>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by Red Hat. >>Welcome back. This is the Cubes Live coverage of anti professed 2019 here in Atlanta. Georgia Instrument in my co host is John Ferrier and happy to welcome to the program the first time guest pile sing. Who's a principal solutions engineer with F five? Of course. Five's a partner of Anti Bowl In the keynote this morning when they were laying out You know how to use all of these pieces? Oh, I need a load balancer. Great. Here. Here's five to the rescue. So tell us a little bit about you know your role inside F five and kind of fights activities here at the show. >>Sure. Sure. Uh, so thank you for the introduction. Yeah, My name is our piloting principal solution. Ngo S O. I work a lot with different alliance partners and answerable being one of them. Of course, s O. I develop technical integrated joint solutions with answerable. You know, we've had a great, great working relationship with the answerable. They've been absolutely wonderful to work with on at this summit. We have various activities We had a workshop at the contributor summit. We had a session yesterday. We have another workshop on Thursday. So we're really busy, you know, the boots being flowing. And so far, it's been an awesome experience. >>The other people of the show here, they really dig into what they're doing. Ah, you know, even on the bus ride to the party last night, people are talking about their configurations at lunchtime. Everybody is talking about it. Bring us inside a little bit, you know? So is the new collections what people are asking you about? Are there other deployment ways? You know, what are some of the things that are bringing people to talk to >>people That kind of talking, you know, on a broad spectrum, you know, there's some people are just starting out with answerable. They just want to know, you know, how do I write a play book with their 500? Get it running? Others are a little more advanced, you know, Let's get into rules, you know? What are we doing with rules? And then now collections is coming on top of mine. You know how you guys doing with collections, So of course we are in lockstep. You know, we have the first collections out. We're gonna bundle playbooks and a lot of work flows and rules that gonna be someone. It's gonna be easy for customers to just download used these work clothes out of the box and get started with that five. But we've had, you know, different use cases, different questions around Day zero deployment was his data management. Bliss is monitoring was back of resource. All sorts of questions >>in one of the things that's come up is, you know, hit the low hanging fruit and then go to the ant, worked close in tow and is more of a kind of the bigger opportunities. But, you know, we've been talking about Dev Ops two for 10 years, and this to me has always been like the area that's been ripe for Dev ops, configuration management, a lot of the plumbing. But now that it's 10 years later starting to see this glue layer, this integration layer come out and the ecosystem of partners is growing very rapidly for answerable. And so there's been a very nice evolution. This is kind of a nice add on to great community great customers for these guys. What's the integration like as you work with answerable? Because as more people come on and share and connect in, what's it take? What are some of the challenges? What some of the things that you guys need to do our partners need to do with danceable, >>Right? So contributing is, you know, it's been a little slow, I would say, because firstly, they got a kind of lawn answerable and they gotta learn. You know what sensible galaxy. How can I walk around it? And then there's the networking piece, right? How do I now make it work with F five? You know, is this role good enough? Should I be contributing or not? So we're working closely with, you know, Ned, ops engineers as well as the world changes to kind of say, you know, whatever you think is a good work, so is good enough to go there. So, you know, get your role uploaded on galaxy and, you know, show us what you're doing. It doesn't have to be the best, but just get it out there so way have a lot of workshops. You know, we also have this training on F. I called Super Netapp, which is kind of targeting that walked in that office. Engineers. So we're trying to educate people so that everybody is on board with with us. >>One of the conversation we've been having a lot this week has been about the collaboration between teams and historically that's been a challenge for networking. It's alright. Networking going to sit in the corner, tell me what you need. Oh, wait, You need those things changes. Nope, I'm not gonna do it for you are, you know. Okay, wait, get me a budget in 12 months and we'll get back to you. So, uh, how are things changing? Are they changing enough in your customers environments? >>That's a good question. So it is changing, but it's changing slowly. There's still a lot of silos like nettles. Guys are doing their stuff there. Watch guys are doing their self. But with automation is it's kind of hang in together because, you know, the network's engineers have their domain expertise, develops have tails. But, you know, we were able to get them in the same room because we don't get five and then we don't automation and and then they connect. They're like, Oh, you guys are doing what we've already done So it's happening, But it's so, but it's definitely drops that develops. You don't think this is >>the chairman? We've been covered. A lot of we've had a lot of events. We've talked about programmable infrastructure. Infrastructures code is kind of in the butt when you start getting into the networking side, because very interesting when you can program things, this is a nice future. Head room for Enterprises As their app start to think about micro service is what you're taking on the program ability of networking. How do you guys see that? What's your view? >>So program ability In the networking space, it's it's catching up like just five. As a company, we started with just rest a P. I called. Now we're going to moving to answerable to F eyes. Also coming out with this AP I call declared a baby I we have this F ai automation tow chain where we're kind of abstracting more and more off how much user needs to know about the device but be able to configure it really easily. So we're definitely moving towards that and I see other other networking when there's also kind off moving towards that program ability for sure. >>Did you have any specific customer stories you might be able to share? Understand. You might not be able to give the name of the company, but it's always helps to illustrate. >>Yeah, sure, definitely. So we had one customer who, you know, they had an older or not told a different load balancer. And they want to know my great order, the Air five. So they had a lot of firewall rules and, you know, a lot of policies that they wanted to move over. So they used to have these maintenance windows and move on application at a time, eh? So they started, came across sensible, started using answerable, and they were able to migrate like 5 to 10 applications for maintenance window. And they will, you know, they loved it. They've been using answerable. They've been great providence. Or what goes into our modules, you know, really helping us guiding us as well as to what they need. So they were a great, you know, customer story. Another customer we had was you know, we get a lot of use cases for if I that we want to be able to change an application or the network without incurring any downtime, you know, fail overs, it could be as simple as as broader Sze between data centers or, you know, something simple. But what this company did want to shift between fellow between data centers, they got into answerable, they were able to do it in minutes was his hours and, you know they loved it. >>I got to ask you about a Zen engineer. You think about the data center cloud we get that that's been around that workings been great, getting better as five G and I o. T Edge kind of comes into the picture how routing and networking works with compute and edge devices start to be an opportunity for these kinds of automation. How do you guys view that's future state of EJ and and as the surface area of the network gets larger and the edges really part of the equation now his need for automation great need for seeing observe abilities. Super hot area with micro service is now you got automation kind of Ah, nice area. Expand on. What's your thoughts on beyond the data center >>so beyond the data center. So f five is indifferent clouds right to donate ws as your g c p It's out there. We also have like you know, we've recently collaborated with not collaborated. You know, engine ex has become a part of their five. So, you know, we're out there on definitely with I od and you know, no one date us and the specific that there is a boom off applications and you know, we wantto not be a hindrance to anyone who's trying to automate applications anywhere. So ah, goal is also at five is everywhere and anywhere and securing abs, making them available >>and securities 200 big driver of automation. >>I'm glad you brought up in genetic. So you know, we've been very familiar seeing Engine X at a lot of the cloud shows how Zenger next kind of changing the conversation you're having with customers. >>So having a lot of conversations with develops engineers about an genetics, you know, some of them are already using it in the day to day activity, and, you know, they don't want to see how a five and engine excite gonna gonna come together And you know what kind of solutions we can offer. So if I were working on that strategy, But you know, definitely that there is a link between us and engine aches, and customers are happy to know that. You know, we're kind of now on the same pot, So if they're in the cloud on from, you know, they can choose which one they want, but they're going to get the same support and backing off. Five. >>Great. We're getting towards the end of answerable fests. Give us what you want. Kind of some of the key takeaways. People tohave about five here at the show. >>Sure. You know, if you haven't started automating at five Invincible. My key takeaways, you know, get started. It's really simple. We have sessions now. We have a workshop on those. They look that up a great resource for us. It's just answerable dot com slash five. We have great resources. Um, are answerable. Models are supported, were certified by that had answerable. So, you know, just dive in and start automating >>pale, saying Thank you so much for the update. Really appreciate it. And congratulations on the progress. >>Thank you so much. >>for John, for your arms to minimum, getting towards the end of two days water wall coverage here. Thanks, as always for watching the Cube.

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by >>Red Hat. >>Okay, welcome back. It runs two cubes. Live coverage of Ansel Fest here in Atlanta, Georgia. I'm John for a host of the Cube with stewed Minutemen. Analysts were looking angle. The Cube are next to guest Tom Anderson and most product owner. Red Hat is part of the sensible platform automation properly announced. And Richard Henshaw, product manager. Guys, welcome to the Cube Way had all the execs on yesterday and some customers all pretty jazzed up about this year, mainly around just the timing of how automation is really hitting the scene and some of the scale that's going on. You guys had big news with the answerable automation platform. New addition to the portfolio. What's the feedback? >>So far, I think the feedback has been super positive. We have customers have come to us. A lot of the last little one said, Hey, we're maturing. We're moving along the automation maturity curve, right, and we have multiple teams coming to us and saying, Hey, can you help us connect this other team? We've had a lot of success doing cloud provisioning or doing network automation were doing security automation. What have you and they're coming to us and saying, Help us give us kind of the story if you will, to be able to connect these other teams in our organization. And so that way I kind of feel the pole for this thing to move from a tool that automates this or that. This task for that task. Too much more of a platform center. >>It seems to be scaling out in terms of what automation is touching these days. And look at the numbers six million plus activations on get Hub versus other projects. So activities high in the community. But this seems to be much more broader. Scope now. Bring more things together. What's the rationale behind? What's the reasoning? What's the strategy? But the main thing is, >>automation is got to that point where it's becoming the skill set that we do. So it was always the focus. You know, I'm a database administrator. I'm assists out, man. I'm a middle where I'm a nap deaf on those people, then would do task inside their job. But now we're going to the point off, actually, anybody that can see apiece. Technology can automate piece technology in the clouds have shown This is the way to go forward with the things what we had. We bring that not just in places where it's being created from scratch, a new How do you bring that into what's existing? Because a lot of our customers have 20 or 30 years like a heritage in the I T estate. How do you do with all of that? You can't just rebuild everything into new as well. So you gotta be ableto automate across both of those areas and try and keep. You know, we say it's administrative efficiency versus organization effectiveness. Now how do I get to the point of the organization? Could be effective, supposed just doing things that make my job easier. And that's what we're gonna bring with applying automation capability that anybody can take advantage of. >>Richard. I actually felt the keynote demo this morning did a nice job of that line that they set it up with is this is this is tools that that all the various roles and teams just get it, and it's not the old traditional okay, I do my piece and set it up and then throw it over the wall. There was that, you know? Oh, I've got the notification and then some feedback loops and, you know, we huddled for something and it gets done rather fast, not magic. It's still when I get a certain piece done. Okay, I need to wait for it's actually be up and running, but you know, you're getting everybody into really a enterprise collaboration, almost with the tool driving those activities together >>on that. And that's why yesterday said that focus on collaboration is the great thing. All teams need to do that to be more successful because you get Maur inclusivity, Maurin puts. But organizations also need to coordinate what activities they're doing because they have rules, regulations, structures and standards they have to apply. Make sure that those people can do things in a way that's guided for them so that they're they're effective at what they're trying to do. >>Okay, I think I'm going to explain what's in the platform first because an engine and tower and there, what else is in there, what's new? What's what our customers is going to see. That's new. That's different >>it's the new components are automation Hope Collections, which is a technology inside answer ball itself. On also Automation Analytics and the casing is that engine and terrorist of the beating heart of the platform. But it's about building the body around the outside. So automation is about discover abilities like, What can we find out? What automation can I do that I'm allowed to do? Um, and let six is about the post activity. So I've automated all these things. I've done all this work well, How did it go? Who did what, who did? How much of what? How well did it work? How much did it failed? Succeeds and then, once you build on that, you don't start to expand out into other areas. So what? KP eyes, How much of what I do is automated versus no automated? You can start to instigate other aspects of business change, then Gamification amongst teams. Who's the Who's the boat? The closest motive here into the strategy input source toe How? >>Find out what's working right, essentially and sharing mechanism to for other groups in terms of knowing what's happening >>and how is my platform performing which areas are performing well, which airs might not be performing well. And then, as we move down the road, kind of how my performing against my peers are other organizations that are automating using the ants will automation platform doing? And am I keeping up on my doing better? That kind of stuff. >>So, Tom, there's a robust community as we was talking about. Their platform feels like it builds on yet to change the dynamic a little bit. When you talk about the automation hub and collections, you've already got a long list of the ecosystem vendors that are participating here. Bring us two through a little bit. What led Thio. You know all these announcements and where you expect, you know, how would this change the dynamics of >>the body? And maybe we'll split up that question. I'll talk a little bit about partners because it's both partners and customers in community here that's been driving us this way. I'll talk a little bit about partners and Rich talk about the customer piece here, which is partners have been traditionally distributing their content there. Ansel automation content through our engine capability. So our engine release cycle, or cadence, has been sort of the limiting factor to how fast they can get content out to their users and what what the collections does is part of the platforms allows us to separate those things. Rich talked about it yesterday in his keynote, having that stable platform. But you having yet having content be able to read fast. And our partners love that idea because they can content. They can develop content, create content, get into their users hands faster. So partners like at five and Microsoft you've seen on stage here are both huge contributors. And they've been part of the pole for us to get to the platform >>from a customer perspective. And the thing I love most about doing this job with the gas of customers is because I was a customer on Guy was danceable customer, and then I came over to this side on Dhe. I now go and see customers. I see what they've done, and I know what that's what I want to do. Or that's what I was trying to do. And she started to see those what people wanted to achieve, and I was said yesterday it is moving away from should I automate. How would we automate Maura? What should I automate? And so we'll start to see how customers are building their capabilities. And there's no there's many different ways people do. This is about different customers, >>you know. What's interesting is you guys have such a great success formula first. Well, congratulations. It's great to see how this is turning into such a wider market, because is not just the niche configuration management. More automation become with cloud to point a whole new wider category. So congratulations. The formula we see with success is good product, community customers adopting and then ecosystem that seems to be the successful former in these kinds of growth growth waves you guys experiencing? What is the partnering with you mentioned? S five Microsoft? Because that, to me, is gonna be a tipping point in a tel sign for you guys because you got the community. You got the customers that check check ecosystem. What's the partner angle? How do they involve? Take us through that. What's going on? They're >>so you're absolutely so you know, kind of platform velocity will be driven by partner adoption and how many things customers can automate on that platform or through that platform and for us I mean, the example was in the demo this morning where they went to the automation hub and they pulled down the F five collection, plugged it into a workflow, and they were automating. What are partners? Experience through their customers is Look, if I'm a customer, I have a multi cloud environment or hybrid cloud environment. I've got automation from AWS. I've got azure automation via more automation. Five. Got Sisko. I've got Palo Alto. I've got all these different automation tools to try and string them together, and the customers are coming and telling those vendors Look, we don't want to use your automation to end this automation tooling that one we want to use Ansel is the common substrate if you will automation substrate across this platform. So that's motivating the partners to come to us and say, Hey, I had I was out five Aspire last week, and they're all in a natural. I mean, it's really impressive to see just how much there in unanswerable and how much they're being driven by their customers when they do Ansell workshops without five, they say the attendance is amazing so they're being pulled by their customers and therefore the partners are coming to us. And that's driving our platform kind of usability across the across the scale. >>Another angle we'll see when we talk to the engineers of the partners that are actually doing the work to work with danceable is that they're seeing is ah, change also in how they it's no longer like an individual customer side individual day center because everything is so much more open and so much more visible. You know there's value in there, making it appealing and easy for their customers to gain advantage of what they're doing. And also the fact that the scales across those customers as well because they have their internal team's doing it, saying the same things and so bringing them to an automation capable, like Ansel have to push. That means that they also gained some of the customers appreciation for them, making it easier to do their tasking collaboration with us and you know, the best collaborations. We've got some more partners, all initiated by customers, saying Hey, I want you to go and get danceable content, >>the customer driving a lot of behavior, the guest system. Correct. On the just another point, we've been hearing a lot of security side separate sector, but cyber security. A lot of customers are building teams internally, Dev teams building their own stacks and then telling the suppliers a support my AP eyes. So now you start to see more of a P I integration point. Is that something that is gonna be something that you guys gonna be doubling down on? What's that? What's the approach there? How does that partner connected scale with the customers? So we've >>been eso Ansel security automation, which is the automation connecting I. P. S. C. P. S that kind of stuff. It is almost a replay of what we did the network automation space. So we saw a need in the network automation space. We feel that we became a catalyst in the community with our partners and our customers and our and our contributors. And after about three years now, Ansel Network automation is a huge piece of our business and adoption curve. We're doing the exactly see the exact same thing in the security automation space compliance. The side over here, we're talking about kind of automating the connections between your firewalls, your threat detection systems and all that kind of stuff. So we're working with a set of partners, whether it's Cisco, whether it's Palo Alto, whether it's whether it's resilient by the EMS, resilient and being able to connect and automate the connections between the threat and the response and and all of that kind of >>the same trajectory as the network automation >>Zach. Same trajectory, just runnin the same play and it's working out right now. We're on that kind of early part of that curve, that adoption curve, and we have partners jumping in with us. >>You're talking to customers. We've heard certain stories. You know how I got, you know, 1000 hours of work down to a dozen hours of work there. Is there anything built into the tool today that allows them to kind of generate those those hero stats O. R. Any anything along those lines? >>Talk about analytic committee from yes, >>well, again without any analytic side. I mean, those things starts become possible that one of the things we've been doing is turning on Maur more metrics. And it's actually about mining the data for the customer because Tower gives this great focal point for all the automation that's going on. It's somewhere that everything comes through. So when we export that and then we can we can do that work for all the customers rather than have to duel themselves. Then you start to build those pictures and we start with a few different areas. But as we advance with those and start, see how people use them and start having that conversation customers about what data they want to use and how they want to use it, I think that's gonna be very possible. You know, it's so >>important. E think was laid out here nicely. That automation goes from a tactical solution to more strategic, but more and more how customers can leverage that data and be data driven. That's that's gonna drive them for it. And any good customer examples you have of the outcomes. No, you're talking to a lot of >>PS one from this morning. Yeah, >>so I mean, I'll be Esther up this morning, and I think that the numbers they used in the demo that she's like, you know, last year they did 100,000 from launch to the end of the year. 100,000 changes through their platform on this year so far that in a 1,000,000. So now you know, from my recollection, that's about the same time frame on either side of the year. So that's a pretty impressive acceleration. Side of things. We've had other ones where people have said, You know how many times you were telling some customers yesterday? What used to take eight hours to a D R test with 20 or 30 people in for the weekend now takes 12 minutes for two People on the base is just pushing a few buttons just as they go through and confirm everything worked that that type of you can't get away from that type of change. >>J. P. Morgan example yesterday was pretty compelling. I mean, time savings and people are, I mean, this legit times. I mean, we're talking serious order of magnitude, time savings. So that's awesome. Then I want to ask you guys, Next is we're seeing another pattern in the market where amongst your customer base, where it's the same problem being automated, allover the place so playbooks become kind of key as that starts to happen is that where the insights kind of comes in? Can you help us kind of tie that together? Because if I'm a large enterprise with its I'm decentralized or centralized, are organized problem getting more gear? I'm getting more clouds, game or operations. There's more surface area of stuff and certainly five g I ot is coming around the corner. Mention security. All this is expanding to be much more touchpoints. Automation seems to be the killer app for this automation, those mundane task, but also identifying new things, right? Can you guys comment on that? >>Yeah, so maybe I'll start rich. You could jump in, which is a little bit around, uh, particularly those large accounts where you have these different disparate teams taking a approach to automate something, using Ansel and then be able to repeat or reuse that somewhere else. The organization. So that idea of being for them to be able to curate they're automation content that they've created. Maybe they pulled something down from galaxy. Maybe they've got something from our automation husband. They've made it their own, and now they want to curate that and spread it across the organization to either obviously become more efficient, but also in four standards. That's where automation hub is going to come into play here. Not only will it be a repo for certify content from us and our partners, but it will also be an opportunity for them to curate their own content and share it across the organization. >>Yeah, I think when you tie those two things together and you've got that call discover abilities, I had away go and find what I want. And then the next day, the next day, after you've run the automation, you then got the nerve to say, Well, who's who's using the right corporate approved rolls? Who's using the same set of rolls from the team that builds the standards to make sure you're gonna compliant build again, showing the demo That's just admin has his way of doing it, puts the security baseline application on top and you go, Oh, okay, who's running that security baseline continuously every time. So you can both imposed the the security standards in the way the build works. But you can also validate that everybody is actually doing the security standards. >>You what I find fascinating about what you guys are doing, and I think this is came out clearly yesterday and you guys are talking about it. And some of the community conversations is a social construct here. Going on is that there's a cultural shift where the benefits that you guys are throwing off with the automation is creating a network effect within the companies. So it's not just having a slack channel on texting. The servers are up or down. It's much more of a tighter bond between the stakeholders inside the company's. Because you have people from different geography is you have champions driving change. And there's some solidarity happening between the groups of people, whether they're silo door decentralized. So there's a whole new social network, almost a cultural shift that's happening with the standardization of the substrate. Can you guys comment on this dynamic? Did you see this coming? You planning forward? Are you doubling down on it? >>I think so. And we talk about community right on how important that is. But how did you create that community internally and so ask balls like the catalyst so most teams don't actually need to understand in their current day jobs. Get on all the Dev ops, focus tools or the next generation. Then you bring answer because they want to automate, and suddenly they go. Okay, Now I need to understand source control, and it's honest and version. I need to understand how to get pulls a full request on this and so on and so forth on it changes that provides this off. The catalyst for them to focus on what changed they have to make about how they work, because what they wanted to do was something that requires them to do you no good disciplines and good behaviors that previously there was no motivation or need to do. I think >>Bart for Microsoft hit on that yesterday. You know, if you saw Bart Session but their network engineers having to get familiar with concepts of using automation almost like software development, life cycles right and starting to manage those things in repose. And think of it that way, which is intimidating at first for people who are not used to. But once they're over that kind of humping understand that the answer language itself is simple, and our operations person admin can use it. No problem, >>he said himself. Didn't my network engineers have become network developers. >>It's funny watching and talking to a bunch of customers. They all have their automation journey that they're going through. And I hear the Gamification I'm like, Okay, what if I have certain levels I have to reach in it unlocked capabilities, you know, in the community along the way. Maybe that could build a built in the future. >>Maybe it's swag based, you know, you >>get level C shows that nice work environment when you're not talking about the server's down on some slack channel when you're actually focusing on work. Yeah, so that mean that's the shift. That's what I'm saying, going >>firefighting to being able to >>do for throwing bombs. Yeah, wars. And the guy was going through this >>myself. Now you start a lot of the different team to the deaf teams and the ops teams. And I say it would be nice if these teams don't have to talk to complain about something that hadn't worked. It was Mexican figured it was just like I just like to talk to you because you're my friend. My colleague and I'd like to have a chat because everything's working because it's all automated, so it's consistent. It's repeatable. That's a nice, nice way. It can change the way that people get to interact because it's no longer only phoned me up when something's wrong. I think that absent an interesting dynamic >>on our survey, our customer base in our community before things one of the four things that came up was happier employees. Because if they're getting stuff done and more efficient, they have more time to actually self actualizing their job. That becomes an interesting It's not just a checkbox in some HR manual actually really impact. >>And I kind of think the customers we've heard talk rvs, gentlemen, this morning gave me a lot of the fear initially is, well, I automate myself out of a job, and what we've heard from everybody is that's not absolutely That's not actually true at all. It just allows them to do higher value things that, um or pro >>after that big data, that automation thing. That's ridiculous. >>I didn't use it yesterday. My little Joe Comet with that is when I tried to explain to my father what I do. Andi just said Well, in the 19 seventies, they said that computers you mean we'll do a two day week on? That hasn't come >>true. Trade your beeper and for a phone full of pots. But Richard, Thanks for coming on. Thanks for unpacking the ants. Full automation platforms with features. Congratulations. Great to see the progress. Thank you, Jonah. Everybody will be following you guys to Cuba. Coverage here in Atlanta, First Amendment Stevens for day two of cube coverage after this short break.

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by Red Hat. >>Hey, welcome back, everyone. It's the cubes. Live coverage here in Atlanta, Georgia, for answerable fast. Part of redheads. Big news. Ansel Automation Platform was announced. Among other things, they're great products. I'm John for ear, with my coast to minimum, but two great guests. You unpack all the automation platform features and benefits. Walter Bentley, senior manager. Automation Practicing red hat and vj Job Olu, director of Red Hat Consulting Guys Thanks for coming on. Thanks. So the activity is high. The buzz this year seems to be at an inflection point as this category really aperture grows big time seeing automation, touching a lot of things. Standardization. We heard glue layer standard substrate. This is what answer is becoming so lots of service opportunity, lot of happy customers, a lot of customers taking it to the next level. And a lot of customers trying to consolidate figure out hadn't make answerable kind of a standard of other couples coming in. You guys on the front lines doing this. What's the buzz? What's the main store? What's the top story going on around the service is how to deploy this. What are you guys seeing? >>So I think what we're seeing now is customers. Reactor building automation. For a long time, I have been looking at it at a very tactical level, which is very department very focused on silo. Whether country realizes with this modern develops and the change in how they actually go to the market, they need to bring the different teams together. So they're actually looking at watching my enterprise automation strategy be how to actually take what I've learned in one organization. And I still roll it across the enterprise so that now struggling and figuring out how to be scared, what we have, how do we change the culture of the organization to collaborate a lot more and actually drive automation across enterprise? >>Walter One of the things we've been we've talked about all the time in the Cube, and it's become kind of cliche. Digital transformation. Okay, I heard that before, and three things people process, technology, process and capability you guys have done You mentioned the siloed having capabilities that's been there. Check was done very, very well as a product technology Red hat in the portfolio. Great synergies. We talked about rail integration, all the benefits there. But the interesting thing this year that I've noticed is the people side of the equation is interesting. The people are engaged, is changing their role because automation inherently changes there, function in the organization because it takes away probably the mundane tasks. This is a big part of the equation. You guys air hitting that mark. How do you How are you guys seeing that? How you accelerating that has that changing your job, >>right? So customers are now economy realizing that going after automation in a very tactical manner is not exactly getting them what they want as a far as a return on investment in the automation. And what they're realizing is that they need to do more. And they're coming to us and more of an enterprise architectural level and say we want to talk mortgage grander strategy. And what they're coming to realize is that having just one small team of people that were calling the Dev Ops team is not gonna be ableto drive that adoption across the organization. So what we're trying to do is work with customers to show them how they collaboration in the culture of peace is huge. It's a huge part of adopting automation. Answerable is no longer considered a emerging tech anymore. And and I when I say that, I mean a lot of organizations are using answerable in many different ways. They're past that point, and now they're moving on to the next part, which is what is our holistic strategy and how we're gonna approach automation. And And we wanted leverage danceable, unanswerable tower to do that. >>Does that change how you guys do your roll out your practices in some of your programs? >>Well, we did have to make some adjustments in the sense of recognizing that the cultural piece is a pivotal part of it, and we can go in and we can write playbooks and rolls, and we can do all those things really great. But now we need to go in and help them structure themselves in a way where they can foster that collaboration and keep a moment. >>And I'll actually add on to that so reactive, large, open innovation labs three years ago, and what we have to learn doing that is using labs and allows practices to actually help customers embrace new culture and change. How they actually operate has actually helped us take those practices and bring it into our programs and kind of drive that to our customers. So we actually run our automation adoption program and the journey for customers through those practices that we actually learned in open innovation loves like open practice, library, even storming priority sliders and all of those modern techniques. So the goal is to help our customers understand those practices and actually embrace them and bring them into the organization to drive the change that that's looking for within the organization. >>A. J. Is there anything particular for those adoption practices when you're talking about Cloud? Because the communication amongst teams silos, you know, making things simpler is something that we absolutely do need for cloud. So I'm just curious how you connect kind of the cloud journey with the automation journey. >>So all of the journey program that actually created, whether it's a contender adoption program or the automation adoption program, we actually followed the same practices. So whether you're actually focused on a specific automation to, like, answerable or actually embarking on hybrid multicolored journey. We actually use the same practices so the customers don't have toe learn new things every time you have to go from one product, one of the so that actually brings a consistent experience to customers in driving change within the organization. So let's picture whether it is focusing automation focused on cloud migrating to the cloud. The practices remained the same, and the focus is about not trying to boil the ocean on day one. Try to break it into manageable chunks that give it a gun back to the business quickly learned from the mistakes that you make in each of the way and actually build upon it and actually be successful. >>So, Walter, I always love when we get to talk to the people that are working straight with customers because you come here to the conference, it's like, Oh, it's really easy Get started. It doesn't matter what role or what team you're in. Everybody could be part of it. But when you get to the actual customers, they're stumbling blocks. You know what are some of those things? What are some of the key things that stop people from taking advantage of all the wonderful things that all the users here are doing >>well. One of the things that I've identified and we've identified as a team is a lot of organizations always want to blow the ocean. And when and when it comes down to automation, they feel that if they are not doing this grand transformation and doing this this huge project, then they're not doing automation. And the reality is is that we're Trent with showing them that you can break things up into smaller chunks, as Visi alluded to. And even if you fail, you fail fast and you can start over again because you're dealing with things in a smaller chunk. And we've also noticed that by doing that, we're able to show them to return on investment faster so they can show their leadership, and their leadership can stand behind that and want to doom. Or so that's one of the areas. And then I kind of alluded to the other area, which is you have to have everybody involved. You want just subject matter experts riding content to do the automation. You don't want that just being one silo team. You want to have everybody involved and collaborate as much as possible. >>Maybe can you give us an example? Is about the r A y How fast to people get the results and, you know, prove toe scale this out. >>So with the automation adoption journey, what we're able to do is is that we come in and sit down with our customers and walk them through how to properly document their use cases. What the dependencies, What integration points, possibly even determining what is that? All right, ranking for that use case. And then we move them very quickly in the next increment. And in the next increment, we actually step them through, taking those use cases, breaking them down into minimum viable products and then actually putting those in place. So within a 90 day or maybe a little bit more than a little bit more than the 90 day window, were able to show the customer in many different parts of the organization how they're able to take advantage of automation and how the return on investment with hopes of obviously reducing either man hours or being able to handle something that is no a mundane task that you had to do manually over and over again. >>What are some of the things that people get confused about when they look at the breath of what's going on with the automation platform? When I see tool to platform, transitions are natural. We've seen that many times in the industry that you guys have had product success, got great community, that customers, they're active. And now you've got an ecosystem developing so kind of things air popping on all cylinders here. >>So the biggest challenge that we're actually being seeing customers is they actually now come to realize that it's very difficult to change the culture of the organization right there, actually embarking on this journey and the biggest confusion that is, how do we actually go make those changes? How do we bring some of the open practice some of the open source collaboration that Riddle had into the organization so they actually can operate in a more open source, collaborative way, and what we have actually learned is we actually have what we call its communities of practice within Red Hack. It is actually community off consultants, engineers and business owners. The actual collaborate and work together on offering the solutions to the market. So we're taking those experiences back to our customers and enabling them to create those communities of practice and automation community that everybody can be a part off. They can share experiences and actually learn from each other much easier than kind of being a fly on the wall or kind of throwing something or defense to see what sticks and what does not. >>What's interesting about the boiling the ocean comment you mentioned Walter and B J is your point. There is, is that the boil? The ocean is very aspirational. We need change rights. That's more of the thing outcome that they're looking for. But to get there is really about taking those first steps, and the folks on the front lines have you their applications. They're trying to solve or manage. Getting those winds is key. So one of things that I'm interested in is the analytics piece showing the victory so in the winds early is super important because that kind of shows the road map of what the outcome may look like versus the throw the kitchen, sink at it and, you know, boil the ocean of which we know to the failed strategy. Take us through those analytics. What are some of the things that people tend to knock down first? What are some of the analytical points that people look at for KP eyes? Can you share some insight into that? >>Sure, sure. So we always encourage our customers to go after the platform first. And I know that may sound the obvious, but the platform is something that is pretty straightforward. Every organization has it. Every organization struggles with provisioning, whether of a private cloud, public cloud, virtualization, you name it. So we have the customer kind of go after the platform first and look at some of their day to operations. And we're finding that that's where the heaviest return on investment really sits. And then once you get past that, we can start looking like in the end, work flows. You know, can they tie service now to tower, to be able to make a complete work flow of someone that's maybe requesting a BM, and they can actually go through that whole workflow by by leveraging tower and integration point like service. Now those air where we're finding that the operators of these systems going getting the fastest benefit. And it also, of course, benefits the business at the end of the day because they get what they need a lot fast. >>It's like a best practice and for you guys, you've seen that? Yes, sir. Docked with that out of E. J. What's your comment on all this? >>So going back to the question on metrics Automation is great, but it does not provide anybody to the business under the actually show. What was the impact, whether it's from a people standpoint, cost standpoint or anything else. So what we try to drive is enable customers. You can't build the baseline off where they are today, and as they're going through the incremental journey towards automation, measure the success of that automation against the baseline. And that actually adds the other way back to the customer. As a business you didn't get to see. I was creating a storage land. I was doing it probably 15 times a month. Take it or really even automated. It spend like a day created a playbook. I'll save myself probably half, of course, and that could be doing something that's better. So building those metrics and with the automation analytics that actually came in the platform trying those bass lines. So the number of executions, actually the huge value they'll actually be ableto realize the benefits of automation and measure the success off within enterprise. >>So I'm a customer prospect, like I want to get a win. I don't want to get fired. I won't get promoted. Right, I say, Okay, I gotta get a baseline and knock down some playbooks. Knock that down first. That what you're gonna getting it. That's a good starting. >>Starting. Understand your baseline today. Plan your backlog as to what you want to knock down. And once you know them down, build a dashboard as to what the benefits were, what the impact was actually built upon it. You actually will see an incremental growth in your success with automation. >>And then you go to the workflow and too, and that's your selling point for the next level. Absolutely good playbook. Is that the automation programs that in a nutshell or is that more of a best practice >>those components of the ah, the automation adoption journey that we allow the customer to kind of decide how they want their journey to be crafted. Of course, we have a very specific way of going about and walking them through it. But we allowed in the kind of crap that journey and that is those the two components that make up the automation. >>We're gonna put you guys on the spot with the tough question We heard from G. P. Morgan yesterday on the Kino, which I thought was very compelling. You know, days, hours, two minutes. All this is great stuff. It's real impact. Other customers validate that. So, congratulations. Can you guys share any anecdotal stories? You know, the name customers? Just about situations Where customs gone from this to this old way, new way and throw some numbers around Shearson Samantha >>is not a public reference, but I like to give you a customer. Exactly. Retail company. When we first actually went and ran a discovery session, it took them 72 days to approach in an instance. And the whole point was not because it took that long. It because every task haven't s l. A We're actually wait for the Acela manually. Go do that. We actually went in >>with our 72 hours, two days, two days, >>actually, going with the automation? We Actually, it was everybody was working on the S L. A. We actually brought it down to less than a day. So you just gave the developers looking to code 71 days back for him to start writing code. So that's the impact that we see automation bringing back to the customers, right? And you'll probably find the use causes across everywhere. Whether J. P. Morgan Chase you actually had the British Army and everyone here on states talking about it. It is powerful, but it is powerful relief you can measure and learn from it >>as the baseline point. Get some other examples because that's that's, uh, that's 70 days is that mostly delay its bureaucracy. It's It's so much time. >>It's manual past and many of the manual tasks that actually waiting for a person to do the task >>waterfall past things sound, although any examples you can >>yes, so the one example that always stands out to me and again, it's a pretty interviewing straight forward. Is Citrix patching? So we work with the organization. They were energy company, and they wanted to automate patching their searches environment, patching this citrus environment took six weekends and it took at least five or six engineers. And we're talking about in bringing an application owners, the folks who are handling the bare metal, all all that whole window. And by automating most of the patching process, we were able to bring it down to one weekend in one engineer who could do it from home and basically monitor the process instead of having to be interactive and active with it. And to me, that that was a huge win. Even though it's, you know, it's such dispatching. >>That's the marketing plan. Get your weekends back. Absolutely awesome. Shrimp on the barbecue, You know, Absolutely great job, guys. Thanks for the insight. Thanks. Come on. The key. Really appreciate it. Congratulations. Thank you. Thanks for sharing this queue here. Live coverage. Danceable fest. Where the big news is the ass. Full automation platform. Breaking it down here on the Q. I'm John. First to Minutemen. We're back with more coverage after this short break

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by Red Hat. >>Okay, welcome back. Everyone is the live Cube coverage for two days here in Atlanta, Georgia for instable fest. I'm John Furrier, My Coast stupid in with the Cube. Ted Julian, vice president, product management, formerly CEO. Resilient now part of an IBM company. Back to doing V P of product management. Again, you don't really ask. Welcome to welcome back to the Cube. Good to see you. It's a >>pleasure to be here. Thanks. >>So I see product management. Holistic thinking is the big discussion here. The thing that's coming out of this event is configuration management, a siloed point activity now, more of a platform. You're seeing more of a systems architecture thinking going into some of these platform discussion. Security certainly has been there. They're here now. A lot of pressure, the out of things built in with security but maintaining the onslaught of threats and landscape changes going on. That's what you do. >>It's rough out there. >>What what's going on? What are the key trends that customers should be aware of when thinking about configurations? Because automation can help. Yeah, maybe all use cases, but >>way need to do something and because customers definitely need help. The alerts that they're dealing with them both in the volume and the severity is like nothing we've ever seen before. At the same time we're talking about earlier, right, the regulatory impact also really big difference just in the last two or three years. Huge skills, gap shortage also a critical problem. People can't find enough people to do this work. That's very difficult to keep so clearly we need to do something different. And there's no doubt that orchestration and automation and configuration management, as a component of that is we've barely scratched the surface of the potential there. To help solve some of >>the open source is, is helping a lot of people now. Seeing the light first was cloud, the skeptics said. There's no security and cloud now. There is open source securities there, but still, proprietary systems have security. But the mayor may not be talented. Your point, so automation is an opportunity. How are companies dealing with the mishmash or the multi platform solutions that are out there >>at your right to ask the question it is driving, um, the problem in a big way. Years ago we tried this security automation within security, like in the early days of firewalls and the Web and stuff like that, and it didn't go well. Unintended consequences. But think two things have changed. The environments changed, which has raised the stakes for the need to be able to do this stuff to a whole different level. But at the same time, the technology matured enormously. There's been multiple platforms shifts since then, and so security teams. They're both kind of desperate for a better solution, but also better options now than they had before. And so it's for this reason that we're starting to see people adopt orchestration and automation now in a way that we didn't see in the last time around. >>But the thing is that we were hearing here is that people are trying to automate the same things and some of these holes in the infrastructure, whether it's an S three bucket, this is basic stuff. This is not rocket science. Yeah, so on these known use cases, this makes total sense that a playbook or automation could help kind of feel those holes. >>We talk about it as a journey, you know? And I don't think any two organizations journey is the same, nor does it really even need to be the same. So we've seen some customers, for example, take the approach of what's a high volume type of incident that we deal with. And if we could apply orchestration and automation, they were gonna get great our eye right? We see 4000 phishing attacks every month or what have you. And that's certainly one way to do it. Yeah, but those other times with one, >>though, I have to go >>into that point. There's other people that are like, you know, gathering forensics on an end point right now. Incredibly manual process. We need to be able to do that globally. Do we do it every day? No, we don't. But if we could automate that and get those results back in more like a couple hours, as opposed to two days, because the guy we need in Sweden is out of the office or whatever, that could mean the difference between ah, low level incident were able to contain and something that goes global. And so that's the use case we wanna chase, so I don't think there's a right or wrong answer. >>Depends on the environment. Ah, whole host of the whole thing about security is no general purpose software anymore. You have to really make it custom because every environments different. >>I mean, gosh, you guys Aaron Arcee, right? It's nuts. There's thousands of vendors. I mean, there's hundreds of vendors that are really products. They're not the features masquerading as products that are masquerading as companies. But there's a reason why that's been the case, and it's because the risk is so high. >>The desperation to >>yes, exactly good word choice. Yeah. >>So what? One of the things that reminded me of security is this morning hearing about, you know, J P. Morgan going through the transformation from the ticketing system. Tau wait to make a great case study two. I need to be able to automate things. So, you know, we know that response time is so critically important in the security area. So tell us how that meshes together from security and automation toe be able to response, and you know, whether it be patching or, you know, responding to an attack, >>there's huge opportunity gains there on. We've seen customers do some really remarkable things that start with what you're discussing, which is if we could automate that fishing process to a degree and we have 4000 of those a month and we're able to maybe shrink a response time by 80 some or more percent, which is what we've seen. That's a lot of savings right there. And you know, the meat and potatoes there is. You already have a fishing Neil Alias. Probably that that employees report those phishing attacks, too. But what if we just monitored that? We stripped those emails, stripped out the attachments, and we could automate all the manual grunt work that an analyst would otherwise do right? Is that and is there in execute a ble? Is that execute herbal? Unknown bad? What command and control servers is it talk to? Are those known bads those air 10 tabs That analyst could have opening their browser if we could automate all of that. So when they go into the case, it's all just sitting there for them. Huge time saver. >>It's the great proof point of the people plus machines. How do you make make sure that the people that when they get the information, they're not having to do too much grunt work. They get really focused on the things where their expertise in skill sets are needed, as opposed to just buried. You >>nailed it. I mean, automation is a great role to play, but it really is a subset of orchestration. It's when you can bring those two things together and really fuse the people process and technology via orchestration. That's when you get really game changing improvements. >>Talk about the relationship between you guys or silly, unanswerable. Where's the fit? What you guys doing together? Why year give a quick plug for what you working on? >>Yeah, absolutely. So just by working with customers, we kind of discovered that there was this growing groundswell of answerable use within our customer base. It was largely an I T, whereas that IBM resilient. We're selling mainly in a security. Um, and once we uncovered that were like, Oh my gosh, there's all these integrations that already exists. They're already using them for I t use cases on that side of the house, but a lot of the same work needs to be done as part of a security workflow. And so we built our integration where, literally you install that integration into resilient. And we have a visual workflow editor where you can define a sophisticated workflow. And what's that? Integration is in place. All of your instable integrations air there for you. You drag and drop them on near workflow. You can string them all together. I mean, it's really, really powerful. >>It's interesting. Stew and I and David Lattin Ovary Brother Q. Post. We got hundreds of events we see every conference. Everyone's going for the control plane layer. Don't control the data. I mean, it's aspiration, but it's You can't just say it. You gotta earn it. What's happening here is interesting in this country. Configuration management. Little sector is growing up because they control the plumbing, the control of the hardware, the piece parts right to the operating system. So the abstraction lee. It provides great value as it moves up the stack, no doubt, and this is where the impact is, and you guys are seeing it. So this dependency between or the interdependence between software glue that ties the core underpinnings together, whether it's observe ability data. It's not a silo, just context, which they're integrating together. This the collision course? Yeah. What's the impact gonna be here? What's your thesis on this? >>That's why there is such great synergy is because they are really were sort of the domain expertise Doreen experts on the security point of view and our ability to leverage that automation set of functions that answerable provides into this framework where you can define that workflow and all the rest that specific to some security use cases eyes just very, very complimentary to one another. >>This is a new kind of a 2.0 Kana infrastructure dynamic, where this enables program ability. Because if these are the control switch is on the gear and the equipment and the network routes, >>yeah, and where things get really interesting is when you do that in the context of ah, workflow and a case management system, which is part of what we provide, then you get a lot of really valuable metrics that are otherwise lost. If you're purely just at a point to point tool to to automation realm, and that allows you to look at organizational improvements because you're able to marry. Well, first of all, you can do things like better understand what kind of value those I t controls. Air providing you and the automation that you're able to deliver. But you can relate that to your people in your process as well. And so you can see, for example, that while we have two teams, they're doing that the ones in the day shift ones in the night shift. They have access to the same tool sets, but ones more effective than the other. First of all, you know that. But then, having known that you can now drill into that and figure out OK, why is the day shift better than the night shift? And you can say, Oh, well, they're doing things a little bit differently, maybe with how they're orchestrating this other team is, Or maybe they're not orchestrating it. All right? And you're having that. And then now you are able to knowledge share and, um improve that process to drive that continuous improvement. >>So this operational efficiency comes from breaking down these siloed exactly mentality data sets or staff? >>Yeah, and pairing. That was not just as I said, the IittIe automation aspect of weaken now do that 80% faster. But what about the people in the process aspect? We even bring that into the mix as well. You get that next limit layer of insight which kind of allows you to tap into another layer of productivity. >>So this is an alignment issue. This brings that back. The core cultural shift of Dev ups. This is the beginning of what operationalize ng Dev ops looks like. >>Yes. Yeah, >>people are working together. >>It's really, really well put. I mean, it gets back to how this question got started, which is what is this energy? And to me, this energy really is that you have these siloed all too often siloed functions of I t operations and security operations. And this integration between resilient and answerable is the glue that starts to pull those two things together to unlock everything we just talked about. >>Awesome. That's great. >>Yeah, well, you know, research has shown that you know, Dev Ops embracing, delivering and shipping code more frequently actually can improve security. Not You know what? We have to go through this separate process and slow everything down. So are you seeing what? What is that kind of end state organization look like? Oh, >>I mean, that's a huge transformation. And it's something that on the security field we've been struggling with for the longest time, because when we were in kind of a waterfall mode of sort of doing things I mean your timeframe of uncovering a security issue, addressing it in code code, getting deployed to a meaningful enough fashion and over a long enough time to get a benefit that could be years, right? But now that we're in this model, I mean, that could be so much, much more quickly obtained and obviously not only other great just General Roo I improvements that come from that, but your ability to shrink the threat window as a result of this as well as huge and that is crucial because all the same things that us, the good guys they're doing to be able to automate our defenses, the bad guys, they're doing the same thing in terms of how they're automating their attacks. And so we really have to. We have no choice. >>So, Ted, you were acquired by IBM. IBM made quite sizeable acquisition with Red Hat. Tell us what your IBM with danceable. How that should play out >>there is just enormous potential. And answerable is a big, big piece of it, without a doubt. And I think we're just scratching the tip of the iceberg for the benefits. They're just in the from resilience point of view. And, you know, we're not to stay in touch because we have some really interesting things coming down the pike in terms of next gen platforms and the role that that answer will complain those two and how those stretch across the security portfolio with an IBM more broadly and then even beyond that. >>Well, we want to keep in touch. We certainly have initiated Cube coverage this year on security. Cyber little bit going for a broader than the enterprise. Looking at the edge edges. You know about the perimeter. Being just disabled by this new service area takes one penetration lightbulb I p address. So again, organizing and configuring these policy based systems sounds like a configuration problem. Yeah, it is. This is where the software's gonna do it. Ted, Thanks for coming on. Sharing the insights. Any other updates on your front. What do you are most interested in what? Give us a quick update on what you're working on. >>Um, well, we're just getting started with the answerable stuff, so that's particularly notable here, but also kind of modern, modernizing our portfolio, and that really gets to the whole open shift side of the equation and the Red Hat acquisition as well, So not ready to announce anything yet. But some interesting things going on there that that kind of pull this all together and that serve as just one part of the foundation for the marriage between red at 9 p.m. and wanna sneak a value can bring the >>customers any sneak peek at all on the new direct. Sorry time. At least lips sink ships Don't do it. Love to no. >>Blame me for asking. >>Hey, I got a feeling hasn't automation. And somewhere in there Ted, thanks for sharing your insights. It was great to see Cuba coverage here. Danceable fest. I'm jumpers to minimum, breaking out all the action as this new automation feeds A I's gonna change the stack game as data is moving up to stack. This isn't Cube. Bring all the data will be back up to the short break. >>Um

>>live from Atlanta, Georgia. It's the Q covering Answerable fest 2019. Brought to you by red hat. >>Hey, welcome back. It was a cube. Live coverage here in Atlanta for answerable fast part of red hats. Event around automation anywhere. I'm John for it. With my coast to Minutemen. Next guest's Abram Snell, senior I t analyst at the Southern Company Customer Invincible. Great to have you on. Thanks for coming on. >>I'm glad to be here. >>So tell us what? Your company What do you do there? About what is Southern Company? So So what do you do there? >>Yeah. Yeah, Southern Company is Ah ah. Very large. Probably one of top three energy providers. And we're based in the Southeast. So we're energy utility. So we do electric and gas. We also generate electric and gas. Oh, >>and your role there. >>And and there I am. So, in infrastructure, we build systems platforms s o. I'm a kind of OS specialist, and so we build red hat platforms for applications. >>And what's your what's your goal here? The answerable fest this year? >>Well, a couple of things. So I submitted a talk, and so I'll be doing a talk here. But the other thing is just to learn other ways. How to increase the automation footprint at our company. Abraham, why don't you >>walk us through that? Some we heard in the keynote red hat talked about their journey. Microsoft talk about their journey J. P. Morgan did. So I'm assuming that, you know you're undergoing some kind of journey. Also bring bring us a little bit, you know, bring us back to kind of his far back as you can. And you know where things have been going. >>Yes, So I heard about answerable during the time when we were trying to automate patch process. So our patch process was taken about 1900 man hours per year. So it was It was highly manual. And so we were looking at some other things, like a puppet was out cf engine, which is incredibly complex. And then, in a sales meeting, you heard about answerable because that was the direction that red hat was going. So I looked it up, um, and learned about it. And that's the other thing. The various to entry were so low. It's modular. You could jump in and start learning you can write a play book without knowing everything else about answerable. And so So that's how we got started with the journey. >>Okay, so the patches you said over, like, 1900 hours in a year. Do you know how long addiction now? >>Yeah, we reduced that to about 70 hours. So it was a massive reduction in the amount of time that we spent patching. >>Okay. And, you know, have you been been expanding? Answerable and you know what? What? Where's it going from? Your footprint? >>Yes. So as a West platform group, we are doing, you know, we do deployments now with answerable. Let's do everything with answer. Well, obviously someone just asked me to deploy some files. I was like, You have no right answer playbook for that or use one that we already have. So now we have other groups the database of folks are now using answerable to patch their databases. And the network folks have been asking us questions, so maybe maybe they'll be getting on board. But yet, from my standpoint, I think I think we should expand, answerable. I don't know if it's if that's my call, that's a little above my pay grade, but I'm definitely going to do everything I can to make sure that >>you like the play book concept. >>Oh, yeah. Oh, absolutely. >>I mean, you had a lot of playbooks developing feelings, like growing everywhere. People tend to use them or >>Yeah, so, you know, I learned something today that there's gonna be, like, kind of like a depository, and that that will actually work right now there. We probably have about 150 playbooks, but people aren't able to just use them because they're just kind of stored >>something built. So what you're talking to be eventually going to a talk. >>Oh, yeah. How, um how automation can can reduce business conflict. So we're gonna talk about creating automation. Is that kind of reduced the siloed conflict. And so I'll be talking about creating an easy button for groups who, you know, when you say, Hey, I want a patch that now you can't patch this week. And so, rather than having an argument about when we're gonna patch, just give them an easy button and say, Hey, when you're ready, press this button and it'll patch and just let us know if anything turns red and we'll fix >>it. People want to get rid of the comfort. They like the conflict there. Let me talk about the culture because this is, you know, this conflict. Been there? Yeah. Oh, yeah. What's that? What's the culture like with the new capability? >>S O. I mean, the culture is getting better. I wouldn't say we're there. We're on that journey that hit that he mentioned. But when you say people want conflict, >>that they're used to it. >>Yeah. I mean, there's no way I'm ready. The problem with that is it slows business. So at the end of the day, what were all you know, therefore happens a whole lot slower because we're back and forth and were in conflict. So what automation does is it literally speeds up what we need to be doing. But it also helps us to be friends alone away. So >>don't get your thoughts on. So we did a little survey to our cube community of Amon Automation. You know, a couple of key bullet points a week. We're reporting on earlier much everyone's agreed. But don't get your reaction. You're doing it. One benefit of automation is for the teams are focus efforts on better results. You agree with that? Yes. Security is a big part of it. So automating Help security? >>Yeah, I think it does. I think any time you could do something the same way every time you minimize the ability for human error. So I think that helps security. Um and so I'm not a security gap, but >>well, here's the next one will get your thoughts on you mentioned culture, automation, drives, job satisfaction. >>Oh, yeah, Yeah. What? That So A few ways that just come to mind immediately. One is I have a greater opportunity for success because it's gonna work the same way every time, right? The second thing is it kinda gives people options. So I talk about this in my talk. You know, we we tend to want options around the window where sometimes even the how on dso automation can actually do that. The and the third thing is, it really does free us up to do important stuff, you know? And so when I'm spending my time doing tedious things like paperwork, automation helps me now to do the stuff I really want to do. The stuff. I come to work >>and there's new jobs Being created on this means new opportunities. This creates growth for people that are actually new, higher level skills. >>Well, one of the cultural aspects of it is people are afraid that automation kill my job. Right. But honestly, when you start building this stuff, we're finding out that man. It takes ah village to do all this stuff. So it really does take, allow us to learn new things and probably send our careers in another direction. I hadn't seen a job that was killed. Yeah. >>Yeah, well, that's all these cripples love to get better jobs and doing the mundane stuff. The final point on the quick poll survey of our community was that infrastructure and Dev ops or dead professionals, developers or Dev Ops they get congee re skilling with this opportunity because it's kind of new things. Is Reese killing a big part of the culture in the trenches? When you start looking at these new opportunities or are people embracing that? What's the vibe there? What's your take on >>s? Oh, my take on it is It's probably some kind of bill curve. Right? So you got probably 10% of the folks that are gung ho. You gotta probably that middle 80% That's like, either way. And then you got 10% there. Like, dude, I'm about to retire. I don't wanna do this anymore. Whatever I'm afraid or I don't think I could do it. So But, you know, that opportunity is that I mean, I was actually trained in college as a developer. I never wanted to do development, so I didn't have been an infrastructure. But now I'm getting to do development again, and I kinda like it, right? It's kind of like, OK, >>hey, books. You got recipe, >>right? And I still get to be an infrastructure guy. So, um, I think there's definitely opportunity for growth for that 90% that says, Hey, we want to do >>all the scale and all. All the plumbing is gonna be still running. You got a utility network. You still needed storage and compute. Get the abstraction layers kind of building on top of that scale. Yes. So the question for you is you're gonna take this across the company and >>am I gonna be Oh, yeah. Let's >>change your Southern. >>Let me get that promotion. So you know, I am definitely champion being a champion for because I want to share this. I mean, it just kind of makes life better. So, yes, the plan is Hey, let me share this Automation is great, but we actually have an automation team. There's a management team and a structure around automation, and they allow me to kind of be on their, you know, come to their meetings and do some of the things with them. So, yeah, I'm looking forward to it, too. It propagating through Southern. >>Well, you certainly nailed the use case. >>Abraham does. Does cloud in a public cloud fit into this discussion at all yet from your group? >>So public Cloud is in the discussion, and automation is a part of that discussion. But I think we're kind of early on in that process. There's not a whole lot around it, but but the one thing where it really does fit is the way of thinking, right. So now, to be cloud, native automation is just really a part of that. And so you have to start thinking in a cloud native fashion. And that's beginning, right? Mostly now it's in the strategy time for but implementation of something's coming. And the more we do automation, the more it kind of gets you ready for this idea of cloud. >>Yeah, E. I think that's a great point. You talk about that mind set the other thing when you talk about, you know, infrastructures. Infrastructure used to be kind of the boat anchor that prevented you from responding to the business. It was okay. Can you do this? Yeah. Get to it in the next 6 to 12 months, maybe if we have the budget and everything, How does how does automation help you respond to the business and beam or a group of Yes. >>Well, I'm glad you said that because of infrastructure has often been seen as the party of no right. No. And don't come back. But with the automation, what we're seeing is there a lot of things that we can do because one of the things that you don't want to happen an infrastructure is create a task that I could never get rid of. Okay, I'm gonna be doing this forever and a day. But now, if it becomes a push button item and I could do it consistently every time. It's like, Oh, yeah, why don't we do that? Why haven't we been doing that in the past? So yeah, that's exactly you know, a great point is that now infrastructure can feel like a part of the party rather than being the people sitting in the corner. They don't want to do this, right? >>Yeah, it's great. It's a critical component of scale. Am I want a final after my final question for you is you've had a great experience with answerable automation. This is the whole conference automation for all. What's the learning? Your big takeaway. Over the past couple of years, as you've been on this wave and it's gonna be bigger behind you, the clouds come in a lot more. A lot more scale, more software applications. What's your big learning? What's your big takeaway? >>You know, my big takeaway, believe it or not, is really not technical. So I've been doing this 23 years or so years, and I never thought that there would be a tool that could really change in effect culture the way it has. And so for me, my big takeaway is mean this automation thing. Help for my job in ways that that's not technical, You know? It helps me, you know, work better with other teams. Now their networks of folks that I work with who I never would have worked with before who were doing automation. We get along. It's not them over their social network. It's a social network. And who knew that a tool could could make that happen? >>You have more collaborative relationship, get someone's face, and no one's gonna get offended. Conversations share playbooks. >>Yeah, because because with automation now we we can all focus on the big picture. What is the corporate goal? Not what is my You know, I just want to keep this running. I just want to keep this up. Why are we keeping it up? Why are we keeping it running? What is the corporate go >>Better Teamwork does every vision. Thank you for coming on. Sharing your insights. Appreciate >>it. Yeah. Finally, red hat accelerators. Maybe just explain the shirt in the hat. >>Oh, yeah, Kind of flood. The accelerated. So the accelerator's are like a customer at Advocacy group. And so what has happened is and I was actually a charter member of the accelerator, so I gotta plug that too. Started a couple of years ago. They just call us and talk about new stuff that's coming out at Red Hat and go. What do you think? And we are brutally frank with them, sometimes to brutally. What? That and they keep coming back for more. I'm thinking, really, Guys, we just abused you. But no, it is a great group of guys and girls. And in a Ford And for us, the customers, it affords us opportunities to see new technology and gets away >>again. Collaboration scales as well there. >>Oh, absolutely. And you get to see what other companies are doing. Like, you know, my peers. I go, Hey, what are you doing in Cloud? What are you doing in automation on? So you get the get the shit >>that's doing. I interviewed a lot of the red headed folks. They love the feedback, Their technical group. They want brutal honesty. Okay, you're feeding the product requirements. What they want. Thanks for coming on. So now here on the queue Jumpers Do Minutemen for more coverage here, Answerable fest day One of two days of coverage will be right back