>>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 San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by IBM Wear and its ecosystem partners. >> Welcome back to the cubes Live coverage Of'em World 2019 in San Francisco, California We're here at Mosconi North Lobby. Two sets. Jumper of my Coast. David wanted Dave 10 years. Our 10th season of the cue coming up on our 10 year anniversary May of 2020. But this corner are 10 years of the Cube. Our next guest is Sanjay Putting Chief Operating Officer Of'em where who took the time out of his busy schedule to help us do a commemorative look back. Thanks for coming to our studio. Hello, John. That was great. Fans of yours was really regulations on the 10 year mark with the, um well, we really appreciate your partnership. We really appreciate one. Things we love doing is covering as we call that thing. David, I coined the term tech athletes, you know, kind of the whole joke of ESPN effect that we've been called and they're really tech athlete is just someone who's a strong in tech always fighting for that extra inch. Always putting in the hard work discipline, smart, competitive. You get all that above. Plus, you interviewed athletes today on state real athletes. Real athletes, Tech show. So I guess they would qualify as Tech athlete Steve Young. That's pretty funny. It was a >> great time. We've been trying to, you know, Veum World is now the first time was 2004. So it's 1/16 season here, and traditionally many of these tech conference is a really boring because it's just PowerPoint dead by power point lots of Tec Tec Tec Tec breakout sessions. And we're like, You know, last year we thought, Why don't we mix it up and have something that's inspirational education We had Malala was a huge hit. People are crying at the end of the session. Well, let's try something different this year, and we thought the combination of Steve Young and Lyndsey one would be great. Uh, you know, Listen, just like you guys prepped for these interviews, I did a lot of prep. I mean, I'm not I'm a skier, but I'm nowhere close to an avid skier that watch in the Olympics huge fan of Steve Young so that part was easy, but preparing for Lindsay was tough. There were many dynamics of that interview that I had to really think through. You want to get both of them to converse, you know, he's She's 34 he's 55. You want to get them to really feel like it's a good and I think it kind of played out well. >> You were watching videos. A great prep. Congratulations >> trying t o show. It's the culture of bringing the humanization aspect of your team about tech for good. Also, you believe in culture, too, and I don't get your thoughts on that. You recently promoted one of your person that she has a chief communications Johnstone Johnstone about stars you promote from within. This >> is the >> culture you believe it. Talk about the ethos. Jones is a rock star. We love her. She's just >> hardworking, credible, well respected. Inside VM where and when we had a opening in that area a few months ago, I remember going to the her team meeting and announcing, and the team erupted in cheers. I mean that to me tells me that somebody was well liked from within, respected within and pure level and you know the organization's support for a promotion of that kind of battlefield promotion. It's great big fan of hers, and this is obviously her first show at Vienna. Well, along with Robin, Matt, look. So we kind of both of them as the chief marketing officer, Robin and Jones >> and Robinson story. Low Crawl made her interim first, but they then she became Steve Made it Permanent way. >> Want them to both do well. They have different disciplines. Susan, uh, national does our alliances, you know, if you include my chief of staff for the six of my direct reports are women, and I'm a big believer in more women. And take why? Because I want my Sophia, who's 13 year old do not feel like the tech industry is something that is not welcome to women in tech. So, you know, we really want to see more of them. And I hope that the folks who are reporting to me in senior positions senior vice president is an example can be a role model to other women who are aspiring, say, one day I wanna be like a Jones Stone or Robin. Madam Local Susan Nash, >> John and I both have daughters, so we're passionate about this. Tech is everywhere, so virtually whatever industry they go into. But I've asked this question Sanjay of women before on the Cube. I've never asked him in. And because you have a track record of hiring women, how do you succeed in hiring women? Sometimes way have challenges because way go into our little network. Convenient. What? What's your approach? Gotta >> blow off that network and basically say First off, if that network is only male or sometimes unfortunately white male or just Indian male, which is sometimes the nature of tech I mean, if you're looking for a new position, tell the recruiters to find you something that's different. Find me, Ah woman. Find me on underrepresented minority like an African American Latino and those people exist. You just have a goal. Either build a network yourself. So you've got those people on your radar. We'll go look, and that's more work on us, says leaders. But we should be doing that work. We should be cultivating those people because the more you promote capable. First off, you have to be capable. This is not, you know, some kind of affirmative action away. We want capable people. Someone shouldn't get the job just because they're a woman just because the minority, that's not the way we work. We want capable people to do it. But if we have to go a little further to find them, we'll go do it. That's okay. They exist. So part of my desires to cultivate relationships with women and underrepresented minorities in the world that can actually in the world of tech and maintain those relationships because you never know you're not gonna hire them immediately. But at some point in time, you might need to have them on your radar. >> Sanjay, I wanna ask you a big picture question. I didn't get a chance to ask path this morning. I was at the bar last night just having a little dinner, and I was checking out Twitter. And he said that the time has never been. It's never been a greater time arm or important time to be a technologist. Now I saw that I went interesting. What does that mean? Economic impact, social impact? And I know we often say that, and I don't say this to disparage the comment. It's just to provide historical context and get a get it open discussion about what is actually achievable with tech in this era and what we actually believe. So I started to do some research and I started right down. First of all, I presume you believe that right on your >> trusty napkin at the >> bar. So there has never been a more important time to be a technologist. You know, it's your company at your league. You know, Pat, I presume you agree with it. Yeah, absolutely. I slipped it back to the 1900. Electricity, autos, airplanes, telephones. So you we, as an industry are up against some pretty major innovations. With that historical context, Do you feel as though we can have a similar greater economic and social impact? >> Let's start with economic first and social. Next time. Maybe we should do the opposite, but economic? Absolutely. All those inventions that you >> have are all being reinvented. The technology the airplanes all been joined by software telephones are all driving through, you know, five g, which is all software in the future. So tech is really reinventing every industry, including the mundane non tech industries like agriculture. If you look at what's happening. Agriculture, I ot devices are monitoring the amount of water that should go to particular plant in Brazil, or the way in which you're able to use big data to kind of figure out what's the right way to think about health care, which is becoming very much tech oriented financial service. Every industry is becoming a tech industry. People are putting tech executives on their boards because they need an advice on what is the digital transformations impact on them cybersecurity. Everyone started by this. Part of the reason we made these big moves and security, including the acquisition of carbon black, is because that's a fundamental topic. Now social, we have to really use this as a platform for good. So just the same way that you know a matchstick could help. You know, Warm house and could also tear down the house. Is fire good or bad? That's been the perennial debate since people first discovered fire technology. Is this the same way it can be used? Reboot. It could be bad in our job is leaders is to channel the good and use examples aware tech is making a bit force for good. And then listen. Some parts of it may not be tech, but just our influence in society. One thing that pains me about San Francisco's homelessness and all of the executives that a partner to help rid this wonderful city of homeless men. They have nothing to attack. It might be a lot of our philanthropy that helps solve that and those of us who have much. I mean, I grew up in a poor, uh, bringing from Bangla, India, but now I have much more than I have. Then I grew up my obligations to give back, and that may have nothing to do with Tech would have to do all with my philanthropy. Those are just principles by which I think when you live with your a happier man, happier woman, you build a happier >> society and I want to get your thoughts on common. And I asked a random set of college students, thanks to my son that the network is you said your daughter to look at the key to Pat's King Pat's commentary in The Cube here this morning that was talking about tech for good. And here's some of the comments, but I liked the part about tech for good and humanity. Tech with no purpose is meaningless tech back by purposes. More impactful is what path said then the final comments and Pat's point quality engineering backing quality purpose was great. So again, this is like this is Gen Z, not Millennials. But again, this is the purpose where it's not just window dressing on on industry. It's, you know, neutral fire. I like that argument. Fire. That's a good way Facebook weaponizing Facebook could be good or bad, right? Same thing. But the younger generation. You're new demographics that are coming into cloud. Native. Yeah, what do you think? >> No. And I think that's absolutely right. We have to build a purpose driven company that's purposes much more than just being the world's best softer infrastructure company or being the most profit. We have to obviously deliver results to our shareholders. But I think if you look at the Milton Friedman quote, you know, paper that was written that said, the sole purpose of a company is just making profits, and every business school student is made to read that I >> think even he >> would probably agree that listen today While that's important, the modern company has to also have a appropriate good that they are focused on, you know, with social good or not. And I don't think it's a trade off being able to have a purpose driven culture that makes an impact on society and being profitable. >> And a pointed out yesterday on our intro analysis, the old term was You guys go Oh, yeah, Michael Dell and PAD shareholder value. They point out that stakeholder value, because now the stakeholder Employees and society. So congratulations could keep keep keep it going on the millennial generation. >> Just like your son and our kids want a purpose driven company. They want to know that the company that working for is having an impact. Um, not just making an impression. You do that. It shows like, but having an impact. >> And fire is the most popular icon on instagram. Is that right? Yeah, I know that fire is good. Like your fire. Your hot I don't know. I guess. Whatever. Um fire. Come comment. There was good Sanjay now on business front. Okay, again, A lot of inflection points happen over 10 years. We look back at some of this era, the Abel's relationship would you know about. But they've also brought up a nuance which we talked about on the intro air Watch. You were part of that acquisition again. Pig part of it. So what Nasiriyah did for the networking STD see movement that shaped VM. Whereas it is today your acquisition that you were involved and also shaping the end user computing was also kind of come together with the cloud Natives. >> How is >> this coming to market? I mean, you could get with >> my comparison with carbon black there watch was out of the building. Carbon black is not considered. >> Let's talk about it openly. And we talked about it some of the earnings because we got that question. Listen, I was very fortunate. Bless to work on the revitalization of end user computing that was Turbo charged to the acquisition of a watch. At that time was the biggest acquisition we did on both Nice era and air watch put us into court new markets, networking and enterprise mobility of what we call not additional work space. And they've been so successful thanks to know not just me. It was a team of village that made those successful. There's a lot of parallels what we're doing. Carbon, black and security. As we looked at the security industry, we feel it's broken. I alluded to this, but if I could replay just 30 seconds of what I said on some very important for your viewers to know this if I went to my doctor, my mom's a doctor and I asked her how Doe I get well, and she proposed 5000 tablets to me. Okay, it would take me at 30 seconds of pop to eat a tablet a couple of weeks to eat 5000 tablets. That's not how you stay healthy. And the analogy is 5000 metres and security all saying that they're important fact. They use similar words to the health care industry viruses. I mean, you know, you and what do you do instead, to stay healthy, you have a good diet. You eat your vegetables or fruit. Your proteins drink water. So part of a diet is making security intrinsic to the platform. So the more that we could make security intrinsic to the platform, we avoid the bloatware of agents, the number of different consuls, all of this pleasure of tools that led to this morass. And what happens at the end of that is you about these point vendors, Okay, Who get gobbled up by hardware companies that's happening spattered my hardware companies and sold to private equity companies. What happens? The talent they all leave, we look at the landscape is that's ripe for disruption, much the same way we saw things with their watch. And, you know, we had only companies focusing VD I and we revitalize and innovative that space. So what we're gonna do in securities make it intrinsic and take a modern cloud security company carbon black, and make that part of our endpoint Security and Security Analytics strategy? Yes, they're one of two companies that focus in the space. And when we did air watch, they were number three. Good was number one. Mobile line was number two and that which was number three and the embers hands. We got number one. The perception in this space is common. Lacks number two and crowdstrike number one. That's okay, you know, that might be placed with multiple vendors, but that's the state of it today, and we're not going point against Crowdstrike. Our competition's not just an endpoint security point to a were reshaping the entire security industry, and we believe with the integration that we have planned, like that product is really good. I would say just a cz good upper hand in some areas ahead of common black, not even counting the things we're gonna integrate with it. It's just that they didn't have the gold market muscle. I mean, the sales and marketing of that company was not as further ahead that >> we >> change Of'em where we've got an incredible distribution will bundle that also with the Dell distribution, and that can change. And it doesn't take long for that to take a lot of customers here. One copy black. So that's the way in which we were old. >> A lot of growth there. >> Yeah, plenty of >> opportunity to follow up on that because you've obviously looked at a lot of companies and crowdstrike. I mean, huge valuation compared to what you guys paid for carbon black. I mean, >> I'm a buyer. I mean, if I'm a buyer, I liked what we paid. >> Well, I had some color to it. Just when you line up the Was it really go to market. I mean some functions. Maybe not that there >> was a >> few product gaps, but it's not very nominal. But when you add what we announced in a road map app, defensive alderman management, the integration of works based one this category is gonna be reshaped very quickly. Nobody, I mean, the place. We're probably gonna compete more semantic and McAfee because most of those companies that kind of decaying assets, you know, they've gotten acquired by the companies and they're not innovating. So I'd say the bulk of the market will be eating up the leftover fossils of those sort of companies as as companies decided they want to invest in legacy. Technology is a more modern, but I think the differentiation from Crowdstrike very clear is we integrate these, these technology and the V's fear. Let me give an example. With that defense, we can make that that workload security agent list. Nobody can do that. Nobody, And that's apt defense with carbon black huge innovation. I described on stage workspace one plus carbon black is like peanut butter and jelly management. Security should go together. Nobody could do that as good as us. Okay, what we do inside NSX. So those four areas that I outlined in our plans with carbon black pending the close of the transaction into V sphere Agent Lis with workspace one unified with NSX integrated and into secure state, You know, in the cloud security area we take that and then send it through the V m. Where the devil and other ecosystem channels like you No idea. Security operative CDW You know, I think Dimension data, all the security savvy partners here. I think the distribution and the innovation of any of'em were takes over long term across strike may have a very legitimate place, but our strategy is very different. We're not going point tool against 0.0.2 wish reshaping the security industry. Yeah, What platform? >> You're not done building that platform. My obvious question is the other other assets inside of Arcee and secureworks that you'd like to get your hands on. >> I mean, listen, at this point in time, we are good. I mean, it's the same thing like asking me when we acquired air watching. Nice Here. Are you gonna do more networking and mobility? Yeah, but we're right now. We got enough to Digest in due course you. For five years later, we did acquire Arkin for network Analytics. We acquired fellow Cloud for SD when we're cloud recently, Avi. So the approach we take a hammer to innovations first. You know, if you're gonna have an anchor acquisition, make sure it's got critical mass. I mean, buying a small start up with only 35 people 10 people doesn't really work for us. So we got 1100 people would come back, we're gonna build on it. But let's build, build, build, build, partner and then acquire. So we will partner a lot with a lot of players. That compliment competition will build a lot around this. >> And years from now, we need >> add another tuck in acquisition. But we feel we get a lot in this acquisition from both endpoint security and Security Analytics. Okay, it's too early to say how much more we will need and when we will need that. But, you know, our goal would be Let's go plot away. I have a billion dollar business and then take it from there. >> One more security question, if I may say so. I'm not trying to pit you against your friends and AWS. But there are some cleared areas where your counter poise >> Stevens just runs on eight of us comin back. >> That part about a cloud that helps your class ass business. I like the acquisition. But Steven Schmidt, it reinforced the cloud security conference, said, You know, this narrative in the industry that security is broken is not the right one. Now, by the way, agree with this. Security's a do over pat kill singer. And we talked about that for five years ago. Um, but then in eight of you says the shared security model, when you talk to the practitioners like, yeah, they they cover, that's three and compute. But we have the the real work to d'oh! So help me square that circle. >> Yeah, I think if aws bills Security Service is that our intrinsic to their platform and they open up a prize, we should leverage it. But I don't think aws is gonna build workload security for azure compute or for Gogol compute. That's against the embers or into the sphere. Like after finishing third accordion. And they're like, That's not a goal. You go do it via more So from my perspective. Come back to hydrogen. 80. If there's a workload security problem that's going to require security at the kernel of the hyper visor E C to azure compute containers. Google Compute. >> Who's gonna do >> that? Jammer? Hopefully, hopefully better than because we understand the so workloads. Okay, now go to the client site. There's Windows endpoints. There's Mac. There's Lennox. Who should do it? We've been doing that for a while on the client side and added with workspace one. So I think if you believe there is a Switzerland case for security, just like there was a Switzerland case for management endpoint management I described in Point management in Point Security going together like peanut butter and jelly, Whatever your favorite analogy is, if we do that well, we will prove to the market just like we did with their watch An endpoint management. There is a new way of doing endpoint security. Dan has been done ever before. Okay, none >> of these >> guys let me give an example. I've worked at Semantic 15 years ago. I know a lot about the space. None of these guys built a really strategic partnership with the laptop vendors. Okay, Del was not partnering strategically on their laptops with semantic micro. Why? Because if this wasn't a priority, then they were, you know, and a key part of what we're doing here is gonna be able to do end point management. And in point security and partner Adult, they announced unified workspace integrated into the silicon of Dell laptops. Okay, we can add endpoint security that capability next. Why not? I mean, if you could do management security. So, you know, we think that workspace one, we'll get standing toe work space security with the combination of workspace one and security moving and carbon black. >> Sanjay, we talked about this on our little preview and delivery. Done us. We don't need to go into it. The Amazon relationship cleared the way for the strategy in stock price since October 2016 up. But >> one of the >> things I remember from that announcement that I heard from the field sales folks that that were salespeople for VM wear as well as customers, was finally clarity around. What the hell? We're doing the cloud. So I bring up the go to market In the business side, the business results are still strong. Doing great. You guys doing a great job? >> How do you >> keep your field troops motivated? I know Michael Dell says these are all in a strategy line. So when we do these acquisitions, you >> had a lot >> of new stuff coming in. I mean, what's how do you keep him trained? Motivated constantly simplifying whenever >> you get complex because you add into your portfolio, you go back and simplify, simplify, simplify, make it Sesame Street simple. So we go back to that any cloud, any app, any device diagram, if you would, which had security on the side. And we say Now, let's tell you looking this diagram how the new moves that we've made, whether it's pivotal and what we're announcing with tanz ou in the container layer that's in that any Apple air carbon black on the security there. But the core strategy of the emer stays the same. So the any cloud strategy now with the relevance now what, what eight of us, Who's our first and preferred partner? But if you watched on stage, Freddie Mac was incredible. Story. Off moving 600 absent of the N word cloud made of us Fred and Tim Snyder talked about that very eloquently. The deputy CTO. They're ratty Murthy. CTO off Gap basically goes out and says, Listen, I got 800 APS. I'm gonna invest a lot on premise, and when I go to the cloud, I'm actually going to Azure. >> Thanks for joining you. Keep winning. Keep motivated through winning >> and you articulate a strategy that constantly tells people Listen. It's their choice of how they run in the data center in the cloud. It's their choice, and we basically on top of all of those in the any cloud AP world. That's how we play on the same with the device and the >> security. A lot of great things having Sanjay. Thanks >> for you know what a cricket fan I am. Congratulations. India won by 318 goals. Is that >> what they call girls run against the West Indies? I think you >> should stay on and be a 40 niner fan for when you get Tom baseball get Tom Brady's a keynote will know will be in good Wasn't Steve Young and today love so inspirational and we just love them? Thank you for coming on the Cube. 10 years. Congratulations. Any cute moments you can point out >> all of them. I mean, I think when I first came to, I was Who's the d? I said ASAP, like these guys, John and Dave, and I was like, Man, they're authentic people. What I like about you is your authentic real good questions. When I came first year, you groomed me a lot of their watch like, Hey, this could be a big hat. No cattle. What you gonna do? And you made me accountable. You grilled me on eight of us. You're grilling me right now on cloud native and modern, absent security, which is good. You keep us accountable. Hopefully, every you're that we come to you, we want to show as a team that we're making progress and then were credible back with you. That's the way we roll. >> Sanjay. Thanks for coming. Appreciate. Okay, we're live here. Stay with us for more of this short break from San Francisco v emerald 2019

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the cue now Here's your host Day Volonte >> Hybrid. Welcome to this special edition of Cube Insights. This is the Cubes 10th year at VM World and leading up >> to V M World. >> We wanted to provide some data in some analysis to you all, and we're working with our partners at E. T. R Enterprise Technology Research. We first introduced you to them when IBM consummated the Red Hat acquisition and they provided some data. E T. R is affirmed. That does really detailed and fast ongoing data. They have, ah, large panel of end customers that they talked to about spending intentions, covering virtually every company in the Enterprise. It's it's great stuff. We reached out to them and came up with a number of questions that we wanted to address around Of'em World and VM where, so let me just start by showing you the questions that we ask them to help us with. And we did essentially what I call drill down survey. So we took their existing data sets. They just did a survey. They completed one in July on spending intentions for the second half of the year combined that, with all the time Siri's data that they had. So these are the questions that really are top of mind for I t decision makers in our community. First of all, what's the appetite for VM? We're spending the second half of 2019. We'll share some data on that. There's a second point is there's narrative out there that that containers are going to kill the M. Where, well, is that true? What is the day to say? How about Multi Cloud? It's the hot topic who was best positioned in multi cloud not only within the VM, where ecosystem but overall, obviously, the M, where has designs on multi cloud and is considered an early potential leader? How about NSX when VM wear but nice era? It changed the game on networking, changed their relationship with Cisco. How is Ennis Ex impacting spending on Cisco? Particularly, obviously a networking. The fifth question that we wanted to address is how is public cloud affecting the M where spend we know public cloud is growing faster than on Prem. What's the impact on the M wear? And then finally it was announced in the press that VM wear was going to acquire Pivotal. Why would that be all right? So let's get into it. The first thing that I want to address is the first question in spending intention. So this slide really shows the results of the second half survey. It's 600 >> and >> 93 respondents representing almost $300 billion in spending power. And so it's actually they were asked what you're spending intention intentions For the second half of 2019 you could see 41% of the respondents said they're going to spend Maur, and only 7% said they're gonna spend less. About 45% said >> they gonna hold firm >> small number 5%. So we're gonna add new and only a tiny infant testable. 2% said they were gonna replace the anywhere, so that's pretty good for an incumbent. And essentially it Sze holding serve and maybe doing a little bit. But even better than holding serve on. So So we saw. That is very positive. The next question that we want to address is the narrative of containers will kill the M, where we asked Pat Gelsinger about that on the Cube years ago, he said, Hey, we're gonna use this as a tail wind. We're gonna embrace containers. So the bottom line is there's very little evidence that containers are hurting the M where let alone killing the end. Where this is a portion of the survey, about 461 respondents on you can see that you know, the big big blip early on back in July 27. Dean. Big uptick in spending, and since then it's been relatively stable. But the important point here is the number of shared accounts that we went to essentially container customers and asked them about their VM wear. Spend. I say we eat. TR did. This is what they do on an ongoing basis, and you could see the number of shared accounts back in 17 was only eight. But as you go to the right hand side, the more recent surveys you're talking about 361 shared accounts of the data sample got much bigger. No evidence that the M where is being negatively impacted by containers kind of affirming the assertion of Pat Gelsinger. Let's talk about multi club. I have said that multi cloud to date has largely been a symptom of multi vendor It's cos acquiring Cloud Technologies for specific workloads. Its shadow i t. It's pockets of cloud activity versus a coherent strategy to manage across multiple clouds. True Hybrid Cloud. We're in the early stages, so the data here, in our view, shows that multi cloud really is jump ball. Um, Interestingly, however, Microsoft and Google is showing momentum. So with this slide shows is the cloud spending intentions. And we picked, you know, the top five players there, that air sort of angling around multi cloud ghoul with Antos. Clearly Microsoft coming from its large software estate of V M. Where, of course, which many believer are early favorite Red Hat with the IBM acquisition and Cisco. So what's interesting here is Google and Microsoft clearly have a lot of momentum kind of mind share in the market place, and not a lot of hard core spending going on and multi cloud. Everybody has multi clouds, but in terms of spending on specific products, does like Antos, for instance, from Google, designed for to support multi cloud. That's where in the early stages there, but you can see the sentiment that buyers have around multi cloud Google and Microsoft showing momentum. Interestingly, VM wear Red Hat and Cisco kind of, you know, bunched up as the big enterprise player. So that's why we call a jump. Oh, we see it is wide open. You know, Cisco might surprise some people, but it really doesn't surprise us. Cisco's coming at multi cloud from a position of networking strength of each of these players you know has their strength. Google with Antos Microsoft from its software state Veum, where clearly as the data center operating system red hat with open shift Now with IBM service is capability. And, of course, Sisko coming at it from networking and security. So so hard to conclude you know who wins out of this data but wanted to share that with you just in terms of what customers are thinking around multi cloud. Okay, big conversation in the community around networking generally specifically NSX. When VM wear beats us, go to the punch and acquired nice era. It stated that we want to do to networking in storage what we did for servers. Well, what did the end? Where do the servers they really co opted the marketplace changed the game and really became, you know, these central point of server management, and that's what they want to do with with networking. VM where is trying to de position Cisco as, ah, hardware vendor, Cisco is responding with its own software defined capabilities and is an interesting battle going on. What is the data show? This shows that network networking spend intentions for Cisco, the Red Line and the M Wear the Blue Line. You can see VM where NSX is sort of bouncing around but has very high mindshare. Where Cisco it's showing a holding firm, but a very gradual decline, I've said many times. Cisco very impressive company, 60 plus percent market share. They've held that for a long, long time, despite some of the successes that you've seen you by the likes of a risk juniper and F five et cetera. Cisco has held its dominant share, but nonetheless, it's clear that NSX is impacting Cisco's dominance. Certainly from a marketing standpoint, and you're seeing also, from a spending standpoint that NSX is really challenging Cisco. It'll be very interesting to see how that plays out over time. Okay, next question was okay. What about cloud. How is that affecting VM? Where we see the cloud numbers, we see the growth. What does that mean for VM wear? And you can see here this'll cloud customers of'em were spend about 718 respondents, and you can see the number of shared accounts in the sample is substantial. 3 94 3 79 for 69. It obviously changes by by the frequency that e t. R does these surveys and they do, you know, several times a year, as you can see, but, you know, large sample of shared accounts. And there's no question that Cloud customers continue to shift Maur. They're spending to the public cloud and potentially at the expense of the end, where you can see the gradual decline here and somewhat precipitous decline. VM. We're still very strong. Stock price is doing great, but there's a little question in our mind that long term VM where, despite cleaning up its cloud strategy with first the AWS Partnership and also now partnerships with Google and Microsoft, and of course, I'd be Emma's Well, they were first, but having public cloud partners nonetheless, we see that over time there's a riel tension there. That on Prem is not going to grab the market, share that growth that the cloud has. And that is a challenge for VM, where that we continue to watch finally pivotal. Why would a V M where acquire? Pivotal? Well, first of all, this is why Pivotal is not work. It doesn't have the momentum that it wants in the marketplace. You can see it's it's pretty steep decline over the last couple of years. On Dhe, it's precipitous. Ah, drop in stock price. Essentially, Del and the governance structure of Del Technologies, which course owns VM, wear a large portion of pivotal saying, Look, let's let's roll this back in. Let's give the stock price of boost. The stock went up 70 plus percent of the day that thou went down 800 points. And so this is why the M, where would buy Pivotal? You know, it's a forcing function, we believe, from from Del. It also makes sense, del in its family del technologies that has these software assets VM where is the mother ship of the Del software operation? So why not folded in personally? I think they should do it with some other software assets as well. Secureworks del Bumi, Arcee. All candidates to roll in potentially overtime to Vienna where at least portions of it, anyway. Okay, so let's summarize. What are the key takeaways? What's the appetite for Veum warrants in the second half of 2019? Pretty solid, we'd say. Well, containers kill VM where there's no evidence, certainly in the theater. But there are threats. Think about sass. How many SAS providers are actually running? VM where so, as SAS continues to grow in prominence of that is a potential blind spot for VM. Where that we're watching Who's best position in multi cloud? It's wide open. Microsoft look strong. Google clearly has some momentum. Cisco maybe surprises many, but I think it's not gonna be a winner. Take all we feel is, though there's a lot of opportunities, but number one is going to make the most money. And so it's a very important space that we're watching. House NSX impacting Cisco Spend. It's a battle, but NSX is clearly negatively pressuring, pressuring Cisco. How about Public Cloud? How is that affecting the M we're spend? We think it's slowly eating away at on print on Prem including the end, where I want to share with you a quote from one of the customers that E. T. R talked to its ahead of, ah, retail consumer organisation in North America. A long time I t practitioner says Veum wears everywhere that I've ever been. I've been a customer. Longtime VM were customer hair. She means it's the standard, but it's interesting situation to see what's their next step. How do they keep themselves relevant? I think they're always going to be a need for Veum where, especially because the ability to have the privacy of an extended network is key. However, with the cloud based environment and encrypted data, it's gonna be interesting to see how that all plays out how Veum wear deals with that approach. I think their next strategic steps are going to be crucial. I think that VM where has to be thinking long term. Okay, what do we do about Cloud? Remember VM, where early on tried to get into cloud and with its own public cloud option, became the cloud air. It failed. They got rid of it, cleaned up their cloud strategy. But why did VM where originally want to get into that business because they know that's world of growth is so yes, hybrid and multi cloud gives VM wear a lot of runway. The partnership with Amazon has a lot of momentum. I didn't share that data, but it's very clear that AWS uh Veum, where on AWS has strong momentum. And so that's certainly what the e t. Our data shows nonetheless, long term, you gotta ask what strategic moves will Michael Dell make to secure their position in the public cloud? Okay, lastly, whywould whywould vm will require pivotal. That's a duh. Okay, we gonna stated why So So that's the deal, thanks to our friends at E T. R. Really appreciate them sharing the data enterprise technology research If you wanted this, there's so many cuts on the data, it's it's unbelievable. You can cut it by large companies, small company industry applications and every company on the planet. You can compare companies together. It's really a powerful set of data, but also access tools that they have developed very, very nice, really modern version of survey panels. And so follow up with us. Follow up with them if you want more information and watch us at VM World will be covering these and many other issues that are tent year at VM World. All the key execs are gonna be on practitioners, customers, partners on, of course, analysts and the broader ecosystem technologists and John Ferrier stew Minuteman myself on the entire Cube team will be there to celebrate. So check it out, cube dot net and we'll see you next week. Thanks for watching.

>> from Seattle WASHINGTON. It's the Q covering AWS Imagine brought to you by Amazon Web service is >> Hey, welcome back already, Jeffrey. Here with the cue, we're in downtown Seattle at the AWS. Imagine, Edie, you event. It's a small conference. It's a second year, but it'll crow like a weed like everything else does the of us. And it's all about Amazon and a degree. As for education, and that's everything from K through 12 community college, higher education, retraining vets coming out of the service. It's a really big area. And we're really excited to have fresh off his keynote presentations where he changed his title on me from what it was >> this morning tow. It was the senator duties >> David Raymond, the director of what was the Virginia Cyber Range and now is the U. S. Cyber range. Virginia Tech. David, Great to see you. >> Yeah, Thank you. Thanks. So the Virginia cyber age actually will continue to exist in its current form. Okay, Well, it'll still serve faculty and students in the in the Commonwealth of Virginia, funded by the state of Virginia. Now the U. S. Cyber Angel fund will provide service to folks outside over, >> so we jumped ahead. So? So it's back up. A step ladder is the Virginia, >> So the Virginia Cyber Range provides courseware and infrastructure so students could do hands on cyber security, educational activities in Virginia, high schools and colleges so funded by the state of Virginia and, um provides this service at no charge to the schools >> and even in high school, >> even in high school. Yes, so now that there are now cybersecurity courses in the Virginia Department of Education course catalogue as of two years ago, and I mean they've grown like wildfire, >> I'm just so a ton of talk here about skills gap. And there's tremendous skills gap. Even the machine's gonna take everybody's job. There's a whole lot of jobs are filled, but what's interesting? I mean, it's the high school angle is really weird. I mean, how do you Most high school kids haven't even kind of clued in tow, privacy and security, opting in and opting out. It's gotta be a really interesting conversation when now you bring security into that a potential career into that and directly reflects on all those things that you do on your phone. >> Well, I would argue that that's exactly the problem. Students are not exposed to cyber security, you know. They don't want the curia potentials are they really don't understand what it is we talked about. We talked about teenagers being digital natives. Really? They know how to use smartphones. They know how to use computers, but they don't understand how they work. And they don't understand the security aspects that go along with using all this technology. And I would argue that by the time a student gets into college they have a plan, right? So I have a student in college. He's he's gonna be a doctor. He knows what a doctor is. He heard of that his whole life. And in high school, he was able to get certified as a nursing assistant. We need cyber security in that same realm, right? If we start students in high school and we and we expose them to cybersecurity courses, they're all elective courses. Some of the students will latch onto it, and I'll say, Hey, this is what I want to be when I grew up. And in Virginia, we have we have this dearth of cyber security expertise and this is true across the country. In Virginia, right now, we have over 30,000 cyber security jobs that are unfilled. That's about 1/3 of the cyber security jobs in this state. And I mean, that's a serious problem, not only in Virginia but nationwide. And one of the ways to fix that is to get high school students exposed to cybersecurity classes, give them some real hands on opportunities. So they're really doing it, not just learning the words and passing the test, and I mean really again in Virginia, this is this is grown like wildfire and really thinks revolutionized cybersecurity education in the state. >> And what are some of the topics that say, a high school level, where you know you're kind of getting versed on the vocabulary and the terminology vs when they go into into college and start to take those types, of course, is >> yeah, so in Virginia, there's actually cybersecurity courses across the C T E career pathways. And so SETI is the career and technical education curricula. And so there are courses like cyber security and health care, where students learn about personal health data and how to secure that specific specific kinds of data, they learn about the regulations behind that data. There's healthcare in manufacturing, where students learn about industrial control systems and you know how those things need to be secured and how they're different from a laptop or a phone. And the way those air secured and what feeds into all of those courses is an introductory course. Cyber security fundamentals, where students learn some of the very basics they learn the terminology. They learn things like the C I. A. Triad right, confidentiality, integrity and availability of the three basic components of security that you try to maintain for any system. So they start out learning the basics. But still they're doing that hands on. So they're so they're in a network environment where they see that you know that later on in the course during Capstone exercises, they might see someone trying to attack a computer that they're that they're tasked to defend and a defender of what does that look like? What are the things that I'm going to do? That computer? You know, I might install anti virus. I might have a firewall on the computer. And how do I set that up and etcetera etcetera. So high school start with the basics. As as students progressed through their high school years, there are opportunities to take further more advanced classes in the high schools. And then when they get to college, some of those students are gonna have latched onto cyber security as a potential career field. Now, now we've got him right way, get him into the right into the right majors and into the right courses. And our hope is that that's gonna sort of kick start this pipeline of students in Virginia colleges, >> right? And then I wonder if you could >> talk a little bit about the support at the state level. And it's pretty interesting that you had him from the state level we heard earlier today about supported the state level. And it was Louisiana for for another big initiative. So you know that the fact that the governor and the Legislature are basically branding this at the state level, not the individual school district level, is a pretty strong statement of the prioritization that they're putting on this >> that has been critical to our success. If we didn't have state level support, significant state level support, there's no way we could be where we are. So the previous governor of Virginia, Terry McAuliffe, he latched on to cyber security education as one of his signature initiatives. In fact, he was the president of the State Governors Association, and in that role he cybersecurity was one of his condition. So so he felt strongly about educating K 12 education college students feeding that cybersecurity pipeline Onda Cyberangels one of one of a handful of different initiatives. So they were veterans scholarships, and there were some community college scholarships and other other initiatives. Some of those are still ongoing so far are not. But but Cyber Range has been very successful. Funded by the state provides a service at no cost to high schools and colleges on Dad's Been >> critically, I can't help. We're at our say earlier this year, and I'm just thinking of all the CEOs that I was sitting with over the course of a couple of days that are probably looking for your phone number right now. Make introduction. But I'm curious. Are are the company's security companies. I mean, Arcee is a huge show. Amazon just had their first ever security conference means a lot of money being invested in this space. Are they behind it? Have you have you looked for in a kind of private company participation to help? Because they desperately need these employees? >> Definitely. So we've just started down that road, Really? I mean, our state funding has kept us strong to this point in our state funding is gonna continue into the foreseeable future. But you're right. There are definitely opportunities to work with industry. Certainly a DBS has been a very strong partner of our since the very beginning. They really I mean, without without the help of some, some of their cloud architects and other technical folks way could not have built what we built in the eight of us. Cloud. We've also been talking to Palo Alto about using some of their virtual appliances in our network environments. So yeah, so we're definitely going down the road of industry partners and that will continue to grow, I'm sure >> So then fast forward today to the keynote and your your announcement that now you taking it beyond just Virginia. So now it's the U. S. Cyber range. Have that come apart? Come about. What does that mean? >> Yes, So we've been We've been sharing the story of the Virginia cyber range for the last couple of years, and I goto national conferences and talk about it. And, um, just to just sort of inform other states, other other school systems what Virginia's doing. How could you? How could you potentially match what we're doing and what The question that I keep getting is I don't want to reinvent the wheel. How can I buy what you have? And that's been sort of a constant drumbeat over the last couple of years. So we decided fairly early on that we might want to try to expand beyond Virginia, and it just sort of the conditions were right about six months ago. So we set a mark on the wall, he said. In Summer of 2019 we're gonna make this available to folks outside of Virginia. And so, so again, the Virginia Cyberangels still exist. Funded by the Commonwealth of Virginia, the U. S cyber range is still part of Virginia Tech. So within Virginia Tech, but we will have to we will have to essentially recoup our costs so we'll have to spend money on cloud infrastructure and We'll have to spend salary money on folks who support this effort. And so we'll recoup costs from folks that are outside of Virginia using our service. But, um, we think the costs are gonna be very competitive compared to similar efforts. And we're looking forward to some successes here. >> And do you think you're you're kind of breakthrough will be at the high school level, the You know, that underground level, you know, where do you kind of see the opportunities? You've got the whole thing covered with state support in Virginia. How does that get started in California? How's that get started here? Yeah, that's a Washington state. >> That's a great question. So really, when we started this, I thought we were building a thing for higher ed. That's my experience. I've been teaching cyber security and higher ed for several years, and I knew I knew what I would want if I was using it, and I do use it. So I teach classes at Virginia Tech Graduate program. So I I used the Virginia side in my class, and, um, what has happened is that the high schools have latched onto this as I mentioned, and Most of our users are high schools. In Virginia, we have 180. Virginia High School is using the Virgin Cyber. That's almost >> 188 1 >> 180. That's almost half the high schools in the state using the Virginia cyber age. So we think. And if you think about, you know, higher. Ed has been teaching cybersecurity classes that the faculty members who have been teaching them a lot of them have set up their own network infrastructure. They have it set up the way they want it, and it ties into their existing courseware, and you know they're going to use that, At least for now. What we provide is is something that makes it so that a high school or a community college doesn't have to figure out how to fund or figure out how to actually put this network architecture together. They just come to us. They have the flexibility of the flexibility to use, just are very basic plug and play network environments, or they have flexibility to, um, make modifications depending on how sophisticated they themselves are with with, you know, manipulating systems and many playing the network so so Our expectation is that the biggest growth is going to be in the high school market, >> right? That's great, because when you say cyber range God, finally, Donna me use it like a target range. It's like a place to go practice >> where the name comes from, right? >> Absolutely. If I finally like okay, I get it. So because it's not only the curriculum and the course where and everything else but it's actually an environment, it depends on the stage things and do things exactly >> So students could d'oh offensive, offensive and defensive cybersecurity activities. And so early on, when we were teaching students howto hack essentially in colleges, you know, there were people who were concerned about that on the military case we make for that is you can't teach somebody how to defend unless they understand how they're gonna be attacked. The same is true in this case. So all of our all of our course, where has lots of ethics and no other legal and other other discussions embedded throughout. So students understand the implications of what their actions would be if they do it somewhere else. And, um, right, these are all isolated network environments their places where students can get hands on in a place where they can essentially do whatever they want without causing trouble on the school network or on the Internet. And it's very much akin to a rifle range, >> right? Like you said, you can have different scenarios. And I would imagine there's probably gonna be competitions of you think. Fact. You know what's going on in the robotics world for lots of all these things, right? Like white hat, black hat hacker. Well, very, very exciting. David, Congratulations. And it sounds like you're well on your way. Thanks. Great. Alright, >> He's David. I'm Jeff. You're watching The Cube were at Washington State Convention Centre just across the street at a W s. Imagine. Thanks for watching. We'll see you next time. >> Thanks.

>> From our studios in the heart of Silicon Valley. Holloway Alto, California. It is a cube conversation. >> He will come back and ready Geoffrey here with the Cuban Interpol about those details for acute conversation. We've got a really great guess. He's been on many, many times. We're always excited. Have them on to a bunch of different companies a lot of years and really a great perspective. So we're excited. Guy. Church word. The CEO of Da Terra. Back >> in the politest. EEO guy. Great to see you. >> Thank you, Jeff. Appreciate it. >> Absolutely. So I think last time you were here, I was looking it up. Actually, Was November of twenty eighteen. You were >> kind of just getting started on your day. Terror of the adventure. Give us kind of the update. >> Yeah, I was gonna say last time we had Mark in whose CEO when found a cofounder of Data and I was edging in. So I was executive chairman at the time, you know? And obviously I found the technology. I was looking for an organization that had some forward thinking on storage. Andi, we started to get very close with a large strategic and actually We re announced it on the go to market, I think in February with HP, and I thought that myself and Mark kind of sat down, did a pinky swear and said, OK, maybe it's time for me to step in and take the CEO role just to make sure that we had that sort of marriage of innovation and then some of the operations stuff they could bring inside the business. >> So you've been at this for a >> while, but in the industry for a long time. What was it that you saw? Um, that really wanted you to get deeper in with date. Eriks. Obviously, I'm sure you have tons of opportunities coming your way. You know, to kind of move from the board seat into the CEO position. >> Yeah. Yeah, a bad bet. Maybe stupidity or being drunk. It, to be honest, it was. You know, the first thing is, I was looking for this technology that basically spanned forward, and I had this gut hunch that organizations were looking for data freedom. There's why did the Data Analytics job before that? I did security analytics, and, you know, we were looking at that when we were you know, back when we talk to things like I'm seeing Del and so from appear technology standpoint, I wanted to be in that space, but in the last few months, because you know, jobs are all about learning and then adjusting and learning and adjusting and learning. Adjusting on what I saw is a great bunch of guys, good technology. But we were sort of flapping around on DH had an idea that we were an Advanced data services platform. It's to do with multi, you know, multi cloud. And in essence, I've kind of come to this fundamental kind of understanding because I've been on both sides, which is date era is a bunch of cloud people trying to solve storage needs for what the cloud needs. But they have the experience. They walked that mile. You know, when people say you've gotta learn by walking in their shoes, right? Right on DH there, Done that versus where? Bean. In the past, where we were a ray specialists pushing towards the future that we didn't quite understand, you know, and and there is a fundamental philosopher philosophical difference between the two. Andi weirdly, my analogy or my R har moment came with the Tessler piece. And I know that, you know, you've pinned me a few times on Twitter over this, right? I'm not a tesler. Bigger to the extent of, you know, and probably am now, I should have a test a T shirt on, But I always thought it was an electric car and all they've done is electrified a car and there was on DH, You know, I've resisted it for years and bean know exactly an advocate, but I ended up buying one because I just I felt from a technology standpoint, their platform that they were the right thing. And once I started to really understand what they were about, I saw these severe differences. And, you know, we've chatted a little bit about this Onda again. It's part of the analogy of what's happening in the storage industry, but what's happening in the industry in in a global position. But if you compare contrast something like Tesler, too, maybe Volkswagon and it might be a bad example. But you know, Audi there first trance into electric vehicles was the Audi A three, and I could imagine that they were traditional car people pushing their car forward sort is a combustion engine will if I change that and put some salt powertrain in place, which is the equivalent of a you know, a system to basically drive the wheels and then a bunch of batteries Job done or good, right? Right. And I assume the test it was the same. But I had a weird experience, which is, once you get it into autopilot, you can actually set the navigation direction, and then it will indicate it'll it'Ll hint to you went to change lanes. And so, for instance, I'm driving to the office and I'm going along eight eighty and I want to go toe Wanna one? It says, You know you need to pull across. They hit the indicator will change lanes and they'LL do some of the stuff and that's all well and good. But I was up going to a board meeting on two eighty, going off for the Rosewood. You know, Sandra El Santo and I was listening to a book one of these, you know, audiobooks, and I wasn't really paying much attention. I'm in the outside lane, obviously hitting the speed limit gnome or but I wasn't paying attention. And all of a sudden the car basically indicates form A changes lanes, slows down, change lane again and then takes a junction, slows down, comes up to a junction, and you start to realize that actually Tesla's know about electrified vehicles. It's actually about the telemetry and the analytics and then feeding that back into the system. And I always thought Tesler might be collecting how faster cars going when they break. You know the usual thing. Everybody has this conversation. It's always over worked. But if you've sort of look at it and he said no, maybe they collect everything and then maybe what they're doing is they're collecting, hitting the indicator stalk. So when I'm coming out to a junction and I indicate, How long do I stay? Indicating before I break? And then I changed lanes and then I basically slow down and I go into the junction. And then what they do is they take that live information and crowdsource it, pull it back into the system, and then when they're absolutely bulletproof, that junction, then is exactly as a human would normally do this. They then let the car take over So the difference between the two junctions is one they totally understood, the other one there still learning from right when you look at it and you go done. So they're basically an edge telemetry at a micro level organization, you know, And that is a massive difference between what Tesla's doing and a lot of the other car manufacturers are doing. They're catching up, which is really why I believe that they're going to be a head for a long time. >> It's really interesting. I was >> Elektronik wholesale for ten years before come back to school. Can't got in the tech industry. And so really distribution was king from the manufacturer point of view. Always. They just like ship their products for ages, right? These distribution to break bulk thes distribution, educate the customer these distribution just to get this stuff out. But they never knew how people actually operate their products. Whether that be a car, a washing machine. Ah, cassette player, whatever. So what? What What fascinates me about thes connected devices is what, what a fundamentally different set of data. Now manufacturers have people have in how people actually use the product. But even more importantly, that as you said, they could take that data and make adjustments on the fly because since so much of its software now, we talked again before we turned on some of your software upgrades that you've gotten in the Tesla over the last six months, which we're all driven by customers. But they had a platform in place that enabled them to update functionality and to basically repurpose hardware elements for a new function, which is which is, you know, so in sync with Dev ops and kind of this dev up culture in this continuous this continuous upgrade, this continuous innovation with actual data from real people operating the products that they should come to the market. >> Andi, think once you step back. And that was really why was keen to sit down and talk. And it's not specifically around software defined storage, which is the data. A piece in our example is yes, I am the Tessler because we can do all of the analytics and all of the telemetry versus of standard array. If you scratch that away and you say let's have a look at our whole lives are macro lives. Another example was my wife and I. We've got friends of ours always banging on about these sleep by number beds and and so we went past the store wandered in, and the sales rep got us lying on a bed and he was doing there, you know, pumping the bed up to a size. It's just Well, you are sixty five, a US seventy or seventy five, and I kind of got bored of that. And I went here, Okay, I'm that and he goes, Okay, your wife's of fifty and you're a seventy five, Andi said. But let's kind of daft. And he goes, Well, here's and he shows them a map and it shows a thermal image of me lying on the bed. I'm a side sleeper back sleeper, and then what they do is they feed the information so that comes back off their edge, which is now Abed. And then what they do is they then analyzing continuously prove it to try and increase my bed sleeping patterns. So you look at it and you say what they're not doing is just manufacturing of mattress and throwing it out. What they've done is they said, we're going to treat each individual that lies on the mattress differently on, we're going to take feedback and we're going to make that experience even better. So that the same thing, which is this asset telemetry my crisis telemetry happens to be on the edge is identical to what they have, you know. And then I look at it and I go, Why don't I like the array systems? Will, because the majority of stuff is I'm a far system. My brain is inherently looking at the Dr types underneath and saying, As long as that works fine, everything that sits inside that OK, it'LL do its thing right, and that was built around the whole process and premise of an application has a single function. But now applications create data. That data has multiple functions, and as people start to use it in different ways, you need to feed that data on the way in which is processed differently. And so it all has the intelligence houses in home automation. I'm a junkie on anything that has a plug on it, and I've now got to a point where I have light switches or light fittings would have multiple bulbs on every bulb now is actually Khun B has telemetry around it, which I can adjust it dynamically based on the environment. Right? Right. And I wish it got wine. You know, I got the wine. Fridge is that's my biggest beef right now is you gotta wine, fridge. You can have Jules, you know, you have jewels climates, which means that you don't fan to one side of it and they overheat the bottom right. But it'LL break the grapes down. Would it be really cool if the cork actually had some way of figuring out what it needs to be fed? And then each of them could be individual, right? But our entire being, you know, if you think about it's not just technology or technologies driving it, but it's not the IT industry, but our entire lives. And now driven around exactly what you just described, which is manufacturers dropping something out into the wild to the edge and then having enough telemetry to be able to enhance that experience and then provide over the air, you know, enhancements, >> right? And the other thing, I think it's fascinating as it's looking up. We interviewed Derek Curtain >> from the architect council on. That's a group locally that just try work, too, along with municipalities and car manufacturers, tech companies. But >> he made a really interesting >> comment because there's the individual adjustment to you to know that you want to get off it at Page Milan or sandhill on DH. You've got a counter on your point of this is meeting the Rosewood. But >> then the other thing is, when you aggregate >> that now back up. You know, not that you're going to be sharing other people's data, but when he start to get usage patterns from a large population that you can again incorporate best practices into upgrades of the product and used a really good example of this was right after the one pedestrian got killed by the test of the lady with the bike that ran across the front of the street and it it it literally happened a week before. I think the conference so very hot topic at an autonomous vehicle conference and >> what he said, which is really important. You know, if if I get >> in an automobile accident and I'm going to learn something, the person I hits pride gonna learn something. The insurance adjusters going to take some notes and we're going to learn it's a bad intersection. I made a mistake, whatever, but when an autonomous vehicle gets in a Brack when it's connected, all that telemetry goes back up into the system to feed the system, to make improvements for the whole system. So every car learns every time one car has a problem every time one car gets into a sticky situation. So again, kind of this crowd sourced. Learning an optimization opportunity is fundamentally different than I'm just shipping stuff out, and I don't know what's going to happen to it, and maybe a couple pieces come back. So I think people that are not into this into the direct connection are so missing out on those you said this whole different level of data, this whole different level of engagement, a whole different level of product improvement and road map that's not a PR D. It's not an M R G. It's all about Get it out there, you know, get feedback from the usage and make those improvements on this >> guy finish improvements and micro analytics. I mean, even, you know, we talk back when you were adjusting how you deliver content for the Cube, you know, rather than a big blob, You really want to say, Well, I need more value for that. My clients need more value for that. So you've almost done that Mike segmentation by taking the information and then met attacking every single word in every single interview right to enrich the customer's experience, you know, And it kind of Then you Matt back and you say, We've got to the age now where the staff, the execs that we talked to over the other side, the table there, us they're living our lives. They've got the same kids as we've got the same ages we've got. They do the same person's we've got. They understand the same things and they get frustrated when things naturally don't work the way they should. Like I've got a home theater system and I've still got three remote controls. I can't get down. I've got a universal remote control, but it won't work because the components don't think so. What's happened is we've got to a world where everything's kind of interconnected and everything kind of learns and everything gets enriched when something doesn't it now stands out like a sore thumb and goes, That doesn't That is not the right way to do business on DH. Then you look that you say, translate that then into it and then into data centers. And there's these natural big red flag that says That's an old way of doing things. That's the old economy that doesn't enable me to go forward. I need to go forward. I need more agility. You know, I've got to get data freedom and then how do I solve that issue? And then what? Cos they're going to take me there because they're thinking the same ways as we are. This is why Tesler screamingly successful. This is why something like these beds are there. This is why things like Philips Hue systems are good and the list just goes on. And right now we're naturally inclined to work with products that enable us to enrich our lives and actually give feedback and then benefit us over the air. We don't like things that are too static now, and actually, there is this whole philosophy of cloud, which I think from an economic standpoint, is superb, you know? I mean, our product is Tier one enterprise storage in an SD s fashion for public private hybrid clouds. But we're seeing a lot of people doing bring backs. You know, out of the cloud is a whole thread of it right now, but I would actually say maybe it's not because the cloud philosophy is right, but it's the business model of the cloud guise of God. Because a lot of people have looked at cloud as they're setting. Forget, dump my stuff in the cloud. I get good economics. But what we're talking about now is data gets poked and prodded and moved and adjusted constantly. But the movement of the data is such that if you put in, the cloud is going to impinge you based on the business model. So that whole thing is going to mature as well, right? >> You're such a good position to because >> the, you know the growth of date is going. Bananas were just at at Arcee a couple weeks ago. In one of the conversation was about smart smart buildings, another zip zip devices on shades that tie back to the HBC, and if anybody's in the room or not, should be open should be closed. Where's the sun? But >> there was really interesting comment about >> you know, if you look at things from a software to find way you take what was an independent system that ran the elevator and independent system that ran the HBC and independent system that ran the locks? One that ran the fire alarm. But guess what? If the fire alarm goes off, baby, it would be convenient to unlock all the doors and baby. It would convenient automatically throw the elevator control system into fire mode, which is don't move. Maybe, you know so in reconnecting these things in new and imaginative ways, and then you tie it back to the I T side of the house. You know, it's it's it's it's getting a one plus one makes three effect. With all these previously silent systems that now can be, you know, connected. They can be software defined, you know, they can kind of take the operation till I would have never thought of that one hundred years. I thought that just again this fascinating twist of the Linz and how to get more value out of the existing systems by adding some intelligence and adding this back and forth telemetry. >> Yeah, and and and again, part of May is being the CEO of date era. I want advocates the right platform for people to use. But part of this is my visceral obsession of this market is moving through this software defined pattern. So it's going from being hardware resilient to software resilient to allow youto have flexibility across it. But things have to kind of interconnecting work, as you just described on SDF software to find storage as an example comes in different forms. HD is an example of it and clouds an example. I mean, everything is utterly software defined in Amazon. It so is the term gets misused, could be suffered to find you could say data centric data to find or you could say software resilient. But the whole point is what you've just described, which is open it up, allow data freedom, allow access to it and then make sure that your business is agile and whatever you do, Khun, take the feedback in a continuous loop on at lashing. Move forward as opposed to I've just got this sentence forget or lock mentality that allows me just to sort of look down the stack and say, I've got the silo. I'm owning that customer of owning the data and by the way, that's the job. It's going to doe, right? So this is just the whole concept of kind of people opening their eyes on DH. My encouragement on DI we can encourage anybody, whether customers or basically vendors, is to look around your life and figure out what enriches it from a technology standpoint. On odds on it will be something in the arena that we've just described, right? >> Do you think it's It's because I think software defined, maybe in its early days was >> just kind of an alternative thought to somebody doing it to flipping switches. But as you said in the early example, with the car, propulsion wasn't kind of a fundamentally different way to attack the problem. It was just applying a different way to execute action. What we're talking about now is a is a totally higher order of magnitude because now you've got analytics. You actually want to enable action based on the analytics based on the data for your card. Actually take action, not just a guy. Maybe you should you know, give given alert and notice that pops up on your phone. So, you know, >> maybe we need something different because it's not just redoing >> what we did a different way. It's actually elevating the whole interaction on a whole different kind of love. >> And this is this is kind of thank you for that. It was the profound kind of high got wasn't joining data and watching it. It was I got a demo off the cloud. You I the callback piece of what cloud? What data has. And I was watching a dashboard off a live data stream. You know of information that we were getting back from multiple customers and in each of the customers, it would make recommendations of, you know, how many gets on, how many times it would hear cash on DH. So it was actually coming back dynamically and recommending moving workloads across onto or flash systems. You, Khun, do things where once you've got this freedom on application, a data set isn't unknown. It's now basically in a template, and you say this is what priority has. And so you say it's got high priority. So whatever the best legacy you could give me. Give me right, You drop it onto a disk. And at the moment I've got hybrid. That's all I've got, but I decide to addle flash. So I put some all flash into the into the system. Now it becomes part of this fabric and its spots it and goes well on our second. That will disservice me better and then migrates the workload across onto it without you touching it, right? So, in other words, complete lights out so that the whole thing of this is what Mark and the team have done is looked at and said the only way forward is running this massively agile data center based on a swarm of servers that will basically be plugged together into something that would look like a fabric array. But but you can't. Then you've got to assume that you can now handle application life cycles across onto it. It'LL make recommendations like the bed thing. You know what I was saying? I was lying there and what I liked about it. So So I set my thing to fifty nine, and then it realizes I'm not sleeping very well. It's not suggested. Sixty sixty one sixty. Sleeping well, OK, that's it. And then that's good. We'LL do the same thing where an application will actually say, Here's my template. This is what it looks like. The top priority, by the way. I need the most expensive drives you've got, drops it onto it, and then it look at it and go. Actually, we could do just as good a job if there's on hybrid and then migrated across and optimize the workload, right? And so it's not again. Part of it is not. Data is the best STDs, and it is for Tier one for enterprise storage. It's the fact that the entire industry, no matter where you look at it, not just our industry but everybody is providing tech is doing is exactly the same thing, which is, and you kind of look it and you go. It's kind of edge asset micro telemetry, and then that feedback loop and then continuous adjustment allows you to be successful. That's what products are basically getting underpants. >> Just, you know, it's when he's traveling. Just No, we're almost out of time, but I just can't help it but >> say it, you know, because we used to make decisions >> based on samples of old data with samples. And it was old. And now, because of where we are on the technology lifecycle of drives and networks and CPS and GPS, we can now make decisions based on all the data now. And what a fundamentally different, different decision that's going to drive this too. And then to your point, it's like, What do you optimizing for? And you don't necessarily optimize for the same thing all the time that maybe low priority work, load optimized for cost and maybe a super high value workload optimized for speeding late in sea. And that might change >> over time when Anu workload comes in. So it's such a different way to look at the world >> and it is temporal, right? I mean, again, I know you're going kick me off now, but think about it right the old days and writing a car building a car is you thought, well, what's going to need to be in the car in three years time, put it in now, build manufacture, coming out and then with a Tesler i by the current December. Since December, I've now got pinned based authentication I've got century mode. I've got Dash Cam, They've got all free. I've got a pet mode into it now. My car's got more range. It's got high performance. This guy highest top speed, and I haven't even taken the current or it's all over the air And this is all about, continues optimization. They've done around the platform and you just go. That's the way this linked in. Recently, someone posted something said, You know, keep the eyes are dead. Well, the reason there saying that isn't because there's a stupid thing to do Q. B. Ours is because if you're not measuring your business and adjusting on a continuous basis, you're gonna be dead anyway. So our whole economy is moving this way. So you need an infrastructure architecture to support that. But where everybody's the same, we're all thinking the same. And it doesn't matter what industry or, you know, proclivity have this. This adjustment and this speed of adjustment is what you need. And like I said, I'm That's why I wanted to get to date era. That's what I'm excited about it and that is the are hard I had I kinda looked. It went Oh my God, I'm now working with cloud people who understand what they've walked in the shoes And I kind of got this way of sense of can Imagine what it had been like if you were ill on the first time You saw a hundred thousand cars worth of life data spilling in of what power you have right to adjust and to basically help your client base. And you can't do that if you are in fixed things, right? And so that's That's the world moving forward >> just in time for twenty twenty one will all have great insight in a few short months. We'LL all know >> everything Well, guy great Teo Great to >> sit down Love to keep keeping tabs on you on Twitter and social And thanks for stopping by. I >> appreciate it. All >> right. He's guy. I'm Jeff. You're watching the cube within a cube conversation Or Paulo? What? The studio's thanks for watching >> we'LL see you next time

>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, Welcome back, everybody. Jefe Rick here with the Cube were in the force caboose that Arcee and Mosconi center forty thousand people walking around talking about security is by far the biggest security of it in the world. We're excited to be here. And welcome back a Cube. Alumni has been playing in the security space for a very long time. He's Bradman bury the GDP from Booz Allen >> Hamilton. Brad, great to see you. >> Hey, thanks for having me here today. Absolutely. Yeah. I've, uh I've already walked about seven miles today, and, uh, just glad to be here to have >> a conversation. Yeah, the fit bitten. The walking trackers love this place, right? You feel your circles in a very short period of time. >> I feel very fit fit after today. So thank >> you. But it's pretty interesting rights, >> and you're in it. You're in a position where you're >> advising companies, both government and and commercial companies, you know, to come into an environment like this and just be overwhelmed by so many options. Right? And you can't buy everything here, and you shouldn't buy everything here. So how do you help? How do you hope your client's kind of navigate this crazy landscape. >> It's interesting, so you mentioned forty thousand people. Aziz, you see on the show, should share room floor behind us, Thousands of product companies, and, frankly, our clients are confused. Um, you know, there's a lot of tools, lot technologies. There's no silver bullet, and our clients are asking a couple of fundamental problem. A couple of fundamental questions. One. How effective in mine and then once them effective, you know, how can I be more efficient with my cyber pretty spent? >> So it's funny, effective. So how are they measuring effective, Right? Because that's a that's a kind of a changing, amorphous thing to target as well. >> That's I mean, that's that's That's the that's the key question in cybersecurity is how effective my, you know, there's lots of tools and technologies. We do a lot of instant response, but commercially and federally and in general, when looking at past reaches, its not a problem. In most cases, everyone has the best of the best and tools and technologies. But either they're drowning in data on DH or the tools aren't configured properly, so you know we're spending a lot of time helping our client's baseline their current environment. Help them look at their tool configurations, help them look at their screw. The operation center helping them figure out Can they detect the most recent threats? And how quickly can we respond? >> Right? And then how did they prioritize? That's the thing that always amazes me, because then you can't do everything right. And and it's fascinating with, you know, the recent elections and, you know, kind of a state funded threats. Is that what the bad guys are going on going after? Excuse me? Isn't necessarily your personal identifying information or your bank account, but all kinds of things that you may not have thought were that valuable yesterday, >> right? I mean, you know, it's funny. We talk a lot about these black swan events, and so you look at not Petra and you know what? Not Pecchia. There was some companies that were really hit in a very significant way, and, you know, everyone, everyone is surprised, right and way. See it time after time, folks caught off guard by, you know, these unanticipated attack vectors. It's a big problem. But, you know, I think you know, our clients are getting better. They're starting to be more proactive. There start. They're starting to become more integrated communities where they're taking intelligence and using that to better tune and Taylor there screw the operation programs. And, you know, they're starting to also used take the tools and technologies in their environment, better tie them and integrate them with their operational processes and getting better. >> Right. So another big change in the landscape. You said you've been coming here for years. Society, right? And yeah. And it's just called Industrial. I owe to your Jean. Call it. Yeah. And other things. A lot more devices should or should not be connected. Well, are going to be connected. They were necessarily designed to be connected. And you also work on the military side as well. Right? And these have significant implications. These things do things, whether it's a turbine, whether it's something in the hospital, this monitoring that hard or whether it's, you know, something in a military scenarios. So >> how are you seeing >> the adoption of that? Obviously the benefits far out way you know, the potential downfalls. But you gotta protect for the downfall, >> you know? Yo, Tio, we've u o T is one of the most pressing cyber security challenges that our client's case today. And it's funny. When we first started engaging in the OT space, there was a big vocabulary mismatch. You had thesis, Oh, organizations that we're talking threat actors and attack vectors, and then you had head of manufacturing that we're talking up time, availability and reliability and they were talking past each other. I think now we're at an attorney point where both communities air coming together to recognize that this is a really an imminent threat to the survival of their organization and that they've got to protect they're ot environment. They're starting by making sure that they have segmentation in place. But that's not enough. And you know, it's interesting when we look into a lot of the OT environments, you know, I call it the Smithsonian of it. And so, you know, I was looking at one of our client environments and, you know, they had, Ah, lot of Windows and T devices like that's great. I'm a Windows NT expert. I was using that between nineteen ninety four in nineteen ninety six, and you know, I mean, it's everybody's favorite vulnerability. Right on Rodeo. I'm your guy. So, you know, one of the challenges that we're facing is how do you go into these legacy environments that have very mission critical operations and, you know, integrates cyber security to protect and ensure their mission. And so we're working with companies like for Scott, you know, that provide Asian agent lis capabilities, that that allow us to better no one understand what's in the environment and then be able to apply policies to be able to better protect and defend them. But certainly it's a major issue that everyone's facing. We spent a lot of time talking about issues in manufacturing, but but think about the utilities. Think about the power grid. Think about building control systems. H back. You know, I was talking to a client that has a very critical mission, and I asked them all like, what's your biggest challenge? You face today? And I was thinking for something. I was thinking they were going to be talking about their mission control system. Or, you know, some of some of the rial, you know, critical critical assets they have. But what he said, My biggest challenge is my, my age back, and I'm like, really, He's like my age back goes down, My operation's gonna be disrupted. I'm going out to Coop halfway across the country, and that could result in loss of life. It's a big issue. >> Yeah, it's wild. Triggered all kinds. I think Mike earlier today said that a lot of a lot of the devices you don't even know you're running in tea. Yeah, it's like a little tiny version of Inti that's running underneath this operating system that's running this device. You don't even know it. And it's funny. You talked about the HBC. There was a keynote earlier today where they talk about, you know, if a data center HBC goes down first. I think she said, sixty seconds stuff starts turning off, right? So, you know, depending on what that thing is powering, that's a pretty significant data point. >> Yeah, you know, I think where we are in the journey and the OT is, you know, we started by creating the burning platform, making sure that there was awareness around hate. There is a problem. There is a threat. I think we've moved beyond that. WeII then moved into, you know, segmenting the BOT environment, A lot of the major nation state attacks that we've seen started in the enterprise and move laterally into the OT environment. So we're starting to get better segmentation in place. Now we're getting to a point where we're moving into, you know, the shop floors, the manufacturing facilities, the utilities, and we're starting Teo understand what's on the network right in the world This has probably been struggling with for years and have started to overcome. But in the OT environment, it's still a problem. So understanding what's connected to the network and then building strategy for how we can really protecting defendant. And the difference is it's not just about protecting and defending, but it's insuring continuity of mission. It's about being resilient, >> right and being able to find if there's a problem down the problem. I mean, we're almost numb. Tow the data breach is right there in the paper every day. I mean, I think Michael is really the last big when everyone had a connection fit down. Okay, it's another another data breach. So it's a big It's a big issue. That's right. So >> one of the things you talked about last time we had >> John was continuous diagnostic and mitigation. I think it's a really interesting take that pretty clear in the wording that it's not. It's not by something, put it in and go on vacation. It was a constant, an ongoing process, and I have to really be committed to >> Yeah, you know, I think that, you know, our clients, the federally and commercially are moving beyond compliance. And if you rewind the clock many years ago, everyone was looking at these compliance scores and saying Good to go. And in reality, if you're if you're compliant, you're really looking in the rear view mirror. And it's really about, you know, putting in programs that's continually assessing risk, continuing to take a continues to look at your your environment so that you can better understand what are the risks, one of the threats and that you can prioritize activity in action. And I think the federal government is leading the way with some major programs. I got a VHS continuous diagnostic in mitigation where they're really looking Teo up armor dot gov and, you know, really take a more proactive approach. Teo, you know, securing critical infrastructure, right? Just >> curious because you you kind >> of split the fence between the federal clients and the commercial clients. Everybody's, you know, kind of points of view in packs away they see the world. >> What if you could share? >> Kind of, maybe what's more of a federal kind of centric view that wasn't necessarily shared on the commercial side of they prioritize. And what's kind of the one of the commercial side that the feds are missing? I assume you want to get him both kind of thinking about the same thing, but there's got to be a different set of priorities. >> Yeah, you know, I think after some of the major commercial breaches, Way saw the commercial entities go through a real focused effort. Teo, take the tools that they have in the infrastructure to make sure that they're better integrated. Because, you know, in this mass product landscape, there's lots of seems that the adversaries livin and then better tie the tooling in the infrastructure with security operations and on the security operation side, take more of an intelligence driven approach, meaning that you're looking at what's going on out in the wild, taking that information be able to enrich it and using that to be more proactive instead of waiting for an event to pop up on the screen hunt for adversaries in your network. Right now, we're seeing the commercial market really refining that approach. And now we're seeing our government clients start to adopt an embrace commercial. Best practices. >> Write some curious. I love that line. Adversaries live in the scene. Right? We're going to an all hybrid world, right? Public cloud is kicking tail. People have stuff in public, cloud their stuff in their own cloud. They have, you know, it's very kind of hybrid ecosystems that sounds like it's making a whole lot of scenes. >> Yeah, you know, it. You know, just went Just when we think we're getting getting there, you know, we're getting the enterprise under control. We've got asset management in place, You know. We're modernizing security operations. We're being Mohr Hunt driven. More proactive now the attacks services expanding. You know, earlier we talked about the OT environment that's introducing a much broader and new attack service. But now we're talking about cloud and it's not just a single cloud. There's multiple cloud providers, right? And now we're not. Now we're talking about software is a service and multiple software's of service providers. So you know, it's not just what's in your environment now. It's your extended enterprise that includes clouds. So far is the service. Excuse me, ot Io ti and the problem's getting much more complex. And so it's going to keep us busy for the next couple of years. I think job security's okay, I think where I think we're gonna be busy, all >> right, before I let you go, just kind of top trends that you're thinking about what you guys are looking at a za company as we had in twenty >> nineteen, you know, a couple of things. You know, Who's Alan being being deeply rooted in defense and intelligence were working, Teo, unlocking our tradecraft that we've gained through years of dealing with the adversary and working to figure out howto better apply that to cyber defense. Things like advanced threat hunting things like adversary red teaming things like being able to do base lining to assess the effectiveness of an organisation. And then last but not least, a i a. I is a big trend in the industry. It's probably become one of the most overused but buzzwords. But we're looking at specific use cases around artificial intelligence. How do you, you know better Accelerate. Tier one tier, two events triaging in a sock. How do you better detect, you know, adversary movement to enhance detection in your enterprise and, you know, eyes, you know, very, you know, a major major term that's being thrown out at this conference. But we're really looking at how to operationalize that over the next three to five years, >> right? Right. And the bad guys have it too, right? And never forget tomorrow's Law. One of my favorite, not quoted enough laws, right, tend to overestimate in the short term and underestimate in the long term, maybe today's buzzword. But three to five years A I's gonna be everywhere. Absolutely. Alright. Well, Brad, thanks for taking a few minutes of your day is done by. Good >> to see you again. All right, >> all right. He's Brad. I'm Jeff. You're watching. The Cube were in Arcee conference in downtown San Francisco. Thanks >> for watching. We'LL see you next time.