you travel around the world, that's we we looked into a lot the last two years. We call the Silicon Valleys of the world, any big city around the world, or even smaller cities, they have tech hub. So you have Ferline Valley, you have Silicon Roundabout in London, you have Silicon Alley in New York, and that is where there is a huge amount of gravity of start ups and accelerators. And when you begin to link them together with the university network of the world and together with the industry network of the world, you suddenly realize that there is an incredible activity of creativity and ideations and start ups, and you can begin to group that into industries. And that give industries the opportunity not only to develop solution inside the company, but kind of like go in and tap into that incredible innovation network. So we work a lot with seeding in start up, early start ups into corporates, and also crowd source out to academia and the mind of young people all Next-Gen Consulting project where you similar work with students at universities on projects. It could be big data science project. It could be new applications. So I see like as the next generation type of consultancy and research what is happening in that whole network. But that is really what SAP Next-Gen is, but it is linked to the 17 U.N. global goals. It is innovation with purpose, which I'm really happy to see because I think when you build innovation, you really think about in the bigger, the whole (mumbling) thing that we know from singularity. You should think about a bigger purpose of what you're doing. >> Right, right. It sounds like though that this Next-Gen Consulting is built on a foundation of collaboration and sharing. >> It is, it is, and we have three Next-Gen lab types we set up. In this year we built, last year, we are a new year now, we built 20 Next-Gen labs at university campuses and at SAP locations. And here in the new year more labs is being set up. We are opening up a big lab in New York. We just recently opened up one in Valdov at SAP's headquarter. We have one here in Silicon Valley, and then we have a number of universities around the world where SAP's customers go in and work with academia, with educators and students because what do you do today if you're in industry? You need to find students who are strong in machine learning and all the new technologies, right? So there's a huge need for in industry now to engage with academia, an incredible opportunity for both sides. >> Right, and one last question. Who are you, in the spirit of collaboration, who do you collaborate back with at SAP corporate? Who are all the beneficiaries or the influencers of Next-Gen Consulting? >> So I collaborate, inside SAP I collaborate, SAP have a number of, we have ICN, Innovation Center Network. We have our start up focus program. We have a number of innovation, the labs, a number of basically do all our software developments, so they're heavily involved. We have our whole go to market organization with all our SAP customers and industry, I call them clubs. And then externally is of course academia, universities, and then it is the start up communities, accelerators and of course, the industry. So it is really like a matchmaking. That's like, when people ask me what do you do, and I'm a matchmaker. That's really what I am. (Lisa laughs) >> I like that, a matchmaker of technology and people all over. So you're on the planning committee for WiDS. Wrapping things up here, what does this event mean to you in terms of what you've heard today? And what are you excited about for next year's event? >> So for me, one year ago when I heard about this year I kind of said this is important, this is very important. And it's not just an event, it's a movement. And so that was where I went in and said you know, we want to be part of this, but it must be more than just an event here. It's staying for the need to be much more than that. And this is where we all teamed up, all the sponsors together with ISMIE, and we said okay, let us crowd source it out, let us live stream it out much more than ever. And this is also what the assignment is now, that we to so many locations. This is just the beginning. Next year is going to be even bigger, and it's not like that we will wait to next year. We this week announced the SAP Next-Gen global challenges linked to the 17 U.N. global goals. So we are inspiring everybody to go in and work on those global challenges, and one of them is goal number five, which is linked to this event here. So for us and for me this is just the beginning, and next year is going to be even bigger. But we are going to do so many event and activity up to next year. My team in APJ, because of the Chinese New Year, have already been planned coming up here. >> Lisa: Fantastic. >> And we have been doing pre-event, (mumbling) events. So again, it is a movement, and it's going to be big. That's for sure. >> I completely can feel that within you. And you're going to be driving this momentum to make the movement even louder, ever more visible next year. >> Ann: Yeah. >> Well Ann, thank you so much for joining us on The Cube. We're happy to have you. >> Thank you so much for the opportunity. >> And we thank you for watching The Cube. I am Lisa Martin. We are live at Stanford University at the second annual Women in Data Science Conference. Stick around, we'll be right back. (jazzy music)

(upbeat music) >> Hi, everyone. Welcome to theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE. As part of International Women's Day, we're featuring some of the leading women in business technology from developer to all types of titles and to the executive level. And one topic that's really important is called Getting a Seat at the Table, board makeup, having representation at corporate boards, private and public companies. It's been a big push. And former technology operating executive and corporate board member, she's a board machine Sue Barsamian, formerly with HPE, Hewlett Packard. Sue, great to see you. CUBE alumni, distinguished CUBE alumni. Thank you for coming on. >> Yes, I'm very proud of my CUBE alumni title. >> I'm sure it opens a lot of doors for you. (Sue laughing) We're psyched to have you on. This is a really important topic, and I want to get into the whole, as women advance up, and they're sitting on the boards, they can implement policy and there's governance. Obviously public companies have very strict oversight, and not strict, but like formal. Private boards have to operate, be nimble. They don't have to share all their results. But still, boards play an important role in the success of scaled up companies. So super important, that representation there is key. >> Yes. >> I want to get into that, but first, before we get started, how did you get into tech? How did it all start for you? >> Yeah, long time ago, I was an electrical engineering major. Came out in 1981 when, you know, opportunities for engineering, if you were kind, I went to Kansas State as an undergrad, and basically in those days you went to Texas and did semiconductors. You went to Atlanta and did communication satellites. You went to Boston or you went to Silicon Valley. And for me, that wasn't too hard a choice. I ended up going west and really, I guess what, embarked on a 40 year career in Silicon Valley and absolutely loved it. Largely software, but some time on the hardware side. Started out in networking, but largely software. And then, you know, four years ago transitioned to my next chapter, which is the corporate board director. And again, focused on technology software and cybersecurity boards. >> For the folks watching, we'll cut through another segment we can probably do about your operating career, but you rose through the ranks and became a senior operating executive at the biggest companies in the world. Hewlett Packard Enterprise, Hewlett Packard Enterprise and others. Very great career, okay. And so now you're kind of like, put that on pause, and you're moving on to the next chapter, which is being a board director. What inspired you to be a board director for multiple public companies and multiple private companies? Well, how many companies are you on? But what's the inspiration? What's the inspiration? First tell me how many board ships you're on, board seats you're on, and then what inspired you to become a board director? >> Yeah, so I'm on three public, and you are limited in terms of the number of publics that you can do to four. So I'm on three public, and I'm on four private from a tech perspective. And those range from, you know, a $4 billion in revenue public company down to a 35 person private company. So I've got the whole range. >> So you're like freelancing, I mean, what is it like? It's a full-time job, obviously. It's a lot of work involved. >> Yeah, yeah, it's. >> John: Why are you doing it? >> Well, you know, so I retired from being an operating executive after 37 years. And, but I loved, I mean, it's tough, right? It's tough these days, particularly with all the pressures out there in the market, not to mention the pandemic, et cetera. But I loved it. I loved working. I loved having a career, and I was ready to back off on, I would say the stresses of quarterly results and the stresses of international travel. You have so much of it. But I wasn't ready to back off from being involved and engaged and continuing to learn new things. I think this is why you come to tech, and for me, why I went to the valley to begin with was really that energy and that excitement, and it's like it's constantly reinventing itself. And I felt like that wasn't over for me. And I thought because I hadn't done boards before I retired from operating roles, I thought, you know, that would fill the bill. And it's honestly, it has exceeded expectations. >> In a good way. You feel good about where you're at and. >> Yeah. >> What you went in, what was the expectation going in and what surprised you? And were there people along the way that kind of gave you some pointers or don't do this, stay away from this. Take us through your experiences. >> Yeah, honestly, there is an amazing network of technology board directors, you know, in the US and specifically in the Valley. And we are all incredibly supportive. We have groups where we get together as board directors, and we talk about topics, and we share best practices and stories, and so I underestimated that, right? I thought I was going to, I thought I was going to enter this chapter where I would be largely giving back after 37 years. You've learned a little bit, right? What I underestimated was just the power of continuing to learn and being surrounded by so many amazing people. When, you know, when you do, you know, multiple boards, your learnings are just multiplied, right? Because you see not just one model, but you see many models. You see not just one problem, but many problems. Not just one opportunity, but many opportunities. And I underestimated how great that would be for me from a learning perspective and then your ability to share from one board to the other board because all of my boards are companies who are also quite close to each other, the executives collaborate. So that has turned out to be really exciting for me. >> So you had the stressful job. You rose to the top of the ranks, quarterly shot clock earnings, and it's hard charging. It's like, it's like, you know, being an athlete, as we say tech athlete. You're a tech athlete. Now you're taking that to the next level, which is now you're juggling multiple operational kind of things, but not with super pressure. But there's still a lot of responsibility. I know there's one board, you got compensation committee, I mean there's work involved. It's not like you're clipping coupons and having pizza. >> Yeah, no, it's real work. Believe me, it's real work. But I don't know how long it took me to not, to stop waking up and looking at my phone and thinking somebody was going to be dropping their forecast, right? Just that pressure of the number, and as a board member, obviously you are there to support and help guide the company and you feel, you know, you feel the pressure and the responsibility of what that role entails, but it's not the same as the frontline pressure every quarter. It's different. And so I did the first type. I loved it, you know. I'm loving this second type. >> You know, the retirement, it's always a cliche these days, but it's not really like what people think it is. It's not like getting a boat, going fishing or whatever. It's doing whatever you want to do, that's what retirement is. And you've chose to stay active. Your brain's being tested, and you're working it, having fun without all the stress. But it's enough, it's like going the gym. You're not hardcore workout, but you're working out with the brain. >> Yeah, no, for sure. It's just a different, it's just a different model. But the, you know, the level of conversations, the level of decisions, all of that is quite high. Which again, I like, yeah. >> Again, you really can't talk about some of the fun questions I want to ask, like what's the valuations like? How's the market, your headwinds? Is there tailwinds? >> Yes, yes, yes. It's an amazing, it's an amazing market right now with, as you know, counter indicators everywhere, right? Something's up, something's down, you know. Consumer spending's up, therefore interest rates go up and, you know, employment's down. And so or unemployment's down. And so it's hard. Actually, I really empathize with, you know, the, and have a great deal of respect for the CEOs and leadership teams of my board companies because, you know, I kind of retired from operating role, and then everybody else had to deal with running a company during a pandemic and then running a company through the great resignation, and then running a company through a downturn. You know, those are all tough things, and I have a ton of respect for any operating executive who's navigating through this and leading a company right now. >> I'd love to get your take on the board conversations at the end if we have more time, what the mood is, but I want to ask you about one more thing real quick before we go to the next topic is you're a retired operating executive. You have multiple boards, so you've got your hands full. I noticed there's a lot of amazing leaders, other female tech athletes joining boards, but they also have full-time jobs. >> Yeah. >> And so what's your advice? Cause I know there's a lot of networking, a lot of sharing going on. There's kind of a balance between how much you can contribute on the board versus doing the day job, but there's a real need for more women on boards, so yet there's a lot going on boards. What's the current state of the union if you will, state of the market relative to people in their careers and the stresses? >> Yeah. >> Cause you left one and jumped in all in there. >> Yeah. >> Some can't do that. They can't be on five boards, but they're on a few. What's the? >> Well, and you know, and if you're an operating executive, you wouldn't be on five boards, right? You would be on one or two. And so I spend a lot of time now bringing along the next wave of women and helping them both in their career but also to get a seat at the table on a board. And I'm very vocal about telling people not to do it the way I do it. There's no reason for it to be sequential. You can, you know, I thought I was so busy and was traveling all the time, and yes, all of that was true, but, and maybe I should say, you know, you can still fit in a board. And so, and what I see now is that your learnings are so exponential with outside perspective that I believe I would've been an even better operating executive had I done it earlier. I know I would've been an even better operating executive had I done it earlier. And so my advice is don't do it the way I did it. You know, it's worked out fine for me, but hindsight's 2020, I would. >> If you can go back and do a mulligan or a redo, what would you do? >> Yeah, I would get on a board earlier, full stop, yeah. >> Board, singular, plural? >> Well, I really, I don't think as an operating executive you can do, you could do one, maybe two. I wouldn't go beyond that, and I think that's fine. >> Yeah, totally makes sense. Okay, I got to ask you about your career. I know technical, you came in at that time in the market, I remember when I broke into the business, very male dominated, and then now it's much better. When you went through the ranks as a technical person, I know you had some blockers and definitely some, probably some people like, well, you know. We've seen that. How did you handle that? What were some of the key pivot points in your journey? And we've had a lot of women tell their stories here on theCUBE, candidly, like, hey, I was going to tell that professor, I'm going to sit in the front row. I'm going to, I'm getting two degrees, you know, robotics and aerospace. So, but they were challenged, even with the aspiration to do tech. I'm not saying that was something that you had, but like have you had experience like that, that you overcome? What were those key points and how did you handle them and how does that help people today? >> Yeah, you know, I have to say, you know, and not discounting that obviously this has been a journey for women, and there are a lot of things to overcome both in the workforce and also just balancing life honestly. And they're all real. There's also a story of incredible support, and you know, I'm the type of person where if somebody blocked me or didn't like me, I tended to just, you know, think it was me and like work harder and get around them, and I'm sure that some of that was potentially gender related. I didn't interpret it that way at the time. And I was lucky to have amazing mentors, many, many, many of whom were men, you know, because they were in the positions of power, and they made a huge difference on my career, huge. And I also had amazing female mentors, Meg Whitman, Ann Livermore at HPE, who you know well. So I had both, but you know, when I look back on the people who made a difference, there are as many men on the list as there are women. >> Yeah, and that's a learning there. Create those coalitions, not just one or the other. >> Yeah, yeah, yeah, absolutely. >> Well, I got to ask you about the, well, you brought up the pandemic. This has come up on some interviews this year, a little bit last year on the International Women's Day, but this year it's resonating, and I would never ask in an interview. I saw an interview once where a host asked a woman, how do you balance it all? And I was just like, no one asked men that. And so it's like, but with remote work, it's come up now the word empathy around people knowing each other's personal situation. In other words, when remote work happened, everybody went home. So we all got a glimpse of the backdrop. You got, you can see what their personal life was on Facebook. We were just commenting before we came on camera about that. So remote work really kind of opened up this personal side of everybody, men and women. >> Yeah. >> So I think this brings this new empathy kind of vibe or authentic self people call it. Is remote work an opportunity or a threat for advancement of women in tech? >> It's a much debated topic. I look at it as an opportunity for many of the reasons that you just said. First of all, let me say that when I was an operating executive and would try to create an environment on my team that was family supportive, I would do that equally for young or, you know, early to mid-career women as I did for early to mid-career men. And the reason is I needed those men, you know, chances are they had a working spouse at home, right? I needed them to be able to share the load. It's just as important to the women that companies give, you know, the partner, male or female, the partner support and the ability to share the love, right? So to me it's not just a woman thing. It's women and men, and I always tried to create the environment where it was okay to go to your soccer game. I knew you would be online later in the evening when the kids were in bed, and that was fine. And I think the pandemic has democratized that and made that, you know, made that kind of an everyday occurrence. >> Yeah the baby walks in. They're in the zoom call. The dog comes in. The leaf blower going on the outside the window. I've seen it all on theCUBE. >> Yeah, and people don't try to pretend anymore that like, you know, the house is clean, the dog's behaved, you know, I mean it's just, it's just real, and it's authentic, and I think that's healthy. >> Yeah. >> I do, you know, I also love, I also love the office, and you know, I've got a 31 year old and a soon to be 27 year old daughter, two daughters. And you know, they love going into the office, and I think about when I was their age, how just charged up I would get from being in the office. I also see how great it is for them to have a couple of days a week at home because you can get a few things done in between Zoom calls that you don't have to end up piling onto the weekend, and, you know, so I think it's a really healthy, I think it's a really healthy mix now. Most tech companies are not mandating five days in. Most tech companies are at two to three days in. I think that's a, I think that's a really good combination. >> It's interesting how people are changing their culture to get together more as groups and even events. I mean, while I got you, I might as well ask you, what's the board conversations around, you know, the old conferences? You know, before the pandemic, every company had like a user conference. Right, now it's like, well, do we really need to have that? Maybe we do smaller, and we do digital. Have you seen how companies are handling the in-person? Because there's where the relationships are really formed face-to-face, but not everyone's going to be going. But now certain it's clearly back to face-to-face. We're seeing that with theCUBE as you know. >> Yeah, yeah. >> But the numbers aren't coming back, and the numbers aren't that high, but the stakeholders. >> Yeah. >> And the numbers are actually higher if you count digital. >> Yeah, absolutely. But you know, also on digital there's fatigue from 100% digital, right? It's a hybrid. People don't want to be 100% digital anymore, but they also don't want to go back to the days when everybody got on a plane for every meeting, every call, every sales call. You know, I'm seeing a mix on user conferences. I would say two-thirds of my companies are back, but not at the expense level that they were on user conferences. We spend a lot of time getting updates on, cause nobody has put, interestingly enough, nobody has put T&E, travel and expense back to pre-pandemic levels. Nobody, so everybody's pulled back on number of trips. You know, marketing events are being very scrutinized, but I think very effective. We're doing a lot of, and, you know, these were part of the old model as well, like some things, some things just recycle, but you know, there's a lot of CIO and customer round tables in regional cities. You know, those are quite effective right now because people want some face-to-face, but they don't necessarily want to get on a plane and go to Las Vegas in order to do it. I mean, some of them are, you know, there are a lot of things back in Las Vegas. >> And think about the meetings that when you were an operating executive. You got to go to the sales kickoff, you got to go to this, go to that. There were mandatory face-to-faces that you had to go to, but there was a lot of travel that you probably could have done on Zoom. >> Oh, a lot, I mean. >> And then the productivity to the family impact too. Again, think about again, we're talking about the family and people's personal lives, right? So, you know, got to meet a customer. All right. Salesperson wants you to get in front of a customer, got to fly to New York, take a red eye, come on back. Like, I mean, that's gone. >> Yeah, and oh, by the way, the customer doesn't necessarily want to be in the office that day, so, you know, they may or may not be happy about that. So again, it's and not or, right? It's a mix. And I think it's great to see people back to some face-to-face. It's great to see marketing and events back to some face-to-face. It's also great to see that it hasn't gone back to the level it was. I think that's a really healthy dynamic. >> Well, I'll tell you that from our experience while we're on the topic, we'll move back to the International Women's Day is that the productivity of digital, this program we're doing is going to be streamed. We couldn't do this face-to-face because we had to have everyone fly to an event. We're going to do hundreds of stories that we couldn't have done. We're doing it remote. Because it's better to get the content than not have it. I mean it's offline, so, but it's not about getting people to the event and watch the screen for seven hours. It's pick your interview, and then engage. >> Yeah. >> So it's self-service. So we're seeing a lot, the new user experience kind of direct to consumer, and so I think there will be an, I think there's going to be a digital first class citizen with events, so that that matches up with the kind of experience, but the offline version. Face-to-face optimized for relationships, and that's where the recruiting gets done. That's where, you know, people can build these relationships with each other. >> Yeah, and it can be asynchronous. I think that's a real value proposition. It's a great point. >> Okay, I want to get, I want to get into the technology side of the education and re-skilling and those things. I remember in the 80s, computer science was software engineering. You learned like nine languages. You took some double E courses, one or two, and all the other kind of gut classes in school. Engineering, you had the four class disciplines and some offshoots of specialization. Now it's incredible the diversity of tracks in all engineering programs and computer science and outside of those departments. >> Yeah. >> Can you speak to the importance of STEM and the diversity in the technology industry and how this brings opportunity to lower the bar to get in and how people can stay in and grow and keep leveling up? >> Yeah, well look, we're constantly working on how to, how to help the incoming funnel. But then, you know, at a university level, I'm on the foundation board of Kansas State where I got my engineering degree. I was also Chairman of the National Action Council for Minorities in Engineering, which was all about diversity in STEM and how do you keep that pipeline going because honestly the US needs more tech resources than we have. And if you don't tap into the diversity of our entire workforce, we won't be able to fill that need. And so we focused a lot on both the funnel, right, that starts at the middle school level, particularly for girls, getting them in, you know, the situation of hands-on comfort level with coding, with robot building, you know, whatever gives them that confidence. And then keeping that going all the way into, you know, university program, and making sure that they don't attrit out, right? And so there's a number of initiatives, whether it's mentoring and support groups and financial aid to make sure that underrepresented minorities, women and other minorities, you know, get through the funnel and stay, you know, stay in. >> Got it. Now let me ask you, you said, I have two daughters. You have a family of girls too. Is there a vibe difference between the new generation and what's the trends that you're seeing in this next early wave? I mean, not maybe, I don't know how this is in middle school, but like as people start getting into their adult lives, college and beyond what's the current point of view, posture, makeup of the talent coming in? >> Yeah, yeah. >> Certain orientations, do you see any patterns? What's your observation? >> Yeah, it's interesting. So if I look at electrical engineering, my major, it's, and if I look at Kansas State, which spends a lot of time on this, and I think does a great job, but the diversity of that as a major has not changed dramatically since I was there in the early 80s. Where it has changed very significantly is computer science. There are many, many university and college programs around the country where, you know, it's 50/50 in computer science from a gender mix perspective, which is huge progress. Huge progress. And so, and to me that's, you know, I think CS is a fantastic degree for tech, regardless of what function you actually end up doing in these companies. I mean, I was an electrical engineer. I never did core electrical engineering work. I went right into sales and marketing and general management roles. So I think, I think a bunch of, you know, diverse CS graduates is a really, really good sign. And you know, we need to continue to push on that, but progress has been made. I think the, you know, it kind of goes back to the thing we were just talking about, which is the attrition of those, let's just talk about women, right? The attrition of those women once they got past early career and into mid-career then was a concern, right? And that goes back to, you know, just the inability to, you know, get it all done. And that I am hopeful is going to be better served now. >> Well, Sue, it's great to have you on. I know you're super busy. I appreciate you taking the time and contributing to our program on corporate board membership and some of your story and observations and opinions and analysis. Always great to have you and call you a contributor for theCUBE. You can jump on on one more board, be one of our board contributors for our analysts. (Sue laughing) >> I'm at capacity. (both laughing) >> Final, final word. What's the big seat at the table issue that's going well and areas that need to be improved? >> So I'll speak for my boards because they have made great progress in efficiency. You know, obviously with interest rates going up and the mix between growth and profitability changing in terms of what investors are looking for. Many, many companies have had to do a hard pivot from grow at all costs to healthy balance of growth and profit. And I'm very pleased with how my companies have made that pivot. And I think that is going to make much better companies as a result. I think diversity is something that has not been solved at the corporate level, and we need to keep working it. >> Awesome. Thank you for coming on theCUBE. CUBE alumni now contributor, on multiple boards, full-time job. Love the new challenge and chapter you're on, Sue. We'll be following, and we'll check in for more updates. And thank you for being a contributor on this program this year and this episode. We're going to be doing more of these quarterly, so we're going to move beyond once a year. >> That's great. (cross talking) It's always good to see you, John. >> Thank you. >> Thanks very much. >> Okay. >> Sue: Talk to you later. >> This is theCUBE coverage of IWD, International Women's Day 2023. I'm John Furrier, your host. Thanks for watching. (upbeat music)

foreign to the AWS re invent Cube coverage I'm John Furrier here with thecube got a great guest line up here talking about computer vision at the edge and saramba product lead AWS events mobile app and Steven White solution architect for Edge ml thanks for joining me today computer vision at the edge with adios Panorama thanks for coming on happy to be here so what is Ada's Panorama let's get that out there right away what's the focus of that let's define what that is and we'll get into this computer vision at the Edge Story yeah so thanks Sean uh AWS Panorama is our managed uh computer vision at the Ed service and so to put that perspective you know imagine with me the last time that you've been into a restaurant or maybe your favorite retail store or even office building and didn't notice a camera and so we were talking to customers and trying to understand you know what is it that they do with all of this uh video content that they're collecting and surprisingly we found out that large part of this data just sits on a hard drive somewhere and never gets used and so as we dug in a little deeper to better understand you know why this data is just sitting there I think there were three main themes that continue to come up across the board uh one is you know around privacy right privacy security a lot of the data that's being captured with these cameras tend to be either intellectual property that is you know focused on kind of the Manifest factoring process or maybe about their products that they don't want to get out there you know or and or it could just be a private pii data privacy data related to their employee Workforce and and maybe even customers so you know privacy is is a big concern second was just the amount of bandwidth that cameras create and produce tend to be uh prohibitive from for you know sending back to a centralized location for processing uh each camera stream tends to generate about a couple of megabytes of data so it could get very voluminous as you've got tons of cameras at your location and the other issue was around just the latency required to take action on the data so a lot of times especially in the manufacturing space um you know as as you've got a manufacturing line of products that are coming through and you need to take action in milliseconds and so latency is extremely important from process processing time to taking action so those three uh main drivers you know we ended up developing this AWS service called Panorama that addressed these three main challenges with uh you know with analyzing video content and database Panorama in particular there's there's two main components right we've got the compute platform that is about the size of a sheet of paper your standard you know eight and a half by eleven size sheet of paper so the platform itself is extremely compact it's a it's a video and and deep learning algorithms it sits at the customer premise and directly interfaces with video cameras using the standard IP protocols collects that data uh processes it and then immediately deletes the data so there isn't any any information that's actually stored at the location and you know basically the only thing that's left over is just metadata that describes that data and then the other key component here is the cloud um you know service component which helps manage the fleet of devices that are existing so all of these Panorama appliances that are sitting at your premise there's a cloud component that helps you configure you know operationalize check the health as well as deploy applications and configure cameras so that's uh basically you know the the service is really hopefully optimal or you know is focused on um helping customers really make use of all of their video data at the edge you know the theme here at re invent this year is applications we've seen things like connect add value to customers this is one of those situations where everyone's got cameras it's easy to connect to an IP address and Cloud kind of gives you all those Services there are a lot of real world applications that people can can Implement with this because with the cloud you kind of have this ability to kind of stand it up and get value out of that data what are some of the real world applications that it was because they're implementing with the camera because I mean I can see a lot of use cases here where I can you don't have to build the clouds there for me I can stand it up and start getting value what kind of use cases do you see implementing from your customers yeah so our customers are really amazing with the different types of problems um and opportunities that they bring to us for uh using computer vision at the edge in their data um you know we've got everything from animal Warfare use cases to being able to use you know video to uh to to make sure that you know food processing and just you know the health of animals is uh is uh sufficient we've got cases in manufacturing doing visual inspection and anomaly detection so looking at products that are on the conveyor belt as they're being manufactured and put together to make sure that obviously they're they're put together in the right in the right way um and then we've got different port authority and airports that use uh for you know security and cargo tracking to make sure that the products get to where they're supposed to go in a timely and efficient manner manager manage and then finally one of the use cases that really show facing a re invent this year is a part of our retail analytics portfolio which is line counting and so in particular we see a lot of customers in the retail space such as quick service restaurants even you know Peril retail and convenience stores where they want to better understand um you know whether their product is being made to the customer specification we've got like french fry use cases to see how the quality of that french fry is um you know over time and if they need to make a new batch when they've got a influx of customers coming in and to understanding employee to customer ratio maybe they need to put somebody on the cash register you know at busy time so there's really just a big number of customers you know opportunities that we've really solving with the computer vision service looks like a great service Panorama looking good and I want to get your thoughts you have the events happy the product lead take us through with your app I know you have decided to use it was Panorama I was a fit for you this year at re invent 2022 but you know you've been doing this event app for a while now take us through the app when it started how it's evolved and kind of what's the focus this year of course Sean app started in 26 4 re invent and since we've really expanded this year we've actually supported up to 34 events for AWS and continue to expand that for future years for this year though specifically we wanted to contribute to the overall event experience at re invent by helping people go through the process of checking in and picking up their badge in a more formed and efficient way so we decided that the AWS Panorama team and their computer vision and Edge capabilities were the best fit to analyze the lines and the registration kiosks that we have on site at both the Venetian and MGM at the airport we'll have digital signage showcasing our bad pickup wait times that will help attendees select which badge pickup location that they want to go to and see the current wait times live on those signs as well as through the mobile app so I can basically um get the feel for the line size when to come in does it give me a little recognition of who I am and kind of when I get there there's a TIA pull up my records as I do a little intelligence behind the scenes give us a little peek under the covers what's the solution look like so you do have to sign into the mobile app with your registration and so with that we will have your QR code specific for your check-in experience available to you you'll see that at the top of the screen and we'll know once you've checked in that will disappear but if you haven't checked in that Banner is at the top of the event screen and when you tap that that's when you can see all the different options where you can go and pick up your badge we do have five locations this year for badge pickup and the app will help you kind of navigate which one of those options will be best for you given you know maybe you want to pick it up right away at the airport or you may want to go even to one of your other Hotel options that we'll have um to pick it up at foreign okay now I gotta get I got to ask you on the app what's the coolest thing you got going on this year what's new every year there seems to be a new feature what's the focus this year so can you share a a peek on some of the key features yeah so our biggest and most popular features are always around the session catalog and calendar as you can utilize both to of course organize your event schedule and really stay on top of what you want to do on site and get the most out of your reinvent experience this year we have a few new exciting features of course badge pickup line counting is is one of our biggest but we also will have a one-way calendar sync so you can sync all of your calendar activities to your native device calendar as well as pure talk which is our newest feature that we launched at the start of November where you can interact with other attendees who have opted in and even set up time on site to meet one-on-one with them we've also filled that experience with peer talk experts that include AWS experts that are ready to meet and interact with attendees who have interest on site you know I love this topic it's a very cool video we love video we're doing this remote video I'm getting ready for you know all the action and and analyzing it video's cool and so to me if we could look at the video and say hey we haven't soon that might have body cams in the future um video is great people love videos very engaging but always people that say what about my privacy so how do you guys put in place uh mechanisms to preserve attendee privacy yeah I think so I'm not I think you know you and our customers share the same concern and so we have built uh foundationally that AWS Panorama to address you know both privacy and security concerns with uh associated with all this video content and so in particular the AWS Panorama Appliance is something that sits at the customer premise it interface directly with video cameras uh the data all the video that's processed is immediately deleted nothing stored um and you know the outcome of the processing is just simple metadata so it's Text data that you know as an example in the case of the AWS uh line counting solution that we're demoing this year at Panorama along with you know the events team uh it's simply a count of the number of people in the video at any given time so so you know we we do take privacy uh at heart and have made every effort to address them and what are some of the things that you're doing at the event app I mean I'm imagining you're probably looking at space I mean there's a fire marshal issues around you know people do you take it to that level I mean what's how far are you pushing the envelope on on Panorama what are some of the things that you guys are doing besides check-ins or anything you can share on what's Happening the area where we're utilizing you know Anonymous attendee data otherwise other things in the app are very Anonymous just in nature I mean you do sign in but besides that everything we collect is anonymous and we don't collect unless you consent with the cookie consent that appears right when you first launch the app experience besides that we do have as I mentioned peer talk and and that's just where you're sharing information that you want to share with other attendees on site and then we do have session surveys where you can provide information that you wish about how this survey or how the sessions rather went that you attended on-site yeah Stephen you're you're uh your title has you the solution architect for Edge ml this is the Ultimate Edge use case you're seeing here I mean it's a big part of the future of how companies are going to use video and data just what's your reaction to all this I mean we're at a time it's very kind of an interesting time in the history of the industry as you look at this this is a really big part of of the future with video and Edge like I mentioned users are involved people are involved spaces are involved kind of a fun area what's your reaction to where this is right now so personally I'm very passionate about this uh particular solution and service I've been doing computer vision now for 12 years I started doing in the cloud but when I heard about you know customers really looking for an edge component solution and this you know AWS was still in the early stages I knew I had to be a part of it and so I I you know work with some amazing talented engineers and scientists putting this solution together and of course you know our customers continue to bring us these amazing use cases that you know that just I wouldn't get an opportunity to um you know witness without without you know the support of our customers and so we've got some amazing opportunity amazing projects and you know I just love the love to uh experience that with our customers and partners yeah and and Stephen this is like one of those times where the industry has always had this everyone's scratching the niche somewhere but then you get cloud and scale and data come in and just it accelerates some of these areas that were you know I won't say not growing fast but very interesting like computer vision video events technology in the cloud is changing in a good way some of these areas uh and we're seeing that like computer vision as you mentioned Stephen so Ann event same thing I can imagine this event app will blow up to probably be all things Amazon events and and be the touch Touchstone for all customers and attendees I'm probably thinking the road map there's looking pretty interesting with all the vision you have there what's your what's your reaction to the cloud scale meets events absolutely yeah I know we we have a lot of events that happen at AWS and our goal is to have as many of them in the app as possible where it makes sense right we have a lot of partial Day events to multi-day events and the multi-day events are definitely the area where it's harder for an attendee to organize all that they have to do going on on site as well as everything surrounding the event pre-event uh topics and sessions looking up what they want to do to make sure that they're getting the most of their time on site so we really want to make sure that that's something that an attendee can do with our app as well as it showcase as many of the AWS Services as we have like we are doing here with Panorama we have a few other services in the app as well Amazon location service and Amazon connect to name a couple and we hope to just include more and more with each year as well as more events as the time goes on I'm sure your roadmaps looking great the computer vision is awesome I mean this is a mashup integration apis are going to come around the corner so much excitement after re invent love to follow up with you guys and find out more I think this is a super interesting area the convergence of what you guys are working on to kind of wrap up where do you guys see um AWS Panorama going and where can people learn more about how to get involved how to use the service how to test it out where's this going and how do people learn more but first off you can get customers can get more information about panorama from our website aws.amazon.com Panorama and you know I think where we're going is super exciting you know we continue to improve the product to add support for as an example containers we've added support for Hardware acceleration to improve the number of cameras that we can support so we've you know we've got um you know we can support now with a single device up to 30 40 cameras we've got the ability now to support many different uh we continue to expand the interface types that we support um you know and the different types of even adding sensors and you know expanding to Sensor Fusion so not just computer vision but we've learned from customers that they actually want to incorporate other uh other sensor types and other interfaces so we're bringing in the ability to handle you know computer vision and video but also many other data types as well all right and and Stephen thank you for sharing great stuff computer vision at the edge with Panorama thanks for coming on thecube appreciate it thanks for coming on thank you okay AWS coverage here in the cube I'm John for your host thanks for watching

(upbeat music playing) >> Okay, now we're going to look deeper into the intersection of technology and money and actually a force for good mobile and the infrastructure around it has made sending money as easy as sending a text. But the capabilities that enable this to happen are quite amazing, especially because as users we don't see the underlying complexity of the transactions. We just enjoy the benefits and there's many parts of the world that historically have not been able to enjoy these benefits. And the ecosystems that are developing around these new platforms are truly transformative. And with me to explain the business impacts of these innovations is all a person who was the head of mobile financial services at Ericsson Allah. Welcome to the program. Thanks for coming on. >> Thank you, Dave. Thank you for having me here in the program. And they're really excited to tell me tell us about the product that we have within Ericsson. >> Well, let's get right into it. I mean your firm has developed the Ericsson wallet platform. What is that plan? >> Yes. The wallet platform is one of the product but being, you can say offer here by Erickson and the platform is built on enabled financial services not for only the bank segment, but also for the unbanked. And we have, the function that we are providing a such here is both transfer the service provider payment. You have the cash in the cash out you have a lots of other features that we kind of enable through the ecosystem as such. And I would really like you say to emphasize on the use. And they're the really, I would say connectivity that we have in these platform here, because looking at you can say the pandemic assaults here. Now we really have made, you can say tremendous Shane here through all the function, et cetera feature that we have here. >> Yeah. And I mean, I I'm surrounded by banks in Massachusetts. No problem. I'm in Boston, right? So, but there's a lot of places in the world that aren't I take for granted some of the capabilities that are there, but part of this is to enable people who don't have access to those types of services. Maybe you could talk about that and talk about some of the things that you're enabling with the platform >> Right? You just think of there you can say unbanked people here but we have across the emerging market. I think we have 1.7 billion unbanked people here but we actually can through one of the path from enable proof getting a bank account, et cetera, and so on here. And what we actually providing, you can say in, in this in this feature rates here is that you you can pay your electricity bill. For example, here, you can pay your bill and you can go through merchant, you can do the cash out. You can do multiple thing here, just like, I mean, to enable the, the departure that financial inclusion that we have. So, I mean, from my point of view, where we see things, as I said we also sit in Sweden, we have bank account we have something called swish where we send you can say money back and back and forth between the family, et cetera. On these type of transaction, we can have enable for all. You can say the user better come across the platform here and the, the kind of growth that we have within this usage here. And we seeing also, I mean we leverage here to get with a speed today on a fantastic scale that we actually have here with I would say are both, you can say feature performance going I will say re really in the direction. But we couldn't imagine here. You can say a few years back here. It is fantastic transformation but we undergo here through the platform of the technology that we have. >> No, it reminds me of sort of the early days of mobile people talked about being able to connect remote users in places like Africa or other parts of the world that haven't been able to enjoy things like a land line. And I presume you're seeing a lot of interest in those types of regions. Maybe you could talk about that a little bit. >> Yeah. Correct. I mean we see all of these region here about, for example, now we not only entering, you can say the specifically the Africa region but also you can say the middle East and the Asia Pacific and also actually Latin America. I mean, a lot of these country here, all looking into you can say the expansion, how they can evolve you can say the financial inclusion from what they have today, when they are, and you can say from telco provider, they would like to have an asset of different use cases here. And we're seeing that transformation, but we have right now from just voice, you can say SMS and 5G, et cetera. This is the platform that we have to sort of enable the transaction for a mobile financial system. But we would like also to see about the kind of operator or bond being the business with much more features here. And this is another, you can say, I was attraction to attract the user where the the mobile transfer system. We see these kind of expanding very heavily in these, these kind of market. >> I think this is really transformative, not, I mean in terms of people's lives. I mean, your first of all, you're talking about the convenience of being able to move money as bits as opposed to paper, but as well I would think supporting entrepreneurship and businesses getting started, I mean, there's a whole set of cultural and societal impacts that you're having. How do you see that? >> Yeah. We also provide the, you say, I mean is also supporting, say micro loans and need as an entrepreneurial sort of stock. You can say any kind of company. You need to get off these, this around here. We have seen that we have a of enterprise. Those is a cross functional, the whole asset that we are, that we are oriented today. >> Talk a little bit about partnerships and ecosystems. I know you've got big partnerships with, with HPE. We're going to get to that. They're kind of as a technology provider, but what about, other partnerships like I'm imagining that if I'm going to pay my bill with this you've got other providers that got to connect into your platform. How are those ecosystem partnerships evolving? >> Well, are kind of enabler about we are providing to the operator. The partnerships is then going through the operator. It could be any kind of you can say external instrument that we have today and they can know if you can go directly to that to the bank, you can go directly to any core provider. You have these most et cetera, so on but these are all partners would be in. You could say connected through there. You can say, operate through a subsidy. What we doing actually with our platform is to kind of make the navel and to kind of provide the food ecosystem as partnership to operate a SAS today here. That's kind of the baseline that we see how you can say. We are sort of supporting of building the full ecosystem around the platform in order to connect here. Wells come to both the light, the cord as I said, here, the merchant, the bank, any kind of, type of, you can say I would say service provider here but that we can see could enable the ecosystem. >> Okay. And I don't want to geek out here but it sounds like it's an open system that my developers can plug into through APIs. They're not going to throw cold water on it. They're going to embrace it and say, Oh yeah this is actually easy for me to integrate with. Is that correct? >> Correct. Correct. And the open API that we actually are providing today I think that you can say there are thousands of you can say developer, just you can say connecting to our system. And actually we also providing both sandbox and Ann Arbor. You can see the application in order to support this to developers in order to kind of create this ecosystem here. It's a multiple things that we see through what you can say here, they're both the partners partnership, the open API, or you can say that the development that is doing for prudent channels. So, I mean, it's an fascinating amazing development that we'll see our frontier right now. >> Now what's HP's role in all this, what are they providing? How are you partnering with them? >> It's very good question. I will say. And we look back, you can say, and we have evaluate a lot of you say that the provide the fruit year here and you can just imagine the kind of stability that we need to provide when come to the financial inclusion system here because what we need to have a very strong uptake of making sure that we don't both go with the performance and the stability. And what we have seen in our lab is that the partnership with HP have domestically evolve. Our, you can say our stability assessed on the system. And right now we are leveraging the Dockers with the microservices here to get with HB on the platform that you're providing. I would say that the transformation we have done in disability, but we have get through the food. You can say HP system is, is really fantastic at the moment. >> I'm no security expert, but I talked to a lot of security experts in what I do know is they tell me that, that you can't just bolt security on. It's going to be designed in from the start. I would imagine that that's part of the HPP partnership but what about security? Can I fully trust this platform? >> No, it's very valid question. I will say we have one of the most you can say secure system here we also running multiple external. You can say a system validation data it's called the PRD assess certification is a certification but we have external auditor. You can say trying to breach the system look at the process that we are developing making sure that we have, you can say, or off you can say the documentation really in shape. And seeing that we follow the procedure when we are both developing the code. And also when we look into all the API that we actually exposed to our end users. I would say that we haven't had any breach on our system. And we really work in tightly. I would say both to get with, I would say HP and the of course the customers out and every time we do a low once, we also make you can say final security validation on the system here in order to sort of see that we have an end to end because the application, but it's completely secure. That's a very important topic from our point of view. >> There's a usual, I don't even want to think about that. Like I said, up front it's going to be hidden from me all that complexity, but it's sort of same question around compliance and privacy. I an often, security, privacy there's sort of two sides of the same coin, but compliance privacy you've got to worry about KYC, know your customer. There's a lot of complexity around that. And that's another key piece. >> Now, like you said, the KYC is an important part that we have food support in our system. And then we validate you can say all the users, we also are running you can say without credit scoring companies, the you can say operator or partnering with, his combined you can say with both the KYC and the credit scoring that we are performing, that's make us a very you can say unique, stable platform and such. >> Last question is, what about going forward? What's the roadmap look like? What can you share? What should we expect going forward in terms of the impact that this will have on society and how the technology will evolve? >> Well, what is he going forward? That's very interesting question because what we see right now is how we kind of have changed the life for so many. You can say unbanked people here, and we would like to have you can say any kind of assets that going forward here, any kind of you can see that the digital currency is evolving through both government. You can see over the top players like Google you can say WhatsApp, all of these things here. We want to be the one that also connecting. You can say these type of platform together and see that we could be the heart of the ecosystem going forward here, independent in what kind of, you can say customer we aiming for. I will say this is kind of the role that we will play in the future here, depending on what kind of currency it would be. It's a very interesting future. We see with this you can say overall digital currency, the market and the trends that we are now right now evolving on. >> Very exciting. And we were talking about elevating, potentially billions of people, all... Thanks very much for sharing this innovation with the audience and best of luck with this incredible platform. Congratulations. >> Thank you so much, Dave. And once again, thank you for having me here. And I'll talk to you soon again. Thank you. >> Thank you. It's been our pleasure and thank you for watching. This is Dave Vellante. (upbeat music playing)

from the silicon angle media office in Boston Massachusetts it's the queue now here's your host David on tape hello everyone and welcome to this cube conversation today we're gonna dig into the challenges of defending distributed denial of service or DDoS attacks we're gonna look at what DDoS attacks are why they occur and how defense techniques have evolved over time and with me to discuss these issues as Darin and Steve he's the CTO of security at net Scout Darren good to see you again can you tell me about your role your CTO of security so you got CTO specific to the different areas of your business yeah so I work within the broader CTO office at net Scout and we really act as a bridge between customers engineering teams our product management and the broader market and we're all about making sure that our strategy aligns with that of our customers that we're delivering what they need and when they need it and we're really about thought leadership so looking at the unique technologies and capabilities that that scout has and how we can pull those things together to deliver new value propositions new capabilities that can move our customers businesses forward and obviously taking us with of them great so let's get into it I mean everybody hears of DDoS attacks but specifically you know what are they why do they occur when what's the motivation behind the bad guys hitting us so a distributed denial of service attack is simply when an attacker is looking to consume some or all of the resources that are assigned to a network service or application so that a genuine user can't get through so that you can't get to that website so that your network is full of traffic so that firewall is no longer forwarding packets that's fundamentally what a DDoS attack is all about in terms of the motivations behind them they are many and varied there's a wide wide range of motivations behind the DDoS activity that we see going on out there today everything from cybercrime where people are holding people to ransom so I will take your website down unless you pay me you know X Bitcoin from ideological disputes through to nation-state attacks and then of course you get the you know things like students in higher educational establishments targeting online coursework submission and testing systems because they simply you know don't want to do the work fundamentally the issue you have around the motivations today is that it's so easy for anyone to get access to fairly sophisticated attack capabilities that anyone can launch an attack for pretty much any reason and that means that pretty much anyone can be targeted okay so you gotta be ready so are there different types of attacks I guess so right used to be denial of service now I'm distributed the service but what are the different types of attacks so the three main categories of distributed denial of service attack of what we call volumetric attacks State exhaustion attacks and application-layer attacks and you can kind of think of them around the different aspects of our infrastructure or the infrastructure of an organization that gets targeted so volumetric attacks are all about saturating Internet connectivity filling up the pipe as it were state exhaustion attacks are all about exhausting the state tables in specific pieces of infrastructure so if you think about load balancers and firewalls they maintain state on the traffic that they're forwarding if you can fill those tables up they stop doing their job and you can't get through them and then you have the application layer attacks which is their name would suggest is simply an attacker targeting an attack targeting a service at the application layer so for example flooding a website with requests for a download something like that so that genuine user can't get through it presumably some of those attacks for the infiltrators some of them are probably easier have a lower bar than others is that right or they pretty much also the same level of sophistication in terms of the attacks themselves there's big differences in the sophistication of the attack in terms of launching the attack it's really easy now so a lot of the attack tools that are out there today would be you know are fully weaponized so you click a button it launches multiple attack vectors at a target some of them will even rotate those attack vectors to make it harder for you to deal with the attack and then you have the DDoS for hire services that will do all of this for you is effectively a managed service so there's a whole economy around this stuff so common challenge and security very low barriers to entry how have these attacks changed over time so DDoS is nothing new it's been around for over 20 years and it has changed significantly over that time period as you would expect with anything in technology if you go back 20 years a DDoS attack of a couple of gigabits a second would be considered very very large last year we obviously saw saw DDoS attacks break the terabit barrier so you know that's an awful lot of traffic if we look in a more focused way at what's changed over the last 18 months I think there's a couple of things that are worth highlighting firstly we've seen the numbers of what we would consider to be midsize attacks and really grow very quickly over the last 12 months mid-sized to us is between 100 and 400 gigabits per second so we're still talking about very significant traffic volumes that can do a lot of damage you know saturate the internet connectivity of pretty much any enterprise out there between 2018 2019 looking at the two first halves respectively you're looking at about seven hundred and seventy six percent growth so there are literally thousands of these attacks going on out there now in that hundred to four hundred gig band and that's changing the way that network operators are thinking about dealing with them second thing that's changed is in the complexity of attacks now I've already mentioned this a little bit but there are now a lot of attack tools out there that completely automate the rotation of attack vectors during an attack so changing the way the attack works periodically every few minutes or every few seconds and they do that because it makes it harder to mitigate it makes it more likely that they'll succeed in their goal and then the third thing that I suppose has changed is simply the breadth of devices and protocols that are being used to launch attacks so we all remember in 2016 when Dyne was attacked and we started hearing about IOT and mirai and things like that that CCTV and DVR devices were being used there since then a much broader range of device types being targeted compromised subsumed into botnets and used to generate DDoS attacks and we're also seeing them use a much wider range of protocols within those DDoS attacks so there's a technique called reflection amplification which has been behind many of the largest DDoS attacks over the last 15 years or so traditionally it used a fairly narrow band of protocols over the last year or so we've seen attackers researching and then weaponizing a new range of protocols expanding their capability getting around existing defenses so there's a lot changing out there so you talking about mitigation how do you mitigate how do you defend against these attacks so that's changing actually so if you look at the way that the service provider world used to deal with DDoS predominantly what you would find is they would be investing in intelligent DDoS mitigation systems such as the Arbour TMS and they'd be deploying those solutions into their primary peering locations potentially into centralized data centers and then when they detected an attack using our sight line platform they would identify where it was coming in they identify the target of the attack and they divert the traffic across their network to those TMS locations inspect the traffic clean away the bad forward on the good protect the customer protect the infrastructure protect the service what's happening now is that the shape of service provider networks is changing so if we look at the way the content used to be distributed in service providers they pull it in centrally push it out to their customers if we look at the way that value-added service infrastructure used to be deployed it was very similar they deploy it centrally and then serve the customer all of that is starting to push out to the edge now contents coming in in many more locations nearer to areas delivered value-added service infrastructure is being pushed into virtual network functions at the edge of the network and that means that operators are not engineering the core of their networks in the same way they want to move DDoS attack traffic across their network so that they can then inspect and discard it they want to be doing things right at the edge and they want to be doing things at the edge combining together the capabilities of their router and switch infrastructure which they've already invested in with the intelligent DDoS mitigation capabilities of something like Ann Arbor TMS and they're looking for solutions that really orchestrate those combinations of mitigation mechanisms to deal with attacks as efficiently and effectively as possible and that's very much where we're going with the site line with sentinel products okay and we're gonna get into that you'd mentioned service providers do enterprises the same way and what's different so some enterprises approaching in exactly the same way so your larger scale enterprises that have networks that look a bit like those of service providers very much looking to use their router and switch infrastructure very much looking for a fully automated orchestrated attack response that leverages all capabilities within a given network with full reporting all of those kind two things for other enterprises hybrid DDoS defense has always been seen as the best practice which is really this combination of a service provider or cloud-based service to deal with high-volume attacks that would simply saturate connectivity with an on-prem or virtually on-prem capability that has a much more focused view of that enterprises traffic that can look at what's going on around the applications potentially decrypt traffic for those applications so that you can find those more stealthy more sophisticated attacks and deal with them very proactively do you you know a lot of times companies don't want to collaborate because their competitors but security is somewhat different are you finding that service providers or maybe even large organizations but not financial services that are are they collaborating and sharing information they're starting to so with the scale of DDoS now especially in terms of the size of the attacks and the frequency of the tax we are starting to see I suppose two areas where there's collaboration firstly you're seeing groups of organizations who are looking to offer services in a unified way to a customer outside of their normal reach so you know service provider a has reach in region area service provider B in region B see in region C they're looking to offer a unified service to a customer that has offices in all of those regions so they need to collaborate in order to offer that unified service so that's one driver for collaboration another one is where you see large service providers who have multiple kind of satellite operating companies so you know you think of some of the big brands that are out there in the search provider world they have networks in lots of parts of your well then they have other networks that join those networks together and they would very much like to share information kind of within that the challenge has always been well there are really two challenges to sharing information to deal with DDoS firstly there's a trust challenge so if I'm going to tell you about a DDoS attack are you simply going to start doing something with that information that might potentially drop traffic for a customer that might impact your network in some way that's one challenge the second challenge is invisibility in if I tell you about something how do you tell me what you actually did how do I find out what actually happened how do I tell my customer that I might be defending what happened overall so one of the things that we're doing in site language we're building in a new smart signaling mechanism where our customers will be able to cooperate with each other they'll be able to share information safely between one another and they'll be able to get feedback from one another on what actually happened what traffic was forwarded what traffic was dropped that's critical because you've mentioned the first challenges you got the balance of okay I'm business disruption versus protecting in the second is hey something's going wrong I don't really know what it is well that's not really very helpful well let's get more into the the Arbour platform and talk about how you guys are helping solve this this problem okay so sight line the honest sight line platform has been the market leading DDoS detection and mitigation solutions for network operators for well over the last decade obviously we were required by Netscape back in 2015 and what we've really been looking at is how we can integrate the two sets of technologies to deliver a real step change in capability to the market and that's really what we're doing with the site language Sentinel product site language Sentinel integrates net Scout and Arbor Technology so Arbor is traditionally provided our customers our sight line customers with visibility of what's happening across their networks at layer 3 and 4 so very much a network focus net Scout has smart data technology Smart Data technology is effectively about acquiring packet data in pretty much any environment whether we're talking physical virtual container public or private cloud and turning those packets into metadata into what we call smart data what we're doing in sight line with sentinel is combining packet and flow data together so you can think of it as kind of like colorizing a black and white photo so if you think about the picture we used to have insight line as being black and white we add this Smart Data suddenly we've colorized it when you look at that picture you can see more you can engage with it more you understand more about what was going on we're moving our visibility from the network layer up to the service layer and that will allow our customers to optimize the way that they deliver content across their networks it will allow them to understand what kinds of services their customers are accessing across their network so that they can optimize their value-added service portfolios drive additional revenue they'll be able to detect a broader range of threats things like botnet monitoring that kind of thing and they'll also be able to report on distributed denial of service attacks in a very different way if you look at the way in which much the reporting that happens out there today is designed it's very much network layer how many bits are forwarded how many packets are dropped when you're trying to explain to an end customer the value of the service that you offer that's a bit kind of vague what they want to know is how did my service perform how is my service protected and by bringing in that service layer visibility we can do that and that whole smarter visibility anger will drive a new intelligent automation engine which will really look at any attack and then provide a fully automated orchestrated attack response using all of the capabilities within a given network even outside a given network using the the the smarter signaling mechanism very whilst delivering a full suite of reporting on what's going on so that you're relying on the solution to deal with the attack for you to some degree but you're also being told exactly what's happening why it's happening and where it's happening in your secret sauce is this the way in which you handle the the metadata what you call smart data is that right I'll secret sauce really is in I think it's in a couple of different areas so with site language Sentinel the smart data is really a key one I think the other key one is our experience in the DDoS space so we understand how our customers are looking to use their router and switch infrastructure we understand the nature of the attacks that are going on out there we have a unique set of visibility into the attack landscape through the Netscape Atlas platform when you combine all of those things together we can look at a given network and we can understand for this attack at this this second this is the best way of dealing with that attack using these different mechanisms if the attack changes we love to our strategy and building that intelligent automation needs that smarter visibility so all of those different bits of our secret sauce really come together in centers so is that really your differentiator from you know your key competitors that you've got the experience you've got obviously the the tech anything else you'd add to that I think the other thing that we've got is two people so we've got a lot of research kind of capability in the DDoS space so we are we are delivering a lot of intelligence into our products as well now it's not just about what you detect locally anymore and we look at the way that the attack landscape is changing I mentioned that attackers are researching and weaponizing new protocols you know we're learning about that as it happens by looking at our honey pots by looking at our sinkholes by looking at our atlas data we're pushing that information down into site language Sentinel as well so that our customers are best prepared to deal with what's facing them when you talk to customers can you kind of summarize for our audience the the key to the business challenges you talked about some of the technical there may be some others that you can mention but try to get to that business impact yeah so on the business side of it there's a few different things so a lot of it comes down to operational cost and complexity and also obviously the cost of deploying infrastructure so and both of those things are changing because of the way that networks are changing and business models are changing on the operational side everyone is looking for their solutions to be more intelligent and more automated but they don't want them simply to be a black box if it's a black box it either works or it doesn't and if it doesn't you've got big problems especially if you've got service level agreements and things tied to services so intelligent automation to reduce operational overhead is key and we're very focused on that second thing is around deployment of capability into networks so I mentioned that the traditional DDoS that that the traditional DDoS mitigation kind of strategy was to deploy intelligent DDoS mitigation capability in to keep hearing locations and centralized data centers as we push things out towards the edge our customers are looking for those capabilities to be deployed more flexibly they're looking for them to be deployed on common off-the-shelf hardware they're looking for different kinds of software licensing models which again is something that we've already addressed to kind of allow our customers to move in that direction and then the third thing I think is really half opportunity and half business challenge and that's that when you look at service providers today they're very very focused on how they can generate additional revenue so they're looking very much at how they can take a service that maybe they've offered in the past to their top hundred customers and offer it to their top thousand or five thousand customers part of that is dry is intelligent automation part of that is getting the visibility but part of that again is partnering with an organization like netskope that can really help them to do that and so it's kind of part challenge part opportunity there but that's again something we're very focused on I want to come back and double down on the the point about automation seems to me the unique thing one of the unique things about security is this huge skills gap and people complain about that all the time a lot of infrastructure businesses you know automation means that you can take people and put them on you know different tasks more strategic and I'm sure that's true also its security but there's because of that skills gap automation is the only way to solve these problems right I mean you can't just keep throwing people at the problem because you don't have the skilled people and you can't take that brute force approach does that make sense to you it's scale and speed when it comes to distributed denial-of-service so given the attack vectors are changing very rapidly now because the tools support that you've got two choices as an operator you either have somebody focused on watching what the attack is doing and changing your mitigation strategy dynamically or you invest in a solution that has more intelligent art and more intelligent analytics better visibility of what's going on and that's slightly and with Sentinel fundamentally the other key thing is the scale aspect which is if you're looking to drive value-added services to a broader addressable market you can't really do that you know by simply hiring more and more people because the services don't cost in so that's where the intelligent automation comes in it's about scaling the capability that operators already have and most of them have a lot of you know very clever very good people in the security space you know it's about scaling the capability they already have to drive that additional revenue to drive the additional value so if I had to boil it down the business is obviously lower cost it's mentioned scale more effective mitigation which yeah which you know lowers your risk and then for the service providers it's monetization as well yeah and the more effective mitigation is a key one as well so you know leveraging that router and switch infrastructure to deal with the bulk of attack so that you can then use the intelligent DDoS mitigation capability the Arbour TMS to deal with the more sophisticated components combining those two things together all right we'll give you the final word Darren you know takeaways and you know any key point that you want to drive home yeah I mean sightline has been a market leading product for a number of years now what we're really doing in Nets care is investing in that we're pulling together the different technologies that we have available within the business to deliver a real step change in capability to our customer base so that they can have a fully automated and orchestrated attack response capability that allows them to defend themselves better and allows them to drive a new range of value-added services well Dara thanks for coming on you guys doing great work really appreciate your insights thanks Dave you're welcome and thank you for watching everybody this is Dave Volante we'll see you next time

>>Live from Denver, Colorado. It's the cube covering comm vault. Go 2019 brought to you by Combolt. >>Hey, you welcome back to the cubes coverage of combo go 19. We're in Colorado this year. Lisa Martin with Stu Miniman and we have a couple of gents joining us alumni of the cube. We're gonna have a really spirited conversation. Please welcome Avinash locks from the CEO of Hedvig, one of our alumni and Don Foxer, the VP of storage solutions from combo and Ann Campbell. Oh gee, Dawn, you can say that, right? Yes, yes. So guys, just a little bit of news coming out with combo and Hedvig in the last month or so, you guys announced combo, announced they were acquiring Hedvig. We last had you on the cube of an Asha DockerCon 18 talking about had veg. And here we are, the announcement comes in September. Acquisitions already closed, lots of buzz, lots of excitement. I'll finish. Let's start with you. Why Convolt >>good question. Uh, first of all, thanks for having me. Uh, C, the way I look at it, I believe the enterprises are gravitating towards complete solutions. If you look at, uh, data management and backup Conwell's clearly the leader in that space, I don't have to say it, I think the analysts have all attested to it. We bring in a very complimentary set of tools that I think coupled together could be a complete solution for a large variety of workloads in the modern data center. And hence it makes it a ideal fit. And also the cultures from an engineering perspective, being Hedwig being a small company in Cornwall is also a small company. But you know, definitely big when compared to what we are at. Um, the cultures were more or less aligned in terms of the engineering culture, so to speak. And that makes it, uh, it made it a very natural choice. Do you know, feel comfortable going into a bigger company. So it worked out really well. >>So Don way we've seen the slides given in the keynote, they talked about the two halves of the brain, the storage management and the data management. Talked to us a little bit about of Hedwig plus con vault and how that goes together. Yeah, for sure. I mean, if you start to look at the, I mean, I guess you look at the marketplace today and you can tell that, uh, kind of the, the lines of delineation of what vendor a versus vendor B versus vendor seat is doing is completely blurred, right? And you'll see that with the attachment of secondary storage, you see that with way backup companies and are driving more towards sort of, you know, uh, the app dev space. And we really start to look at where, what Combolt's doing and, and, and I always say when we talked about the acquisition of Hedvig, it's accelerating the vision that we've had on be able to provide a really super scalable backend for where you can land information that Combalt protects, but the really interesting and cool part, but as you start to realize the tool set that it has within it, it also keeps us very relevant for the future, for where it, in the shifts with applications are going. >>Then it gives us a chance to really give that complete solution from giving the storage, taking the information as it's being created and storing it in a compliance form, storing it off to the cloud, maybe re-purposing it, reusing it into the future. So that's how this really starts to come together. You have the index in control and management, the understanding of what Combolt provides the data management and you have all the flexibility and control that the Hedvig platform provides and Miriam together just gives you that much more agility for how you can use that information, that data. I want to understand what being part of Convolt will be different for Hedvig. I think back to, I've been talking to you since the company came out of stealth. We're huge proponents of the learnings that the hyperscalers had. You came from Amazon and Facebook. Bringing that to the enterprise is great, but building something that is highly scalable versus frigging something that has repeatability and scalability through thousands of deployment, like convoluted have are two separate issues. So, you know, we'll, we'll being part of Convolt, how will that impact your business and your group? >>I think the latter is what is going to make it really exciting for us. I think we added a point where the product that we are bringing into the market or we are brought into the market, it's pretty mature and most of the customers would deploy it and use it. They've been extremely happy with the way it performs and the way it has performed over time. And I think with the combo, they have a larger footprint in the enterprise, large channel infrastructure already in place makes it a lot more easy to push the product out there into the market. And uh, we will be given and VR given complete autonomy plus you what it would it is at Viva doing. And obviously, you know, when you go into any other organization that has got to be some cross-pollination, which is also something that we will be pursuing. But these two things I think, uh, make it very exciting times for us. >>Didn't you? You mentioned the word acceleration a few minutes ago. I'm just wondering from your perspective being called on as long as you have, do you and maybe customers and partners see the Hedvig acquisition as? Sanjay was saying something that's trending on Twitter today is the hashtag new comm dolls. Yep. So it's actually interesting. At first when the acquisition was announced, there were some partners that were like, Hmm, okay, I need to think about this a little bit. And then as we kind of went through the talk track and sort of explain some of the power with the head of the platform delivers, there were a number of, there was suddenly aha. Like you could just tell the light bulb went off. I get where this is going. And then you see what we're doing from Convolt metallic as well, right? The the SAS offering. And you see how we're continuing to drive all of the innovation in that core product. I don't know if you want to call it a combo to Datto, but I do think we've entered a new era of what we're delivering back to our customers from a solutions perspective. And it's really exciting because you can talk to a customer about backup and give them the best solution in the world, but we can also start to expand and get a whole heck of a lot more strategic and help be thought leaders and some of these new spaces, >>well, some of the commentary that I was reading about the acquisition from analysts say, Hey, this is a potentially, this is going to give Combalt opened the door for a bigger presence in the surge defined space, a big market. Also elevate comm vault from a Tam perspective. Talk to us about those perspectives. As some of the analysts said, when Sanjay came onboard nine months ago, Hey combo, you really got to expand your market share and get a kick out of just cultivating the large enterprises. How do you see that? >>Yeah, sure. I mean that's the easiest place to point to the secondary storage market place, right? So the secondary to storage marketplace, it's double digits in billions of market share. And that can be anything from things like object storage. It could just be scale-out, NAS. It could be, um, it could be, you know, companies like Cohesity and others that have a platform that build out secondary storage is a whole slew of people that play in that space. Uh, it also goes back to like appliances in a whole form of other storage types that are purpose built. So the secondary storage is a fairly broad sort of brush that people paint. You know, something is not running production workloads. But the interesting thing is, and this is kind of something that when the we've talked about we see those lines of private production or primary, secondary, tertiary, that's starting to really blur out. >>Um, so that market share that is in secondary storage, that market share that attaches also to object for where your, where we're going from a even a scale out backup perspective. You know, those are I going to be target areas that we can start to give customers solutions into in a really integrated and complete way. Uh, one of the customer areas that I've heard from Convolt that I'm curious if it might be applicable for your, for your team of an option is the service providers, you know, they've sold and you talk about how many end users actually leverage Convolt technology. It's like almost an order of magnitude more when you go through the service providers and when you talk about scalability and the requirements that that seems to be like it could be a fit for a. >>Yeah, you could even think of someone who is running a private cloud in their own on premise data center as being a service provider for their own internal consumption. Grateful folks working in tunnel. I guess going to an MSB or even do a larger service providers is an extrapolation of the same thing. So it'll obviously make it a very natural fit because you know, everyone understands the cap X game. Operational efficiency is the harder problem to actually crack. And with systems like this you can actually address that very simplistically. And it also allows them to kind of scale with their growth in a very effortless fashion. So it makes an agile mix a lot of natural sense. >>And that's an interesting point cause that aligns well too with the way the Combalt software themselves also attack attaches, right? We do a much better job of running that value back to the larger enterprise or those that are seeing more of that operational efficiency challenge. So it's another reason why this is a great intersection or you know, great, great marriage of the two technologies, um, what want to speak with, I think we talked about Sanjay about he of being at puppet worked a lot with dev ops in that environment. I heard from Convolt COO that five of the 45 developers that are here doing whiteboard session come from Hedvig. So speak a little bit of that, that customer base, the developer community microservices, you know, that kind of modern >>I think we have a, a demo session. I don't know what time, but we're going to give you a comprehensive overview of how, uh, you know, kind of Kubernetes orchestrated containers works with Hedwig. I think if people are here, they're hearing me, they should definitely check it out. And, uh, if you look at some of our larger customers, they deploy us in environments where they want to have practically zero touch provisioning capability, right? Which means that you got your infrastructure ought to be completely programmable, which bitches, what the DevOps movement is all about. And uh, the comprehensive set of APIs that be exposed for control and data plane, it actually makes that pipe dream a reality. >>Let's talk a little bit about the integrations. I mentioned a minute ago. The announcement was in September, the acquisitions close and you guys have already really started to buckle down into the integration between the technologies. Can you talk to us about that? And then I'd love to get your perspective on existing had big customers, you know, what door does this open for them? >>So for an existing customers, they are very happy because they now are convinced that we have a larger footprint and we have a lot more people to help to help support them as they grow and they don't have this field anymore as to how perhaps a small startup would be able to support them. So that fear factor goes away. So they're all very relieved on that front. Second, from an integration perspective, uh, there's a lot of things that we are working on from a technological perspective that is getting deep into the roadmap. I dunno if he can talk much about it at this point, but a non-technology we're all well integrated in, we are all Commonwealth employees now Gunwale badges come while emails so well integrated at this point. >>I guess maybe from a high level perspective, what we probably can say is probably number one, we want to make sure the experiences across both products are merged. So it truly views as you know, one one true company vault and providing that experience. And that's everything from installation to support to how we communicate and manage the, the ongoing relationship with the customer. So that's one there's always work to do there. Right? And the next core piece is just how we can make the two technologies basically make, you know, the had big platform, a part of the combo data platform and make sure those two integrations are as tight as possible. And that will be a longterm path, right? Because as that becomes more integrated, there's going to be new ideas, new innovations, and she's gonna come up with a whole lot of new things that we could potentially do that will meet the needs for the customer. And I think the third piece that ties back into the dev ops conversation is we've got two really solid API stacks. So bringing those together is going to be important in the future as well. So that it really is a crisp and clean sort of programmable infrastructure for customers from how the storage is delivered all the way to how it's managed and potentially even deleted out the back end. >>Well, with how quickly we're seeing Convolt move in the last nine months, I mean this year there's so much innovation from leadership changes in sales and marketing, new GTM routes, et cetera. What can, what can combo customers expect in terms of, I know you can't divulge too much on the roadmap, but you know with faster, shorter cycles of development. >>So I'll go first. I mean I think as you look at the sort of sort of where maybe the easiest way to answers is we're staying in front of where the market is heading and we're making sure we're providing solutions that can get customers to solve those challenges when they hit them. We don't want them to have to hit those challenges, have to then struggle, fight, figure out what it is they can do while everyone in their market moves past them. We want to be there with a solution that answers some of those challenges that day. They hit them more preemptive, preemptive, absolutely more preempted to react. That's a perfect way to put it. Thank you. So that's part of what they can expect from us and we do a lot of research and working with our customers and understanding where their future needs are, where they're going. We spend a lot of time with industry experts and analysts too for what they're seeing across the globe. Obviously we can only go so far and travel and talk to so many people. So we leveraged the collective of the industry to also kind of have a pretty good gauge and I'll say we've got leaders like Amash and Sanjay that are also awesome at just kind of having a really good pulse on where the industry is going and what we should be doing as a company. >>I'm just getting pickled in so too early for me to answer how that roadmap may Michio or how customers may perceive. But I think, uh, what should be very encouraging is that we bring so many, so much more capabilities. The enterprise has always been in this mindset of procuring things with a single throat to choke and this makes it very easy for them. >>What's the question of done for you is some of the things that Sue and I have talked about with guests today is from a partner perspective, there's been a lot of positive feedback in Navarro community we talked with and think we're talking with Rick de Blasio tomorrow. Want to understand, you know, some of the new partner programs, how are his Convolt traditional channel, your VARs, but also all the way up to your. Their reaction to all of the changes and the acceleration that Cohmad is driving is particularly with respect to head veg. >>For the most part it's been incredibly positive and even though the technology partner side, it's, it's fairly positive and also it forces us to have a much closer conversation on. All right, let's continue to talk about how we're successful together in the marketplace because we understand that our customers will need more than one vendor, more than two vendors to be successful as they kind of tackle the challenges that are in front of them. So you know, we're not going to stop our innovation and partnering and technology ecosystem development because that's so important to allow the customer to have the choice. We know that we're only one of many players and so we want to give them the choice to use whatever they need. We just want to help them control and manage the data >>and help them maybe simplify their operations. And especially as you know, we don't, we don't go to any event without talking about multi-cloud. It's the world that most businesses are living in. And, and I'll say, if you're not you Willy, how can what combat is doing now, not just with Hedvig but also just with some of the structural changes and directions that you guys have made it help customers embrace multicloud actually be able to protect, recover that data and >>you know, shift, sift insights from it. Yeah, sure. Please. All right, so multi-cloud, so first it starts off in tying in the ecosystems of the different cloud players offer, right? You need to be able to sort the support their platforms. You need to be able to continue to abstract out the information, the data itself that may be tied to an application or tied to a platform and give that level of portability. It's actually something that Hedvig does a fantastic job on as well and when you start to have that level of portability, well then it becomes a heck of a lot easier to either use other platforms within that cloud or a separate cloud or something you might homegrown build yourself as. That's part of the big value prop. We're doing all of these things not to have the best infrastructure but to make it easier for customers to use that data. So that means integrating and being strong partners to cloud players. It means continuing to be a really technological leader in how you can support all the platforms and services they offer and really allow the data to rise to the top as far as the value perspective goes and that's really where we continue to drive our innovation, at least on the on the data management side. >>That's a good Commonwealth perspective. The Hedvig perspective comes from a different angle. We always look at data portability, be it multicloud or even be at hybrid via met a lot of customers who went down the hybrid pot and then had to pull back. And when you pull back, you don't want to be in a situation where you're rewriting your entire application because your data is persisted in a very different way. But providing that data portability with an abstraction that sits between the application and the underlying physical infrastructure, I think is going to be a very important solution to take. You know, view often in this mix and hence together it becomes a comprehensive solution. >>Well guys, we thank you so much for stopping by joining soon and be on the program telling us a little bit more about this exciting new venture that you guys are going in together and we look forward to hearing more about it as it unfolds and maybe getting some customers on the cube next year. Absolutely. All right. Thank you. Thanks for Sumeta, man. I am Lisa Martin. You're watching the cube from convo. Go 19.

>>Live from Atlanta, Georgia. It's the cube covering Ansible Fest 2019. Brought to you by red hat. >>Welcome back. Everyone's cubes live covers here in Atlanta for Ansible Fest. Here's the cube covers. Have red hats event around automation for all. John Ford's do many men. Our next guest is Joe Fitzgerald, Cuba Lum, vice president, general manager of the management business unit at red hat. Great timing for Ansible. Great to have you back on the cube. Good to see you. Thanks for coming on. Thanks for having me. And it's great to have you here at Ansible Fest. Super essential for camera timing about Ansible. Let's do an, I did our intro, uh, analysis and platformization of automation. Big, big move, big news. But there's a bigger trend at play here around automation. Why is the timing now for automation discussions with Ansible? So good. The demand for automation is so broad in enterprises, right? They're trying to do everything from, you know, dev ops, tool chains to IOT devices. >>I'm trying to deploy things faster, uh, you know, fix security vulnerabilities faster. It's all about speed, agility, efficiency. It all comes back to automation. And the news here is the general availability, although available in November as announced on keynote of the Ansible automation platform. So this is something that's been going on for a while and I suppose just been grown weighing now it's a platform. What's in the platform? Why is it important? Why should customers care? So, uh, you know, we've been on this journey with Ansible which started off as this incredibly simple, elegant architecture and a way to automate things. And what's happened over the past couple of years is it's exploded in terms of the number of people who are using it, the number of people who are generating automation integration. Um, and so in working with a lot of customers, right, what we saw the need for was really to help them collaborate and scale their automation efforts. >>Um, scale, you know, who could, you know, build, reuse, share, uh, score content and track it. Really important. So we put a lot of those efforts into the platform to take it to the next level. Really. You know, we've been talking about Ansible, gum stew, going back when you know, 2014 OpenStack, I think I remember we are first talking about the cube. It had a cult following when it emerged. You guys acquired it at what, the next year, 2015 roughly. Um, but Annabelle had this cult following of people who just loved to get into the configuration side of things, make them go better. You guys acquired it, done well with it, kept it going, get the community flywheel, keep rolling a lot of progress since then. So what are you most proud of? What's the most notable things? Oh, the growth of the Ansible journey. What's, what's the big story there? >>So, uh, it's almost four years since red hat acquired Ansible. And I remember when I proposed acquiring Ansible and swell was this small, you know, Eastern U S company with sort of a community cult following, but very small in terms of, you know, commercials and, and reach and stuff like that. Mostly focused on the configuration space. Like a lot of the other automation tools over the past four years. Probably the best thing we did that redhead is really good at is we let the community do what the community does best, right? The innovation, the number of contributors, the amount of Ansible integration modules, playbooks has exploded, right. Uh, if you were in the keynote this morning, um, it was number six on the, you know, repository list out of 100 million, you know, almost, you know, just a massive amount of projects and here it is at number six. >>So we didn't perturb the community, we actually helped it grow and we've been able to help the technology evolve from a config automation product and technology into this very broad spectrum. Now enterprise automation platform that crosses domains like, you know, networks and security and storage and cloud and windows. Just a phenomenal, uh, you know, growth in it. Yup. Show help. Explain how platform sets up Ansible for it future. They talked in the keynote a little bit about starting with some of the, uh, kinda core partners in the collections that they're offering. But in the future for a platform to really be a platform, it needs to be something that users themselves can build on top of. So, you know, help us understand where it is today. You know, when it first announced here for November, um, and where it shows shall be going in the future. >>So we didn't use the platform word lightly. Um, I think that, you know, platform has a set of connotations and, and it's sort of a set of requirements. What we saw was that different teams and groups inside organizations, we're bringing Ansible in and using the technology and having very good success in their particular area. Then what we saw was these teams were trying to share automation and collaborate across organizations. Then even in the community, there's tens of thousands of rolls and playbooks out there that the community has built. There might be 300 that do the same thing, which is the best one, which, which one are people using? Uh, you know, how successful is it? How long does it take? Um, what we found was that they needed a bunch of tools to be able to collaborate, track, uh, analytics about stuff so that they could share and collaborate at a higher scale. >>Yeah. I, that's one of the great value propositions when we talk about SAS is if it's done well, not only can I share internally, but I can learn from others that have used the platform and make it easier to take advantage of that. So is that part of that vision that you see with the platform? Yeah, so I mean, there's a couple different ways of sharing. If you're running a SAS service, then you know, a central person is coordinating the sharing and things like that. What we tried to do with the, with the Ansible platform is basically enabled the way that people can share content without having to go through a central, you know, agent, if you will. So we provide services and things to help them manage their, their content, you know, with uh, you know, uh, galaxy and collections and things like that. >>Um, it's all about organizing and being able to share content in a way, uh, to make them more efficient. Should I talk about the trends around, um, you've done it. First of all, you done a great job with Ann's book. Congratulations. Um, the big fan of that company and you guys did a good job of it. As it goes full, where you're thinking about cloud complexities as people start looking at the cloud equation, hybrid and cloud 2.0 and the enterprise complexity still is coming as more of it. How do you guys see that? How are you viewing that, um, that marketplace because it's not just one vertical, it's all categories. So how are you guys taking animal to the next level? How you guys look at that, managing those complexities that are around the corner? Yeah. So if you think about it, you know, everybody's moving towards a multi, multi hybrid cloud, you know, sort of configuration, right? >>Um, each one of these platforms and clouds has their own set of tools which work really well perhaps in their particular cloud or their silo or their environment. If you're an organization and you're running multi-cloud, you're responsible for automating things that might span these clouds. You don't want to have different silos of automation tools and teams that only work in one cloud or one environment. So the fact that Ansible can automate across these, both on premise and in the public clouds, multiple public clouds, across domains, network storage, compute, create accounts, uh, you know, do all sorts of things that you're gonna need to do. So it's one automation technology that will span the complexity of those environments. So it really, it's, I don't see how people are going to do it otherwise without fielding lots of people and lots of tools. You know, we were talking with Stephanie and Sue and I talked on our intro insights segment around the word scale has been kicked around, certainly is changing a lot of the landscape on how companies are modernizing the open source equation, but it's also changing the people equation. >>I want you to explain your vision on this because I think this is a key point that we're seeing in our community where people have told us that automation provides great efficiency, et cetera. Good security, but job satisfaction is a real big part of it. You know, people, it's a people challenge. This is about people, your view on scale and people. So organizations are under tremendous pressure right now to do more, right? Whether it's deploying new application faster to close security vulnerabilities faster, uh, to move things around to, to, to right size, you know, resources and applications and things like that. And you know, Ansible allows them to do that in a way where they can be much more efficient and be much more responsive to the business, right? Otherwise, you know, you see some of the customer testimonials here where the amount of time goes down from six hours to five minutes, the teams can be far more productive. >>Um, it, it really gives job satisfaction because they can do things that were almost impossible to automate before by using Ansible to automate network storage and compute in the same playbook. Before, those were three different tools or three teams and people of solving some of the same problems in different areas. And this is where playbooks can be a problem and an opportunity because we have too many playbooks, you have to know which playbook to be available. I mean you can almost have a playbook of playbooks and this is kind of a opportunity to use the sharing collaboration piece. What's your rich to thought on that as that playbook complexity comes in as more playbooks enter the organizations, you know, there's a lot of deployment of the same kind of stack or the same kind of configuration and things like that. So you know, it's really extending community beyond, you know, you know, working on code into working on content, right around automation. >>So if somebody wants to deploy engine X, I think there's over 300 different, you know, playbooks to deploy engine X, right? We don't want to have 5,000 playbooks to deploy engine X. Why can't there be a couple that people take and say, wow, this is perfect. I can tweak it from my organization, integrate my particular systems, and I can hit the ground running instead of trying to either start from a blank page or to go sift through hundreds of almost close, uh, you know, playbooks that do sort of the same thing a lot of times. David's big time. Enormous. Alright. >>So Joe, congratulations on the four years of just continued growth, you know, great momentum in the community wanting to touch on, you know, the, the, the big move, uh, you know, in the last year is, you know, IBM spending, you know, quite a few dollars to, to acquire red hat. What will this mean for kind of the reach and activity around Ansible in the community, the IBM acquisition. >>So IBM had been involved in Ansible in a number of their, you know, products, right? In terms of integration into Ansible. So they have teams and folks within IBM that obviously got Ansible all before the acquisition. Um, I think that it's, it's highly complimentary. IBM has very strong capabilities around management and monitoring, security and things like that. All of those things inevitably turn to automation. Right. Um, so I think it really, um, it only gives us access to IBM and, and they're sort of, you know, their their channel and their accounts in their, and their reach, but also their teams that have these, these sets of technologies, um, that are natural compliment, you know, whether it's Watson driving Ansible or security or network monitoring, driving Ansible automation. It's a really powerful combination. >>Yeah. I also just want to get your kind of macro level view on automation. I sat on a panel talking to CIS admins about careers and it was the number one thing that they felt they needed to embrace. We see like the RPA community probably in adjacency to what you see heavily pushing automation, uh, you know, help explain how important automation is and that it's not, you know, just a silver bullet also. >>Yeah. So, you know, a lot of times people are, you know, the, the sort of the easy, um, you know, description is automation's gonna eliminate jobs or things like that. I think it's more like sort of the power tool analogy. You know, you know, if you had a, you know, a hammer and a screwdriver before, now you've got a power screwdriver and a pneumatic hammer and uh, you know, all sorts of additional things. They're force multipliers for these people to do broader, bigger things faster, right? Um, and that's what every organization is driving them to do. How agile can you be our competition deployed something, how fast can we deploy it and how many, you know, new releases a week. Can we deploy, um, when security hits, you know, how fast can we close the vulnerabilities that hours, days, weeks, or can we do it in minutes? >>The old expression, if you, if you're a hammer, everything looks like a nail. But if you're an agile, you can adjust to figure out the opportunity. It's kind of awesome kind of quote there. This speaks to the changes. I want to get your thoughts. Last question for you is, as someone who's been in the industry for awhile, we've first interviewed and I think 2014 at OpenStack when we first started chatting around the industry. So much has changed now more than ever. The modern enterprise is looking at cloud impact, operating as an operating model, cloud one, Datto, Amazon compute, storage standups software, and they're piece of cake startups. We're doing it now as enterprises really want to crack the code on cloud software automation. Observability these new categories are emerging, kind of speaks to this cloud 2.0, how would you describe that to folks if, if asked, what's the modern era enterprise cloud architecture look like? >>What is cloud 2.0, how would you take a stab at that definition? So I would say after all these years, cloud is really entering its infancy and what does that mean? We're just starting now to appreciate what can be built in cloud and we're going to get a big boost soon with five G, which is gonna, you know, increase the amount of data, the amount of, uh, you know, edge devices, uh, IOT and things like that. Um, the cloud is becoming, you know, the first choice for people when they build their architectures and their business. Um, it's gonna fundamentally change everything. So I think, you know, some people, what's the quote? You know, some people overestimate, you know, what the technology can do in the short term and underestimate what it can do in the longterm. We're now getting to that point where people are starting to build some really powerful cloud based applications. See this as a big wave then big time wave. Yeah. I mean, we had a quote still on the cube last week. Data is the new software, so software, abstractions, automation. This is the new way. I mean, it's a whole new architecture. So exciting. Thanks for coming on the cube. Appreciate juncture having thanks. We're here at the Asheville Fest, the Cuban Chalfont stupid men. Break it down. The analysis, getting into the automation for all conversation. Big category developing. We're covering it here. Live back more after this short break.

>> Live from Las Vegas. It's theCUBE. Covering the AWS Accenture Executive Summit. Brought to you by Accenture. >> Welcome back, everyone to theCUBE's live coverage of the AWS Executive Summit here in Las Vegas. I'm your host, Rebecca Knight. We have today, Mahmoud El Assir, he is the CTO and Senior Vice President of Global Technology Services at Verizon. And Annette Rippert, Senior Managing Director, Accenture Technology, North America. Thank you so much for coming on theCUBE. >> Great to be here. >> Thanks for having us. >> So we are talking today about Verizon's migration to the cloud, but Verizon is a company that many people have familiarity with, Mahmoud. Just lay out a few facts and figures for our viewers here. >> Sure, I'll say Verizon is Fortune 16 company. Last year we made $126 billion dollars from our, kind of, loyal customers. We are, today we deployed, we were the first people to deploy 5G. And we have 98% coverage in U.S., so we are America's fastest and most reliable wireless service. >> So it's a company that touches so many of our lives. >> Yup. >> Earlier this year, Verizon selected AWS as its preferred cloud provider. What was, one, what was the impetus for moving to the cloud? And two why AWS? >> Yeah, that's a great question. But I'd like to zoom out a little but more and talk about what is Verizon? What's our mission and how kind of tackling it? So when you think about Verizon, our mission is to deliver the promise of the digital world, right? Enable, deploy 5G and enable the 4th Industrial Revolution. And as part of this, it's all about empowering humans to do more, right? And in global technology solutions our winning aspiration is to develop products and services that our customers and employees love. And then we, and also to be the destination for world class technology talent. And be the investment innovation center for the company. So when it comes to digital transformation we look at the enables and where we want to invest our energy and how do you want to leverage the right partners. So the heart of our technology transformation is the public cloud. When you think about what the public cloud, it's like where you want us. It will allow us to spend more of our energy building solutions and for our customers. And creating value for our customers. Also public cloud will allow us, and or business, to experiment faster, better and cheaper. In technology our focus is to always save on efficiency, speed and innovation. So that is our kind of model and at the heart of this, public cloud is a key kind of element for our journey. >> Well I want to get into that journey a little bit more, but Annette, I want to bring you into the conversation here. So, Verizon is one of the leading communications companies that is migrating to the cloud at this scale. >> Yes. >> What are some of the lessons, as you have helped and observed and also helped this partnership grow, what are some of the key takeaways that you would say? >> Well, I think there is a couple you know, if you take a look at some of the lessons that our clients learn. You know when at Accenture we go into the market really helping our clients think about how do we leverage technology for achieving business outcomes. You just talked about some extraordinary business outcomes that you're looking to achieve and you'll do that through a variety of things, including leveraging technology. And so, just like that we encourage our clients to be thinking about what is the business innovation? What is the outcome? The disruption that we're looking to achieve through leveraging technologies like AWS, right? I think secondly, if you think a little bit about the importance in that journey of communicating that vision. Of what will it mean to be able to leverage that kind of technology? You just communicated a very strong vision. And that's so important to the change journey that many of these organizations go on. You know there is the importance of the investment strategy, but ultimately, the innovation that the organization itself the engineers within the organization are a part of delivering, you know, the kind of innovation that you'll be delivering is really, it will not only make such a big impact on those in your enterprise, delivering that. But, you know, to all of us who are consumers of your business strategy which will be fabulous. And I think, in the end, you know, one of the most exciting things, and it's really sitting Alexis, as we were talking a little bit about some of what Verizon is doing earlier in the day, one of the most important things is really thinking about how this provides an opportunity for the enterprise to change. So, you know, moving to be a much more agile enterprise, being able to respond to market changes, and certainly in the business that you're in, the market is changing everyday. And so by leveraging innovative products like AWS' platform, you know it really provides the opportunity to constantly leverage new technology in that environment. >> And that, as you said, the market is changing everyday and customers, they're demanding things and companies are providing customers with things they don't even know that they want until they have them in their hands. How, at a time when customer differentiation is such a key competitive advantage, how are you staying ahead of the game and making sure that you know you're sort of getting inside the heads of your customers? And then you're also delivering what they want and expect. >> Customers comes first at Verizon, right? So it's at the heart of our technology is also leveraging emerging technology. So cloud is one, scaling AIML is another one. One of the big programs we're doing is, how do you move personalization to one-on-one personalization? How do you make every customer feel they have their own network, our network. Like their own network that's personalized for their needs. There own experience, their own plans. Their own recognition. So that's key. So today when you think about most companies do segmentation or personalization at the cluster level. So one of the biggest things is we're shifting now from systems of engagement, and systems of records. We're inserting systems of insights. A system of insight allows to build the DNA for every customer and will allow us to personalize the customer experience for every customer at the customer level based on all the data, kind of, we know about them, from the data they use with us, and will allow us to personalize their experience at every touch point. >> So what, how would that look like? What will a personalized customer experience at Verizon look like in the future going forward? What are some of your goals and aspirations? >> Imagine you're like a, you've bought every iPhone, since iPhone one through like iPhone ten, right? >> I can imagine that. >> So you're an iPhone enthusiast, right? So, when you come up on our website recommend, like the iPhone, the next iPhone say, the next iPhone is up, the next iPhone red is up or so. So we know more about you and your history and we recommend right accessories, we recommend and so we tell you, hey this stuff is coming. So you feel we're watching out for you. You're like we know, we know you. We know you better than anybody. So at any touch point when you come to us we kind of tell you what's the next thing for you. And then even when you don't know we, like from a network kind of performance from everything we proactively, kind of cater for you. That's a big one. The other one, how do you, when you want to talk to us, how do you get leverage technology like Chatbots and conversationally AVRs and stuff. And make sure you feel you're like, we know you. If you have a different accent, we recognize the accent, then you say, hey do you want to speak in that language? >> (laughs) >> So imagine the power of doing that. Versus today you have to do, like you have Spanish AVR, you have to have a, or have a Spanish kind of call center. Imagine through a IML and Chatbots and stuff, you can recognize all the stuff and personalize the experience. Today at Verizon, we are known of our network superiority. And we have great customer experience but we want to be known also for our experience the same way we are known for our network. And we believe that at Verizon, there is always a higher gear. So we all aspire for the higher gear and aspire our customers to feel they have a Verizon for every customer. >> So this, that's from the customer experience. And as you said, the goal is to have the customer feel that the company empathizes with them and really gets them. What about the workforce changes? I mean Annette was talking about the importance of change management and the cultural shift that these kinds of transformations entail. Have you come up against any challenges at Verizon in terms of this migration? >> Sure I would say, at the heart of our kind of transformation, there are four main pillars. The first pillar is, enabling all these modern technologies. This is like cloud, Cloud Native, API, AI, ML. And especially go back to cloud, the time of enabling cloud was very important to get everybody on board at beginning of the journey. So one of our biggest thing is to get like the security team on board, as early in the process as possible, and make sure security team is a development team, not just a kind of a controls team. So having an engineering team on the security side is a big one to kind of automate all this kind of, all the security controls we need in the cloud so we have the right guardrails and have everything automated. Another thing, same thing like with the other teams. Get them on board in the journey have an advisory kind of board with the other team and security team and legal teams and everybody is onboarding on the journey. So that's I'd say key and pay lots of dividends investment upfront but pays lots of dividends so you can move faster. It's like more of a slow down to speed up. So that's a big one. The second one is, technology is one thing, but you need the culture. So you need to have sustainable momentum in this kind of movement. So the proxy we wanted to have is like have AWS certifications. Because you need 10% believers to have momentum. So our proxy to believers is AWS certifications. So we put a program in place we call it: Verizon Cloud Train. And that train basically is like a 12-week, six sprints, and we help our teams prepare for their certification. So last year we did more than a thousand, we have more than 1800 people probably right now certified with AWS. >> That is incredible. >> At the same time, we set up a dojo's, which are like emergent centers. So we have like 40, 50 seats in different cities and with like five six coaches. So if you are a team who wants to come in and move your application to the cloud, we help you do it. If you want to decompartmentalize your application to microservices we help you. If you want to do ABI's, we help you. So we helped you build deep expertise into these technologies we are doing. So that is like, transforming the teams, and up scaling, I would call it up scaling the talent, is key. Hiring great talent in key rolls is also key. The third pillar is changing the way we work from, what you call a project based, to outcome based. And this beyond agile. Agile is an enabler for this, but how do you change the model where everything is outcome based? Where you have the business and the technology team working together to move an outcome. If I want to increase my kind of video-on-demand revenue per customer, everybody making all the changes, experimenting, and making sure that's a need, is moving. It's not like I did my code, I delivered my, I did my testing, I deployed my app. It's what's a business and what's a customer kind of expectation. And fourth one is, how do you establish internal kind of communities and get out of a like the thiefdoms and stuff. And get a culture of kind of sharing and cheering for others. So we have like Dev Ops days internally within the company, bring in external, internal speakers. We have internal kind of intersourcing for some piece of code. So you have to fire on all cylinders I would say. And get as many kind of parties included as early in the process. And have also an objective to have everything as code. And it's a journey, so you have to always keep on exercising new muscles and more muscles and the more muscles you exercise, the faster you can go. >> So Mahmoud, Annette already shared with us her key learnings from your experience and your journey. What would you say, I mean you're hear at AWS reInvent, it's not your first rodeo, you've been to this conference many times before. When you're talking with other CTO's, CIO's and they're saying, hey, so how's it going for you? What's your advice for a company that is really just starting this, this process? >> Sure, I would say the movement to the public cloud is not just a cost play. I mean, cost needs to be, efficiency needs to be there, but that shouldn't be the primary kind of objective. The primary objective should be speed and innovation. At the same time, deliver a cost. Lots of people say, oh do I, is the same, you can't compare it same-for-same. Because it's different. On prem you can do like A, B testing. In the cloud you can do A to Z testing for much cheaper. You don't need everything you have on prem. You can experiment, so think about it as accelerating the speed of innovation. That's the key one. And I said it before, but I'll say it again. It's like all about having the right kind of, from like a security perspective, people will argue, oh public cloud is insecure? I would argue, public cloud can be more secure than on prem because you have all the tools to kind of automatically, kind of protect and detect and recover. And you have more tooling to allow you to be more secure. It's having the right kind of guardrails and the right controls, right automation and right teams. So it's, you have to build muscle across all these fronts. And have them as a front as possible. >> Great, and great note to end on. Thank you so much Mahmoud and Annette. >> Thank you. >> I appreciate it. >> Very good. >> Been really fun having you on the show. >> Thank you. >> Thank you for having us. >> We will have more >> Thanks, Ann. >> from theCUBE's live coverage of the AWS Executive Summit, coming up in just a little bit. (upbeat music)

>> Live from San Francisco, it's theCUBE covering Google Cloud Next 2018. Brought to you by Google Cloud and it's ecosystem partners. >> Welcome back everyone. This is theCUBE live coverage of Google Cloud Next '18 in San Francisco. I'm John Furrier with Jeff Frick. We're at day three of three days of wall-to-wall coverage. Go to SiliconANGLE dot com on theCUBE dot net. Check out the on demand videos and the Cloud series special journalism report that we have out there, tons of articles, tons of coverage of Google Next with the news, analysis and opinion, of course, SiliconANGLE. Our next guest is Indranil Chakraborty, Project Manager for IoT Google Cloud. Certainly IoT part of the network part of the Cloud, one of the hottest areas in Cloud is IoT. We've been seeing that. Welcome to theCUBE. >> Thank you. >> Thanks for joining us. IoT is certainly the intersection of a lot of things: Cloud, data center, A.I., soon to be, you know, cryptocurrency and blockchain coming down, not for you guys, but in general those are the big hottest areas. >> IOT is not like, you can't say it's an IoT category, so IoT has to kind of sit in the intersection of a lot of different markets that are kind of pure playing. >> So I first want you to explain to the folks out there watching, what is the Google IoT philosophy? What is the products trying to do? And what are guys announcing here? >> Absolutely. Thanks for having me here, it's really great to be here. And if you think about IoT, and if you think about what we have on Google Cloud, we already have a great set of service for data storage, processing, and machine intelligence. Right, so we have Cloud Machine Learning Engine, we have an on start ML. So most of those data processing and intelligence services are already there. What we announced last year was Cloud IoT Core, which is our fully-managed service for our customers and partners who easily and securely connect their IoT devices to Google Cloud, so they can start transmitting data and then ingest and store in the user downstream services for analysis and machine intelligence. >> I mean, IoT is a great use case of Cloud because one, Cloud shows that you can be incented to collect data. >> Right. >> Cuz now you have the lower cost storage, You've got machine learning, all these things are going on. It's great. >> Exactly. >> But Iot is now the Edge of the network. You've got sensors. You've got cars, like Teslas, people can relate to. So everything's coming online has, not just an IP connection, anything that's a sensor. The IoT's been just evolving. What is the Edge to you guys? What does that mean when I say IoT Edge? What is Google view of the Edge? >> Yeah absolutely, it's a great question. You know, we identified early on the emergent trend of moving compute and intelligence to the edge and close to the device itself. So this week, as you already know, we've announced two products for Edge. One is Cloud IoT Edge, which is a software stack which can run on your gateway device, cameras, or any connected device that has some compute capabilities, which extends that powerful AI and machine learning capabilities of Google Cloud to your Edge device. And we also announced Edge TPU, which is a Google designed high performing chip for to run machine learning inference on the Edge device itself. And so with the combination of Cloud IoT Edge as a software stack and with our Edge TPU, we think we have an integrated machine learning solution for on Google Cloud platform. >> How does that get rolled out? So the chip, I'm assuming, you're doing OEM or deals with manufacturers. Same with the software stack. Is the software stack portable? Explain how you roll those out. >> Yeah, you know we are big into working with our ecosystem and we really want to build a robust part of ecosystem. So we are working with semiconductor companies, such as NXP and Arm, who will build a system-on-module using our Google Edge TPU, which can then be used by gateway device makers. So we have partnership with Harting, Nokia, NEXCOM. We're going to take those SOM, add it to their gateway devices, so to take it to the market. We're also working with a lot of computing companies, such as ADLINK, Acton, and a couple of others, Olya. So they can build an analytic solution using our Cloud IoT Edge software and Edge TPU to combine with the rest of Cloud IoT platform. So we're pretty excited about the partners. >> But every coin has two sides, right? So the kind of knock on the Edge is, now you're attack surface on the security side is growing exponentially. So clearly, security is an important part of what you guys do. And now this is kind of a different challenge when you're now, your point to presence is not like our point to presence, but are going to expand exponentially to all these connected autonomous devices. >> Yep, that's a great point. And you know, we take security very seriously. In fact, last year when we announced Cloud IoT Core, we reject any connection that doesn't use TLS, number one, right? And number two, we individually authenticate each and every device using an asymmetry keypad. In addition to that, we've also announced partnership with Microchip. So Microchip has built this microcontroller crypto, which can have the private key inside the crypto, and we use JWT token that was signed by inside the chip itself. So your private key never leaves the chip at all. So that's one additional reinforcement for security. So we have end to end security. We make sure that the devices are connecting over TLS, but we also have hardware root of trust on the Edge device as well. >> The token model is interesting. Talk about blockchain because you know, David Floy on our analyst team, he and I are constantly riffing on that. IoT actually is interesting use case for blockchain and potentially token economics. How do you guys view that? I know that you just mentioned that this is kind of a thing there. Does it fit in your vision at all? What's your position on how that would work out? >> You know, we are closely looking at the blockchain technology. As of today, we don't have anything specific to announce in terms of a product perspective, but we do have, we do use JSON web token, which is standard on the web, use to sign those using our private keys. So that works beautifully, but we're closely monitoring and looking at it. We don't have anything to announce today. >> Not yet, but they're going to share that. Their research is working on it, interesting scenario. So in general, benefits to customers who're working with IoT, your team, cuz you have the core, you have the chip, you have the software stack. There's always an architectural discussion depending upon the environment. Do you move the compute to the data? Do you move the data to the Cloud? What's the role of data in all this cuz certainly you got the processing power. What's the architectural framework and benefits to the customers who are working with Google. >> Yeah, so let's make a specific example, LG CNS. They want to improve their productivity in the factory, and what they've done is they've built a machine learning model to detect defects on their assembly line using Cloud machine learning engine. And they've used this one engineer a couple of weeks and they would train the model on Cloud. Now with Cloud IoT Edge and the Edge TPU, they can run that train model locally on the camera itself, so they can do realtime defect analysis at a pretty fast moving assembly line. So that's the model which we are working on where you use Cloud for high compute for training, but you use the Edge TPU and the Cloud IoT Edge for local inference for real time detection as well. >> How do you guys look at the IoT market because depending on how you're looking at it, you can look at smart cities, you can look at self-driving cars? There's a huge aperture of different use cases. It could be humans with devices, also you guys have Android, so it's kind of a broad scope. You guys got to kind of have that core tech, which it sounds like you're putting in the center of all this. How do you guys look at that? How do you guys organize around that? I think Ann Green mentioned verticals, for instance, is there different verticals? I mean, how do you guys go at that mark with the product? >> IoT is a nation market. And what we offer as Google Cloud, is a horizontal platform, what we call it is Cloud IoT platform, which has got Cloud IoT core on the Cloud side, Cloud IoT Edge, the Edge TPU. And we really want to work with our partners our solution integrators and ISVs, to help build those vertical applications. And so we're working with partners on the healthcare side, manufacturing. We have Odin Technology as one of the partner to really build this vertical up. >> You guys are not going to be dogmatic, this is how our IoT sleeve. You're going to let a thousand flowers bloom kind of philosophy. Put it out there, connect, and let the innovation happen with the ecosystem. >> Yeah, we really believe in driving, moving the, having robust ecosystem. So we want to provide a horizontal platform, which really makes it easy for partners and customers to build vertical solutions. >> Another kind of unique IoT challenge, which you didn't have in the past, we've all seen great pictures of the inside of Google Data Centers. They're beautiful and tight and lots of pretty pictures, very different than out in a minefield or a lot of these challenging IT environments where power could be a challenge. The weather could be a challenge. Connectivity to the internet could be a challenge. Obviously, and then you need to power them. When you talk about how much store do you have locally, how much compute do you have locally. So as you look at that landscape, how has that shaped your guys' views? What are some of the unique challenges that you guys have faced? And how are you overcoming some of those? >> Yeah, that's a great question and this is one of the primary reasons why we announced Cloud IoT Edge, which is software stack, and Edge TPU. So that for use cases where you have limited connectivity, oil wells or farm field, windmills. Connectivity is limited, and you cannot rely on connectivity for reliable operations. But you can use Cloud IoT Edge with our partner device ecosystem to run some of the compute locally. You can store data locally. You can analyze locally, and then push some of the incremental data to the Cloud to further update your model in the Cloud. So that's how we were thinking about this. We have to have some compute locally for those reasons. >> Release the hard coupling, if you will. So it's really got to be a dynamic coupling based on the situation, based on the timing, maybe. >> Exactly. >> Schedule updates, and these type of things. So it's not just connected. >> Exactly. It doesn't need to be continuously connected, right? As long as there's enough connectivity to download some of the updated model, to download the latest firmware and the software. You can run local compute and local machine learning inference on the Edge itself. That's the model we're looking at. So you can train in Cloud, push down the updates to the Edge device, and you can run local compute and intelligence on the device itself. >> A lot of conscious we've been having lately has been about, how do you manage the Edge, has been an area of discussion. Why I want to have a multi-threaded computer, basically, on a device that could be attacked with malware, putting bounds around certain things. You need the IP there. You want to have as much compute, obviously, we'd agree. But there's going to be policies you're starting to think about. This is where I think it gets interesting when you look at what's going on at the abstractions up the stack that you guys are doing. How does that kind of thinking impact some rollouts of IoT because I'm looking to imagine that you won't have policies. Some might trickle data back. It might not be data intensive. Some might want more security. Containers, all this kind of tying in. Is that right? Am I getting that right? How do you see that happening? >> So when you think about Edge, there are different layers. There are different tiers. There are the gateway class devices, which has high compute, and all the way to sensors. Our focus really is on the Edge devices, which has some decent compute capabilities and you can scale up to high-end devices as well. And when you think about policies, on the Cloud side, we have IM policies, so you can define roles, and you can define policies, based on which you can decide which devices should get what software or which user should get access to particular data types as well. So we have the infrastructure already, and we're leveraging that for the IoT platform. >> Yeah, and automate a lot of those kind of activities as well. >> Exactly. >> Alright, so I got to ask you about the show. What's some of the cool things you're seeing, for the folks that couldn't make it that are watching this video live and on demand. What's happening here at Google? What's the phenomenon Google Cloud? What are some of the hot stories? What's the vibe? What are the cool things that you are seeing? >> Absolutely. So I'm biased, so I'm going to start with IoT. You know, we have an IoT showcase where we have a pedestal where we're showing the Edge TPU and the Edge TPU board as well. And there is a lot of work which is happening there. There's a maintenance team there as well, so I would highly encourage attendees to go check it out. >> What are people saying about that? The demos and the sessions, what are some of the feedback? Share some color commentary around reactions. >> Yeah, we've been getting a lot of positive reactions. In fact, we just had a couple of breakout sessions, and a lot of interest from partners across the board to engage with us. So we are pretty excited with our announcement on the Edge side. The whole orchestration of training model in the Cloud and then pushing it down and then sending updates, that's where it really makes it easy for a lot of the partners. So they're excited about it as well. >> They're going to make some good money with it too. You guys are making the mark, and not trying to go too far. Laying the foundational work, the horizontal scale. >> Yes, exactly. And we really focused, for the Edge TPU, we really focused on performance per dollar and performance per watt. And so that has been what we are striving to really have high performance for lower cost. So that's what we're targeting. And a couple of other things, the whole server-less capabilities, and the fact that Cloud functions have become GA, is pretty exciting. And Cloud IoT Core is also a fully managed server-less architecture in a machine. The AI and auto ML which we announced with NLP and text and speech is pretty exciting as well. And that works very well with some of our IoT use cases as well. So I think those are a couple of announcements, which I'm pretty excited about. >> Yeah, I think the automation theme too, really resonated well on all that. Cuz what comes out of that is, humans still got to be more proficient in doing the new stuff, but also they got to run this. And you've got developers enough to build apps that drives value, so you got the value development with the applications, and then also the operational side, which is, I don't want to say becoming generic, but it's not specialized as used to be. Network operator, this guys does this, this gal does that. I mean, it used to be very stove piped. Now it's much more of a how do you run the environment? >> Exactly, and to your point, even on the IoT space, it's also very relevant. I mean there are a lot of overlaps between what used to be just devops and OTE and IT. There are a lot of overlaps there. And so we're looking at it closely as well to make sure that we can really simplify the overall requirement and the tooling which is needed for building an IoT solution. >> For the people that are not following Google as closely as say we are, for instance, they're not inside the ropes, inside the baseball, if you will, in the industry. See Google Cloud, they know Google as Gmail, search, et cetera. They look a couple years ago, Google Cloud had app engine, the OG of Google Cloud, as it's called. What would you say to the folks now that are watching? What's different about Google Cloud now, and what should they know about Google Cloud that they may not know about. What would you say to that person? >> Absolutely, and the first thing is we are very serious about enterprise. You can see here the number of attendees who have come here and how we have multiple buildings where we organized the conference. We're very serious over enterprise. Second, back in the days, two years back, we were really focused on building products, which works for specific use cases. We didn't think about end to end solution, but now the focus has changed. And we're really thinking about, we always had the technology with packaging the products, and now we're thinking about providing end to end solutions, the framework where for a business user, enterprise user, they can just take the solution, and they know it will work. Alright, so there's been a lot of focus on that. And our key differentiator is about machine intelligence and AI, right? That's where Google thrives. We've been spending a lot of time on it, and now we're focused on democratizing AI. Not just on the Cloud, but also on the Edge with the announcement of HTPU. >> And I really think you guys have done a good job with the mindset of making it consumable. In an end to end framework with the option. We've got Kubernetes, and Container's been around for a while, but it's working with multiple environments. I think that is a real mindset shift. >> Exactly. >> So congratulations. >> Thank you. >> Thanks for coming on, appreciate it. >> Absolutely, was great having you guys. >> Google IoT, just plug into the Google Cloud. It'll suck all your data in. Give you some compute at the Edge. Open it up to partners, really focusing on the ecosystem and enabling new types of functionality. It's theCUBE, bringing you the data here on day three at Google Cloud Next '18. We'll be right back with more coverage. Stay with us after this short break. (modern music)

>> (upbeat electronic music) >> Live, from Washington D.C., it's theCUBE. Covering AWS Public Sector Summit 2018. Brought to you by Amazon Web Services and it's ecosystem partners. (upbeat techno music) >> Welcome back to the nation's capital, everybody. You're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante and I'm here with Stu Miniman. This is day two of the AWS Public Sector Summit. Taylor Carol is here. He's the co-founder of the GameChanger charity and ZOTT. Taylor, welcome to theCUBE. Thanks for coming on. >> Thank you, glad to be here. >> Keynote yesterday got rave reviews. Let me just set this up. So, ZOTT is a content platform that creates virtual experiences for children, giving them an outlet for creativity, intellectual engagement, a lot more. We're going to talk about that. And then GameChanger is the non-profit and it's a majority share holder of the for-profit organization. So, that's an interesting business model. >> Thank you. >> Explain, please. >> Absolutely, we started GameChanger roughly twelve years ago, when I, at 11, was diagnosed terminal, with a rare form of cancer, given roughly two weeks left to live, thankfully a long two weeks, totally healthy now. But-- >> Congratulations, that's awesome. >> Hey, thank you so much. >> Good to have you with us. >> Glad to be here. But, from those five years I spent in hospital, combined with the 20,000 hospital rooms my dad and I have visited on behalf of GameChanger charity we saw how much need there was in the patient care space and the patient engagement space. And those insights led to first found GameChanger charity, now a nearly 12 year old 501(c)(3), an international non-profit. Started an endeavor in our garage. This year, we've taken in over 20 million dollars in donations, 93 cents on every dollar going to the cause. And GameChanger really focuses in on leveraging gaming, technology, and innovation to support patient's rights to play, learn and socialize. And we do that through virtual reality, through augmented reality, through custom gaming solutions, through character based scholarships, to support post-hospital dreams. And then with GameChanger days, where we go in and we bring in bundles of toys for the patients and a catered meal for staff, to sit down to talk with them and to learn about the bespoke gaming and tech solutions we can make to support each individual hospital's needs. So that's GameChanger. And then from that insight, from all that time in the hospital, something we really saw was that the strict patient engagement. How patients watch TV or get clinical health content was so broken. It's one TV mounted on the wall with 20 channels of basic cable. We saw it could be so much better. So, we made ZOTT, which is a device agnostic, cloud-based content distribution system. So, now, through ZOTT, from participating hospitals, any patient, any family member can get their own content, their own experiences, from any device, a laptop, a tablet, a phone, everywhere in the hospital. So, linear TV, gaming, clinical health content, even custom live-streams exclusively for the patients. And ZOTT is owned in entirety by GameChanger charity. >> That's awesome. >> So anything good that happens to ZOTT, goes back to support the GameChanger cause. >> So, completely changing the experience for the patient, from first-hand. What's been some of the outcomes, just in, either anecdotally, or I don't know if you have any kind of measurements. You're changing the world, but if you could share with us how, and any examples, would be great. >> Thank you for saying that. One of the most profound things we've seen at GameChanger charity and at ZOTT is how deleterious boredom is for the patient experience. Understandably, individuals are locked in a boring, white room for a day, a week, a month, years at times. >> Craving visitors, anything. >> Any form of interaction or social engagement. And you know something we've seen, is that boredom often magnifies pain and anxiety, isolation, over use of pain medication. And understanding that issue, that pain, something we've been able to do is incorporate custom VR rigs, custom VR experiences, for distraction therapy. So that's where we'll go in, meet with patients, and bring the care providers VR sets so when a patient is getting ready for a surgery, they can put on a VR rig, try a tranquil experience, and we've seen pain scores go down by as much as six points on a 10 point pain scale, as a result of such distraction therapy. >> That's fantastic. >> Yeah. >> Thank you. >> It's fascinating, we're really powerful the discussion we had in the keynote. So, making this happen, there's some technology behind this. Maybe walk us through a little bit, what's the connection with the cloud discussion. >> Absolutely, absolutely. Something we've seen in growing from a garage endeavor, to now an international organization that supports 11 countries, 20 million dollars in revenue this year, is the importance of scalability and being able to, one, help as many patients as possible, while still focusing on the individual and never losing sight of the fact that each patient we work with is an individual life and truly a family, impacted by acute or prolonged illnesses. So, what the cloud has really allowed us to do is to magnify our efforts and to take it from, say, five hospitals to now over 100. And, one example of that would be in how we use AWS's Sumerian. So, that is a cloud-based VR experience. And rather than needing to download really content-heavy VR experiences on say a gaming computer, in order to facilitate these experiences, now care providers can interact with them through the cloud. And go beyond that, they can actually customize a VR experiences for the needs of each patient. So, let's say there's a patient who needs to get a tour through their new hospital ward. Thanks to creating templates on Amazon Sumerian, GameChanger creating them, these care specialists now can go in and customize the script that that AR or VR host will speak to include the patient's name or to say I know this is a big change from California, or from Colorado or wherever they hail from. Really making that otherwise generic hospital integration experience feels so bespoke, so personalized to the individual. >> And if I remember right, one of the things you can do is actually, get them engaged with their care. Like, here's the surgery, going to take you inside what's going to be, and I've heard studies of this, you understand, what's going to be doing and can focus on it, kind of the power of understanding and thinking on it can actually improve the results that you get out of it. >> You are so right. That has been one of the most profound things for me personally. When I was sick, I was in the hospital for five years, and for roughly six months of those five years, I was in an isolation unit, where the only person that could come in was my doctor, my nurse in a hazmat suit. And, during that time, I was scared. I was an 11 year old boy, didn't understand what was happening. And I felt an utter loss of agency. An utter loss of empowerment regarding my illness and more importantly my healing. So, what we're able to do now with Sumerian, is we created a collaborative learning experience between CS Mott Children's Hospital in Ann Arbor, Michigan, and Children's Hospital, Colorado in Denver. So, experts 1200 miles apart, were able to collaborate in real time, through the cloud, through Amazon Sumerian, to make a VR experience where patients about to receive aortic valve replacements could actually go through human hearts in virtual reality and simulate the surgery they would soon be receiving leading to this huge spike in empowerment and identity and ownership over their healing. >> That's amazing. I mean, I remember, I've only had surgery once, I've been really lucky, >> Yeah. >> But when the surgeon explained to me how it worked and just opened up my mind, and made me so much more comfortable when I understood that, being able to visualize that has to be a complete game changer. Taylor, what does the hospital have to do? Take us through their infrastructure needs, or how do hospitals get on-boarded? >> That's a fantastic question. An anecdote or a saying that we always hold on to near and dear to our heart, at GameChanger and at ZOTT, is that when you know one hospital you know one hospital. (laughter) And we mean that in the sense that every hospital is it's own behemoth, it's own ecosystem that has spent the past one, five, ten, 50 years building what is now an incredibly outdated technology stack. So, purely from the patient engagement side, let's say looking at ZOTT, traditional engagement, just to get that TV on the wall, and to get the cable going and the basic clinical health information there's a satellite on the roof, there are server racks in the basement, there's a TV with a computer mounted on the back, there's a laptop in the waiting room. It's just everything is so cumbersome, so outdated. And what we've been able to do is take this really thin client-based cloud approach where we're able to create a bespoke cloud solution that totally bypasses all of that heavy technology stack. Equally, because Amazon and AWS services are so modifiable and you can really pick and choose what you need from the suite, we've been able to go in and instead of have the hospital change to us, we've been able to modify to the hospital, to fit into their ecosystem rather than bring in a bull dozer and try and change everything that they have. >> Awesome. So you can utilizing their existing infrastructure, and bring in a light-weight both cloud and thin-client infrastructure and be up and running. >> Absolutely. A metric that we have to speak to the groundbreaking nature of what we're able to do now is typical patient engagement systems can take up to 18 months to install. Cost millions of dollars, be incredibly cumbersome, and expensive in terms of hours it takes to maintain the hardware. ZOTT, our technology, when we bring it in, goes live in hospitals in as little as 15 minutes. >> And not millions and millions of dollars? >> (laughs) Exponentially less. >> Okay, so the hospital has to buy into it, they really don't have to bring in any new infrastructure. You guys kind of turn-key that for them. So really need a champion inside the hospital. And a go. >> Absolutely, absolutely. A mindfulness we really maintain is where in the hospital is that each hospital decision maker's priority is to safeguard the individual patient and their families. We understand that there's sensitivity, there's a lot of security requirements. And one of the beauties of working with AWS, as you all know is, is AWS is HIPAA compliant. And, in working with AWS, we've been able to add an extra degree of security and safeguarding for any information we collect, any experience we work with the hospitals, so that everyone is safe. That all decision makers feel like their needs and requirements are being satisfied and safeguarded. >> So does that mean the kids can't play Fortnite? >> Fortnite (laughs). Neither Fortnite nor PUBG's (laughs). >> Well, because if they're playing Fortnite, you'd never get 'em home. >> (laughs) >> Same with PUBG. >> One thing that is pretty fun is through ZOTT and through GameChanger, all of our relationships with all of the big game developers around the world, is we may not have PUBG, but we do have Steam integration, and through our game developers, we have over a million dollars worth of Steam codes continually replenished, so patients and their siblings can download a 20, 30, 40, 50 dollar game, keep it on their laptop, on their tablet, take it with them when they leave. As a gift for their strength while they were in the hospital. >> Amazing. Taylor, thanks so much for the contribution you're making to the children and to the world. Really a phenomenal story. Appreciate you coming on theCUBE. >> Thank you both so much for letting us be here and sharing our story. >> You're very welcome. All right, keep it right there, buddy. We'll be back with our next guest. You're watching theCUBE from AWS Public Sector Summit. Stay right there. (upbeat electronic music)