>> Live from Las Vegas, it's theCUBE Covering Informatica World 2019 Brought to you by Informatica. >> Welcome back everyone to theCUBE's live coverage of Informatica World 2019 here in Las Vegas. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We are joined by Ariel Kelman. He is the VP, Worldwide Marketing at AWS. Thank you so much for coming on theCUBE. >> Thanks so much for having me on today. >> So let's start out just at ten thousand feet and talk a little bit about what you're seeing as the major cloud and AI trends and what your customers are telling you. >> Yeah, so I mean, clearly, machine learning and AI is really the forefront of a lot of discussions in enterprise IT and there's massive interest but it's still really early. And one of the things that we're seeing companies really focused on now is just getting all their data ready to do the machine learning training. And as opposed to also, in addition I mean, training up all their people to be able to use these new skills. But we're seeing tons of interest, it's still very early, but you know one of the reasons here at Informatica World is that getting all the data imported and ready is, you know, it's almost doubled or tripled in importance as it was when people were just trying to do analytics. Now they're doing machine learning as well. You know, we're seeing huge interest in that. >> I want to get into some of the cloud trends with your business, but first, what's the relationship with Informatica, and you know we see them certainly at re:Invent. Why are you here? Was there an announcement? What's the big story? >> I mean, we've been working together for a long time and it's very complementary products and number varies. I think the relationship really started deepening when we released Redshift in 2013, and having so many customers that wanted to get data into the cloud to do data we're housing, we're already using Informatica in, to help get the data loaded and cleansed and so really they're one of the great partners that's fueling moving data into the cloud and helping our customers be more successful with Redshift. >> Yeah, one of the things I really admire about you guys is that you're very customer centric. We've been following Amazon as you know since their, actually second reinvent, Cube's been there every time, and just watching the growth, you know, Cloud certainly has been a power source for innovation, SAS companies that are born in the cloud have exponentially scaled faster than most enterprises because they use data. And so data's been a heart of all the successful SAS businesses, that's why start ups gravitated to the Cloud right away. But now that you guys got enterprise adoption, you guys have been customer centric and as you listen to customers, what are you guys hearing from that? Because the data on premises, you've got more compliance, you've got more regulation, you've got-- news today-- more privacy and now you've got regions, countries with different laws. So the complexity around even just regulatory, nevermind tech complexity, how are you guys helping customers when they say, you know what, I want to get to the cloud, love Amazon, love the cloud, but I've got my, I've got to clean up my on param house. >> Yeah, I would say like a lot, if you look at a lot of the professional services work that we do, a lot of it is around getting the company prepared and organized with all their data before they move to the cloud: segmenting it, understanding the different security regulatory requirements, coming up with a plan of what they need, what data they're going to maybe abstract up, before they load it, and there's a lot of work there. And, you know, we've been focused on trying to help customers.. >> And is there a part in you're helping migrate to the cloud, is that.. >> Yeah, there's technology pieces, companies like Informatica helping to extract and transform and load the data and on data governance policies. But then also, for a lot of our systems integrator partners, Cognizant, Accenture, Deloitte-- they're very involved in these projects. There's a lot of work that goes on; a lot of people don't talk about just before you can even start doing the machine learning, and a lot of that's getting your data ready. >> So how, what are some of the best practices that have emerged in working with companies that, as you said, there's a lot of pre-work that needs to be done and they need to be very thoughtful about about sort of getting their data sorted. >> Well I think the number one thing that I see and I recommend is to actually first take a step back from the data and to focus on what are the business requirements of, what questions are you trying to answer, let's say with machine learning, or with data science advanced analytics, and then back out the data from that. What we see a lot of, you know companies sometimes will have it be a data science driven project. Okay, here's all the data that we have, let's put it in one place, when you may not be spending time proportionate to the value of the data. And so that's one of the key things that we see, and to come up-- just come up with a strong plan around what answers you're, what business questions you're trying to answer. >> On the growth of Amazon, you guys certainly have had great record numbers, growth, even in the double digit kind of growth you're seeing on top of your baseline has been phenomenal. Clearly number one on the cloud. Enterprise has been a big focus. I noticed that on the NHL, your logo's on the ice during the playoffs; you've got the Statcast. You guys are creating a lot of aware-- I see a lot of billboards everywhere, a lot of TV ads. Is that part of the strategy is to get you guys more brand awareness? What's the.. >> We're trying, you know, it's part of our overall brand awareness strategy. What we're trying to do is to help, we're trying to communicate to the world how our customers are being successful using our technology, specifically machine learning and AI. It's one of these things where so many companies want to do it but they say, well, what am I supposed to use it for? And so, you know, one of, if you dumb down what marketing is at AWS, it's inspiring people about what they can run in the cloud with AWS, what use cases they should consider us for, and then we spend a lot of energy giving them the technical education and enablement so they can be successful using our products. At the end of the day, we make money when our customers are successful using our products. >> One of the hot products was SageMaker, we see in that group, AI's gone mainstream. That's a great tail wind for you guys because it kind of encapsulates or kind of doesn't have to get all nerdy about cloud, you know, infrastructure and SAS. AI kind of speaks to many people. It's one of the hottest curriculums and topics in the world. >> Yeah, and with SageMaker, we're trying to address a problem that we see in most of our customers where the everyday developer is not, does not have expertise in machine learning. They want to learn it, so we think that anything we can do to make it easier for every developer to ramp up on machine learning the better. So that's why we came up with SageMaker as a platform to really make all three stages of machine learning easier: getting your data prepared for training, training in optimized models, and then running inference to make the predictions and incorporate that into people's applications. >> One of the themes that's really emerging in this conversation is the need to make sure developers are ready and that your people are skilled up and know what they need to know. How are, how is AWS thinking about the skills gap, and what are you doing to remedy it? >> Yeah, a couple things. I mean, we're really, like a lot of things we do, we'll say what are all the ways we can attack the problem and let's try and help. So, we have free training that we've been creating online. We've been partnering with large online training firms like Udacity and Coursera. We have an ML solutions lab that help companies prototype, we have a pretty significant professional services team, and then we're working with all of out systems integrators partners to build up their machine learning practices. It's a new area for a lot of them and we've been pushing them to add more people so they can help their customers. >> Talk about the conferences, you have re:Invent, the CORE conference, we've been theCUBE there. We've just also covered London, Amazon's Web Services summit, and 22,000 registered, 14,000 showed up. Got huge global reach now. How do you keep up with this? I mean it's a... >> Well we're trying to help our customers keep up with all the technology. I mean, really, we have about, maybe 25 or so of these summits around the world-- usually around two days, several thousand people, free conferences. And what we're trying to do is >> They're free? >> The summits are free and it's like, we introduce so much new technology, new services, deeper functionality within our exiting services, and our customers are very hungry to learn the latest best practices and how they can use these, and so we're trying to be in all the major areas to come in and provide deep educational content to help our customers be more successful. >> And re:Invent's coming around the corner. Any themes there early on, numbers wise? Last year you had, again, record numbers. I mean at some point, is Vegas too small >> Yeah, we had over 50,000 people. We're going to have even more, and we've been expanding to more and more locations around Las Vegas and you know we're going to keep growing. There's a lot of demand. I mean, we want to be able to provide the re:Invent experience for as many people as want to attend. >> What's the biggest skill set, you know the folks graduating this month, my daughter's graduating from Cal Berkeley, and a lot of others are graduating >> Congratulations >> high school. Everyone wants to either jump into some sort of data related field, doesn't have to be computer science, those numbers are up. What's your view of skill sets that are needed right now that weren't in curriculum, or what pieces of curriculum should people be learning to be successful if machine learning continues to grow from helping videos surface to collecting customer data. Machine learning's going to be feeding the AI applications and SAS businesses. >> Yeah, I mean look, you just forget about machine learning, you go to a higher level. There's not enough good developers. I mean, we're in a world now where any enterprise that is going to be successful is going to have their own software developers. They're going to be writing their own software. That's not how the world was 15 years ago. But if you're a large corporation and you're outsourcing your technology, you're going to get disrupted by someone else who does believe in custom software and developers. So the demand for really good software engineers, I mean we deal with all the time, we're hiring. It is always going to outstrip supply. And so, for young people, I would encourage them to start coding and to not be over reliant on the university curriculums, which don't always keep pace with, you know, with the latest trends. >> And you guys got a ton of material online too, you can always go to your site. Okay, on the next question around, as someone figures out, okay, enterprise versus pure SAS, you guys have proven with the Cloud that start ups can grow very fast and then the list goes on: AirBnB, Pinterest, Zoom Communications, disrupting existing big, mature markets by having access to the data. So how do you talk about customers when you say, hey, you know, I want to be like a SAS company, like a consumer company, leverage data, but I've got a lot of stuff on premise. So how do I not make that data constrained? How do you guys feel about that conversation because that seems to be the top conversation here, is you know, it's not to say be consumer, it's consumer-like. Leveraging data, cause if data's not into AI, there's no, AI doesn't work, right? So >> Right >> It can't be constrained by anything. >> Well, you know, you talk to all these companies and at first they don't even know what they don't know in terms of what is that data? And where is it? And what are the pieces that are important? And so, you know, we encourage people to do a good amount of strategy work before they even start to move bits up to the cloud. And of course, then we have a lot of ways we can help them, from our Snowball machines that they can plug in, all the way to our Snowmobile, which is the semi truck that you can drive up to your data center and offload very large amounts of data and drive it over to our data centers. >> One of the things that is trending-- we had Ali from Data Bricks talk about, he absolutely believes a lot of the same philosophies you guys do-- data in the cloud. And one of his arguments was is that there's a lot of data sets in these marketplaces now where you can really leverage other people's data, and we see that on cybersecurity where people are starting to share data, and Cloud is a better model for that than trying to ship drives around, and there's a time for Snowball, I get that, and Snowmobile, the big trucks for large ingestion into the cloud, but the enterprise, this is a new phenomenon. No one really shared a lot in the old days. This is a new dynamic. Talk about that, is it-- >> I mean, sharing, selling, monetizing data. If there's something that is important, there will be a market for it. And I think we're seeing that just the hunger, everything from enterprises to startups, that want more data, whether it's for machine learning to train their models, or it's just to run analytics and compare against their data sets. So I think the commercial opportunity is pretty large. >> I think you're right on that. I think that's a great insight. I mean, no one ever thought about data as a service from our data set standpoint, 'cause data sets feed machine learning. All right, so let's do, give the plug on what's going on with AWS. What's new, what's on your plate, what's notable. I mean I love the NHL, I couldn't resist that plug for you being a hockey fan. But what's new in your world? >> Um, you know, we're, we're in early planning stages on our re:Invent conference, our engineers are hard at work on a lot of new technology that we're going to have ready between now and our re:Invent show. You know, also we're, my team's been doing a lot of work with the sports organizations. We've had some interesting machine learning work with major league baseball. They rolled out this year a new machine learning model to do stolen base predictions. So, you can see on some of the broadcasts, as a runner goes past first base, we'll have a ticker that will show what the probability is that they'll be successful stealing second base if they choose to run. Trying to make a little more entertaining all those scenes we've seen in the past of the pitcher throwing the ball back to first, trying to use AI machine leaning to give a little bit more insight into what's going on. >> And that's the Statcast. Part of that's the Statcast >> That's Statcast, yeah >> And you got anything new coming around that besides that new.. >> Yeah, I think that yeah, major league baseball is hard at work on some new models that I think will be announced fairly soon. >> All right, to wrap up Informatica real quick, an announcement here, news coming I hear. How are you guys working with Informatica in the field? Is there any, can you share more about relationship >> Yeah I mean I think we're going to have an announcement a little bit later today, I mean it's around the subject we've been talking about: making it easier for customers to, you know, be successful moving their data to the Cloud so that they can start to benefit from the agility, the speed and the cost savings of data analytics and machine learning in the Cloud. >> And so when you're working with customers, I mean, because this is the thing about Amazon. It is a famously innovative, cutting edge company, and when you talk about the hunger that you describe, that these customers, isn't it just that they want to be around Amazon and kind of rub shoulders with this really creative, thinking four steps ahead kind of company. I mean how do you let your innovation rub off on these customers? >> I mean there's a couple ways We do, one of the things we've done recently is these innovation workshops. We have this thing we talk about a lot this working backwards process where we force the engineers to write a press release before we'll green light the product because we feel like if you can't clearly articulate the customer benefit, then we probably shouldn't start investing, right? And so we, that's one of the processes that we use to help us innovate better, more effectively and so we've been walk-- we walk customers through this. We have them come, you know there's an international company that I was, part of one of the efforts we did in Palo Alto last year where we had a bunch of their leadership team out for two days of workshops where we worked a bunch of ideas through, through our process. And so we do some of that but the other area is we try and capture area where we think that we've innovated in some interesting way into a service that then customers can use. Like Amazon Connect I think is a good example of it. This is our contact center call routing technology and you know, one of the things Amazon's consumer business is known for is having great customer support, customer service, and they spent a lot of time and energy making sure that calls get routed intelligently to the right people, that you don't sit on hold forever, and so we figure we're probably not the only company that could benefit from that. Kind of like with AWS, when we figure out how to run infrastructure securely and high performance and availability, and so we turn that into a service and it's become a very successful service for us. A lot of companies have similar contact center problems. >> As a customer, I can attest to being on hold a lot. Ariel, thank you so much for coming on theCUBE. It's been great talking to you. >> I appreciate it. Thank you. >> Thanks for coming out, appreciate it. >> I'm Rebecca Knight, for John Furrier. You are watching theCUBE. Stay tuned. (upbeat music)

>>Hey, welcome back and roll here. Live in San Francisco for Amazon web services summit. that's the hashtag. Go on Twitter. Go to crowd chat.net/aws summit. Rolling a special crowd chat document in the conversation. According every tweet in that room, join that community. I'm John furry, the founder's Silicon angle. This is the cube, our flagship program. We go out to the events and extract the signal from the noise. I'm joined my cohost, Jeff Frick filling in for Dave Volante. Uh, Jeff, always hard to fill up with Dave a lot day. Um, who was on those per, it doesn't look good on you. I know you're from California and Ariel Ariel Kelman worldwide marketing lead head of worldwide. Margaret Amazon. Welcome back to the cube. Thanks for having me. You were here last less than that. Reinvent, um, kinda markets itself, the company. I mean, you just tried to features out there on stage and keep on pushing new. What we try and do is lean back and just like the customers' testimonials. Let me come on. >>Yeah, I mean we try and just focusing on educating our customers. About what our services are doing, how customers are using them, which is something they ask for a lot. And then, you know, go pretty light on the marketing. Most technical people don't like to be marketed to and they find our approach quite refreshing. >>And when you're in the lead, you don't need to really worry about too much layer. You've got some meat on the bone, you've got great use cases, you've got great technology and a market leader in cloud and you're forging it a new territory. So there is a new element in the enterprise now coming in where you guys are being attacked. Certainly in the market. Google had some moves this week, as you can see, know IBM is doing HP, Oracle, the list goes on and on. So okay, those guys are kind of putting up the seawall for the big innovation way that you guys have built. The question is will it last? And so there is people really moving quickly to Amazon. The customer uptake is pretty comprehensive. So I'd say it's mainstream. So now as you go to the enterprise, you've got to do some messaging, right? You gotta you gotta have the innovation message. So what is the core opportunity for you there? >>There's a couple of things in the enterprise I think, you know, first of all we're helping people save money. We have organizations like Dow Jones that predict they're going to save over a hundred million dollars essentially by shutting down data centers and moving more of their infrastructure to the cloud. But I think the real interesting part is how we make these companies more innovative that if we can lower the cost of using technology to roll out their new projects, then essentially we take the cost of experimentation and have it almost approach zero. So then now if you want to try something new, the costs of failure aren't so high that they prevent people from sticking their neck out of the line and trying new things. And so we see a lot of these companies are adopting us more heavily. Their culture is changing their employees or are excited about trying things because when they try something out, the cost of failure is a fraction of what it was before because they don't have to buy servers. >>Delta buys all this equipment, get data center space, they can try something quickly. If it works, great, they expand. If not, they don't have to live with all this expense that they tried it out. So it's increasing the pace of innovation and also allowing more people in the company to be able to try new things, involve technology because we're eliminating these gatekeepers where before if you get a project required a lot of money, a lot of infrastructure, think about the committees you have to go, all the justifications. But if anyone could go spin up these resources with self-service, totally changed the dynamics of who can innovate. >>Yeah. I mean the whole try before you buy the puppy dog close as they used to say in the sales tactics is, let me try it before you buy it. Yeah. Shadow it as the, legitimize the fact that for very little cost and collateral damage, as Andy talks about, you can get something up and running pretty quickly. So the old I, that'll never work. Comment. That's a killer phrase of innovation gets eliminated because, no, no, no, I already tried it. Here's the numbers. Is that, is that a big part of it too? >>I'm a little bit, I mean it's almost like we need a new term there. There's, you know, people talk about shadow it and what we typically see is that once you give the CIO the keys to the cloud infrastructure and you set up a governance approach where you can decide what people can do, how much money they can spend, what things they can try. Um, then you get the best of both worlds. You still have a vetted platform from a security perspective. You have governance controls and sure people doing the right thing, but then it doesn't have to say, no, sorry, you've got to wait in line. You got to wait till next year. Um, so that is the new model that we're seeing where you're seeing developers distributed across the organization and smaller official it departments, but more people doing it stuff in the company because everyone can have access to infrastructure when they go big on cloud, especially with AWS. >>And are they getting it? Are the corporate it guys getting it that this is a good thing for them and they can leverage this to actually add more value in the company and enable more at the end of the day. More ideas. Yeah, absolutely. The companies that we talked to, look, they've got a lot of questions. If you're a big organization, you want to know if we can meet your security requirements, your compliance requirements. Can you run a sends Alaska? Well look, we want to do two things. We want to run the software the last 20 years in the cloud. Can you help us with that? And then we want to build these new cloud native applications so we can be as agile and efficient as some of these new internet startups that now we're competing with. And so we spent a lot of time with them to talk through what it should do first, how I should think about it, what apps make sense to run on us and, and you know, more importantly with the sequences, which lady first us should ask us. Like we want to go, we've, we've played around, we've tested, we've had lots of developers using this for years, but now we want to go big. I having a material percentage of our infrastructure in the cloud so we can fundamentally change how it adds value to the business. And like those are the conversations we love having the customers. >>I want to ask you about just to show by, just to get, check this out. Check the box on the interview here because I want to make sure people can understand Amazon. Reinvent your mega show. That's your global conference. And why don't you explain, explain, reinvent versus the, >>sure. So the AWS summits, um, it's our three one day event, uh, that we do maybe like 14, 15 around the world. It's two purposes. One for people that are new to AWS, they can come in one day, get an overview of what it's about, how to use it and get inspired on what they can do with it. And then for our existing customers who are having users, they get an update on what's new, which may sound kind of tactical, but we released them, you gotta do stuff right. And so that's of my biggest challenge is how do we make sure that people know what all the new stuff is. They come here for one day, go to our keynote, go to a bunch of breakout sessions, do some training, and they get ramped up on everything we've done in the past year. Speaking of it, so we had you on last year and we were here. >>So what's been the big change from 2013 to 2014? I mean, we've had a lot of new services that we've released. We're going to new areas and think about Amazon workspaces. It's more of an it business application, right? Um, what you saw our demo today wasn't people coding. It was someone actually as an end user using, um, a virtual desktop on their iPad, on their computer. And so different types of applications, but we're, we're still going after that same goal, which is to allow these enterprise it organizations to take advantage of the cloud with more workloads. Essentially the larger percentage of their projects that they're doing that we can help them with, the happier they are with the relationship and the test, the test dev conversation seems to have simmer down quite a bit where it seemed like last year that was, and that was everybody's kind of testing waters. >>That's where you had initial traction, the initial shadowing it and that, that seems to really have dying down. And I mean, I think it's kind of gone mainstream or whatever is past mainstream where, you know, if you're a big SAP shop and your developers don't have their own SAP development environments, you're kinda, you're behind the curve. Same for Oracle, for SharePoint, if that's the new standard. Um, and so people don't talk about as much because they're already doing it. Right. It's, it's a, you know, the idea of well, you know, what are the big bets, um, you know, what should we use it for next? Should I do big data analytics using, um, like our Redshift product or should they build new high-scale web applications? Should this be my mobile infrastructure? That's where more of the conversation is coming on. Now >>Eric, I want to ask you about marketing and kind of one-on-one, you know, take me through the business school level marketing relative to your vision of Amazon and how the company's operating. I see Andy sets the tone up on stage, very customer centric. We hear all the people on Amazon talk about, Hey, we listened to the customer. They said they're tight on the messaging, they're really tight on the messaging. But you know, you starting to see, you know, tweets on the wild emerge. Like the new strategy for Amazon is price reduction as a service. And you know, it's like, so you seeing these messages come out. So is that, is that your plan to message just the price reduction to show the continuous improvement in terms of cost reductions and improvements in innovation and capability and just kind of be humble. >>So what, what our market organization is trying to do is to educate our customers in the easiest, most scalable way about what our services do, what are the best practices, how could they can use them and how they can save money near site. Andy talked about it a little bit earlier. We want our customers to feel like they're spending the least amount of money they need with us cause we want a longterm relationship and a price reductions. I mean it's probably one of the top three or four most boring parts of marketing AWS because every service team is trying to relentlessly take costs out of uh, their services. And when they get to a certain point, we pass those cost savings along to customers. It's kind of like clockwork two of them. Is that an internal metric for you guys? You guys all under pressure or mandated? >>That's just the DNA of the company. Let's get the cost out. Let's strap, distract away, cost and complexity. There's some bragging rights, little competition between the teams. How many price reductions have you done? I mean, it's a sign that they're being efficient and that they're making customers happy. It's a great metric. Price reduction and also feature increase. So again, now with flash, you start to see some new stuff hit the table. Yeah, that's part of the plan, right? Price reductions and more functioning. I mean the most, one of the most important parts of our overall strategy is to constantly innovate both on building new services, let people run more things in the cloud, but then also adding new functionality based on feedback we get from our customers. We'd like to release services relatively early versus sitting in an ivory tower trying to figure out what the perfect feature set is. >>We'll get this out early. Uh, get feedback from customers because you know, we're often surprised what people do with these services and uh, you know, they take on a life of their own. But ultimately that's how we get the best. You guys are like, you guys are like the big gorilla in the industry, but I was talking to someone last night at a VIP event, San Francisco, all these CEO of venture capitalists, Oh, Amazon, they loaded with money. You know, I'm like guys, they're like a lean startup. So that's pretty much the case. We've validated in talking to some folks, you guys are like a startup. I mean you're huge, you got great resources, but it's not like you're like Swoon and money thrown it around. You guys are very tight on budgets. You don't like just throwing around money. If you want to know about Amazon's culture, just type into Google, Amazon leadership principles. >>And there's about a, is it about a dozen or so core values? One of them is frugality. It's kind of, you know, part of how we operate the company and believe in what it means is that we only spend money on things that are useful to our customers. And that's a real good grounding. And then you see, we don't have 80 foot tall posters of our products or our executives here. You know, we spend the time on computers for people to do training and when we're planning events, we want to have everything focused on stuff that's useful to customers. We build the service too. We try and be relentless and driving cost out of our suppliers so we can pass on those costs and these customers. And it's just, you know, when you, um, when you operate a frugal fashion where you really think about costs, you end up being scrappy or, and you end up innovating more, it sends a good signal to your customer base because it's like a probably a laundry list of things that you guys have laid out then you still need to do and do innovate. >>Yes, exactly. If you wasting money on, you know, weirdness people that say, Hey, we didn't, why aren't they spending that energy on building new stuff? Exactly. Like we didn't 10 Howard street and close off the road to have a rock concert held companies. I mean, we have our crowd chat. Have you've seen that? We built that all on Amazon would not be possible without it. We hear testimony and testimonial customers saying, Hey, Amazon would have been 15 people minimum just to actually manage the gear on an offside without avatars. So yeah, it's just pretty massive. So, so with that, I got to ask you, the marketing question is how do you roll up all that Goodwill, Tony, when this great, great case study data you have? I mean referenceability it's not about, I mean, the number one marketing strategy we have is let our customers do the marketing for us. >>So I mean, part of why we do these events is to let our customers and people who are not customers yet interact with each other. And even when we have a reception and one of the best marketing strategies, if you have a product that people like is you combined your customers, your prospects and alcohol, and then they, you let them talk, right? You haven't asked questions. And that's how you get the relevant. Like, okay, you don't wanna believe our salespeople talk to our customers and really get a sense of what's going on. All right, there's too much smoke and mirrors. But these old guard hardware and software companies for much more open, much more transparent, um, because we believe in our, in our products and they're available for anyone. Anytime. It's almost like it's not even worth making up things that aren't true because anyone in the world can evaluate any of our services anytime they want. >>It's almost boringly boringly good. And you hear Andy talking about, well we did this for that. We did definitely, it was like a laundry list. I was listening to the keynote. I'm like, okay, he's going to stop now. Yeah, no, I'm just like, it's more and more just dropping, dropping more and more feature releases. Um, so obviously you guys are shipping more product. You reducing the prices for shipping. I mean, pushing on services. Yeah. You push code in the cloud, we can create a box for you. You can ship that ship means, you know, Sam sends send to the cloud. But that's the dev ops culture that DevOps culture is to be scrappy but think differently. So you guys are thinking differently. Like I gotta ask you, how do you thinking differently because it's clear and ecosystems developing around me and that's something that you do have to nurture. >>You have to invest in this community and you're helping them as business partners now, not just customers. Your customer base now spans the partners. Yeah. Have you balanced it? Still? Same philosophy. What tweaks if you've made your job and an organization based upon the tsunami of an ecosystem growth. I mean our customer ecosystem is really important to our strategy and to our customers. The way we think about it as a um, cloud's new and people are gonna need help. So from consulting firms, systems integrators, managed service providers, which is a really fast growing space. We want to make sure that when our customers want to bet big on AWS, there are those trusted people with certified engineers who can help them either in the short term or longterm basis. And then on the technology partner ISV side, we spent a lot of time making sure that we work collaboratively with these companies to pre sort of certify these applications to run on AWS. >>And then we create pre configured versions of them that run in our marketplace where our customers can browse through a catalog of software pre-configured or run in AWS. They can install with one click of the button and then it just shows up on their AWS bill. So we're trying to make it a lot easier for people to use a lot of these partners technology. And you know what, we're not going to come out with everything. You know, we'd like the creativity of our partners. The customers like to know if they, if they bet on AWS and they say, huh, you know, I wonder if you know, there's some good no SQL databases that run on AWS. Oh there's Mongo, there's Cassandra and whatever space you pick, there may be something we offer and there may be four or five other solutions from our partners. We love that choice because that's what customers ask us. Well, >>congratulations on all your success now. And my final question for you is really probably the hardest question and you can answer it or not answer it. Um, obviously the competitive landscape has significantly increased the heat in the kitchen around you guys for a while you were uncontested. Yes. Some people kind of pick an ankle biting around Amazon's, you know, leadership. But now you've got some pretty big players. IBM, HP, Oracle, Google, EMC, pivotal, VMware gunning, Rackspace, trickles, OpenStack, all of those kind of going around and no, you don't focus on competition and you focus on the customer. We've heard that before, but like you gotta think about that. That's going to put some pressure. How is that affecting you guys? I see you're mindful of it. Are you guys doing anything different to address it? >>I've never seen a market before where it wasn't healthy for both the leader and for the customers to have competition. And we've always expected this to be a market that would have multiple vendors. We look at our, every other technology, a space that was new and became large. There's multiple vendors and it, you know, it enhances innovation, keeps people honest. It's a good thing. >>So the final question then is what will you tell the folks out there who are watching? Is Amazon enterprise ready, um, what's going on right now? This event, you get the big announcements, give them a recap of what you guys did today and comment on the, on the Amazon is enterprise ready or the enterprise may be ready, not ready for the Amazon. So how do you respond to all that FID out? >>Yeah, I mean that was a question people asked a lot about us in the enterprise three, four years ago. I think we've invested a pretty big deal of our R and D over the past four or five years on just maniacally going through all these enterprise features. I mean, if you look at Gartner's magic quadrant for infrastructure and service, which is 100% designed for enterprise decision makers, we're, we're the faraway leader. Uh, and um, you know, we Mark off their checklist pretty well. And I think that's one of the reasons why we're really becoming the safe choice for it managers and large organizations, large enterprises, large government agencies. Um, I mean, my biggest point of advice is to take a look at our website and we're constantly coming out with new services. And if you haven't looked at this recently, I bet you're going to go there and find some things that you didn't know. Randomness and you'll get some ideas about new projects, new workloads that you can run in the cloud. >>Okay. Final word on re-invent to now. Three major things were announced Canisius app stream and workspaces. Are you happy with what's happened since then and now? It gives a quick guys a feeling of >>yeah, I mean the, the uh, we did a private beta for all three of them. We had a lot of participation. Uh, we showed in the keynote some of the real creative applications people are building with app stream where they're streaming very graphically intensive applications out to a variety of devices. Really making it easier for developers, workspaces, the interest. I've never seen a product like this before. Um, where the customer is in the private beta are just so excited about giving us some features, talk about how we can make it better. Um, tons of, tons of energy, tons of excitement. And Canisius is one of these things where, you know, we didn't know what to expect. I mean it's, it's a, a, a realtime analytics service to ingest massive amounts of data and you can build all kinds of apps on top of it. And I think, uh, one of the things we talked about today, uh, was a gaming company. Supersolid makes classic plans to take all the click stream and usage data of their application to figure all these intelligent endgame offers and how to make their games more efficient and more fun. And uh, that's the best part is when we can come out with technology that is pretty broad and can be used for a lot of things. And then we let customers be creative and we can see what they do. >>Then they do Italia. Luckily they generally anymore, right there you'll come and you actually have the hardest and easiest job in the world kind of at the same time. One is you just have great customers. You have the sizzle and the steak, as we say, meat on the bone. Um, great product mix. You guys introducing that stuff here, prices dropping and functionality increasing and innovation having the same time. It's actually quite an amazing thing. So we're really impressed. Again, we're happy customer with Bouchut that's coming on the cube. Again, appreciate it for having me. This is the cube. This is what we do. We go out to the events, we go where the action is, and the action is at Amazon web services summit in San Francisco. This is the cube. We'll be right back with our next guest after this short break.

>>we're back. >>This is Dave Volante. I'm with Wiki bond dot Oregon. This is Silicon angle's the cube where we extract the signal from the noise. We go into the events, we're bringing you the best guests that we can find. And we're here at the AWS summit. Amazon is taking the cloud world by storm. He was on, invented the cloud in 2006. They've popularized it very popular of course with developers. Everybody knows that story. Uh, Amazon appealing to the web startups, but what's most impressive is the degree to which Amazon is beginning to enter the enterprise markets. I'm here with my cohost Jeff Frick and Jeff, we heard Andy Jassy this morning just laying out the sort of marketing messaging and progress and strategies of AWS. One of the things that was most impressive was the pace at which they put forth innovations. We talked about that earlier, but also the pace at which they proactively reduce prices. Uh, that's different than what you'd see in the normal sort of enterprise space. Talk about that a little bit. >>Yeah. Again, I think it really speaks to their strategy to lock up the customer. It's really a lifetime value of the customer and making sure that they don't have a really an opportunity or a reason to go anywhere else. So as we discussed a little bit earlier, they leverage, you know, kind of the pure hardware economics of, of decreasing a computing power, decreasing storage, decreasing bandwidth, but then they also get all the benefits of scale. And I think what's in one of the interesting things that Andy talked about and kind of his six key messages was that it's actually cheaper to rent from them because of the scale than it is to buy yourself. And I know that's a pretty common knock between kind of a build or buy, um, kind of process you go through and usually you would think renting at some scale becomes less economical than if you just did it yourself. But because their scale is so massive because of the flexibility that you can bring, uh, computing resources to bear based on what you're trying to accomplish really kind of breaks down the, uh, the old age old thought that, you know, at scale we need to do it ourselves. >>Well, and that's the premise. Um, I think, and, uh, let's Brits break down a little bit about that, that analysis and, and Andy's keynote. So he put forth some data from IDC which showed that, uh, the Amazon cloud is cheaper than the, uh, a, a so-called private cloud or an in house on premise installation. You know, I certainly, there's, it's, it's a, it's an, it's depends, right? It really depends on the workload. That's somewhat of an apples to orange is going on here and the types of workloads that are going down in the AWS cloud, granted he's right and that they're running Oracle, they're running SAP, but the real mission critical workloads, what he calls mission critical aren't the same as what, you know, Citi would call mission critical. Right? So to replicate that level of mission criticality, uh, would probably almost most certainly be more expensive rental versus owning the real Achilles heel of, of, of any cloud, not just Amazon. >>Cloud really is getting data out. Um, moving data, right? Amazon's going to charge you not to get data in. They're gonna charge you to store it there to exercise, you know, compute. Uh, and then, but they're also gonna charge it if you wanted to take it out. That's expensive. The bandwidth costs and the extrication costs are expensive. Uh, the other issue with cloud again is data movement. It takes a long time to move a terabyte, let alone multiple terabytes. So those are sort of the two sort of Achilles heels of, of cloud. But that's not specific to Amazon's cloud. That's any cloud. Yeah. So we've got a great lineup today. Um, let's see. We've got Ariel Kelman coming on, uh, and I believe he's in the house. So we're going to take a quick break. Quick break. Right now we right back with Ariel Kelman, who's the head of marketing at AWS. Keep right there. This is the cube right back. >>we lift out all the programs out there and identified a gap in tech news coverage. Those shows are just the tip of the iceberg and we're here for the deep dive, the market beg for our program to fill that void. We're not just touting off headlines. We also want to analyze the big picture and ask the questions that no one else is asking. We work with analysts who know the industry from the inside out. So what do you think was the source of this missing? So you mentioned briefly there are, that's the case then why does the world need another song? We're creating a fundamental change in news coverage, laying the foundation and setting the standard, and this is just the beginning. We looked on all the programs out there and identified a gap in tech news coverage. There are plenty of tech shows that provide new gadgets and talk about the latest in gaming, but those shows aren't just the tip of the iceberg. And we're here for the deep dive. >>Okay, >>Dave Olanta. I'm with Wiki bond.org and this is Silicon angle's the cube where we extract signal from the noise. We bring you the best guest that we can find. We go into events like ESPN goes into sporting events, we go into tech events, we find the tech athletes and bring to you their knowledge and share with you our community. We're here at Moscone in San Francisco at the AWS summit. We're here with Arielle Kellman who's the head of worldwide marketing for AWS. Arielle, welcome to the cube. Thanks for having me, Dave. Yeah, our pleasure. I really appreciate you guys having us here. Great venue. Uh, let's see. What's the numbers? It looks like you know, many, many thousands, well over 5,000 people here by four or 5,000 people here. We're doing a about a dozen of these around the world, one to 4,000 people to help educate our customers about all the new things we're doing, all the new partners that are available to help them thrive in the AWS cloud. >>It's mind boggling the amount of stuff that you guys are doing. We just heard NG Jesse's keynote, for those of you who saw Andy's keynote at reinvent, a lot of similar themes with some, some new stuff in there, but one of the most impressive, he said, he said, other than security, one of the things that we're most proud of is the pace at which we introduce new services. And he talked about this fly wheel effect. Can you talk about that a little bit? Sure. Well, there's kind of two different things going on. The pace of innovation is we're really trying to be nimble and customer centric and ultimately we're trying to give our customers a complete set of services to run virtually any workload in the cloud. So you see us expanding a broader would additional services. And then as we get feedback we add more and more features. >>Yeah. So we're obviously seeing a big enterprise push. Uh, Andy was, was very, I thought, politically correct. He said, look, there's one model which is to keep charging people as much as you possibly can. And then there's our model, which is we proactively cut prices and we passed that on to customers. Um, and, and he also stressed that that's not something that's not a gimmick. It's not a sort of a onetime thing. Can you talk about that in terms of your philosophy and your DNA? It's just our philosophy. It's actually a lot less dramatic than is often portrayed in the press. Just the way we look at things as we're constantly trying to drive efficiencies out of our operations. And as we lower our cost structure, we have a choice. We can either pocket those savings as extra margin or we can pass those savings along to our customers in the form of lower prices. >>And we feel that the ladder is the approach that customers like and we want to make our customers happy. So this event, uh, we were talking off camera, you said you've been doing these now for about two years. You do re-invent once a year. That's your big conference out in Vegas and it's a very, very large event, very well attended. And you do these regionally and in and around the world, right. Talk about that a little bit. We do about a dozen of these a year. Um, we did, uh, New York a couple of weeks ago, London, Australia and Sydney. I'm going to go to India and Tokyo, really about a dozen cities in the world and it's a little tactic. I'm not going to beat all of them, but you know, the focus is to really, uh, deliver educational content. Uh, we'll do about maybe 12 to 16 technical breakout sessions all for free, uh, for, for customers and people who want to learn about AWS for the first time. >>And the, and the audience here is largely practitioners and partners, right? Can it talk about the makeup a little bit? Sure. It's a pretty diverse set of people. Um, we have a technical executives like CEOs and architects and we have lots of developers and then lots of people from our, our partner ecosystem of integrators wanting to, um, you know, brush up on the latest technologies and skills and a lot of people who just want to learn about the cloud and learn about AWS. I think there are a lot of misconceptions about AWS and I'd like to just tackle some of those with you if I may. So let me just sort of, let's list them off and you can respond. Yeah, we'll let our audience to sort of decide. So the first is that AWS has only tested dev workloads. Can you talk about that a little bit? >>Sure. Um, well test and dev local workloads are very popular. We saw, we covered that in the keynote. Um, and it's often a place where it organizations will start out with AWS, but it is by no means the most popular or most dominant workload. We have a lot of people migrating, uh, enterprise apps to the cloud. Um, if you look at, uh, in New York, uh, in our summit we talked about Bristol Myers Squibb, uh, running all of their, um, clinical trial simulations and reducing the amount of time it takes to run a simulation by 98%. Uh, if people are running Oracle, SharePoint, SAP, pretty much any workload in the cloud. And then another popular use is building brand new applications, uh, for the cloud. You can miss, some people call them cloud native applications. A good example is the Washington post who built an app called the social reader that delivers their content to Facebook and now as more people viewing their content, their than with their print magazines and they just couldn't have done that, uh, on premises. >>So, uh, the other one I want to talk about, we're going to do some serious double clicking on security so we don't have to go crazy on it, but, but there's a sort of common perception that the cloud is not secure. What do you guys say about that? Yeah, so, um, really our number one priority is security. You're looking at a security, operational performance, uh, and then our pace of innovation. But with security, um, what we want to do is to give enterprises everything they need to understand how our security works and to evaluate it and how it meets with their requirements for their projects. So it really all starts with our, our physical security, um, our network security, the access of our people. They're all the similar types of technologies that our customers are familiar with. And then they also tend to look at all the certifications and accreditations, SAS 70 type two SOC one SIS trust. >>I ATAR for our government customers. And then I think it was something a lot of people don't understand is how much work we've put into the security features. It's not just is the cloud secure, but can I interact and integrate, uh, your security functionality with all of my existing systems so we can integrate with people's identity and access systems. You could have a private dedicated connection from your enterprise to AWS with direct connect to, I really encourage anyone who has interest in digging into our security features to go to the security center and our website. It's got tons of information. So I'm putting on the spot. Um, what percent of data centers in the world have security that are, that is as good or better than AWS. It'd be an interesting thing for us to do a survey on. But if you think about security at the infrastructure layer down is what we take care of. >>Now when you build your application, you can build a secure app or non-secure app. So the customer has some responsibility there. But in terms of that cloud infrastructure, um, for a vast majority of our customers, they're getting a pretty substantial upgrade in their security. And here's something to think about is that, um, we run a multitenant service, so we have lots and lots of customers sharing that infrastructure and we get feedback from some of the most security conscious companies in the world and government agencies. So when our customers are giving us a enhancement request, and let's say it is, uh, an oil company like shell or financial services company like NASDAQ, and we implement that improvement because there's always new requirements. We implement that all of our hundreds of thousands of customers get those improvements. So it's very hard for a lot of companies to match that internally, to stay up to speed with all the latest, um, requirements that people need. >>Yeah. Okay. So, uh, and you touched on this as well as the compliance piece of it, but when you think of things like, like HIPAA compliance for example, I think a lot of people don't realize that you guys are a lead in that regard. Can you talk about that a little bit more? Yeah. So, uh, we have a lot of customers running HIPAA compliant, uh, workloads. Um, there's, there's one company or the, the Schumacher group, which does emergency room staffing out of Lafayette, Louisiana. And we, companies like that are going through the process. They have to follow their internal compliance guidelines for implementing a HIPAA compliant plan app. It's actually, it's more about how you implement and manage the application than the infrastructure, which is part of it. But we, we satisfy that for our customers. Let's talk a little bit about SLA. That didn't come up at least today in Andy's keynote, but it didn't reinvent and he made a statement at reinvent. >>He said, we've never lost a piece of business because of SLS. And that caught my attention and I said, okay, interesting. Um, talk about, uh, the criticisms of the SLA. So a lot of people say, wow, SLA, not just of Amazon's cloud, but any public cloud. I mean, SLA is a really a, in essence, a, an indication of the risk that you're able to take and willing to take. What are your customers tell you about SLS? The first thing is we don't hear a lot of questions about SLS from our customers. Some customers, it's very important that we have SLA is for most of our services, but what they're usually judging us on is the operational track record that we provide and doing testing and seeing how we operate and how we perform. Uh, and, uh, we had an analyst from IDC recently do a survey of a bunch of our customers and they found that on average the average app that runs on AWS had 80% less downtime than similar apps that are running on premises. >>So we have a lot of anecdotal evidence to suggest that our customers are seeing a reliability improvement by migrating their apps to AWS. You're saying don't judge us on the paper, judge us on our actual activities in production and in the field. Typically what most of our customers are asking for is they want to dig into the actual operational features and, and a track record. Now the other thing I want to address is the so called, you know, uh, uh, exit tax, right? It's no charge to get my data in there. I keep my data in there. You, you, you charged me for storing it for exercise and compute activity, but it's expensive to get it out. Um, how do you address that criticism? Well, our pricing is different for every service and we really model it around our customers to both really to really satisfy a broad set of use cases. >>So one example I think you may be talking about is I would Amazon glacier archive service, which is one penny per gigabyte per month. And for an archive service, we figured that most people want to keep their data in there for a long period of time so that we want to make it as cheap as possible for people to put it in. And if you actually needed to pull it out, the reason is because you may have had some disaster or you accidentally deleted something and that you are going to be, uh, you're going to be retrieving data on a far less frequent basis. So on an overall basis for most customers it makes sense that we could have done is made the retrieval costs lower and then made the storage costs higher. But the feedback we got from customers is, you know, archiving a majority of customers may never even retrieve that data at all. >>So it ended up being cheaper for a vast majority of our customers. I mean that's the point of glacier. If you put it there, you kind of hope you never have to go back and get it. Um, the other thing I wanted to ask you about is some of the innovations that we've seen lately in the industry, like a red shift, right? The data warehouse, you mentioned glacier. It was interesting. Andy said that glacier is the fastest growing service in terms of customers. Red shift was the fastest growing service, I guess overall at NAWS. So Redshift is an interesting move for you guys. Uh, that whole big data and analytics space. What if you could talk about that a little bit? If you talk to it, executives in the enterprise and even startups now, they have to analyze lots of data. Building a big data warehouse is, is one of the best examples of how much the pain of hardware and software infrastructure gets in the way of people. >>And there's also a gatekeeping aspect to it. If you're working in a big company and you want to run, you have a question and a hypothesis, you want to run queries against terabytes and petabytes of data, you pretty often have to go and ask for permission. Can I borrow some time from the data warehouse? No, no, no, no. You're not as important. Well, what are customers going to go, Hey, I'm going to go load the data, load a petabyte of data, run a bunch of analysis, and shut it down and only pay for a few hours. So it's not just about making a cheaper, it's about making use of technology possible where it was just not possible in feasible and cost prohibited before. Yeah, so that's an important point. I mean, it's not, it's not just about sort of moving workloads to the cloud, you know, the old saying a my mess for less. >>It's about enabling new business processes and new procedures and deeper business integration. Um, can you talk about that a little bit more? Add a little color to that notion of adding value beyond just moving workloads out of, you know, on premise into the cloud to cut costs, cut op ex, but enabling new business capabilities. When you remove the infrastructure burden between your ideas and what you want to do, you enable new things to be possible. I think innovation is a big aspect of this where if you think about if you reduce the cost of failure for technology projects so much that approaches zero, you change the whole risk taking culture in a company and more people can try out new ideas and companies can Greenlight more ideas because if they fail it doesn't cost you that much. You haven't built up all this infrastructure. So if you have more ideas that are, that are cultivated, you end up with more innovation. >>Whereas before people are too afraid to try new things. So I'm a reader of of Jeffrey's a annual letters. I mean I think they're great. They're Warren buffet like in that regard. One of the exact emphasizes, you know this year was the customer focus. You guys are a customer focused organization, not a competitive focused organization. And again, you got to recognize that both models can work, right? Can you talk about that a little bit? Just the church of the culture. Yeah, I mean when, you know, starts out with how we build our products. Anyone who has a new idea for a product, first thing they got to do is write the press release. So what our customers are going to see is it valuable to them. And then we get come get products out quickly and then we iterate with customers. We don't spend five years building the first version of something. >>We get it out quickly. Uh, sort of the, the, the lean startup, if you heard of the minimum viable product approach, get it out there and get feedback from customers. Uh, and iterate. We don't spend a lot of time looking at what our competitors are doing cause they're not the ones that pay our bill. They're not the ones that can hire and fire us. It's the customers. So I'm you've seen this thing come, you know, quite a ways. I mean, you were at Salesforce, right? Um, which I guess started at all in 99. You could sell that, look at that as the modern cloud sort of movement was, wasn't called cloud. And then you guys in 2006 actually announced what we now know is, you know, the cloud, where are we in terms of, you know, the cloud, you know, what ending is it? To use the sports analogy, I don't know what ending is it, but you know, it's an amazing time where there's such a massive amount of momentum of adoption of the cloud from every type of company, every type of government agency. >>But yet still, when you look at the percentage of it spend or you go talk to a large company and you say, even with all these projects, what percentage of your total projects, there's still tremendous growth ahead of us. Yeah. So, um, there's always that conversation about the pie charts. 70% of our, our effort is spent on keeping the lights on. 30% is spent on, on innovation. And I don't know where that number came from but, but I think generally anecdotally it feels about right. Um, talk about that shift. Yeah. Well I mean your customer base, you talk to any CIO, they don't like the idea of having 80% of their staff and budget being focused on keeping the lights on and the infrastructure would they like to do is to really shift the mix of what people are working on within their organization. It's not about getting rid of it, it's about giving it tools so that every ounce of effort they're doing is geared towards delivering things to the business. >>And that, that, that's what gets CIO is excited about the cloud is really shifting that and having a majority of their people building and iterating with their end users and with their customers. So we talked about the competition a little bit. I want to ask you a question in general, general terms, you guys have laid out sort of the playbook and there's a lot more coming. We know that, uh, but you know this industry quite well. You know, it's very competitive. People S people see what leaders are doing and they all sort of go after it. Why do you feel confident that AWS will be able to maintain its lead and Kennedy even extend its lead in why? Well, there's a couple things that we sort of suggest for customers to look at. I think first of all is the track record and experience of when you're looking at a cloud provider, have they been in this business for a long time? >>Do they have a services mentality where they've had customers trust them for their, for applications that really they trust their business on? Um, and then I think secondly, is there a commitment to innovation? Is there a pace of new features and new technologies as requirements change? And I think the other, the other piece that our customers really give us a lot of feedback on is that they can count on us Lauren prices, they can count on a real partnership as we get better at this and we're always learning as we get better and we reduce our cost structure, they're going to get to benefit and lower their costs as well. So I think those are kind of big things. The other thing is, is the customer ecosystem I think is a big part of it where, um, you know, this is technology. Uh, people need advice, they need, uh, best practices. >>They often need help. And I'm in a kind of analogy I make is if I have a problem with my phone, with my iPhone, I can probably close my eyes and throw it, I'm going to hit someone who also has an iPhone. I can ask them for help. Well, if you're a startup in San Francisco or London or if you're an enterprise in New York or Sydney, odds are that your colleagues, if they're doing cloud, they're doing it with AWS and you have a lot of people to help you out. A lot of people to share best practices with. And that's a subtle but important point is as, as industry participants begin to aggregate within your cloud, there's a data angle there, right? Because there's data that potentially those organizations could share if they so choose to a, that is a, that is a value. And as you say, the best practice sharing as well. >>I have two last questions for you. Sure. First is, is what gets you excited in this whole field? I think it's like seeing what customers are doing. I mean, that's the cool thing about, uh, offering cloud infrastructure is that anything is possible. Like we met Ryan, uh, who spoke from atomic fiction. These guys are the world's first digital effects agency that's 100% in the cloud. And to see that they made a movie and all the effects like the Robertson mech, his flight film without owning a single server, um, it's just, it's amazing. And to see what these guys can do, how happy they are to have a group of 30, 40 artists that, um, can say yes when the director says I want it to do differently. I want to add, go from 150 to 300 shots and to see how happy and excited they are. >>I mean that, that's what motivates me. Yeah. Okay. And then my last question, Ariel, is, um, you know, what keeps you up at night? What worries you? Well, I think, you know, the most important thing that we can't forget is to really keep our fingers on the pulse of the customers and what they want, and also helping them to figure out what they want next. Because if we don't keep moving, then we're not going to keep pace with what the customers want to use the cloud for. All right, Ariel Kelman thanks very much. Congratulations on the Mason's progress and we'll be watching and, and really appreciate, again, you having us here. Appreciate your time coming on. Good luck with the rest of the tour. I hope you don't have to do every city. It sounds like you don't, but, uh, but if it sounds like you've enjoyed them, so, uh, congratulations again. Great. All right. This is Dave Milan to keep it right there. This is the cube. We'll be back with our next guest right after this word.