>> Announcer: From around the globe, it's theCUBE! With digital coverage of Actifio Data Driven 2020. Brought to you by Actifio. >> We're back, This is theCUBE's coverage, our ongoing coverage of Actifio's Data Driven, of course we've gone virtual this year. Ash Ashutosh is here, he's the founder, president, and CEO of Actifio. Ash, great to see you again. >> Likewise, Dave, always, always good to see you. >> We were at a little meetup, you and I, in Boston, I always enjoy our conversations. Little did we know that a few months later, we'd only be talking at this type of distance, and of course, it's sad, I mean, Data Driven is one of our favorite events, it's intimate, it's customer content-driven. The theme this year is, you call it the next normal. Some people call it the new abnormal. The next normal, what's that all about? >> I think it's pretty fascinating to see, when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while, we all scrambled around, trying to figure out, how do you react to this one? And everybody reacted very differently, but most people had this tendency to think that this is going to be a pretty brutal environment with lots of unknown variables, and it is important for us to try to figure out how to get our hands around this. By the time we came around about six weeks into that, almost all of us have figured out, this is not something you fight against, this is not something you wait for it to go away, but this is one that you figure out how to live it, and you figure out how to work around it. And that, we believe, is the next normal. It's not about trying to create a new abnormal, it's not about creating a new normal, but it's truly one that basically says "There is a path forward, there's a way to create this next normal," and you just figure out how to live with the environment we have, and phenomenal outcomes of companies that have done remarkably well, as a result of these actions, Actifio being one of them. >> It's quite amazing, isn't it, I mean, I've talked to a lot of tech companies, CEOs, and their customers, and it's almost like, the first reaction was of course they cared about their employees and their broader families. Number one, number two was, many companies, as you know, saw a tailwind, and initially didn't want to be seen as ambulance chasing, and then of course the entrepreneurial spirit kicked in, and they said, "Okay, hey, "we can only control what we can control." And tech companies in particular have just done exceedingly well. I mean, I don't think anybody really predicted that early on. >> Yeah. I think at the heart we are all human beings and the first reaction was to take care of, four constituencies, right? One, take care of your family, take care of your community, take care of your employees, take care of your customers. And that was the hardest part. The first four to six weeks was to figure out how do you do each of those four. Once you figured that part out, or you figured out ways to get around to making sure you can take care of those, you really found the next normal. You really started figuring out how to continue to innovate, continue to support each of those four constituencies, and people have done different things. I know it's amazing how CUBE continues to operate. As far as a user is concerned, they're all watching remote. Yes, we don't have the wonderful desk and we all get to chat and look in the eye. But the content, the message is as powerful as what it was a few months ago. So I'm sure this is how we're all going to figure out how to make through. There's a new next normal. >> Yeah, and digital transformation kind of went from push to pull, I mean every conference you'd go to, they'd say, "Well, look at Uber, look at Airbnb," and they put up the examples. "You have to do this too." And then all of a sudden the industry dragged you along. So I'm curious as to how, and I guess the other point there is digital means data. We've said that many, many times, if you didn't have a digital strategy during the height of the lockdown, you couldn't transact business and still many restaurants are still trying to figure this out, but so how did it affect you and your customers? >> Yeah, it's really interesting. And we spend a lot of time with several of our customers who are managing some of the largest IT organizations. And we talk about a very interesting phenomenon that happened somewhere beginning of this year, about 20 years ago, we used to worry about this thing called the digital divide. Those who have access to the network and internet, and those who don't. And now there is this data divide, the divide between organizations that know how to leverage, exploit, and absolutely accelerate the business using data, and those who don't. And I think we're seeing this effect show very clearly among organizations that are able to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples of the likes of people who are doing delivery. People who are doing E-tailing, but there are so many little things, you're seeing organizations, and just the other day, we had a video from Sentry Data Systems, which is helping accelerate COVID-19 research because you're able to get copies of the data faster, they're able to get access to data, to their researchers much, much faster, sometimes from several days to a few minutes. It's that level of effect, it's not just down to some subtle, you know, you almost think of it as nice to have, but it's must have life threatening stuff, essential stuff, or just addressing today, I was reading a wonderful article about this supercomputer and that's doing analysis of COVID-19, and how it's figured out most of these symptoms, then able to figure it out by just crunching a ton of data. And almost every one of those symptoms the supercomputer has predicted, has been accurate. It's about data, right? It is absolutely about data, and which is why I think this is a phenomenal time for companies to absolutely go change, make this transformation about data acceleration, data leverage, data exploitation. And there's a ton of it all around us. >> Yeah, and part of that digital transformation, the mandate is to really put data at the core. I mean, we've certainly seen this with the top market cap companies. They've got data at the core, and now, as I say, it's become a mandate. And you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, end point security and things of that, VDI made a comeback, and certainly cloud was there, but I've been struck by the reality of multi-cloud. I was kind of a multi-cloud skeptic early on. I said many times, I thought it was more of a symptom than it was a strategy, but that's completely flipped. Recently in our ETR surveys, we saw multicloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CIOs. >> Yeah. So fascinating. No, we released our first cloud product sometime around 2018, end of 2018. >> Dave: GO, right? >> Yeah, Actifio GO, OnVault, which is a phenomenal way to completely change the way you think about using object storage in the cloud. For over two years, we saw about 20% of our business, by the beginning of this year, 20% of our business was built on leveraging the cloud. Since March, so that was the end of our, almost the end of the Q1, to now, we're just in the middle of Q3. In six months, we added 12 more percent of the business. Literally we did it in six months, what we did not do before for 18 months before that, significantly more than what we did for a year and a half before that. And there are really three reasons, and you see this over and over again, we have a large customer we closed in January. Ironically we were deploying out of UK, a very large marketing organization, got everything deployed. They were running their backup and DR in a separate data center. And they had a practical problem of not being able to access the second site, literally in the middle of deployment, we steer that customer to GCP, or Google Cloud, because there was simply no way for them to continue protecting the data, being able to develop new applications with that data, they simply had no access. So there was, this was the number one reason, the inability for an organization to physically access or put their employees at risk, and have portal for the cloud be the infrastructure. That's number one. So that first of all drove the reason for the cloud. And then there's a second reason. There are practical reasons on why some cloud platforms are good at one workload. The other ones are not so good at some of the workloads. And so if I'm an organization that has, that spans everything, I've got a power PC, an X86 machine, a VM, I've got container platforms, I got Oracle, I got SAP. There is no single cloud platform that supports all my workload as efficiently, it's available in all the regions I want. So inevitably I have to go adopt different cloud platforms. So that's the second practical reason. And then there's a strategic reason. No vendor, no customer, wants to be locked into any one cloud platform. At least two, you're going to go pay, more likely three. So those are the reasons. And then interestingly enough, we were on a panel with us global CIOs. And in addition to just the usual cloud providers that we all know and love inside the US, across the world, in Europe, in Asia, there's a rise of regional cloud providers. So you take all these factors, right? You've got absolute physical necessity. You got practical constraints of what can the cloud provider support, the strategic reasons of why, either because, I don't want to be locked into a cloud provider, or because there's a rise of, you know, data nationalism that's going on, that people want to keep their data within the country bounds. All of these reasons are the foundations of why multicloud is almost becoming a de facto. It's impossible for a decent size organization to assume they would just depend on one cloud anymore. >> The other big trend we're seeing, I wonder if you could comment, is this notion of the data life cycle, of the data pipeline. It's a very complex situation for a lot of organizations. Their data is siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business, and it's kind of a mess. And so what they're trying to do is bring that together. So they've done that, data scientists complain, they spend all their time wrangling data, but ultimately the ones that are succeeding to putting data at the core as we've just been discussing, are seeing amazing outcomes, by being able to have a single version of the truth, have confidence in that data, create self-serve for their lines of business and actually reduce the end to end cycle times that's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing, you guys do a lot of work, heavy work in DevOps and hardcore database. Those are key components of that data life cycle. What are you seeing in that regard regarding that data pipeline? >> Yeah, that's a phenomenal point. If you really want to go back and exploit data within an organization, if you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it, or it's so hard to break the silos that it's just not worth trying to make it happen. And 10 years ago, we set out on this mission, rather than keep these individual silos of data, why don't we flip it open and make it into a pipeline which looks like a data cloud, where essentially anybody who's consuming it has access to it based on the governance rules, based on the security rules that the operations people have set. And based on the kind of format they want to see data, not everybody may want to see the data in a database format. Maybe you want the database format converted to a CSB format before you run analytics. And this idea of making data the new infrastructure, this idea of having the operations people provide this new layer container. It's finally come to roost. I mean, it's fascinating. I was looking at the numbers last quarter. We just finished up Q2. Now 45% of our customer base uses Actifio for, or reuses the backup data for things that accelerate the business, things that make the business move faster, more productive, or even survive. That was the mission. That was what we set out to do 10 years ago. You know, we were talking to an analyst this morning and now there's this question of, you know, "Hey, looks like there's a theme of backup data being reused." We said, "Yeah, that's kind of what we've been saying for 10 years." Backup cannot be an insurance, backup cannot be a destination. It has to be something that you can use as an asset. And that I think is finally coming to the point where you can use backup as a single source of truth, only if you designed it right from the beginning for that purpose, you cannot just, there are lots of ways to fake it, make it, try to pretend like you're doing it, but that was the true purpose of making data the new infrastructure, making it a cloud, making it something that is truly an asset. And it's fascinating to see our businesses. You take any of our large accounts, and the way they've gone about transforming, not just basic backup and DR. Yes, we are the world's fastest backup and most scalable DR solution. That's a starting point. But to be able to use that to develop applications eight, 10 times faster, to run analytics 100 X faster? The more data you have, the more people who use data you have, the better this return becomes. >> You know, that is interesting to hear you talk about that, because that has been the Holy Grail of backup was to go beyond insurance to actually create business value. And you're actually seeing some underlying trends, we talked about that data pipeline, and one of the areas that is the most interesting is in database, which was so boring for so many years, and you're seeing new workloads emerge. They take the data warehouse beyond, you know, reporting, never really lived up to its promise of 360 degree view. You mentioned analytics, that's really starting to happen. And it's all about data. You know, John Furrier used to say that data is the new development kit. You call it the new infrastructure and it's sort of the same type of theme. So maybe some of the trends you're seeing in database, I'd love to talk about that for a little bit, and then pick your brains on some other tech like object storage is another one that we've really seen take off. >> Yeah, so I think our journey with object storage began in 2016, 2017, as we started to adopt cloud platform in response to the user requirements, we did more like most companies have done and unfortunately continue to do, we take the on-prem product and then just move it onto the cloud. And one of the things we saw was there was a fundamental difference of how the design points of a cloud engineering is all about, what the design it for. Object storage is one of those primitives, the fundamental storage primitives that the cloud providers actually produced, that nobody really exploited. It was used as a graveyard for data. It's a replacement for the place where data goes to die. And then we look at it really closely and say, "Well, this is actually a massively scalable, very low cost storage, but it has some problems." It has an interface that you cannot use with traditional servers. It has some issues around, you know, not being able to read, modify, write the data, so it feels like you're consuming a lot of storage. So we went on to solve those problems. It took us a good two years to come back with something called OnVault, that fundamentally treats object storage like this massively scalable high performing disk. Except for just ridiculous low cost and optimize the capacity. So this thing called OnVault, as we patent it, has really become the foundation of how everything in cloud works without using CPU. Today there is simply nothing at a lower TCO, that actually, if you want to do basic backup, the more importantly use that to do this massive analytics. Now you're talking about data warehouse, data lakes, right? Because now there's something called data lakehouse. All of these are still silos. All of these are people trying to take some data from somewhere, put it into another new construct and have it be controlled by somebody else. This is autosync, it's just, you just move the silos from someplace to another place, and sort of creating a pipeline. If you want to really create a pipeline, object storage has been an integral part of that pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases. You know, most business, most of the critical business runs on databases, and the ability to find a way to leverage those and move them around, leverage in terms of whichever format the database is accessed, whichever location it's accessed, doesn't matter how big it is. Lots of work has gone into trying to figure that one out. And we had some very, very good partners in some of our largest customers who helped take the journey with us. Pretty much all of the global 2000 accounts you see across the board, were an integral part of our process. >> You know, you mentioned the word journey and it triggered a thought, your discussion with Ravi, the CIO of Seagate, who's a customer of yours. And what he said, I liked what he said, he, of course he used the term journey, we all do. But he said, "You know what? I kind of don't like that term because I want to inject a sense of urgency," essentially what he was saying, "I want speed." You know, journey's like, "Okay, kids get in the car, we're going to drive across country. We're going to make some stops." And so while there's a journey, he also was really trying to push the organization hard. And he talked about culture as some of the most difficult things. Like many CIOs said, "No, the technology is almost the easy part. It's true when it works." >> That's true. >> I thought that was a great discussion that you had. What were your, some of your takeaways? >> I think Ravi's a very astute IT executive who's been around the block for so long. And one of the fascinating things, when I asked him this question about, "Hey, what's the biggest challenge, we've just gone through this a couple of times, what is the biggest challenge?" Taking an organization as venerable, as well known as Seagate is, I mean, this is a data company. This is at the heart of half the world's data is on Seagate stuff. How do you take this old company that's been around for long, in the middle of Silicon Valley, and make it into a fast growing transformation company that's responding to the newer challenges? And I thought he was going to come back with, "Well, you know, I got to go through these pieces, I pick this technology that technology," and surely that's exactly what I expected he would end up with. He goes "It has nothing to do with technology." In this day and age, when you can have an Elon Musk can send a car to Mars, there's not many technologies that we can't really solve. Maybe COVID-19 is the next frontier we got to go solve. But frankly, he hit upon the one thing that matters to every company. It is the fundamental culture to create a bias to action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this series of, like you said, a journey that says, and we all know this, right? People talk about, "Oh, we're going to do this in phase one, we're going to do this in phase two and do this in phase three," nothing ever happens in phase three. Nobody gets around to phase three. So I think he did a great job of saying, "I fundamentally had to go change the culture." That was my biggest takeaway. And this, I've heard this so many times, the most effective IT execs who've made the transformation, it actually shows in the people that they have. It's not the technology, it's the people. And his history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And of course that mindset leverages technology where appropriate, but Ravi is a insightful person, always such a delight to talk to him, it's a delight for him to have chosen us as a foundational technology for him to go pull his data warehouses and completely transform how he's doing manufacturing across the globe. >> Yeah, I want to add some color to what you just said, because some key takeaways from what you just said, Ash, is, you know, you're right. When you look back at the history of the computer industry, there used to be very well known processes, but the technology was the big mystery and the big risk. And you think about with COVID, were it not for technology, we didn't know what was coming. We were inventing new processes literally every day, every week, every month. And so technology was pretty well understood, and enabled that. And when you think, when we talked earlier about putting data at the core, it was interesting to hear Ravi. He basically said, "Yeah, we had a big data team in the US, a big data team in Europe." We actually organized around silos. And so you guys played a role, you were very respectful about, you know, touting Actifio with him. You did ask him, you know, what role you play, but it was interesting to hear him talk about how he had to address that both culturally and of course, there's technology underneath to enable that unification of data, that silo busting, if you will. And you guys played a role in that. >> Yeah, well, I always enjoy conversation with the folks who have taken a problem, identified what needs to be done, and then just get it done. And that's more fascinating than, yeah, of course Actifio plays a small part in a lot of things, and we're proud to have played a small part in his big initiative. And that's true of the thousands of customers we talk about, but it's such a fascinating story to have leaders who come back and make this transformation happen and to understand how they went about making those decisions, how they identified where the problem was. These are so hard when we all see them in our own lives. We see there's a problem, but sometimes it takes a while to try to understand how do you identify them and what do you have to do? And more importantly, actually do it. And so whenever I get an opportunity with people like Ravi, I think understanding that, and if there's a way to help, we always make sure that we play our own small part and we're privileged to be a part of those kinds of journeys. >> I think what's interesting about Actifio and the company that you created is essentially that we're talking about the democratization of data, that whole data pipeline, that discussion that we had, the self service of that data to the lines of business, and, you know, you guys clearly play a role there. The multicloud discussion fits into that. I mean these are all trends that are tailwinds for companies that can help sort of flatten the data globe, if you will. Your final thoughts, Ash? >> Yeah, you said something that is so much at the heart of every IT exec that we are talking to. If data truly is the fundamental asset that I finally end up with as an organization, then democratization of data, where I do not lock this into another silo, another platform, another cloud, another application, has to be part of my foundation design. And therefore my ability to use each of these cloud platform for the services they provide while I am able to move the data to where I need it to be, that is so critical. So you almost start to think about the one position an organization now has. And we talked about this with a group of CIOs. There might be some pretty soon, not too far off, but if data is truly an asset, I might actually have a data market, just like you have a stock market, where I can start to sell my data, imagine a COVID-19, there's so many organizations that have so much data, and many of them have contributed to this research because this is an existential issue, but you can see this turning into a next level. So yes, we have got activists help move the data to one level higher where it's become a foundational construct for an organization. The next part is, can I actually turn this into an asset where I actually monetize some of this stuff? And it will be not too long when you and I could talk about how there's this new exchange and what's the rate of data for this company versus that company, and there'll be future trading options, who knows, it's going to be very interesting. >> Well, I think you're right on, this notion of a data marketplace is coming and it's not that far away. Well, Ash, it's always great to talk to you. I hope next year at Data Driven, we can be face to face, but I mean, look, this has been, we've dealt with it. It's actually created opportunities for us to kind of reinvent ourselves. So congratulations on the success that you've had and thank you for coming on theCUBE. >> No, thank you for hosting us and always a big fan of theCUBE. You guys, we've engaged with you since the early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the scenes and all the technologies and culture that you've created yourself. So it's hopefully one day we'll switch the table and then I'd be on the other side and ask you about transformation, digital transformation of CUBE itself. >> I'd love to do that, and thanks again, and thank you everybody for watching our continuous coverage of Actifio Data Driven. Keep it right there. We'll be back with our next guest right after this short break. >> Ash: Thank you, Dave. (calm music)

>>from around the globe. It's the cue with digital coverage of active Eo data >>driven 2020 >>brought to you by activity. Okay, Ash, tell us what's in it for me as an attendee of active FiOS data driven day. What's what's in it for you at Data Driven is very, very simple. You have probably one of the most unique events that is completely customer driven. The presentations, the discussions, the shading of talks, the platforms, the topics. They're all decided by the costumers act. If he was fortunate enough to have the opportunity to host this, provide a platform and there's a reason why recorded data doing we didn't call it active. Yo next or active, feel something else. It is truly about being able to share, learn, and you'll not hear a single presentation that talks about our road map. Our new lunch. We could have all the time talk about that at some point in future. But the ability to have this concentrated time you have some of the most notable industry executives talk about should listen. So what they have done to change their business things have done in terms of people technologies. Fascinating. I would not miss it. Oh, sure,

>>from around the globe. It's the cue with digital coverage of active EO data driven 2020. Brought to you by activity. We're back. This is the cubes coverage. Our ongoing coverage of active FiOS data driven. Of course, we've gone virtual this year. Ash. Ashutosh is here. He's the founder, president and CEO of Active Eo. Great to see you again. >>Likewise, They always always good to see you. >>We have We're in a little meet up, You and I in Boston. I always enjoy our conversations. Little did we know that, You know, a few months later, we would only be talking at this type of distance and, uh and of course, it's sad. I mean, a data driven is one of our favorite events is intimate, its customer content driven. The theme this year is you call it the next normal. Some people call it the new abnormal, the next normal. What's that all about? >>I think it's pretty pretty fascinating to see when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while we all scrambled around trying to figure out How do you react to this one, and everybody reacted very differently. But most people have this tendency to think that this is going to be a pretty broom environment with lots of unknown variables, and it is important for us to try to figure out how to get a get our hands on this. By the time we came on. For six weeks into that, almost all of us have figured out this is Ah, this is not something you fight again. This is not something you wait, what, it to go away? But this is one. Did you figure out how to live in and you figured out how to work around it? And that, we believe, is the next long. It's not about trying to create a new abnormal. It's not about creating a new normal, but it's truly one that basically says that is it. That is a way, perhaps packed forward. There's a is a way to create this next normal, and you just figured out how to live with the environment, behalf and the normal outcomes of companies that have done remarkably well as a result of these actions. Fact. If you're being one of them, >>it's quite amazing isn't it? I mean, I've talked to a lot of tech companies, CEOs and their customers, and it's almost like they feel the first reaction was course they cared about their there, their employees and their broader families. Number one number two was many companies, as you know, saw a tailwind, and it initially didn't want to be seen as ambulance chasing. And then, of course, the entrepreneurial spirit kicked in and they said, Okay, we can only control what we can control and tech companies in particular just exceedingly Well, I don't think anybody really predicted that early >>on. Yeah, I, um I think of the heart, We're all human beings, and the first reaction was to take it off. Four constituencies, right? One. Take care of your family. Take it off your community, take care of your employees, take care of your customers. And that was the hardest part. The first 4 to 6 weeks was to figure out How do you do each of those four. Once you figured that part out or you figured out ways to get around to making sure you can take it off those you really found the next mom, you really start forgetting our out of continue to innovate Could, you know to support each of those four constituencies and people have done different things. I know it's amazing how, um, Cuba continues to operate As far as a user is concerned, they're all watching anymore. Yes, we don't have the wonderful desk, and we all get to chat and look in the eye. But the content of the messages asked powerful as what it waas a few months ago. So I'm sure this is how we're all going to figure out how to make through this new next normal >>and digital transformation kind of went from from push to pull. I mean, every conference you go to, they say, Well, look at uber, you know, look at Airbnb and it put up the examples you have to do this to, and then all of sudden the industry dragged you along. Some Curis esta is toe. How and and I guess the other point there is digital means data. We've said that many, many times. If you didn't have a digital strategy during the height of the lock down, you couldn't transact business and still many restaurants is still trying to figure this out, But so how did it affect you and your customers? >>Yeah, it's very interesting. And I we spend a lot of time with several of our customers were managing some of the largest I T organizations. We talk about very interesting phenomena that happened some better beginning of this year. About 20 years ago, we used to worry about this thing called the Digital Divide, those who have access the network and Internet and those who don't. And now there is this beta divide, the divide between organizations that know how to leverage, exploit and absolutely excellent the business using data and those adorable. I think we're seeing this effect so very clearly among organizations that unable to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples off the lights off. People are doing delivery. People are doing retailing, but there are so many little things you're seeing organizations. And just the other day, he had a video from Century Days Is Central Data System, which is helping accelerate Cohen 19 research because it will get copies of the data faster than they would get access to data so that these are just much, much faster. Sometimes you know, several days to a few minutes. It's that that level of effect, it's not just down to some seven. You know, you almost think of it as nice to have, but it's must have life threatening stuff. Essential stuff or just addressing. Korea was running a very pretty in a wonderful article about this supercomputer in That's Doing an Aristo covert 19 and how it's figured out most of these symptoms they're able to figure out by just crunching a ton of data. And almost every one of those symptoms that the computer has predicted Supercomputer is predicted has being accurate. It's about data. It is absolutely about data, which is why I think this is a phenomenal time for companies. Toe Absolutely go change. Make this information about data exploration, data leverage, exploitation. And there's a ton of it all over all around us. >>Yeah, and and part of that digital transformation, the mandate is to really put data at the core. I mean, we've we've certainly seen this with the top market cap companies. They've got dated at the core, and and now, as they say it's it's become a A mandate. And, you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, endpoint security and things of that. VD. I made a comeback, and certainly Cloud was there. But I've been struck by the reality of multi Cloud. I was kind of a multi cloud skeptic early on. >>Yeah, >>I said many times I thought it was more of a symptom than it was a strategy, but it's that's completely flipped. Ah, recently in r e t r surveys, we saw multi cloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CEOs. >>Yeah, So fascinating, though really is the first flower part of sometime in 2018. End of 2018 >>Go right, Yeah, >>the act if you'll go on world, which is a phenomenal way to completely change the way you think about the using object storage in the flower for two years that we saw about 20% of our business. By the end of two years, the beginning of this year, 20% of our business was built on never it in the cloud since March. So that was end of our almost ended the Q one. So now we just limit left you three in six months. We added 12 more percent of the business literally weeded in six months. What we did not do before for 18 months before that, right? Significantly more than what we did for a year and a half before that. And there are really three reasons and we see this old nor again, we have a large customer. We closed in January. Ironically, were deploying out of UK, a very large marketing organization. Got everything deployed, running the they're back up and beyond and a separate data center. And they had a practical problem of not being able to access the second sight literally in the middle of deployment. Mystere that customer, Did you see me Google Cloud? Because they were simply no way for them to continue protecting their data, being able to develop new applications with that data that simply had no access. So there was. This was the number one reason the inability for already physically access, but put their their employees at rest and have before the plow would be the infrastructure. That's number one, so that first of all, drove the reason for the cloud. And then there's a second reason there are practical reasons. And why some clerk platforms that good one working the other ones are not. So where, uh, some other more fuels. And so if I'm an organization that has that spans everything, I've got no power PC and X 86 machine A vm I got container platforms. I got Oracle. They got a C P. There is no single cloud platform that supports all my work loaders efficiently. It's available in all the agents I want. So inevitably I have to go at our different about barefoot. So that's a second practical visa. And then there's a strategic reason. No, when no customer what's really locked into anyone card back at least two. You're gonna go pear more likely? Three. So those are the reasons. And then, interestingly enough, have you were on a panel with as global Cee Io's and in addition to just the usual cloud providers of you all know and love inside the U. S. Across the world, in Europe, in Asia, there's a rise off the regional flower fire. See you take all this factor. So have you got absolute physical necessity? You got practical constraints of what can the club provided support the strategic reasons on why either Because I don't want to be locked into a part for better or because there is a rise off data nationalism that's going on, that people want to keep their data within the country bombs all of these reasons. But the foundations or why multiplier is almost becoming a de facto. It's impossible. What a decent size organization to assume. They were just different on one car ready. >>The big trend we're seeing, I wonder if you could comment. Is this this notion of the data life cycle of the data pipeline? It's a very complex situation for a lot of organizations, their data siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business. And it's kind of a mess. And so what they're trying to do is bring that together. So they've done that data. Scientists complain they spend all their time wrangling data, but but ultimately the ones that are succeeding to putting data at the core is, we've just been discussing are seeing amazing outcomes by being able to have a single version of the truth, have confidence in that data, create self serve for their for their lines of business and actually reduce the end and cycle times. It's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing. You guys do a lot of work. Heavy work in Dev ops and hard core database those air key components of that data Lifecycle. Yeah, you're seeing in that regard regarding that data pipeline. >>Yeah, it's a It's a phenomenal point if you really want to go back and exploit data within an organization. If you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it or it's so hard to make the silos. That is just not what trying to make it happen. And 10 years ago we set out on this mission rather than keep this individual silos of data. Why don't we flip it open and making it a pipeline, which looks like a data cloud where essentially anybody who's consuming it has access to it based on the governance rules based on the security rules that the operations people have said and based on the kind of format they want to see data. Not everyone even want to see the data in a database. Former, maybe you want the database for my convert CSP for my before you don't analytics And this idea of making data, the new infrastructure, this idea of having the operations people provide this new layer for data, it's finally come to roost. I mean, it's it's fascinating. I was the numbers last quarter. We just finished up. You do now. 45% of our customer base is uses activity or for reuse is the back of data for things that excellent. The business things that make the business move faster, more productive or you will survive. That was the mission. That was what we set out to do 10 years ago. We were talking to an analyst this morning, and now this is question off. You know, it looks like there's a team of backup data being reused, said Yeah, that's kind of what we've been saying for 10 years. Backup cannot be an insurance back up in order to your destination. It has to be something that you could use as an asset and that I think it's finally coming to the point with you can use back up a single source of truth only if you designed it right from the beginning. For that purpose, you cannot just lots of lots of ways to fake it. Make it try to pretend like you're doing it. But that was a trooper was off making date of the new infrastructure, making it a cloud, making it something that is truly an ask. And it's fascinating to see our businesses. You take any of our larger counts and the way they've gone about transforming not just basic backup. India. Yes, we are the world's glasses back up in most Kayla will be our solution. That's that's a starting point. But do we will be used after Devil applications 8, 10 times faster? Ron Analytics, 100 ex pastor. The more data you have, the more people who use data you have, the better this return makeups. >>You know, that is interesting to hear you talk about that because that has been the holy Grail of backup. Was toe go beyond insurance to actually create business value. And you're actually seeing some underlying trends We talked about that data pipeline in one of the areas that is the most interesting is in database, which was so boring for so many years. Ah, and you're seeing new workloads emerge. Take the data warehouse beyond your reporting. Never really lived up to its Ah, it's promise of 360 degree view. You mentioned analytics. That's really starting toe happen. Ah, and it's all about data John, for Used to say that your data is that is the new development kit. You call it the new infrastructure, and it's sort of the same same type of theme. So maybe some of the trends you're seeing in ah in database enoughto talk about that for a little bit and then pick your brains and some other tech like object storage is another one that we've really seen takeoff? >>Yeah. So I think our journey with object story began in 16 4017 as we started or Doctor Cloud platform in response to the user requirements, Uh, we did more like most companies have done and unfortunately continue to do to take the in print product. And then it's smooth under the cloud. And one of the things we saw was there was a fundamental difference off how the design points of flower engineering is all about what they're designed it for object story, that one of those one of those primitives fundamental stories, primitives that the cloud providers actually produced that we know really exploited. There was. It was used as a graveyard for data. It's a replacement for me, please, where data goes to die. And then we look at it really closely and say, Well, this is actually a massively scalable, very low cost storage, but it has some problems. It has an interface that you cannot use with traditional servers. Uh, it has some issues around not being able to read, modify right the data. So it feels like a consuming a lot of stories. So we're going to solve those problems because a good two years to come back with something on world that fundamentally creeds objects the lady like this massive use capable high performer disk? Yes, except it is ridiculously low cost and optimize the capacity. So this finger on world that patented has really become the foundation of how everything in our works without using CPU Ray, that is simply nothing at a lower PCO that if you wanted to basic backup, the, uh, more importantly, use that to do this a massive analytics and you don't know more data warehouse data leaks. It is not a good deal of Lake House aladi. All of these are still silent. All of these are people trying to take some data from somewhere put into one of the new construct and have it being controlled by somebody else. This is artist thing. It's just you just move the silos from some place to another place instead of creating a pipeline. If you want to really create a pipeline object story has been integral part of the pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases, you know, most business, most of the critical business and I was on a daily basis, and the ability to find a way to leverage those. Move them on our leverage in terms of whichever format databases access. Which location or Saxes doesn't know how big it is. Lots of work has gone into trying to figure figure that one out. And we we had some very, very good partners in some of the largest customers who help take the journey with us. I'm pretty much all of the global 2000 accounts you see across the board, but an integral part of a process. >>You mentioned the word journey and triggered a thought. Is your discussion with Robbie, the CEO of of Seeing >>A. It was a customer years. >>Ah, and what he said. I liked what he said. He course he used the term journey. We all do. But he said, You know what? I kind of don't like that term because I want to inject the sense of urgency essentially what he was saying. I want speed, you know, journeys like Okay, kids get in the car, were in a drive across country. We're gonna make some stops. And so, while there's a journey, he also was was really trying to push the organization hard and he talked about culture. Ah, as some of the most difficult things and it goes like many. See, I said, Now the technology is almost the easy part. It's true when it works. Oh, I thought that was a great discussion that you had. What were some of your takeaways >>with thinking? Robbie's is very astute. Ah, I t executive was being around the block for so long and one of the fascinating things, but a asking this question about what's the biggest challenge was just gone through this a couple of times. What is the biggest challenge? Taking an organization as vulnerable as well known A C gate is. I mean, this is a data company. This is This is the heart of the Oliver Half the world's data is on seeing stuff. How are you today was, or company has been around for long in the middle of Silicon Valley and make it into ah into a fast growing transformation company that's responding to the newer challenges. And I thought he was going to come back with Well, you know, I gotta go to the abuses. I picked this technology that techno in. Surely that is exactly what I expected he would end up with. There's nothing through technology in this day and age when you can have an Elon Musk and send a card of Mars. It's not many technologies that we can really solve many covered 19 ism. Next one Do we gotta go solve? Well, frankly, he kid upon the one thing that matters to every company. It is the fundamental culture to create a biased of action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this CDs off. Like you said, a journey that say's and we all know this right? People talk about, we're going to do this in face one. We're gonna do this and face to and good food release and face three nothing and what happens Invasive. Nobody gets a number feast. I think he did a great job of saying I fundamentally had to go change the culture that was my biggest take away, and this I've heard this so many times the most effective I D execs wait a transformation. It actually shows in the people that they have. It's not the technology, it's the people. And some. This history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And, of course, that at that point that leverages technology where a proper here. But Robbie's a insightful person, always such a They lied to talk them, said they like for him to have chosen us as a its information technology for him to go pull his data warehouses and completely transformed how I was doing manufacturing across the globe. >>You know, I want to have some color of what you just said because some key keep takeaways that from what you just said, ashes is You know, you're right when you look back at the history of the computer industry used to be very well known processes, but the technology was the big mystery and the and the big risk and you think about with Cove it were it not for Technology Way didn't know what was coming. We were inventing new processes literally every day, every week, every month. It's so technology was pretty well understood. It and enabled that. And when you when you think when we talked earlier about putting data at the core, it was interesting to hear Robbie. He basically said, Yeah, we had a big data team in the U. S. A big tainted TV in Europe. We actually organized around silos and and so you guys played a role you were very respectful about, you know, touting active video with him. You did ask him, You know what role you play, But it is interesting to hear and talk about how he had to address that both culturally. And of course, there's technology underneath to enable that unification of data that silo busting, if you will. And you guys played a role in that. >>Yeah, I always enjoy, um, conversation with folks who have taken a problem, identified what needs to be done and then just get it done. And its That's more fascinating than you. Of course, I video plays a small part in a lot of things, and we're proud to have played a small part in his big initiative, and that's true of know the thousands of customers we talk about. But it's such a fascinating story to have leaders who come back and make this transformation happen, and to understand how they went about making those decisions, how they identified where the problem with these are so hard. We all see them in our own life, right? We see there is a there's a problem, but sometimes it takes a wider don't understand. How do you identify them and what do you have to do and more importantly, actually do it? And so whenever use, whenever I get an opportunity with people like Robbie, I think understanding that there's a way to help, uh, we always make sure that we play our own small part, and we're privileged to be a part of those kinds of journeys. >>Well, I think what's interesting about activity on the company that you created is essentially that. We're talking about the democratisation of data, that whole data pipeline, that discussion, that we had the self service of that data to the lines of business and, you know, you guys clearly play a role there. The multi cloud discussion fits into that. I mean that these air all trends that are tail winds for companies that can that can help sort of you know, flattened the data globe. If you if you will, your final thoughts. >>Yeah, I know you said something that is so much at the heart of every idea Exactly that you're talking to, if they truly is. The fundamental asset that I finally end up with is an organization. The democratization of data. Where I do not lock this into another silo, another platform, another ploughed. Another application has to be part of my foundation design and therefore my ability to use each of this cloud platform for the services they provide. While I and they were to move the data to where I needed to be. That is so critical. So you almost start to think about the one possession and organization now has. And we talked about this with a group of CEOs. They might be some pretty soon. Not too far off, but data stolen asset. I might actually have our data mark data market, just like you. I was stopped working, but I can start to sell my data. You know, imagine a coup in 19. There's so many organization that have so much data, and many of them have contributed to this research because this is an existence of issue. But you can see this turning into a next level. So, yes, we've got activities, will move the data toe one level higher where it's become a foundation construct for the organization. The next part is gonna actually done. This is the one asset would actually monetize someone stuff. And it will be not too long when you need to talk about how there's this new exchange and what's the rate of data for this company? Was, is that company in the future trading options? Who knows is gonna be really interesting. >>Well, I think you're right on this notion of a data. Marketplaces is coming, and it's not not that far away, Blash. It's always great to talk to you. I hope next year a data driven weaken we could be face to face. But I mean, look, this has been we we've dealt with it. It's it's actually created opportunities for us toe to reinvent ourselves. So congratulations on the success that you've had and ah, and thank you for coming on the Cube. >>No, thank you for hosting us and always a big fan off Cube. You guys, you engage with you since early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the seats, technologies and culture that you created yourself. So it's hopefully one day we'll strict the table that I would be another side and asking of our transformation. Digital transformation of Cuban cell >>I would love to. I'd love to do that index again. And thank you, everybody for watching our continuous coverage of active fio data driven keeper Right there. We'll be back with our next guest right after this short break. >>Thank you.

>> From Boston, (upbeat music) Massachusetts, it's the Cube, covering Actifio 2019, Data Driven. Brought to you by Actifio. >> Welcome back to Boston everybody. You're watching the Cube, the leader in on the ground tech coverage. My name is Dave Vellante. Stu Miniman is here. John Furrier is also in the house. This is Actifio's Data Driven conference, the second year that they've done this conference, #DataDriven19. Ash Ashutosh is here. He's the founder and CEO of Actifio, a good friend to the Cube, great to see you again. Thanks for coming on. >> Likewise Dave. Always good to see you. >> Yeah, so second year. You chose Boston, that's great. Last year was Miami at the very swanky Fontainebleau Hotel. >> Yup. >> It's a great location. >> Yup. >> Right in the harbor here. So you've got a nice crowd, and you guys focus on the substance, you know. Not a lot of Actifio marketing stuff coming out, as you market through substantive content. Explain that theory. >> Yeah. Well, I think from inception, there's a very fundamental culture the company has had is about driving customer success, and that is the number one and probably the only one that we drive by. And if you truly are focused on customer success, when you bring a whole bunch of customers together, having more customers talk about their success, so that they help and share with other customers who are looking for some of these initiatives, almost becomes natural. People become tired of seeing and sometimes even participating in our own user conferences, where you would bring a whole bunch of very enthusiastic users, lock the doors, and start talking about your vision, and start talking about your roadmap, your new line, your new partnership. One, we believe we should be doing that throughout the year with our customers. Two, we felt it was a lot better if the customer actually talked about how it mattered to them versus how it mattered to us as Actifio. So that was the theme for why Data Driven, in general, and even before that, you used to have some colleague cloud summit as you were transitioning into use of hybrid cloud in 2016. Across the board, I think this is one theme you'll hear from Actifio and the users who are here is we pay a very, very close attention to what users want, and we give them a forum to explain that to share with other users across the world. >> Well, it sounds like a great way to build a company, you know, focus on the customer and the customer success. Sounds simple, it's not. It's very challenging, and you've been a successful entrepreneur. When I've asked you in the past and David, you know, kind of why you started the company, you focused on a problem, and you guys created the category of copy data management, which is a problem. We had copies everywhere, copy creep, and you felt as though, okay, we can help people not only organize that but maybe even get more out of their data. >> Yeah. >> And so, and that has evolved, and obviously on that journey, people wanted to use you for backup. I mean, that's the big problem. >> Yeah. >> And so you created the category. You kind of monetized the backup space and tried to change the way people thought about that, and then all of a sudden, all this VC money sort of flowing into the whole space. >> Yup. >> From your standpoint, what's going on in the marketplace? Why is it so hot today? >> Yeah. Well I think, as you'll see at this conference, there is absolutely no doubt about how data is a strategic asset, and you'll see the more reason acquisitions of Tableau, of Looker, or even Qualtrics, where the use of data, which is what actually users see, has become one of the killer apps for anybody who is running a cloud. Your own business here, right. It's a use of data, and that's the first app that's out there, that's happening across the board. But right behind that, there's an entire ecosystem about supplying that data to these applications that becomes really important. And we figured this out almost nine years ago. We figured out that for an enterprise, having data available as a strategic asset, wherever, whenever they need, and whoever, as long as it complies with the operations requirements. Instantly is absolutely what we should provide. Now in order to do that, the first place to make it available for users was to capture it. And the best place to start was backup, and we always treated copied data, journey begins with capturing data, and backup happens with the best use case, one that you already spend money on. And that's how we always treated backup as a starting point for the journey. We have over 3,600 enterprise users who range from some of the largest financial services, energy, retail, airline industries, service providers, and the focus has been on companies that are at least $500 millions of (mumbles) more normally for a billion or more who really view data as a strategic asset in their digital transformation. And almost 78 percent of our business now comes from people, they are (mumbles) applications faster. So a small person did almost 20 percent now is coming from people using Actifio data for running machine only analytics faster. And almost 100 percent of them obviously collect the data from backup. That's how we view the market. We view it as application, analytics, machine learning, DevOps, down, and infrastructure happens to be a place where you start. It's not lost on anybody in the market that data is important. It's not lost on investors who see this as an opportunity to pursue in a different way. And so you have different approaches being taken, one that starts with more infrastructure, (mumbles) has provided infrastructure to keep all this (mumbles). And we've always focused on the one thing that really matters to the customer, which is applications, and one that matters to every other application that's using this application, which is the data for this application the point in time. So you see a lot of backup-centric appliances. You see a lot of consolidation appliances. So it's a bottom-up approach. It's a great approach for people who want to buy another single-purpose storage. We fundamentally believe you're not going to be a lot on the storage system. We think this, there's a lot of companies who do a phenomenal job, and we're better off being suppliers of a multi-cloud data management, multi-cloud copy data management, and to leverage all this infrastructure. >> No box. >> Completely no box. In fact, that is the reason why we think 2016, when we saw the emergence of cloud in our user community, it took us two years, but we have the world's best multi-cloud, just copy data and data management. The largest software company, enterprise software company in the world uses Actifio today to manage their SaaS offerings in four different public-wide platforms. We couldn't do that if you had a box. You could not. I mean-- >> Because it wouldn't scale. >> Well, firstly, you can't take your box and go into a cloud. They already have infrastructure. >> Right. >> You can't bring the scale out stuff, because they already have scale out. You can't take your scale out and put in another scale out. And if you start from bottom up, you're fundamentally providing infrastructure on top of an infrastructure that's already provided as a service. What you really needed to do was to allow the applications to come back and use any infrastructure that is most relevant for their workload, for their use case, and most importantly, for that particular time. It's really important, especially if data is persistent. It stays there for 20, 30, forever. And the opportunity for me to come back and leverage infrastructure there just happens to be the right one. That's what we try to describe. >> We always say at the Cube that the difference between a business and a digital business is how the business uses data, how it leverages data. >> Yeah, yeah absolutely. >> So that's been a real tailwind for you. You guys have been on the, you know, data virtualization, it was part of that. You know, it seems to me that one of the challenges that incumbents have is their data is locked inside. Frank James talked about it today, and sort of his maturity model. Actually no, it was Brian Regan, >> Yup. >> talking about the extension maturity model. >> Yup. >> Through the early stages, it's siloed. And it's not easy to go, you know, from that siloed data that's built maybe around a modeling plant or a bank, you know, to sort of this virtualized vision. So that's something that you guys caught early on. Clearly, digital transformation has been a tailwind for you guys, but how are your customers capitalizing on your solutions to transform themselves into a data driven company? >> Yeah, well the first thing you're seeing is, as I mentioned 2016. In 2016, 100 percent of our use cases were people who wanted a backup NDR solution that was a 100x faster and 50 percent or 90 percent cheaper and manage large sets of data. From 2016 into now, we have a massive shift of almost, between 56 percent on DevOps, another 20 percent on machine (mumbles). Think about it, you have a bunch of customers, large enterprises, whose number one focus is now around how to use data, and these are people who are consumers of data, not custodians of data, who are our previous customers. The best part is as you saw their own evolution of DevOps, the merge of the consumers and custodians managing as an agile system, that's exactly what's happening in our customer base. These are people who maybe have a role of a chief data officer, whose job is to supply data but also make sure it complies with governance rules. So there's a big shift of how data is now the new infrastructure. Data is now the one that I have to provide and enable access to wherever I need. And that does require a very, very different approach then build a box, you know, build something that centralizes all this silos into one place. When you build a box, fundamentally, you create another silo, 'cause you just broke in the whole idea about I need something that just drops down that is more global as a single lane space versus you know a box that is providing a single lane space and somehow, I'm going to assume that nobody else exists in the world. >> Yeah. I want to come back to sort of building a company and your philosophy there. A couple of questions I have for you. So you mentioned cloud and how you embraced cloud early on. You know, Amazon announces a backup service. You know, we talk to the backup vendors, and they say, yeah, but it's recovery, it's wonky, it's, you know, it's really not that robust. But it's Amazon, and you know, if you don't move fast, you know Amazon's going to gobble you up. You saw with the (mumbles), you know. It was down to cloud era, and (mumbles) reeling, it's like, that was going to take over the world. How do you think about that, maybe not in terms of competition, but in terms of staying ahead, of getting, you know, Uber'd by Amazon? >> Yeah. >> Thoughts on that. >> I think, number one, as Amazon and every other cloud provider has proven, and one that started nine years ago, enterprise cloud is hybrid. It's hybrid not just on frame and cloud, but it's also on frame and multi-cloud. Number one. Two, it's about applications. It is not about infrastructure. It is not about providing a single function that ties to a single platform. I as a customer, and we have several of those, I want to be able to manage my enterprise applications exactly the same way whatever cloud platform I choose to have, and that opens up a very different engineering, marketing, sales challenges, and most importantly, keeping the focus on the user. Now if I'm Amazon, I have a focus on my platform, not exactly the 50 other platforms you want to support. >> Right. >> And that's what we focus on. We focus on the 50 other platforms you want to support at the moment. Second, you know, there's this whole notion of a stacked fallacy. You might have heard of this paradigm where it's a lot easier for people on top of the stack to come down. It's a lot harder to go from bottom up. So if you're Amazon, and you're trying to drive infrastructure as a service, it takes a little while to go up the stack. It's a lot easier for somebody like us to come down from the stack, which is why we also announced Actifio GO, our SaaS offering. >> Right. >> That today, our version runs in Amazon, providing a much more robust, much more multi-cloud, much more heterogenous, and much more enterprise class and enterprise grade solution. And we also announced one for Actifio GO for TCV for IBM cloud. >> Yeah. >> And that's how our customers want it. >> And it's a much more facile experience for the customers. It seems to me that it makes sense what you're saying is you're happy to build on top of Amazon's infrastructure. For them, you know, frankly, people always say, oh, is Amazon going to get into apps? To me, yeah, maybe some day. They don't have to. Give developers tools to build apps seems to me. Last question I have is just the philosophy of building a company. You know, you've raised I think $200 million since inception. That's a lot of money. Software's a capital efficient business, but it fails in comparison to some of what the west coast companies have done. You know, you guys, you know, I'm from Massachusetts, where maybe more conservative. You are very deliberately building a company. How do you think about, you know, the craziness in the west coast. I call it craziness, but it obviously works. You (mumbles) storage, you know, they hit escape velocity, TSX had a very successful IPO. >> Yeah. >> You're kind of slow and steady. Your philosophy there, explain that. >> Yeah, I think a couple of things. One, it was about creating a sustaining company that was growing responsibly. And two, it's also the speed of how much our customers in the market can absorb a paradigm like what we are trying to drive. And most importantly, the class of customer you're focused on. These are, like I said, $1 billion plus in revenue and above. >> Yeah. >> Sales process for them is longer, which is actually where the money goes. The money isn't on software development. It's about supporting these customers on their initiatives. Any of these customers are somewhere about eight years with us and continue to expand. Some of the largest financial institutions have started with about $500,000 and almost $20 million with us. So that journey of making the customer successful costs money, but it builds long-standing customer whose foundation is built on Actifio. We are the data provider for these customers. We are not a widgit who throws something in there and calls you in three years when your maintenance is up. That is not the business we're building. So I don't think it's about east coast, west coast as much as it's about what we deliver requires being at the customer's side, working with them for years, as they go through the transformation, and I don't think we can do that by supporting 10,000 users at the same time. Maybe we can support 1,000, 2,000. And that's just the product and the market is going now. >> True to your mission, close to the customers, you know, clear differentiation at the app levels, I'm going to just say top down. You guys didn't talk about it, but you know, database affinity, some of the unique things you have going on there. Ash, it's great to see you. Congratulations on all your success, and you'll keep it going. Really appreciate it. Have a good day. >> All right, you're welcome. >> Thank you again. Welcome again for Data Driven 19. >> All right. It's great to be here. Actifio Data Driven 19, day one, the Cube, from Boston. We'll be right back right after this short break. >> Thank you. (upbeat music)

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Hey, welcome back here when we're here. Live in San Francisco for IBM. Think twenty nineteen, two cubes Exclusive coverage. I'm over here, students to it's been four days. Were our fourth day powered through a lot of interviews. Obstructing the Civic Lanois number one live event covers a Cuba to great guests here. Ashutosh Mooney, vice president, Applications services with an IBM and carried to lose chief technology officer nationwide Building society in the UK Great to have you guys. Thank you, John, for applications. Big part of the focus because the applications air now dictating the data strategy. The II with a and you could cloud multi cloud underneath. So the chained, changing market requirements around what, after doing are super important? All this is a focus. It's dictating that the infrastructure what to do so that this is the key to the cloud. Talk about what you guys are doing. >> Absolutely, absolutely, in fact, not just for IBM. For clients, mostly for them to be able to ready for their customers, they need to make sure that their applications are up there for their customer experience as well. What we're seeing is most of these supper clients today are saying that all the work that they have done in past for the last five, ten years that's the core that they have been in there trying to look at how they can minimize the spend on that and maximize the spending a ll. The customer facing applications like to enhance the customer experience >> they call and you call that the workload? Oh, yes. Load is code for applications. Carry your customer of IBM. Let me explain what you guys do first. Then we can talk about some things you're working on, >> So we are a large, UK based mutual building society. We have about fifteen million members in the U. K. But you can think of us as a bank. In many respects, most people do. Challenge throws us, as you said, is basically we have thirty or forty years of legacy technology. We need to transform that technology and also bill the next generation digital services alongside that technology. So if Rose, it's the combination of how do we transform that legacy core whilst also building from you? >> And what are some of the use case is that the new technology going bring you because containers has been great with legacy because you don't kill the old to bring in the new. As you look at the modern modernization journey, you're on What is guiding principles? One things you guys are looking at, how you guys thinking that through? >> Okay, so a number of things. One is we've been on a thirty year journey towards looser and looser coupling on smaller and smaller micro services. So what you're starting to see is big applications, monolithic applications being broken down into services and the micro services. So for us, the key is the smaller and smaller micro services. The more agility we can create more value great. And that loose coupling them becomes really important because that then allows us to deliver a high level of parallelism in development in change. So those are two key areas. >> It has it going today. Good scar tissue. You learning its >> learning and its iterating and it's failing and its understanding. But the main thing is, you know, the more we do, the more we learn, the more we can then build that back into Nick's situation. >> Actually, I always love to hear, especially the financial services ones that have been around a while that that modernization and how they do that, I couldn't help but notice. You're both wearing the, you know, I heart a I the shirts. So if you connect the dots for us between that application modernization and the wave of a ay >> yeah. So I heard that Tom fail fast and fail regular. I mean, it's all good until you actually have atleast one success, right? Failing fast is good, but you cannot escape feeling. So where it comes into play is primarily making sure that you're basing your those decisions on what have been proven right in Pastor's. Well, so what we have seen, especially for financial services, is even though the system's off engagement has changed the fundamental principles on which the banking services all the insurance services operator has not changed. So you're still wearing the same set of services just in different ways. The expectation of the client has changed, but the services remain the same. So our ability to be ableto look at what we have been doing in past which services makes sense to be Microsoft's enabled us getting talked about. It's not that you just take all the functions and enable them. That's where we're able to bring value Tour Kari. What's the impact >> on this on your ultimate and user >> better value? So for us, it's about helping our members, who are customers, to make better financial decisions on. To do that, they need data. So what we're trying to do is to really take that Legacy estate, which is really about locking data into the course. Or we can use it trying to liberate that day to get it out into the hands of our members so they could make better decisions on a eyes were really keep part of >> you. I mean that that was what we think back to. That wave of big data was the I should be able to have smaller companies, you know, not take years and millions of dollars to be able to do that. Tell us what's different about, you know today in a I that that we might not have been able to do five years >> ago. There's a couple of things, really. So one is compute power. So what you're seeing really is eyes is not necessarily advancing massively in terms of the algorithms and the approaches in the methodologies. What you're seeing, though, is compute power in storage capacity growing at an exponential rate store. So what it's doing is enabling those algorithms to work in a way that they've never been able to do before. We're getting to value quicker because the time it takes to reach that value is much shorter. >> I want to get your perspective on you mentioned parallel breaking down, decoupling things with looser sets the services. This is certainly the cloud way make AP eyes have micro services. Big part of it. How is that going from a culture standpoint? Because this is one of the things we hear all the time is it's a cultural journey to one. Get people lined up with that. And then what if some of the business benefits that you see what this parallel isn't? His efficiency is an innovation. Where do you see that culture? What did What did you do to change the culture? Go. Cheers. Um, this is what people want to know about. >> So in fact, what we're seeing is a majority of the clients have started to look into this because everybody else was because somebody digital native out there was doing it, so they some of them actually last on too quickly. They have not been ableto change their internal culture within the organization when the customers were ready, but their internal organizations or not. But I think plants like Cup NBS have sought out a fairly good strategy, and it will be great to get if you can >> share with your secret sauce that you like Carrot Stick. They were gonna go this way or you burn the boats, as they say at the How did you get people to go in the right direction? >> For us? There's a really, really important related past this the culture of the people from a culture perspective. You know, we've got teams of people who have been doing phenomenal pieces of work for thirty forty years coming to the end of their career. And you know, the technology that we're using again, we're looking at and the service life. So how do we how do we get away from that world where we're constantly focusing on the legacy to start focusing on new technology? So it's bringing in new people with new ideas. It's changing the way we work, so we started to focus on things like our child. They've ops, automation, new ways of working to allow people to really sort of liberate away from the old ways of working and give them new ideas and new opportunities. That's part of that as well. There's a couple of things in there for us which is really important. So one is bringing new technologies in bringing new people in that Khun, use those technologies. We also have to make sure we keep our own people trained up as well, so we can't forget the people that we've got. So it's it's a set of different things, >> and training is critical. Was gonna open source out there. It's like, you know, every years like a dog here, and you gotta keep up to date, Keep learning >> and all these aspects of procreation, right? So you cannot do it in isolation if you're doing it together. I mean, whether use design, thinking or not right, that's it. That's it. That's the way to do it. But I think the aspect of co creating in your end stakeholders and your own stakeholders, Orin more >> talk about more about that, cause this is a big team co creation we love doing with content were in the Q. We're doing it here with constant when you get into development. This is a new psychological dynamic, but also it's a productivity opportunity. Can you share what you're seeing there? Explain co creation a litte bit deeper >> Look so that we talk hypothetically, right? So from hypothetical perspective, if we were able to look at organization or a flat form where were able to access an amount ofthe computational power computation skills are programming skills. Our ability to be able to do the most creative expects for any use case and industry would be enormous. We just don't have that. We're limited to specific parts that were working with the Limited with specific employees that we have Andrea limited to the customers that were kids, and I think if we expand, so while we don't have, uh, handle off all the things that we haven't played. But if you are able to bring in our customers or internal stakeholders as well as our partners that we're working with and are able to build a common team and one of those common themes could be that I need to get you those services quickly and then figure out how to three can actually work in tandem we'll be able to make. >> How does that change your engagement model? Because I might be the same in eight days there, Miss Captain. Well, we used to do that before we usedto partner and understand their needs Bring solutions to the marketplace. Is it more software driven? So what's changed from the old way to the new way? Because I don't agree with you, by the way, I'm not I'm not a skeptic, but, yeah, that was what skeptic might say. >> Yeah, no, I think earlier what was happening was they were It was more offering leg and what I mean by offering letters these of the sex I have. And let's make these assets find the solutions. So what people will do is they will say this is the banking solution I have in this specific case and let's figure out what fifteen things I can >> do without those solutions. >> Approach now is different. They approach now is This is what the customer is demanding and the reason they're demanding is because customers expectation is based on there most recent experience that they had somewhere else, not necessarily with the bank. They may have experience and over, so when they have experienced that experience there, they want the similar services from the bank. So now the co creation model is actually starting from the other side of the equation rather than coming from Essex out. That's >> so it's flipped. The old model was hears. We got here's what you could do, Your limited and now it's like is what we want to do >> This ice >> program the infrastructure and focus on software to find agile. This is seems to be the new way. >> Let me add to that as well, because I think one of the things that we've done over the last year is really focusing on what our technology strategy, how this technology going change. Our business we've done is created a strategy where our ambition actually exceeds our ability to execute. So from a co creation perspective, we actually need really good partners are going to work with us in that context on be strong challenges br critical friend in the process. >> So it's more efficient and more productive. You get best of both worlds and the outcomes are more aligned via agile. Got me more acute on target. Many pretty much that >> getting Carrie actually love to get your perspective on like, what does it mean to have a cloud strategy today? We heard this week. You know, Jenny said, We're, you know, entering chapter to of the clouds. We took care of the twenty percent that was a little bit easier. We're getting eighty harder. Lots of customers I talked to. It's It's changing all the time, and things like hybrid and multi Cloud don't really mean much to them. Got serious in your shop, how you think of things. >> Great question. I think it's changing, and it's different from industry to industry. So I'm banking. The challenge for us has always been regulation has been the regulators pushing back on public cloud and saying, You know, we were nervous about that. Have you manage the security of the controls around that? So a lot of banking is focused on private Cloud? Can we adopt the technology in those banking's those styles of technology delivery in the private cloud way? But we're now starting to see that there is this shift towards public cloud with the economic advantage that public cloud house on the innovation that's going on in public cloud. It's becoming really attractive. So the strategy for us is about how do we make that happen? How do we build that multi cloud model? And then how do we move that sort of hybrid model from private to public and get the advantages of the different styles of cloud computing? >> Guys, Thanks for coming on, Given the inside love, this Dev ops Co creation model and really applications air driving the requirements now with programmable infrastructure. This is changing. The procurement is changing. The culture hiring strategist is really disrupted. This is really the digital transformation. It's all about creating great shop. Thanks for coming on. We appreciate final question while we're here. Thoughts on think this year in San Francisco. Libit Rainy February. That's okay, but all tightly together. What's your thoughts? What's the themes? What's your What's the top story here? >> Getting your pops? >> Whether it makes me feel like >> home is fantastic. Eso No, it's been It's been an amazing week. >> Lots of innovation, Lots of great conversation. So I really enjoyed it. >> Yeah, No, absolutely. I think we've gone around myself, even though we are definitely aware of what's going on in here. But I think there have been lots of partner ecosystem that has been here, and I think that collaboration has been great. Thank you. >> It's been great. Show a lot of inside Kaspar perspective. Thanks for sharing what your journeys on and some specifics Way appreciates. A cube coverage. I'm shoppers to Minuteman. Stay with us for a day, for we're four days a coverage. We're here on day for Stay with us for more after this short break.

>> Announcer: Live from Barcelona Spain, it's theCube. Covering Cisco Live 2018, brought to you by Cisco, Veeam, and the theCUBE's ecosystem partners. (electronic music) >> Okay, welcome back everyone. This is theCUBE's live coverage at Cisco Live 2018 in Europe. I'm John Furrier, cohost of theCUBE with my partner in crime this week, Stu Miniman, analyst at Wikibon.com. Also, cohost at all the events we go to, most of the events I should say. Our next guest is Ashutosh Malegaonkar, who's the Principal Engineer at Cisco DevNet, involved in a lot of the great projects in Sandbox we're going to talk about. Welcome to theCUBE. >> Thank you. Thank you for having me, John. >> Thanks for coming on. >> One of the exciting stories here is the DevNet momentum continues. Congratulations to your team. >> Ashutosh: Thank you. But you're involved in a couple cool parts of the projects that we notice was getting a lot of traction, co-create a sandbox. >> Ashutosh: Yes. >> First, take a minute to talk about what that project is and why is it so popular. >> Yeah, so as you know DevNet is becoming the key core for Cisco and one of the things that we did in DevNet is like, it's a strategic initiative where we said that we are going to call it co-creations. And what that means is we are co-creating with Cisco's strategic partners, that's one. The second is that we are taking our customers, like our top 10 customers, our top 100 customers, our partners, and our developers. So we are looking at each of these three categories and saying, how can we actually help and take that to the next level with DevNet. >> So you're sharing a lot of resource. Is is the same project? Do people bring their own project to the table? How does it work? >> Yeah, so it's both. So for example, first let's talk about strategic initiatives where ... a strategic partner sorry. And in there we have Apple and Google as our strategic partners. With Apple, what we have done is we have actually created a Fast Lane Validation program and what that does is, with Fast Lane as a product, what we are doing is any app developer who wants to use application quality of service, we actually help them validate that application in DevNet. And one of the things that we noticed is app developers really don't understand quality of service, QOS, and as soon as we say quality of service they freak out. And so we have to actually handhold them, let them understand what it means and then we actually help them take their application on the path. >> I mean there's a lot of things in networks that are like that. Deep packet inspection, people freak out and QOS, but QOS is a very important feature. >> Ashutosh: It is. >> Big time. >> It is and that's one thing that we are basically saying how can network be the platform where you can use performance as a building block? And if you heard Susie and her keynote, that's what she was stressing on, right? We want to have that as a building block for developers. >> Yeah, really interesting points. One of the things we've been digging in the last few days is kind of the changing partner ecosystem. There's some partners that have been with Cisco for decades, networking, infrastructure, but Apple, not a traditional Cisco partner. The other one, you mentioned Google. >> Ashutosh: I did, yeah. >> So I believe Google's here doing some presentations. John and I have been digging in to all the C and SEF projects so what's Google doing here. >> Yeah, so with Google, what Cisco has done is we are coming up with our hybrid or multi-cloud strategy and in the hybrid cloud strategy what we are doing is there things where, if I'm an app developer, on-prem app developer and I want to access services which are in the cloud. Now what the partnership does is we have our security services all the way from on-prem to the cloud deployed in the Google Cloud system and as an app developer I can do my services on-prem but access some services which are in the cloud. So that's one application. Second is that if I'm an app developer working only in the cloud but I want to access some of the services which are on-prem, than how do I do it? And that's what this partnership is also helping out. >> Great. How's the reaction been of the Cisco Live audience here? How many people are lining up to come listen to Google talk about Istio? >> Yeah, so Istio is one part, but Kubernetes, like if you look at our sandbox, like it's becoming one our most popular sandbox in DevNet and Kubernetes is part. And with the Google partnership we are also working with Google on Istio. It's an open source project and what we have done is we have created a sandbox for Istio and that is also it's kind of an industry first, where developers are able to go through a learning lab to actually understand what it means. >> Yeah, absolutely. John and I were at the KubeCon show. We interviewed Lou from the Cisco team, heavily involved in the open source. But yeah, one of those things, how do we simplify it, how do we help people get the on-ramp? Sandbox is a great way for people to get started. >> Ashutosh: That's correct, that's correct. >> One of the things that we're excited about and this something that we're going to be doing, digging into all year is the impact of Kubernetes. And the sandboxing points to the trend of how people are partnering. I think you guys struck a really interesting form in this co-creation model because if you look at what service meshes are doing in markets is that the more that you can make it easier for developers and at the same time enabling the engineering side of it, getting down and dirty. We're talking about QOS, we're talking about plumbing stuff. There's still a lot of automation being done under the hood. This is the network opportunity, this is where we're seeing automation around provisioning and configuration management and all that good stuff. That needs to get done but it has to be addressable for true programmability. We're not there yet, but we're almost there. >> Ashutosh: We're getting there, yes. >> What's your reaction to that, a 19-year veteran at Cisco? Cisco has an inherent advantage having the network, so looking up, that's been enabling, but now you have people who want to look down and program into you. Kind of new dynamic. >> It is, it is. >> How are you guys looking at this? >> So the way I look at it, as you said, I've seen Cisco grow. I mean, I've grown up in the company and one of things, Cisco being the expert in networking, we have experts now which are getting to doing everything, in a sense. Like the edge is where a lot of stuff is happening and when you deploy edge services you also need stuff that needs to be done in the cloud. So for example, one of the examples I like to do is let's take machine learning as a good example, where I want to download some models, machine learning models onto the edge but the traffic is actually all at the edge, so I'm taking all the inputs from the edge, taking at the edge, calculating things, and then the models are being built in the cloud because I can't build those at the edge. So that's the thing that is happening now and what we see here is that Cisco is in the midst of both edge as well as cloud. >> And IoT was going to be very instrumental. If you talk to the pure networking nerds and geeks out there, they're going to say, "Edge? "We've been doing edge of the network for years." But now the edge is extending, right? To IoT so it's not a new concept for Cisco at all, is it? >> Its not. It's not new at all. Because as I said, something very similar to what we are doing for the Apple Fast Lane, as I told you before, like now the app developer has the ability to give QOS right at the app level. It's the same thing like with IoT. It's like all the devices are connected to Cisco. >> And this is what's going to be- it's fun to watch because you guys now have compute to throw at the edge, you have cloud that you can connect to the edge, but this going to change the nature of programming. Stateful and stateless applications become a really interesting dynamic. What's your reaction to that trend of as developers start to really start thinking about state? >> Sure, so one of the things that ... Again I go back to the edge thing where like if you have a tunnel and then there are cars passing by, you are actually looking at the cars as, let's say a stream of dots. Now that state you cannot be giving and storing it somewhere so you basically keep it at the edge, you figure out what's happening, compute, and take some actions there itself. >> That' where the action is. Ashutosh, thank you for coming on theCUBE and sharing your knowledge, appreciate it. Congratulations on the co-creation Fast Lane service you guys have, among other things. The collaboration model is the future. Cisco's really demonstrating that in the DevNet zone so props to the team. It's theCUBE, we always collaborate, sharing the best content here live in Barcelona with you. I'm John Furrier, Stu Miniman. More live coverage, day two of our two days wall to wall live coverage of Cisco Live 2018 in Europe. This is theCUBE. Be right back with more after this short break. (electronic music)

>> live from Mountain View, California. It's the queue covering definite create twenty nineteen. Brought to You by Cisco >> Welcome back to the cave. Lisa Martin with John Fourier. Live at Cisco Definite Create twenty nineteen at the Computer History Museum in Mountain View, California John Mayer, please to welcome to the Cube Jeff Levin, sailor collaboration Engineer from Presidio Jeff, It's great to have you joining us today. >> Yes, great to be here. >> So lots of energy. You can hear all this noise behind us. We heard this morning in the key note that the definite community is now well over half a million strong. You mentioned before we went line. This is your second definite creates before we get into our city and Cisco. Tell me a little bit about your involvement in the definite community. >> Uh, so I got >> started just looking for support, and it's not like it's a supported product. This is a new venture for everybody. So you go out and you find these little avenues to get questions answered. And WebEx teams has a great community support and just ask a question ended up answering more questions than I was asking, and, you know, that kind of like got me started down this path of, you know, people bounce ideas off each other So really, this is Ah, homecoming. And it's just people inspiring each other If you really want to learn And deep dive Obviously I'm a self learner, so I'll just sit down and really get into it. But I come here to get inspired and the Kino just >> Will you wait? Yeah. What was the key? What was the highlight for you on the Kino? What was >> anything Ashutosh has to talk about? Ashutosh is on the I guess, the incubator side. He comes up with these things, and his job is to get people excited about the FBI's. So today he had an augmented reality app with his phone and he would go around and show network coverage of a WiFi hot spot. You can go up to an access point and troubleshoot network of problems by seeing if on access, points registered or not. So my mind, I'm thinking how many times I go in the data center and look, I have to plug in a laptop to look to see what the lands on a port. Now, Aiken take that same approach too, you know, put my phone out in a data center, and okay, this witch has ah, this V lands here. I could plug it. Antonito even need to plug my laptop. >> I mean, he first introduced the beginning of that demo at Cisco Live in Barcelona. Totally blown away. He's a demo. God first. Yeah, he's amazing. But it shows the automation right and also shows the new kind of experiences. I think to me what is inspiring to me about this community. I'd love to get your reaction. This is that It kind of shows a new way to do work. And it's all about making life easier, But it's also more capability. You can see all the configurations and then ultimately writing new apse. That seems to be the theme. Create definite curiosity with all these capabilities. Is that kind of something that you're seeing as well? What's your reaction to that? That kind of this new way of doing things. >> Wow. I mean, it's we have a code competition are Presidio called Shark Tank, and it's really just to inspire people. Uh, tell me a business use case for this Use cases really ninety percent of it. You confined help you confined mentors your work. But, uh, really Just finding a use case and stuff like this coming here just thinking about new ways to do things and do things to create >> in collaboration What? Some of the things that you see that are low hanging fruit use cases of either mundane tasks or stuff that just needs to be kind of like, abstracted away. What are some of the things >> I have a ton of those s o. Somebody came to me, a law firm that had these attorney's secretary assignments, and they wanted Secretary is to be able to schedule meetings for attorneys. You could do that in a gooey, but we're seeing more and more is away from the buoy. And it's becoming this FBI first. So anything that's not in the gooey, it's in the AP, I So that's where our values integrators has really become. This gap between the jury and the FBI. So what we did, or what I did is going active directory, have some fields filled out because they're already populated. One thing for this I read from that, and then I goto WebEx a p I and I populated, and that runs a nightly basis. >> You automate thataway. Yeah, piece of cake. But this is the trend. This is kind of what we're seeing happening with Cloud the question that comes up in the enterprises. Look, att. Hey, you know, we've been doing this thing for long times the way we do it. We, You know, ten years ago we built out this system. Don't touch it. But I love the new stuff. How do I get the new stuff in? How do I deal the old stuff, The legacy. And we got containers. Got some news stuff. A p. I's a big part of this integration fabric composing APS. I think you have to show >> that the business value it's it's saving time. It's saving people ours, and it's really checking code into get is something you wouldn't think about. Checking network config. Thing to get is something you wouldn't really think about, Uh, just a year ago. But that's really becoming the trend and having a testable code and, uh, you know, kind of Ah, if something goes wrong, I have a backup. You have somebody you know exactly who did what before it was just people hacking away. >> So let's talk about unlocking value for a second. When you were talking with John about what some of the things that blew your mind during this morning's keynote one I was hearing from you and one senses how how much easier certain functions of yourjob are going to be because of this? What value are you seeing that even just a few things that we were announced this morning is going to bring, too? Not just you and your business, but for city and Cisco's customers? >> Well, I mean So, for instance, the Iraqi thing, uh, they released bulk actions. So AP eyes. Typically, if you write the code one of the time, that's goingto limit your ability to do certain functions. Having all these AP eyes in one and point immediately, I'm thinking cloud formation templates. Name is on but ism Iraqi solution, so you could take this entire network and copy and paste. It is one slice of code. That's tremendous. >> What's the community vibe here? Definite. I mean big invention. >> It's a homecoming. I know all these people have met so many people from other areas and people competitors. We're all friends here, you know, And it's not a marketing ventured all you don't see a lot of people you know, scanning badges and bugging you on email later. This is all about just people hurting out about What they've done >> is we're getting >> the show until >> I like >> that. It's not just the hacker fond, you know, Hey, revenue event. They throw a hackathon over it and it turns out the most these events trees, a marketing event. It's completely eyes that >> unorganized as I would want it to be. There's conversations just passing by in the hallway, and I get just as much out of that as I do in a workshop. >> So you're giving a breakout session later today. Contact center. A eye for more efficient governments. >> Yes, that's a twenty minute lightning talk on just a recent project I did and taking an arm from a solution and be able to do Mohr by moving it up to the cloud. This's Amazon connect could be another one, but just basically enabling through the cloud different functionalities we're using Alexe pot, reason, elastic search, reason Landa and we're we're taking the top ten tickets this help desk would receive and trying to automate this. So I need to reset my pen. I need to transfer me to this person that was an operator before in an Excel spreadsheet. So what we did was completely not change your workflow. They're going to upload it, excels for a cheat and has three. It's going to take a Landau function to separate that spread she into a dynamo database Elastic search, going to read that database. And then Lex Boss is goingto interact with elastic search >> and his all in real time. >> It's all in real time. >> And they thought, this all natural language talking together you're working together, >> working together >> to solve those customer problems or get well that And I guess, get the customer that the ticket routed appropriately. >> Yeah, so there's take a look ups to get creation to get clothes and anything that you would typically anything that you can automate. We've done it within the ivy are and we've measured containment rates. So >> yeah, this is exactly why we've been covering. This is our third year, but here in the beginning, at the creation of the event, because what you just described is so valuable and so kind of basic. If you think about it, the number one tickets that everyone that stack ranked haven't over and over again. But breaking towns this going database for this? I got a database for this. I got a database for this. The old world. You have a waterfall process, you have a product. Project manager. People would go in a round trip meeting after meeting, arguing aboutthe ski mus and databases. And I mean, what would it be like in the old days, if you like, went through the traditional models versus his agile? Hey, let's just put it together. Hackett string up. So maybe eyes sling the FBI's rolling up, wiring up >> siding. Me, you're moving from a static ivy are too self service. And then even more what I think you forget who coined the term. But selfie service. You know more about a user you're able to predictably say, I see you have a ticket open or go a step further and say, I see have email on this phone and we're having active sync issues and only alert those people of issues and not bother everybody else. I see you work out of this office and you're calling in. Are you calling about, uh, you know, your office closure? Because we have a temporary office for you over here, So being able to get ahead of anything and predict that's the next thing >> I know. This really also highlights when we tend to talk about us when these data conferences, where the underlying value being here is the creation and stitching together with solutions. But it's the data that's driving it right. The tickets that ranking the the task getting if these reasoning aspect of reasoning with the data predictive are prescriptive, is a personalization benefit thes air. The things that are exposed on this new way of creating >> there's there's some real exciting, very consumable AP eyes out there. One of them all name is in dico io, and this is something that you could just plug in some data. Then I'll make a prediction using just a bunch of learned data set that it already has, and I'LL give you an example WebEx team space way just chat away, and for months and months, I funnel that data to a simple FBI and it comes back and tells me Who's the angriest person who's the happiest person? There's an f b I for Who's a conservative who's a liberal. There's an A p I. For the Myers Briggs test. >> I'LL get all of this. You are the girl. What's the emiko dot io? Indeed, In dico dico i n d >> i c e o dot io >> Awesome. Well, thanks for sharing that on the AP. I think I want to get your expert opinion on this because this comes up a lot recently. At these conferences, we go to where some oh new way to develop modern applications. Blah, blah, blah, waterfalls going away. Fiber Clavell. That's good stuff. Check, check, Check. At the end of the day that the key ingredient all this is AP AP Eyes are becoming the centre point for one data sharing integration coding Middle, where a new kind of middleware evolving? What's your view on this? Because this is an essential part of integration to like If someone wants to adopt a new product, I want to bring it in. It's really >> recognizing that your use case isn't everybody's used case, so you come from a static, fully functioning product to an FBI first approach, you build the FBI, then you build things around it. So when WebEx teams is released, for instance, it had certain functionality there and certain functionality wasn't there. But you could do it to the FBI. So it's partners and Cisco kind of competing at the same time to come up with a better solution. Any time you compete, you know it's good in any time something is open. It's good. So you have these Open A P I's and you have a community trying to come up with the best solution on DH. It's >> and that's really where communities of shining too right now, because you're going to community. They're great at giving feedback. If something something's not right, raise their hand. Appoint honest >> feedback, right? >> Yeah, competition. So Cisco telling Cisco something's not working. You know, you bring in some other people that maybe they're mohr AP to tell you when something's not working. They don't have any dog in the fight. You know, they'LL tell you if something's not working, they'LL give you feedback, and it really enables a better in product and a product that's more form to tailor fit for that user. That use case, >> which is exactly how it should be. Right? So last question, Jeff, before we wrap up, you already talked about how excited you were with some of the things in the Kino was day one of to >> me >> kind of expectations or hopes and dreams for what you're going to learn the rest of today and tomorrow that will help evolve the Presidio Cisco partnership. >> I mean, one thing is just making connections out here, Uh, but learning? I think so. I'm a collab guy and I'm getting to be more of a developer, and that's making me more of a generalist again. Because as a developer, yu have to interact with more than just collab FBI's. I'm getting into wireless and enterprise and everything security. So what I get out of combat is like, this is going around seeing what's happening and other technologies and other verticals and once again, competitive ideas seeing what other people are doing. Adding to that telling them what I'm doing A >> lot of collaboration pun intended. >> Yeah, You like it If you like puns. The keynote tomorrow is gonna be amazing. >> Is it way watching? Excellent. Jeff, Thanks so much for joining. Joining me on the Cube today. We appreciate your time for Joe inferior. I'm Lisa Martin. You're watching the Cube live from Cisco Dove Net. Create twenty nineteen. Thanks for watching.