(upbeat music) >> Hello and welcome back to theCUBES coverage of Red Hat summit 21 virtual. I'm John Furry, host of theCUBE. We've two great guests here, returning back CUBE alumni here to give us their perspective. Dave Linquist GM VP of engineering hybrid cloud management at Red Hat. Joe Fitzgerald, general manager VP of the management business unit Red Hat. Guys, welcome back to theCUBE. Congratulations, Red Hat summits, ongoing virtual. Great to see you. >> Thank you, John. >> Thanks John. >> So I'd love to get the low down. A lot going on the productivity this year. Looking back from last year, a lot's been done and we've been in the pandemic now, now circling back a full year. A lot's happened- a lot of productivity, a lot of clear visibility on, on what's working, what's not, you guys got some great news. Let's just jump right into it. What's the big announcement? >> So one of the things that we announced here at Summit, John, is an expansion of our Red Hat insights brand. Basically we announced Red Hat insights for our RHEL platform back in 2015. Over the years, we've increased the amount of data and visibility into those systems. Here at summit, we've now announced Red Hat insights for both OpenShift, and for the Red Hat Ansible platform. So it's a pretty significant increase in the visibility that we have to the platforms. >> Oh, so can you repeat that one more time? So the expansion is through which platform style specifically? >> So Red Hat insights is a way that we connect up to different platforms that Red Hat provides. Historically it was for Red Hat enterprise Linux realm. We've now expanded it to the Red Hat, OpenShift family, the platforms as well as the Red Hat Ansible automation platform as well. >> So a nice broad expansion and people want that data. What's what was the motivation behind it? Was it customer demand? Was it more access to the data? Just, was it on the roadmap? What's the motivation- where where's this going? What's what's the purpose of all this? >> Well, I don't think customers say, Hey, please, you know take more data. I think it's customers say, can you keep me more secure? Can you keep my systems more optimized? Can you help me set more things to automatic? And that requires that you get data from these systems that you can auto tune on, auto- secure, auto optimize. Right? So it's really all those benefits that we get by connecting to these systems, bringing the telemetry data that config different kinds of information, and using that on customer behalf to optimize secure to the systems. >> You know, one of the biggest trends I think now for multiple years has been observability with cloud native, more services are being turned on and off enterprises are are getting a lot of pressure to be modern in their in their application development processes. Why is data more important than ever now? Can you guys take a minute to expand on that? Because this idea of telemetry across the platform is a very interesting announcement because you're turning that data into value, but can you guys expand where's that value coming, turning into? What is the value proposition? Where are people seeing the, the, the key key value points? >> Well, a couple of points, John, as you started out is in a hybrid cloud environment with cloud native applications and a lot of application modernization and the current progressiveness of DevOps and SRE teams, you're seeing a lot of dynamics and workloads and continuous delivery and deployments that are in public environments and private environments, distributed models. And so consequently, there's a lot of change in dynamics in the environment. So to sustain these high levels of service levels to sustain the security and the compliance, the ability to gather data from all these different points, to be able to get visibility into that data. It'd be able the ability to process that with various analytics and understand what when something's gone wrong or when an update is needed or when a configuration has drifted is increasingly critical in that in a hybrid cloud environment. >> So on the telemetry piece is that in open shift as well that that's supporting that as in there has that work. >> It's it's in OpenShift, as Joe mentioned, it's in braille it's in V2 Ansible and the OpenShift space we'd have an offering advanced cluster management that understands fleets of deployments, clusters, wherever they're deployed however they're running infrastructure public private hybrid environments. And it also collects in the context of the workloads that are deployed on those on those clusters to multi-question burn. >> I want to ask you guys a question. I get this all the time on theCUBE. Hey, you know, I need more data. I have multiple systems. I need to pull that data into one kind of control plane but I'm being pushed more and more to keep scaling operations. And this becomes a huge question mark for the enterprises because they, they have to turn up more, more scale. So this is becomes a data problem. Does this solve it here? How do you guys answer that? And what was the, what would be your response to that trend? >> Well, I think the, the thirst for data, right? There's a lot of things you can do with more data. There is a point where you can't ship all the data everywhere, right? If you think about logs and metrics and all the data it's too heavyweight to move everything everywhere. Right? So part of it is, you know, selecting the kind of data that you're going to get from these systems and the purpose you're going to use it for. And in the case of Red Hat, we take data from these different systems, regardless of whether they're deployed bring it in, and then we did predictive analytics against that data. And we use that telemetry that can take that health data right to do everything from optimize for performance or security costs, things like that. But we're not moving, you know, huge quantities of data from every system to Red Hat in order to, you know, pour through it. We are very selectively moving certain kinds of data for very specific purposes. >> Dave, what's your take on that because you know you got to engineer these systems. What's the optimized path for data? Do you keep it in the silo? Do you bring it together? What's the customer's view on, on how to deal with the data? >> Yeah. It is a complex problem. No doubt. You don't want it to be pulling all the data and trying to transmit all that data back into your analytics system. So you ended up curating some data, some of it you afford on often it's done under it will be done under control of policies. So that data that is sensitive, that should stay within the environment that it's in, will stay, but curated or alerts or information that's particularly relevant say to configurations, updates, any any of that type of information will go up into the analytics, into the insights. And then in turn, the alerts will come back down in a manner that are presented to the user. So they understand what actions need to be taken place whether there's automated actions or or they have to get approvals to maybe make an update to a certain environment. >> All right, you got telemetry, data power, the the advanced cluster management ACM. What's the overlap of the visibility and automation here. Can you guys talk about that? >> Well, let's say it's a great question, John what we'd like to do is we'd like to sort of separate the different areas. There's the seeing, right. And what's going on in these environment. Right. So getting the data analyzing it and determining what needs to be done. And then the, you know the recommendation of the automation. As Dave said, in a lot of environments, there's a process of either approvals or checkpoints or, you know evaluation of the changes being made to the system. Right. So separating the data and the analysis from the what do you want to do at this and making that configurable I think is really powerful. >> Yeah. I mean, that's, I mean I think that's the number one thing is like, you know everyone always asks, what do you optimize for do you optimize for the automation or the visibility? And I think, you know, there's always a trade-off and that's always interesting question David- love to get your thoughts. If someone asks you, Hey, I'm a I'm I have a team of people. What do I optimize for? The visibility or the automation or both? Is or is there a rule of thumb or is there a playbook? What w how would you answer that question? >> Well, there's a couple of things. I first, I think the, the ability to pull the data together to get visibility across the environment is critical. And then what becomes often complex is how the different disciplines, how the different parts of the system are able to work together on common understanding of the resources common understanding the applications. That's usually where systems start falling down. And so it's too siloed. So one of the key things we have with with our systems, particularly with OpenShift and row and with ACM and Ansible is the ability to have the common back lane and the ability to have a common understanding of the resources and the applications. And then you can start integrating the data around that common, those common data models and take appropriate actions on that. So that's how you ended up getting the visibility integrated with the automation. >> When you think about this, Joe about the security aspect of it and the edge of the network which has been a big theme this year and going into next year, a lot more discussion just the industrial edge, you know, that's important. You got to take all this into account. How do you, how would you talk about folks who are thinking about embedding security and thinking about now the distributed edge specifically? >> Right. So we thought it was complicated before, right? It goes up a notch here, right? As you have, you know, more and more edge applications I think at the edge, you're going to want automated policies and automated configurations in force so that when a device connects up to a network or is, you know analyzed that there's a set of policies and some configurations and versions that need to be applied to that device, these devices, aren't always connected. There's not always high bandwidth. So you basically want a high degree of automation in that case. And to get back to your early point there are certain things you can set like policies about security or configuration. You say, I always want it to be like this and make it so and there's other things where they're more you know, complicated, right. To, to address or have regulatory requirements or oversight issues. And those things you want to tell somebody I think this should be done. Is this the right thing to do? Is it okay? Do it, but at the edge you're going to have a lot more sort of lights out automation to keep these things secure, to configure. Right. >> It's funny. I was, some of the Ansible guys are talking about, you know code for code, changing code all the time and dynamic nature of some of the emerging tech coming out of the Red Hat teams. It's pretty interesting. You guys have going on there, but you know, you can bring it down to the average enterprise and main street, you know enterprise out there, you know, they're looking at, okay I got some public loud. Now I got hybrid. I'm going a hundred percent hybrid. That's pretty much the general consensus of all the enterprises. Okay. So now you say, okay, if I understand this correctly you got insights on REL, OpenShift and Ansible platform. So I'm, am I set up for an open hybrid cloud? That's the question I want to ask you guys does that give me the foundation to allow me to start the cloud adoption with an, a true distributed open way >> I'll I'll offer to go first. I think there's a couple of things you need in order to run across hybrid clouds. And I think Red Hat from a platform point of view the fact that Red Hat platforms run across all those different environments from the public cloud to on-premise and physical vert to edge devices. Now you have consistency of those platforms whether it's your traditional on REL, your container based workloads on shift or automation that's being turned in by Ansible. Those are consistent across all these different hybrid cloud environments. So reduces the complexity by standardizing those platforms across any and all of those different substrates. Then, when you can take the data from those systems bring them centrally and use it to manage those things to a higher degree of automation. Now you take an, another sort of chunk of complexity out of the problem, right? Consistency of getting data from all those different systems being able to set policies and enforce things across all those distributed environments is huge. >> Yeah. And then, you know, it fills in the gaps when you start thinking about the siloed teams, you know, the, the, I think one of the messages that I've been hearing out of Red Hat Summit in the industry that's consistent is the unification trend that's going on. Unifying development teams in a way that creates more of an exponential value curve rather than just linear progressions in, in traditional IT. Are you guys seeing that as well? I mean, what's your take on this? That's that piece of the story? >> Well, I think the shift that we've seen for the last few years actually quite a few years with DevOps and SRE is started to bring a lot of the disciplines together that you mentioned that are traditionally silos. And you're finding the effectiveness of that is really around many of the areas that we've been discussing here which is open platforms that can run consistently across a hybrid environment, the ability to get data and visibility out of this platform. So you can see across the distributed environment across the hybrid environment and then the ability to take actions in Bourse or update environments through automation is, is is really what's critical to bring things to to bring it all together. >> Yeah. I think that's such an important point, Joe. You know, I was talking with Chris right around and we we've covered this in the past red hats success with academics in the young people coming into in the universities with computer science. It's not just computer science anymore. Now you have engineering degrees kind of cross-disciplinary with SRS is SRE movement because you're looking at cloud operations at scale. That's not an IT problem anymore. It's actually an IT next gen problem. And this is kind of what, there's no real degree. There's no real credential for, you know large scale hybrid cloud environment. You guys have the mass open cloud initiative. I saw that going on. That's some really pretty big things. This is a, a change and, and talent. What's your, what's your view on this? Because I think people want to learn what what do I need to be in the future? What position? >> So John it's a great question. I think Ansible actually addresses a number of the issues you brought up, which is, you know historically there've been different tools for each of the different groups. So, you know, developers had their favorite set of tools and different, IT areas their favorite set of tools and technologies. And it was sort of like a tower of Babel. People did not share the same, you know sort of languages and tools. Ansible crosses both your your development test and operational teams. So creates a common language, now that can be used across different teams. It's easy to understand. So it sort of democratizes automation. You don't have to be deeply skilled in some, you know misspoke language or technology in order to be able to do some level of automation. So I think sort of sharing the same technology and tools I'd like an answer, more democratizing it so that more people can get involved in automating sharing that automation across teams and unifying those worlds is huge, right? So I think that's a game changer as well in terms of getting these teams work holistically integrated. >> Yeah. And there's also a better together panel on the Ansible and advanced cluster management session. Folks watching should check it out on on the virtual event platform on that point while I got you here on that point, let's let's talk about the portfolio updates for advanced cluster management for Kubernetes, what's new since the Ansible Fest, Ansible Fest announcements >> There's quite a bit that's been new since Ansible Fest. Ansible Fest well actually going back to Summit last year we introduced advanced cluster management. For years, we've been seeing the growth of Kubernetes with cloud native and clusters. And what ACM really allows enterprises to do is is scale out their deployments of OpenShift. Well, one of the things we found is that as you're deploying workloads or clusters or trying to take care of the compliance, the importance of integrating that environment with the breadth of capabilities that Ansible has in automation. So that's what we announced that at Ansible Fest following last year's summit what we've done is put a lot more focus on that integration with Ansible. So when you bring up, provision a cluster maybe you need to make some storage or security configurations on behalf of that cluster or if you're taking care of the compliance how do you remediate any issues with Ansible or one of the things that get shown a lot, demonstrate a lot with customers like is when you're deploying applications into production, how do you configure the network? Do the network configurations like a load balancer maybe a ticket into your service management system along with say a threat detection on your security. So a lot of advances with ACM and the integration with a broader ecosystem of IT, in particular with, with Ansible >> What's the ecosystem update for partners? And this has comes up all the time. I want to make sure I get this in there. I want it, I missed it. Last time we chatted, you know, the partner impact to this. You mentioned the ecosystem and you've got native Coobernetti's, non-native what's native to open. You guys have a lot of native things and sometimes it's just support for other clouds. So you start to get into the integration questions. Partners are very interested in what you guys are doing. Can you share the partner update on how they play and what impacts them the most here? >> Yeah. On the events, cluster management ACM front first with this integration with Ansible that actually allows us to integrate with the wealth of partner ecosystem the Ansible apps, which is huge. So that's, that's one, one space. And then the way ACM works, this policy desirous state model is we've been able to integrate with a large number of partners around particularly the security space model the service management space, where they, where we can enforce the use of certain security tools on the on the clusters themselves. So it's really opened up how quickly partner offerings can be integrated into the OpenShift environment at scale across all the clusters that you want, that you need to support it on what the appropriate configurations and policies >> I got to ask you on the insight side you mentioned the expansion across the platform. Now, if you go out and take out to the ecosystem, you know there's guard rails around governance how far can partners push their data in terms of sharing? That's something that might come up when you comment on that. >> Sure. So Red Hat, you know, takes, you know our customer data very seriously. We're a trusted partner to our customers. So the data that we get from systems we make sure that we are following all of the governance and oversight necessary to protect that data. So far, we have basically been collecting that data and using that data at Red Hat. Our plan really is to allow partners with the right degree of governance and control to be able to use some of that data in the future, under the right conditions whether it's anonymized or aggregated, things like that to be able to take that data and to add value to customers if they can enrich customers or or help customers by getting some access to that data without every vendor or partner, having to go out to systems and having to connect and pull data back. That's a pretty tough situation for customers to live with. But I think that fact that we're ahead is trusted. We've been doing this for awhile. We know how to handle the data. We know how to provide the governance. But our plan really is to enable partners to use that data ecosystem. I will say that initially what they had said about ACM and partners, Ansible has been working with partners on the automation side at a very large scale, right? So if you look at the amount of partners that are doing automation, work with us we have some pretty strong, you know, depth there. But in terms of working with partners, our plan is to take the data ecosystem, expand that as well. >> It's really a nice mix between the Ansible OpenShift and then REL, do you guys have great insights across now? I think the open innovation just continues to be every year. I say the same thing. It's almost like a broken record but every year it just gets better and better. You know, innovation out in the open you guys doing a great job and continuing and now certainly as the pandemic looks like it's coming to an end soon, post-pandemic, a lot more projects are being worked on a lot more productivity, as we said at the top. So to end the segment out I'd love to get you guys to weigh in on what happens next. As we come out of the pandemic, the table has been set. The foundation's there, cloud native is continuing to accelerate rapidly in the open OpenSource, going through them on another level. What's next what's, what's going to what's next for customers. Are they going to continue to double down on those? The winds they're going to shut down certain projects. What happens after this pandemic? How do people grow, Dave? We'll start with you. >> Well, I think, yes we all see the light at the end of the tunnel, John. It's great. And I think if a positive, is it really throughout this? We've been accelerated in the digitization and at modernization cross the board across industries. Okay. And that is really teaching all of us a lot about the importance of how do you start managing and running this at scale and securing this at scale. So I think what we'll see coming out of this is just that much more effort, open ecosystems. How you really bring together data across insights? How do you bring in increasing the amount of analytics AI to now do something turn that data into information that you can respond with and that in turn, close it, closing the loop with automation against or against your hybrid cloud environment? We're just going to see acceleration of that occurring. >> Awesome, great insights there. Open data insights, automation, all kind of coming together. AI. You don't have AI in your, your plans. Someone was Wall Street was joking. That's going to be the future stable stakes get listed on Wall Street. You got to have some sort of AI piece. They have great insight, Joe, your take on what's next? What, what what's going to what's going to happen as we come out of the pandemic? >> Yeah. We've definitely seen people, you know advance their digital transformation. And I don't think it's going to stop. Right? So the speed scale and complexity or just put more pressure on teams, right? To be able to support these environments that are evolving at light speed. So I think Red Hat is really well positioned and is a great partner for folks who are trying to get more digital, faster trying to leverage these technologies from the hybrid cloud to the edge. They're going to need lots of help. Red Hat is in a great position. >> Okay. >> You guys doing great work, Dave Linquist, Joe Fitzgerald. Great to have you back on again. Open, always wins. And as end users become much more participants in the open source ecosystem and user contributions and user interactions software at scale, it's now a new come next generation commercial environment, You guys are doing a great job. Thank you for sharing. Appreciate it. >> Thank you John. >> Thanks John. >> Okay. Red Hat Summit 21 CUBE coverage. I'm John Furrier getting all the action from the experts who've been there, done that living through it, being more productive and have bringing benefits to you being open source. Thanks for watching.

(smart gentle music) >> Hey, welcome back everyone to theCUBE's coverage of Red Hat Summit 2021 virtual. I'm John Furrier, host of theCUBE, got two great guests here from AWS, Bob Wise, General Manager of Kubernetes for Amazon Web Services and Peder Ulander, Head of product marketing for the enterprise developer and open-source at AWS. Gentlemen, you guys are the core leaders in the AWS open-source initiatives. Thanks for joining us on theCUBE here for Red Hat Summit. >> Thanks for having us, John. >> Good to be here. >> So the innovation that's come from people building on top of the cloud has just been amazing. You guys, props to Amazon Web Services for constantly adding more and raising the bar on more services every year. You guys do that, and now public cloud has become so popular, and so important that now Hybrid has pushed the Edge. You got outpost with Amazon you see everyone following suit. It's pretty much clear vote of confidence from the customers that, Hybrid is the operating model of the future. And that really is about the Edge. So I want to chat with you about the open-source intersection there, so let's get into it. So we're here at Red Hat Summit. So Red Hat's an open-source company and timing is great for them. Now, part of IBM you guys have had a relationship with Red Hat for some time. Can you tell us about the partnership and how it's working together? >> Yeah, absolutely. Why don't I take that one? AWS and Red Hat have been strategic partners since, shoot, I think it's 2008 or so in the early days of AWS, when engaging with customers, we wanted to ensure that AWS was the best place for enterprises to run their Red Hat workloads. And this is super important when you think about, what Red Hat has accomplished with RHEL in the enterprise, it's running SAP, it's running Oracle's, it's running all different types of core business applications, as well as a lot of the new things that customers are innovating. And so having that relationship to ensure that not only did it work on AWS, but it actually scaled we had integration of services, we had the performance, the price all of the things that were so critical to customers was critical from day one. And we continue to evolve this relationship over time. As you see us coming into Red Hat Summit this year. >> Well, again, to the hard news here also the new service Red Hat OpenShift servers on AWS known as ROSA, the A for Amazon Red Hat OpenShift, A for Amazon Web Services, a clever acronym but really it's on AWS. What exactly is this service? What does it do? And who is it designed for? >> Well, I'll let me jump in on this one. Maybe let's start with the why? Why ROSA? Customers love using OpenShift, but they also want to use AWS. They want the best of both. So they want their peanut butter and their chocolate together in a single confection. A lot of those customers have deployed AWS, have deployed OpenShift on AWS. They want managed service simplified supply chain. We want to be able to streamline moving on premises, OpenShift workloads to AWS, naturally want good integration with AWS services. So as to the, what? Our new service jointly operated is supported by Red Hat and AWS to provide a fully managed to OpenShifts on AWS. So again, like lot of customers have been running OpenShift on AWS before this time, but of course they were managing it themselves typically. And so now they get a fully managed option with also simplified supply chain. Single support channels, single billing. >> You know, were talking before we came on camera about the acronym on AWS and people build on the clouds kind of like it's no big deal to say that, but I know it means something. I want to explain, you guys to explain this on because I know I've been scolded saying things on theCUBE that were kind of misspoken because it's easy to say, Oh yeah, I built that app. We built all this stuff on theCUBE was on AWS, but it's not on AWS. It means something from a designation standpoint what does on AWS mean? 'Cause this is OpenShift servers on AWS, we see this other companies have their products on AWS. This is specific designation. Can you share, please. >> John, when you see the branding of something like Red Hat on AWS, what that basically signals to our customers is that this is joint engineering work. This is the top of the strategic partners where we actually do a lot of joint engineering and work to make sure that we're driving the right integrations and the right experience, make sure that these things are accessible and discoverable in our console. They're treated effectively as a first-class service inside of the AWS ecosystem. So it's, there's not many of the on's, if you will. You think about SAP on VMware cloud, on AWS, and now Red Hat OpenShift on AWS, it really is that signal that helps give customers the confidence of tested, tried, trued, supported and validated service on top of AWS. And we think that's significantly better than anything else. It's easy to run an image on a VM and stuffed it into a cloud service to make it available, but customers want better, customer want tighter experiences. They want to be able to take advantage of all the great things that we have from a scale availability and performance perspective. And that's really what we're pushing towards. >> Yeah. I've seen examples specifically where when partners work with Amazon at that level of joint engineering, deeper partnerships. The results were pretty significant on the business side. So congratulations to you guys working with OpenShift and Red Hat, that's real testament to their product. But I got to ask you guys, pull the Amazon playbook out and challenge you guys, or just, create a new some commentary around the process of working backwards. Every time I talked to Andy Jassy, he always says, we work backwards from the customer and we get the requirements, and we're listening to customers. Okay, great. He loves that, he loves to say that it's true. I know that I've seen that. What is the customer work backwards document look like here? What is the, what was the need and what made this become such an important part of AWS? What was the, and then what are they saying now, now that the products out there? >> Well, OpenShift has a very wide footprint as does AWS. Some working backwards documents kind of write themselves, because now the customer demand is so strong that there's just no avoiding it. Now, it really just becomes about making sure you have a good plan so it becomes much more operational at that point. ROSA's definitely one of those services. We had so much demand and as a result, no surprise that we're getting a lot of enthusiasm for customers because so many of them asked us for it. (crosstalk) >> What's been the reaction in asking demand. That's kind of got the sense of that, but okay. So there's demand now, what's the what's the use cases? What are customers saying? What's the reaction been? >> Lot of the use cases are these Hybrid kind of use cases where a customer has a big OpenShift footprint. What we see from a lot of these customers is a strong demand for consistency in order to reduce IT sprawl. What they really want to do is have the smallest number of simplest environments they can. And so when customers that standardized on OpenShift really wants to be able to standardize OpenShifts, both in their on premises environment and on AWS and get managed service options just to remove the undifferentiated heavy lifting. >> Hey, what's your take on the product marketing side of this, where you got open-source becoming very enterprise specific, Red Hat's been there for a very long time. I've been user of Red Hat since the beginning and following them, and Linux, obviously is Linux where that's come from. But what features specifically jump out in this offering that customers are resonating around? What's the vibe here? >> John, you kind of alluded to it early on, which is I don't know that I'd necessarily call it Hybrid but the reality is our customers have environments that are on premises in the cloud and all the way out to the Edge. Today, when you think of a lot of solutions and services, it's a fractured experience that they have between those three locations. And one of our biggest commitments to our customers, just to make things super simple, remove the complexity do all of the hard work, which means, customers are looking for a consistent experience environment and tooling that spans data center to cloud, to Edge. And that's probably the biggest kind of core asset here for customers who might have standardized on OpenShift in the data centers. They come to the cloud, they want to continue to leverage those skills. I think probably one of the, an interesting one is we headed down in this path, we all know Delta Airlines. Delta is a great example of a customer who, joint customer, who have been doing stuff inside of AWS for a long time. They've been standardizing on Red Hat for a long time and bringing this together just gave them that simple extension to take their investment in Red Hat OpenShift and leverage their experience. And again, the scale and performance of what AWS brings them. >> Next question, what's next for a Red Hat OpenShift on AWS in your work with Red Hat. Where does this go next? What's the big to-do item, what do you guys see as the vision? >> I'm glad you mentioned open-source collaboration at the start there. We're taking to point out is that AWS works on the Kubernetes project upstream as does the Red Hat teams. So one of the ways that we collaborate with the Red Hat team is in open-source. One of those projects is on a new project called ACK. It was on controllers for Kubernetes and this is a kind of Kubernetes friendly way for my customers to use an API to manage AWS services. So that's one of the things that we're looking forward to as that goes GA wobbling out into both ROSA and onto our other services. >> Awesome. I got to ask you guys this while you're here, because it's very rare to get two luminaries within AWS on the open-source side. This has been a huge build-out over the many, many years for AWS, and some people really kind of don't understand kind of the position. So take a minute to clarify the position of AWS on open-source. You guys are very active in a lot of projects. You mentioned upstream with Kubernetes in other areas. I've had many countries with Adrian Cockcroft on this, as well as others within AWS. Huge proponents web services, I mean, you go back to the original Amazon. I mean, Jeff Barr was saying 15 years ago some of those API's are still in play here. API's back in 15 years ago, that was kind of not main stream at that time. So you had open standards, really made Amazon web services successful and you guys are continuing it but as the modern era is very enterprise, like and you see a lot of legacy, you seeing a lot more operations that they're going to be driven by open technologies that you guys are investing in. I'll take a minute to explain what AWS is doing and what you guys care about and your mission? >> Yeah. Well, why don't I start? And then we'll kick it over to Bob 'cause I think Bob can also talk about some of the key contribution sides, but the best way to think about it is kind of in three different pillars. So let's start with the first one, which is, around the fact of ensuring that our customer's favorite open-source projects run best on AWS. Since 2006, we've been helping our customers operationalize their open-source investments and really kind of achieve that scale and focus more on how they use and innovate on the products versus how they set up and run. And for myself being an open-source since the late 90s, the biggest opportunity, yet challenge was the access to the technology, but it still required you as a customer to learn how to set up, configure, operationalized support and sustain. AWS removes that heavy lifting and, again, back to that earlier point from the beginning of AWS, we helped customers scale and implement their Apache services, their database services, all of these different types of open-source projects to make them really work exceptionally well on AWS. And back to that point, make sure that AWS was the best place for their open-source projects. I think the second thing that we do, and you're seeing that today with what we're doing with ROSA and Red Hat is we partner with open-source leaders from Red Hat to Redis and Confluent to a number of different players out there, Grafana, and Prometheus, to even foundations like the LF and the CNCF. We partner with these leaders to ensure that we're working together to grow grow the overall experience and the overall the overall pie, if you will. And this kind of gets into that point you were making John in that, the old world legacy proprietary stuff, there's a huge chance for refresh and new opportunity and rethinking or modernization if you will, as you come into the cloud having the expertise and the partnerships with these key players is as enterprises move in, is so crucial. And then the third piece I'd like to talk about that's important to our open-source strategies is really around contribution. We have a number of projects that we've delivered ourselves. I think the two most recent ones that really come top of mind for me is, what we did with Babel Fish, as well as with OpenSearch. So contributing and driving a true open-source project that helps our customers, take advantage of things like an SQL, a proprietary to open-source SQL conversion tool, or what we're doing to make Elasticsearch, the opportune or the primary open platform for our customers. But it's not just about those services, it's also collaborating with key industry initiatives. Bob's at the forefront of that with what we're doing with the CNCF around things, like Kubernetes and Prometheus et cetera, Bob you want to jump in on some of that? >> Sure, I think the one thing I would add here is that customers love using those open-source projects. The one of the challenges with them frequently is security. And this is job zero to AWS. So a lot of the collaboration work we do, a lot of the work that we do on upstream projects is go specifically around kind of security oriented things because that is what customers expect when they come to get a managed service at AWS. Some of those efforts are somewhat unsung because you generally do more work and less talk, in security oriented things. But projects across AWS, that's always a key contribution focus for us. >> Good way to call out security too. I think that's being built-in to the everything now, that's an operating model. People call it shift-left day two operations. Whatever you want to look at it. You got this nice formation going between under the hood kind of programmability of the infrastructure at scale. And then you have the modern application development which is just beginning, programmable DevSecOps. It's funny, Bob, I'd love to get your take on this because I remember in the 80s and during the Unix generation I used to peddle software under the table. Like, here's a copy of, you just don't tell anyone, people in the younger generation don't get the fact that it wasn't always open. And so now you have open and you have this idea of an enterprise that's going to be a system management system view. So you got engineering and you got computer science kind of coming together, this SRE middle layer. You're hearing that as a, kind of a new discipline. So DevOps kind of has won. I mean, we kind of knew this for many, many years. I said this in 2013 on theCUBE actually at re-inventing. I just recently shared that clip. But okay, now you've got SecOps, DevSecOps. So now you have an era where it's a system thinking and open-source is driving all of that. So can you share your perspective because this is kind of where the puck is going. It's an open to open world. That's going to have to be open and scalable. How does open-source and you guys take it to the next level to give that same scale and reliability? What's your vision? >> The key here is really around automation and what we're seeing you could look at Kubernetes. Kubernetes, is essentially a robot. It was like the early design of it was built around robotics principles. So it's a giant software robot and the world has changed. If you just look at the influx of all kinds of automation to not just the DevOps world but to all industries, you see a similar kind of trend. And so the world of IT operations person is changing from doing the work that the robot did and replacing it with the robot to managing large numbers of robots. And in this case, the robots are like a little early and a little hard to talk to. And so, you end up using languages like YAML and other things, but it turns out robots still just do what you tell them to do. And so one of the things you have to do is be really, really careful because robots will go and do whatever it is you ask them to do. On the other hand, they're really, really good at doing that. So in the security area, they take the research points to the largest single source of security issues, being people making manual mistakes. And a lot of people are still a little bit terrified if human beings aren't touching things on the way to production. In AWS, we're terrified if humans aren't touching it. And that is a super hard chasm to cross and open-source projects have really, are really playing a big role in what's really a IT wide migration to a whole new set of, not just tools, but organizational approaches. >> What's your reaction to that? Because we're talking that essentially software concepts, because if you write bad code, the code will execute what you did. So assuming it compiles left in the old days. Now, if you're going to scale a large scale operations that has dynamic capabilities, services being initiated in terminating tear down up started, you need the automation, but if you really don't design it right, you could be screwed. This is a huge deal. >> This is one reason why we've put so much effort into getops that you can think of it as a more narrowly defined subset of the DevOps world with a specific set of principles around using kind of simplified declarative approaches, along with robots that converge the desired state, converge the system to the desired state. And when you get into large distributed systems, you end up needing to take those kinds of approaches to get it to work at scale. Otherwise you have problems. >> Yeah, just adding to that. And it's funny, you said DevOps has won. I actually think DevOps has won, but DevOps hasn't changed (indistinct) Bob, you were right, the reality is it was founded back what quite a while ago, it was more around CICD in the enterprise and the closed data center. And it was one of those where automation and runbooks took addressed the fact that, every pair of hands between service requests and service delivery recreated or created an issue. So that growth and that mental model of moving from a waterfall, agile to DevOps, you built it, you run it, type of a model, I think is really, really important. But as it comes out into the cloud, you no longer have those controls of the data center and you actually have infinite scale. So back to your point of you got to get this right. You have to architect correctly you have to make sure that your code is good, you have to make sure that you have full visibility. This is where it gets really interesting at AWS. And some of the things that we're tying in. So whether we're talking about getops like what Bob just went through, or what you brought up with DevSecOps, you also have things like, AIOps. And so looking at how we take our machine learning tools to really implement the appropriate types of code reviews to assessing your infrastructure or your choices against well-architected principles and providing automated remediation is key, adding to that is observability, developers, especially in a highly distributed environment need to have better understanding, fidelity and touchpoints of what's going on with our application as it runs in production. And so what we do with regards to the work we have in observability around Grafana and Prometheus projects only accelerate that co-whole concept of continuous monitoring and continuous observability, and then kind of really, adding to that, I think it was last month, we introduce our fault injection simulator, a chaos engineering tool that, again takes advantage of all of this automation and machine learning to really help our developers, our customers operate at scale. And make sure that when they are releasing code, they're releasing code that is not just great in a small sense, it works on my laptop, but it works great in a highly distributed massively scaled environment around the globe. >> You know, this is one of the things that impresses me about Red Hat this year. And I've said this before all the covers events I've covered with them is that they get the cloud scale piece and I think their relationship with you guys shows that I think, DevOps has won, but it's the gift that keeps giving in open-source because what you have here is no longer a conversation about the cloud moving to the cloud. It's the cloud has become the operating model. So the conversation shifts to much more complicated enterprise or, and or intelligent Edge, and whether it's industrial or human or whatever, you got a data problem. So that's about a programmability issue at scale. So what's interesting is that Red Hat is on those bandwagon. It's an operating system. I mean, basically it's a distributed computing paradigm, essentially ala AWS concept as a cloud. Now it goes to the Edge, it's just distributed services via an open-source. So what's your reaction to that? >> Yeah, it's back to the original point, John where I said, any CIO is thinking about their IT environment from data center to cloud, to Edge and the more consistency automation and, kind of tools that they're at their disposal to enable them to create that kind of, I think you started to talk about an infrastructure the whole as code infrastructure's code, it's now, almost everything is code. And that starts with the operating system, obviously. And that's why this is so critical that we're partnering with companies like Red Hat on our vision and their vision, because they aligned to where our customers were ultimately going. Bob, you want to, you want to add to that? >> Bob: No, I think you said it. >> John: You guys are crushing it. Bob, one quick question for you, while I got you here. You mentioned getops, I've heard this before, I kind of understand it. Can you just quickly define from your perspective. What is getops? >> Sure, well, getops is really taking the, I said before it's a kind of narrowed version of DevOps. Sure, it's infrastructure is code. Sure, you're doing things incrementally but the getops principle, it's back to like, what are the good, what are the best practices we are managing large numbers, large numbers of robots. And in this case, it's around this idea of declarative intent. So instead of having systems that reach into production and change things, what you do is you set up the defined declared state of the system that you want and then leave the robots to constantly work to converge the state there. That seems kind of nebulous. Let me give you like a really concrete example from Kubernetes, by the way the entire Kubernetes system design is based on this. You say, I want five pods running in production and that's running my application. So what Kubernetes does is it sits there and it constantly checks, Oh, I'm supposed to have five pods. Do I have five? Well, what happens if the machine running one of those pods goes away. Now, suddenly it goes and checks and says, Oh, I'm supposed to have five pods, but there's four pods. What action do I take to now try to get the system back to the state. So you don't have a system running, reaching out and checking externally to Kubernetes, you let Kubernetes do the heavy lifting there. And so it goes through, goes through a loop of, Oh, I need to start a new pod and then it converges the system state back to running five pods. So it's really taking that kind of declarative intent combined with constant convergence loops to fully production at scale. >> That's awesome. Well, we do a whole segment on state and stateless future, but we don't have time. I do want to summarize real quick. We're here at the Red Hat Summit 2021. You got Red Hat OpenShift on AWS. The big news, Bob and Peder tell us quickly in summary, why AWS? Why Red Hat? Why better together? Give the quick overview, Bob, we'll start with you. >> Bob, you want to kick us off? >> I'm going to repeat peanut butter and chocolate. Customers love OpenShift, they love managed services. They want a simplified operations, simplified supply chain. So you get the best of both worlds. You get the OpenShift that you want fully managed on AWS, where you get all of the security and scale. Yeah, I can't add much to that. Other than saying, Red Hat is powerhouse obviously on data centers it is the operating system of the data center. Bringing together the best in the cloud, with the best in the data center is such a huge benefit to our customers. Because back to your point, John, our customers are thinking about what are they doing from data center to cloud, to Edge and bringing the best of those pieces together in a seamless solution is so, so critical. And that that's why AW. (indistinct) >> Thanks for coming on, I really appreciate it. I just want to give you guys a plug for you and being humble, but you've worked in the CNCF and standards bodies has been well, well known and I'm getting the word out. Congratulations for the commitment to open-source. Really appreciate the community. Thanks you, thank you for your time. >> Thanks, John. >> Okay, Cube coverage here, covering Red Hat Summit 2021. I'm John Ferry, host of theCUBE. Thanks for watching. (smart gentle music)

>>from >>around the globe. It's the cube with digital >>Coverage of IBM think 2021 brought to you by IBM. >>Welcome back to IBM Think 2021 The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of think 21. And right now we're gonna talk about banking in the post isolation economy. I'm very pleased to welcome our next guest. Look at wag lee is the general manager, Global banking financial markets at IBM and john Degnan is the global ceo and vice president and distinguished engineer for banking and financial services. Gentlemen, welcome to the cube. >>Thank you. Yeah >>that's my pleasure. Look at this current economic upheaval. It's quite a bit different from the last one, isn't it? I mean liquidity doesn't seem to be a problem for most pecs these days. I mean if anything they're releasing loan loss reserves that they didn't need. What's from your perspective, what's the state of banking today and hopefully as we exit this pandemic soon. >>So so dave, I think, like you say, it's, you know, it's a it's a state and a picture that in a significantly different from what people were expecting. And I think some way, in some ways you're seeing the benefits of a number of the regulations that were put into into place after the, you know, the financial crisis last time around, right? And therefore this time, you know, a health crisis did not become a financial crisis, because I think the banks were in better shape. And also, you know, governments clearly have put worldwide a lot of liquidity into the, into the system. I think if you look at it though, maybe two or three things ready to call out firstly, there's a there's a massive regional variation. So if you look at the U. S. Banking industry, it's extremely buoyant and I'll come back to that in a minute in the way in which is performing, you know, the banks that are starting to report their first quarter results are going to show profitability. That's you know significantly ahead of where they were last year and probably some of the some of their best performance for quite a long time. If you go into europe, it's a completely different picture. I think the banks are extremely challenged out there and I think you're going to see a much bleaker outlook in terms of what those banks report and as far as Asia pacific is concerned again, you know because they they have come out of the pandemic much faster than consumer businesses back into growth. Again, I think they're showing some pretty buoyant performance as far as as far as banking performance is concerned. I think the piece that's particularly interesting and I think him as a bit of a surprise to most is what we've seen in the U. S. Right. And in the US what's actually happened is uh the investment banking side of banking businesses has been doing better than they've ever done before. There's been the most unbelievable amount of acquisition activity. You've seen a lot of what's going on with this facts that's driving deal raised, you know, deal based fee income for the banks. The volatility in the marketplace is meaning that trading income is much much higher than it's ever been. And therefore the banks are very much seeing a profitability on that investment banking side. That was way ahead of what I think they were. They were expecting consumer businesses definitely down. If you look at the credit card business, it's down. If you look at, you know, lending activity that's going down going out is substantially less than where it was before. There's hardly any lending growth because the economy clearly is flat at this moment in time. But again, the good news that, and I think this is a worldwide which are not just in us, the good news here is that because of the liquidity and and some of the special measures the government put out there, there has not been the level of bankruptcies that people were expecting, right. And therefore most of the provisioning that the banks did um in expectation of non performing loans has been, I think, a much more, much greater than what they're going to need, which is why you're starting to see provisions being released as well, which are kind of flattering, flattering the income, flattering the engine. I think going forward that you're going to see a different picture >>is the re thank you for the clarification on the regional divergence, is that and you're right on, I mean, european central banks are not the same, the same position uh to to affect liquidity. But is that nuances that variation across the globe? Is that a is that a blind spot? Is that a is that a concern or the other other greater concerns? You know, inflation and and and the the pace of the return to the economy? What are your thoughts on that? >>So, I think, I think the concern, um, you know, as far as the european marketplace is concerned is um you know, whether whether the performance that and particularly, I don't think the level of provisions in there was quite a generous, as we saw in other parts of the world, and therefore, you know, is the issue around non performing loans in in europe, going to hold the european uh european banks back? And are they going to, you know, therefore, constrain the amount of lending that they put into the economy and that then, um, you know, reduces the level of economic growth that we see in europe. Right? I think, I think that is certainly that is certainly a concern. Um I would be surprised and I've been looking at, you know, forecasts that have been put forward by various people around the world around inflation. I would be surprised if inflation starts to become a genuine problem in the, in the kind of short to medium term, I think in the industry that are going to be two or three other things that are probably going to be more, you know, going to be more issues. Right. I think the first one which is becoming top of mind for chief executives, is this whole area around operational resiliency. So, you know, regulators universally are making very very sure that banks do not have a technical debt or a complexity of legacy systems issue. They are and you know, the U. K. Has taken the lead on this and they are going so far as even requiring non executive directors to be liable if banks are found to not have the right policies in place. This is now being followed by other regulators around the world. Right. So so that is very much drop in mind at this moment in time. So I think discretionary investment is going to be put you know, towards solving that particular problem. I think that's that's one issue. I think the other issue is what the pandemic has shown is that and and and this was very evident to me and I mean I spent the last three years out in Singapore where you know, banks have become very digital businesses. Right? When I came into the U. S. In my current role, it was somewhat surprising to me as to where the U. S. Market place was in terms of digitization of banking. But if you look in the last 12 months, you know, I think more has been achieved in terms of banks becoming digital businesses and they've probably done in the last two or three years. Right. And that the real acceleration of that digitization which is going to continue to happen. But the downside of that has been that the threat to the banking industry from essentially fintech and big tex has exactly, it's really accelerated. Right, Right. Just to give you an example, Babel is the second largest financial services institutions in the US. Right. So that's become a real problem I think with the banking industry is going to have to deal with >>and I want to come back to that. But now let's bring john into the conversation. Let's talk about the tech stack. Look, it was talking about whether it was resiliency going digital, We certainly saw over the pandemic, remote work, huge, huge volumes of things like TPP and and and and and mortgages and with dropping rates, etcetera. So john, how is the tech stack Been altered in the past 14 months? >>Great question. Dave. And it's top of mind for almost every single financial services firm, regardless of the sector within the overall industry, every single business has been taking stock of how they handled the pandemic and the economic conditions thereafter and all of the business needs that were driven by the pandemic. In so many situations, firms were unable to service their clients or we're not competitive in serving their clients. And as a result they've had to do very deep uh architectural transformation and digital transformation around their core platforms. Their systems of analytics and their systems different end systems of engagement In terms of the core processing systems that many of these institutions, some in many cases there are 50 years old And with any 50 year old application platform there are inherent limitations. There's an in flex itty inflexibility. There's an inability to innovate for the future. There's a speed of delivery issue. In other words, it can be very hard to accelerate the delivery of new capabilities onto an aging platform. And so in every single case um institutions are looking to hybrid cloud and public cloud technology and pre packaged a ai and prepackaged solutions from an I. S. V. Ecosystem of software vendor ecosystem to say. As long as we can crack open many of these old monolithic cause and surround them with new digitalization, new user experience that spans every channel and automation from the front to back of every interaction. That's where most institutions are prioritizing. >>Banks aren't going to migrate, they're gonna they're gonna build an abstraction layer. I want to come back to the disruption is so interesting. The coin base I. P. O. Last month see Tesla and microstrategy. They're putting Bitcoin on their balance sheets. Jamie diamonds. Traditional banks are playing a smaller role in the financial system because of the new fin text. Look at, you mentioned Paypal, the striped as Robin Hood, you get the Silicon Valley giants have this dual disrupt disruption agenda. Apple amazon even walmart facebook. The question is, are traditional banks going to lose control of the payment systems? >>Yeah. I mean I think to a large extent that is that has already happened, right? Because I think if you look at, you know, if you look at the experience in ASia, right? And you look at particularly organizations like and financial, you know, in India, you look at organizations like A T. M. You know, very substantial chance, particularly on the consumer payments side has actually moved away from the banks. And I think you're starting to see that in the west as well, right? With organizations like, you know, cloud, No, that's coming out with this, you know, you know, buying out a later type of schemes. You've got great. Um, and then so you've got paper and as you said, strike, uh and and others as well, but it's not just, you know, in the payment side. Right. I think, I think what's starting to happen is that there are very core part of the banking business. You know, especially things like lending for instance, where again, you are getting a number of these Frontex and big, big tech companies entering the marketplace. And and I think the threat for the banks is this is not going to be small chunks of market share that you're going to actually lose. Right? It's it's actually, it could actually be a Kodak moment. Let me give you an example. Uh, you know, you will have just seen that grab is going to be acquired by one of these facts for about $40 billion. I mean, this organization started like the Uber in Singapore. It very rapidly got into both the payment site. Right? So it actually went to all of these moment pop shops and then offered q are based um, 12 code based payment capabilities to these very small retailers, they were charging about half or a third or world Mastercard or Visa were charging to run those payment rails. They took market share overnight. You look at the Remittance business, right? They went into the Remittance business. They set up these wallets in 28 countries around the Asean region. They took huge chunks of business completely away from DBS, which is the local bank out there from Western Union and all of these, all of these others. So, so I think it's a real threat. I think Jamie Dimon is saying what the banking industry has said always right, which is the reason we're losing is because the playing field is not even, this is not about playing fields. Been even write, all of these businesses have been subject to exactly the same regulation that the banks are subject to. Regulations in Singapore and India are more onerous than maybe in other parts of the world. This is about the banking business, recognizing that this is a threat and exactly as john was saying, you've got to get to delivering the customer experience that consumers are wanting at the level of cost that they're prepared to pay. And you're not going to do that by purely sorting out the channels and having a cool app on somebody's smartphone, Right? If that's not funny reported by arcade processes and legacy systems when I, you know, like, like today, you know, you make a payment, your payment does not clear for five days, right? Whereas in Singapore, I make a payment. The payment is instantaneously clear, right? That's where the banking system is going to have to get to. In order to get to that. You need to water the whole stack. And the really good news is that many examples where this has been done very successfully by incumbent banks. You don't have to set up a digital bank on the site to do it. And incumbent bank can do it and it can do it in a sensible period of time at a sensible level of investment. A lot of IBM s business across our consulting as well as our technology stack is very much trying to do that with our clients. So I am personally very bullish about what the industry >>yeah, taking friction out of the system, sometimes with a case of crypto taking the middle person out of the system. But I think you guys are savvy, you understand that, you know, you yeah, Jamie Diamond a couple years ago said he'd fire anybody doing crypto Janet Yellen and says, I don't really get a Warren Buffett, but I think it's technology people we look at and say, okay, wait a minute. This is an interesting Petri dish. There's, there's a fundamental technology here that has massive funding that is going to inform, you know, the future. And I think, you know, big bags are gonna lean in some of them and others, others won't john give you the last word here >>for sure, they're leaning in. Uh so to just to to think about uh something that lick it said a moment ago, the reason these startups were able to innovate fast was because they didn't have the legacy, They didn't have the spaghetti lying around. They were able to be relentlessly laser focused on building new, using the app ecosystem going straight to public and hybrid cloud and not worrying about everything that had been built for the last 50 years or so. The benefit for existing institutions, the incumbents is that they can use all of the same techniques and tools and hybrid cloud accelerators in terms And we're not just thinking about uh retail banking here. Your question around the industry that disruption from Bitcoin Blockchain technologies, new ways of processing securities. It is playing out in every single securities processing and capital markets organization right now. I'm working with several organizations right now exactly on how to build custody systems to take advantage of these non fungible digital assets. It's a hard, hard topic around which there's an incredible appetite to invest. An incredible appetite to innovate. And we know that the center of all these technologies are going to be cloud forward cloud ready. Ai infused data infused technologies >>Guys, I want to have you back. I wish I had more time. I want to talk about SPAC. So I want to talk about N. F. T. S. I want to talk about technology behind all this. You really great conversation. I really appreciate your time. I'm sorry. We got to go. >>Thank you. Thanks very much indeed for having us. It was a real pleasure. >>Really. Pleasure was mine. Thank you for watching everybody's day. Volonte for IBM think 2021. You're watching the Cube. Mhm.

>>from around the globe. It's the Cube with digital coverage of aws reinvent 2024 sponsored by Intel and AWS. Yeah. >>Welcome back here to our coverage here on the Cube of AWS reinvent 2020. It's now pleasure. Welcome. Sean. Vice to the program was the vice president of databases at AWS and Sean. Good day to you. How you doing, sir? >>I'm doing great. Thank you for having me. >>You bet. You bet. Thanks for carving out time. I know it was a very a busy couple of weeks for the A. W s team on DSO certainly was kicked off key notes today. We heard right away that there's some fairly significant announcements that I know certainly affect your world at AWS. Tell us a little bit about those announcements, and then we'll do a little deeper divers. You you go through >>sure, you know. And he made three big announcements this morning as it relates to databases, one of whom was around Aurora serverless V two on. Do you could just think of that as, uh um, no infrastructure whatsoever to manage and Aurora server list that can scale for, you know, from zero to hundreds of thousands of transactions in a fraction of a second, literally with no infrastructure to manage. So it's a really easy way to build applications in the cloud. Eso excited about that? Another big announcement WAAS related to a lot of our customers today are really they're using the right tool for the right job. In other words, they're not trying toe GM all of their data into one database management systems. They're breaking app down into smaller parts. They pick the right tool for the right job. And with that context, we announce glue elastic views, which just allows you to very easily write a sequel. Query most. There's a lot of developers that understand sequel. So if I could easily write a sequel query to reach out to the source databases and then materialize, um, that data into a different target, Um, that's a really simple way toe. Build new customer experiences and make the most of the databases you have. Aan den. The third big announcement remained today was called Babble Eso Babel. Babel Fish is really a a compatibility or a sequel server compatibility layer on Aurora post grass. So if you have ah sequel server application. You've been trying to migrate it to post grass, and you've been wishing for an easier way to get that done. Babel Fish allows you to take your T sequel or your Microsoft sequel server application connected to post grass. Using your same client drivers with little to no code change eso That's a big deal for those that are trying to migrate from commercial systems to open source. And then finally, we didn't stop there as we thought about Babel, Um, and talked to a lot of customers about it. We actually are open sourcing the technology, so it will be available later in 21. All the development will be done open transparently hosted on get hub and licensed under Apache 20 so those that's kind of one lap around the track, if you will, of the big announcements from today How big >>the open source announcement to me. I mean, that's fairly significant that that you're opening up this new opportunity thio the entire community, um, that you're willing to open it up, and I'm sure you're gonna have you know, I mean, this is this is gonna be I would imagine Ah, very popular destination for a lot of folks. >>Yeah, I think so, too. You know, I'm I'm personally, I'm a believer that every customer can use data to build a foundation for future innovation. And to me, a lot of things start and end with data. As we know, data really is a foundational component of at a swell A systems and, you know, and you know, what we found is not every customer can plan for every contingency that happens. But what they can do is build a strong foundation. So, you know, and with a strong foundation, you really stand the best chance to overcome whatever that next unexpected thing is or innovate new ways. And with that is a backdrop. We think this open source piece is a big deal. Why? I'll tell you, you know, it's just us right now. But if I told you the story behind the story, I have met so many customers over the last few years that you know, John, if you and I were sitting down with them, it kind of sounds like this. You sit down, you talk to somebody and they'll say things like, Hey, I've built, you know, we've built years and years and years of application development against sequel server. We really don't like the punitive commercial licensing and, you know, we're trying to get over Thio open source, but we need an easier way and, you know, and we thought about that long and hard and, you know, we came up with the team, came up with a wonderful solution for this, But to tell you the truth, as we were building Babel fish and talking to customers, what became really clear with the community enterprises in I S V s and s eyes is they all basically said, Hey, if there was a way where we could go and extend this, um for, you know, like it could be Boy, if this thing supported to more features, that would be awesome. But if it was open source, that would be even better, because then we could we could take things under our own control so that that's what truly motivated this decision to go open source and based on conversations we've had in the decisions we made, we actually think it's it's really big. It's really big for everybody who has been trying to move off of commercial systems and over toe open source. You. >>Let's talk about transforming your kind of your database mindset in general right now from a client's perspective, especially for somebody who was considering, you know, substantial moves, you know, a major reconfigurations off their processes. What's the process that you go through with them to evaluate their needs, to evaluate their capabilities, to evaluate their storage? All that, you know, that comes into play here and help them to get thio kind of the end of the rainbow >>because it z absolutely, you know, so it really depends on who you're talking Thio and no, at this stage of the game, the clouds been around now for 10, 14 years. I think it is something in that range, you know? So a lot of the early cloud adopters, you know, they've been here and they've been building in a certain way. Um and you know, you and I know early cloud adopters by way of watching streaming media, ordering rideshare, taking a selfie, you know, and you know, we have these great application experiences and we expect them to work all the time at Super Low. Leighton See, they should always be available. So you know, the single biggest thing we learned from Early Cloud builders was there's no such thing as one size football. There's one thing doesn't fit anything at all. Um, that's kind of the way data was, you know, 20 years ago. But today, if you take the learning from these early cloud builders, the journey that we go on with, let's say a mid to late stage cloud a doctor. We're all excited on, you know, sort of. If they can start now today, where Early Cloud Wilders have done a bunch of pioneering, they get excited. So So what happens is, um, there's usually to kind of conversations. One is how do we you know, we've got all these databases that we self managed on premise. How do we bring those into the cloud? And then how do we stop doing undifferentiated heavy lifting? In other words, what they're saying is, we don't want to do patching and back up and monitoring that Z instead, our precious resources should be working on innovations for the business. So in that context, you and I would end up talking to somebody about moving to fully managed services like an already s, for example, um and then the other conversation we have with customers is is the one about breaking free, which is hey, a burn on commercial. I wanna move for open source. And in that context, there are a lot of customers today that they'll move to the cloud. And then and then when they get there as a first step, their second step is to is to migrate over toe open source. And then that third piece is folks that are trying to build for the cloud, these modern APS. And in that context, they follow the playbook of these early cloud builders, which is what you take this big app. You break it into smaller parts and then they pick the right tool for the right job. So that's that's kind of the conversation that we go through there. And finally, what I would say is, most customers say that they'll say to me, What do you mean by picking the right tool for the right job? And the mindset is very different than the one that we all grew up in from 20 years ago. 20 years ago, you just bought a database platform. And then whatever the business was trying to do, you you you would try to support that access pattern on on that database choice. But today, the new world that we live in, it really is. Let's start with the business use case first, understand the access pattern and then pick the best optimized database storage for that. So that's that's kind of how those conversations go. >>You've got what, 15, 14, 15 different data based instruments, you know, like in your tool chest? Um, how how is that evolution occurred? Um because I'm sure, you know one, but got another big at another big at another, looking at different capabilities, different needs. So I mean, >>kind of walked me >>through that a little bit and how you've gotten to the point that you've got 15 >>Tonto eso. So one of the things that you know I'd start off with here, like the question is, Well, if there's 15 today, is there gonna be 100 tomorrow? The real answer is, I don't know, you know, And but what I do know is there's really a handful of categories around data models and access patterns that if you will kind of fill out the portfolio if you will. Um, the first one is around relation. Also, relational databases have been around for a long time. It has a certain set of characteristics that people have come to appreciate and understand and, you know, and we provide a set of services that provide fully managed relational services. Let it be for things like Oracle or sequel, server or open source, like Maria DB or my sequel or Post Press and even Aurora, which provides commercial grade performance availability and scale it about 1/10 the cost of commercial. So you know, there's a handful of different services in that context. But there's new services in this key value. And think of a key value access pattern along the lines of you. Imagine. We order you order a ride share and you're trying to track a vehicle every second. So on your phone you can see it moving across your phone. And now imagine if you were building that at our a million people going to do that all at the same time or 10. So in that kind of access pattern, a product like dynamodb is excellent because It's designed for basically unlimited scale, really high throughput. So developer doesn't have toe really worry about a million people. 10 million people are one. This thing can just scale inevitably. Yeah, it's just not an issue. And, you know, I'll give you one other example like, um, in Neptune, which is a graph database. So you and I would know graph databases by way of seeing a product recommendation, for example, Um, and you know, grab the beauty of a graph databases. It's optimized for highly connected data. In other words, as a developer, I can what I can do with a few lines of code and a graph database because it's optimized for all these different relationships. I might try to do that in a different system that I might write 1500 lines of codes and because it was never designed for something like highly connect the data like graph. So that's kind of the evolution of how things there's just these different categories that have to do with access patterns and data models. And our strategy is simple. In each category, we wanna have the very best AP is available for our customers. Let's >>talk about security here for a moment because you have, you know, these just these tremendous reservoirs now, right that you've built up in capabilities got, you know, new data centers going up every day. It seems like around around the country and around the world, security or securing data nevermore important on dnep ver mawr, I guess on the radar of the bad actors to at the same time because of the value of that data. So just if you would paint the picture in terms of security awareness three encryption devices that you're now deploying the stuff that's keeping you up at night, I would think probably falls into this category a little bit. Eso Let's just take it on security and the level of concern. And then what you at a w s are doing about that? >>Yeah. So, you know, when I talked to customers, I always remind people security is a shared responsibility on De So Amazon's piece of that is the infrastructure that we build the processes that we have, you know, from how people you know can enter a building toe, what they can do in an environment. The auditing to the encryption systems that rebuild. Um, there's there's three infrastructure responsibility, which, you know, we think about every second of every day. Um, Andi, it's, you know, yes, it's one of those things that keeps you up at night. But you have to kind of have this level of paranoia, if you will. There's bad actors everywhere. And, you know, that mindset is kind of, you know, kind of helps you stay focused on Ben. There's the customers responsibility to in in terms of how they think about security. So, you know, um and what that means is, uh, you know, best practices around how they how they integrate identity and access management into their solution. Um, you know how they use how they rotate encryption keys, how they apply encryption and all the safeguards that you would expect the customer do so together, you know, we work with our customers to ensure that our systems are are secure. Um, and the only other thing that I would add to this is that, you know, kind of in the old world. And I keep bringing up the old world because security in the old world was sort of one of those things. Like if you go back 20 years ago. You know, security sometimes is one of those things that you think about a little bit later in the cycle. And I've met a lot of customers that tryto bolt on security and it never works. It's just hard to just bolt it into an app. But the really nice thing about thes fully managed services in the cloud they have security built right in. So security, performance and availability is built right into these fully managed A p I s eso customer doesn't have to think about Well, how do I add this capability onto it? You know, in some sense, it could be a simple is turning a feature on or something like encryption being turned on by default, and they don't have to do anything. So, you know, there it's just a completely different world that we live in today, and we try to improve it every second of every day. >>Well, Sean, it's nice to know that you're experiencing the paranoia for all your customers. That Zaveri very gracious yesterday There. Hey, thanks for the time. I appreciate it. I know you're very busy the next couple of weeks with the number of leadership sessions and intermediate sessions as well with AWS reinvent. So thanks again for carving a little bit of time for us here today on the Cube. >>You bet, John. Thank you. I really appreciate it. >>Take care.

>>on the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hello and welcome back to the Cubes Live coverage Cube live here in Palo Alto, California, with the Virtual Cube this year because we can't be there in person. I'm your host, John Fairy year. We're kicking off Day two of the three weeks of reinvent a lot of great leadership sessions to review, obviously still buzzing from the Andy Jassy three. Our keynote, which had so many storylines, is really hard to impact. We're gonna dig that into into into that today with Jerry Chan, who has been a Cube alumni since the beginning of our AWS coverage. Going back to 2013, Jerry was wandering the hallways as a um, in between. You were in between vm ware and V C. And then we saw you there. You've been on the Cube every year at reinvent with us. So special commentary from you. Thanks for coming on. >>Hey, John, Thanks for having me and a belated happy birthday as well. If everyone out there John's birthday was yesterday. So and hardest. Howard's working man in technology he spent his entire birthday doing live coverage of Amazon re events. Happy birthday, buddy. >>Well, I love my work. I love doing this. And reinvent is the biggest event of the year because it really is. It's become a bellwether and eso super excited to have you on. We've had great conversations by looking back at our conversations over the Thanksgiving weekend. Jerry, the stuff we were talking about it was very proposed that Jassy is leaning in with this whole messaging around change and horizontal scalability. He didn't really say that, but he was saying you could disrupt in these industries and still use machine learning. This was some of the early conversations we were having on the Cube. Now fast forward, more mainstream than ever before. So big, big part of the theme there. >>Yeah, it z you Amazon reinvent Amazon evolution to your point, right, because it's both reinventing what countries are using with the cloud. But also what Amazon's done is is they're evolving year after year with their services. So they start a simple infrastructure, you know, s three and e c. Two. And now they're building basically a lot of what Andy said you actually deconstructed crm? Ah, lot of stuff they're doing around the call centers, almost going after Salesforce with kind of a deconstructed CRM services, which is super interesting. But the day you know, Amazon announces all those technologies, not to mention the AI stuff, the seminar stuff you have slack and inquired by Salesforce for $27.7 billion. So ah, lot of stuff going on in the cloud world these days, and it's funny part of it, >>you know, it really is interesting. You look up the slack acquisition by, um, by Salesforce. It's interesting, you know, That kind of takes slack out of the play here. I mean, they were doing really well again. Message board service turns into, um, or collaboration software. They hit the mainstream. They have great revenue. Is that going to really change the landscape of the industry for Salesforce? They've got to acquire it. It opens the door up from, or innovation. And it's funny you mention the contact Center because I was pressing Jassy on my exclusive one on one with him. Like they said, Andy, my my daughter and my sons, they don't use the phone. They're not gonna call. What's this? Is it a call center deal? And he goes, No, it's the It's about the contact. So think about that notion of the contact. It's not about the call center. It's the point of contact. Okay, Linked in is with Microsoft. You got slack and Salesforce Contact driven collaboration. Interesting kind of play for Microsoft to use voice and their data. What's your take on that? >>I think it's, um you know, I have this framework. As you know, I talked my friend systems of engagement over systems intelligence and systems record. Right? And so you could argue voice email slack because we're all different systems of engagement, and they sit on top of system of record like CRM customer support ticketing HR. Something like that. Now what sells first did by buying slack is they now own a system engagement, right? Not on Lee is slack. A system engagement for CRM, but also system engagement for E. R. P Service. Now is how you interact with a bunch of applications. And so if you think about sales for strategy in the space, compete against Marcus Soft or serves now or other large AARP's now they own slack of system engagement, that super powerful way to actually compete against rival SAS companies. Because if you own the layer engagement layer, you can now just intermediate what's in the background. Likewise, the context center its own voice. Email, chat messaging, right? You can just inter mediate this stuff in the back, and so they're trying to own the system engagement. And then, likewise, Facebook just bought that company customer a week ago for a billion dollars, which also Omni Channel support because it is chat messaging voice. It's again the system engagement between End User, which could be a customer or could be employees. >>You know, this really gonna make Cit's enterprise has been so much fun over the past 10 years, I gotta say, in the past five, you know, it's been even more fun, has become or the new fun area, you know, And the impact to enterprise has been interesting because and we're talking about just engaging system of record. This is now the new challenge for the enterprise. So I wanna get your thoughts, Jerry, because how you see the Sea, X O's and CSOs and the architects out there trying to reinvent the enterprise. Jassy saying Look and find the truth. Be on the right side of history here. Certainly he's got himself service interest there, but there is a true band eight with Cove it and with digital acceleration for the enterprise to change. Um, given all these new opportunities Thio, revolutionize or disrupt or radically improve, what's the C. C X's do? What's your take on? How do you see that? >>It's increasingly messy for the CXS, and I don't I don't envy them, right? Because back in the day they kind of controlled all the I t spend and kind of they had a standard of what technologies they use in the company. And then along came Amazon in cloud all of sudden, like your developers and Dio Hey, let me swipe my credit card and I'm gonna access to a bunch of a P I s around computing stories. Likewise. Now they could swipe the credit card and you strike for billing, right? There's a whole bunch of services now, so it becomes incumbent upon CSOs. They need Thio new set of management tools, right? So not only just like, um, security tools they need, they need also observe ability, tools, understanding what services are being used by the customers, when and how. And I would say the following John like CSOs is both a challenge for them. But I think if I was a C X, so I'll be pretty excited because now I have a bunch of other weapons and other bunch of services I could offer. My end users, my developers, my employees, my customers and, you know it's exciting for them is not only could they do different things, but they also changed how their business being done. And so I think both interact with their end users. Be a chat like slack or be a phone like a contact center or instagram for your for your for your kids. It's actually a new challenge if I were sick. So it's it's time to build again, you know, I think Cove it has said it is time to build again. You can build >>to kind of take that phrase from the movie Shawshank Redemption. Get busy building or get busy dying. Kinda rephrase it there. And that's kind of the theme I'm seeing here because covert kind of forced people saying, Look, this things like work at home. Who would have thought 100% people would be working at home? Who would have thought that now the workloads gonna change differently? So it's an opportunity to deconstruct or distant intermediate these services. And I think, you know, in all the trends that I've seen over my career, it's been those inflection points where breaking the monolith or breaking the proprietary piece of it has always been an opportunity for for entrepreneur. So you know, and and for companies, whether you're CEO or startup by decomposing and you can come in and create value E I think to me, snowflake going public on the back of Amazon. Basically, this is interesting. I mean, so you don't have to be. You could kill one feature and nail it and go big. >>I think we talked to the past like it's Amazon or Google or Microsoft Gonna win. Everything is winner take all winner take most, and you could argue that it's hard to find oxygen as a start up in a broad platform play. But we think Snowflake and other companies have done and comes like mongo DB, for example, elastic have shown that if you can pick a service or a problem space and either developed like I p. That's super deep or own developer audience. You can actually fight the big guys. The Big Three cloud vendors be Amazon, Google or or market soft in different markets. And I think if you're a startup founder, you should not be afraid of competing with the big cloud vendors because there there are success patterns and how you can win and you know and create a lot of value. So I have found Investor. I'm super excited by that because, you know, I don't think you're gonna find a company takedown Amazon completely because they're just the scale and the network effects is too large. But you can create a lot of value and build Valuable comes like snowflake in and around the Amazon. Google Microsoft Ecosystem. >>Yeah, I want to get your thoughts. You have one portfolio we've covered rock rock set, which does a lot of sequel. Um, one of your investments. Interesting part of the Kino yesterday was Andy Jassy kind of going after Microsoft saying Windows sequel server um, they're targeting that with this new, uh, tool, but, you know, sucks in the database of it is called the Babel Fish for Aurora for post Chris sequel. Um, well, how was your take on that? I mean, obviously Microsoft big. Their enterprise sales tactics are looking like more like Oracle, which he was kind of hinting at and commenting on. But sequel is Lingua Franca for data >>correct. I think we went to, like, kind of a no sequel phase, which was kind of a trendy thing for a while and that no sequel still around, not only sequel like mongo DB Document TV. Kind of that interface still holds true, but your point. The world speaks sequel. All your applications be sequel, right? So if you want backwards, compatibility to your applications speaks equal. If you want your tire installed base of employees that no sequel, we gotta speak sequel. So, Rock said, when the first public conversations about what they're building was on on the key with you and Me and vent hat, the founder. And what Rock said is doing their building real time. Snowflake Thio, Lack of better term. It's a real time sequel database in the cloud that's super elastic, just like Snowflake is. But unlike snowflake, which is a data warehouse mostly for dashboards and analytics. Rock set is like millisecond queries for real time applications, and so think of them is the evolution of where cloud databases air going is not only elastic like snowflake in the cloud like Snowflake. We're talking 10 15 millisecond queries versus one or two second queries, and I think what any Jassy did and Amazon with bowel officials say, Hey, Sequels, Legal frank of the cloud. There's a large installed base of sequel server developers out there and applications, and we're gonna use Babel fish to kind of move those applications from on premise the cloud or from old workload to the new workloads. And, I think, the name of the game. For for cloud vendors across the board, big and small startups thio Google markets, often Amazon is how do you reduce friction like, How do you reduce friction to try a new service to get your data in the cloud to move your data from one place to the next? And so you know, Amazon is trying to reduce friction by using Babel fish, and I think it is a great move by them. >>Yeah, by the way. Not only is it for Aurora Post Chris equal, they're also open sourcing it. So that's gonna be something that is gonna be interesting to play out. Because once they open source it essentially, that's an escape valve for locking. I mean, if you're a Microsoft customer, I mean, it ultimately is. Could be that Gateway drug. It's like it is ultimately like, Hey, if you don't like the licensing, come here. Now there's gonna be some questions on the translations. Um, Vince, um, scuttlebutt about that. But we'll see it's open source. We'll see what goes on. Um great stuff on on rocks that great. Great. Start up next. Next, uh, talk track I wanna get with you is You know, over the years, you know, we've talked about your history. We're gonna vm Where, uh, now being a venture capitalist. Successful, wanted Greylock. You've seen the waves, and I would call it the two ways pre cloud Early days of cloud. And now, with co vid, we're kind of in the, you know, not just born in the cloud Total cloud scale cloud operations. This is kind of what jazz he was going after. E think I tweeted Cloud is eating the world and on premise and the edges. What it's hungry for. It kind of goof on mark injuries since quote a software eating the world. This is where it's going. So it's a whole another chapter coming. You saw the pre cloud you saw Cloud. Now we've got basically global I t everything else >>It's cloud only I would say, You know, we saw pre cloud right the VM ware days and before that he called like, you know, data centers. I would say Amazon lawns of what, 6 4007, the Web services. So the past 14 15 years have been what I've been calling cloud transition, right? And so you had cos technologies that were either doing on migration from on premise and cloud or hybrid on premise off premise. And now you're seeing a generation of technologies and companies. Their cloud only John to your point. And so you could argue that this 15 year transitions were like, you know, Thio use a bad metaphor like amphibians. You're half in the water, half on land, you know, And like, you know, you're not You're not purely cloud. You're not purely on premise, but you can do both ways, and that's great. That's great, because that's a that's a dominant architecture today. But come just like rock set and snowflake, your cloud only right? They're born in the cloud, they're built on the cloud And now we're seeing a generation Startups and technology companies that are cloud only. And so, you know, unlike you have this transitionary evolution of like amphibians, land and sea. Now we have ah, no mammals, whatever that are Onley in the cloud Onley on land. And because of that, you can take advantage of a whole different set of constraints that are their cloud. Only that could build different services that you can't have going backwards. And so I think for 2021 forward, we're going to see a bunch of companies or cloud only, and they're gonna look very, very different than the previous set of companies the past 15 years. And as an investor, as you covering as analysts, is gonna be super interesting to see the difference. And if anything, the cloud only companies will accelerate the move of I t spending the move of mawr developers to the cloud because the cloud only technologies are gonna be so much more compelling than than the amphibians, if you will. >>Yeah, insisting to see your point. And you saw the news announcement had a ton of news, a ton of stage making right calls, kind of the democratization layer. We'll look at some of the insights that Amazon's getting just as the monster that they are in terms of size. The scope of what? Their observation spaces. They're seeing all these workloads. They have the Dev Ops guru. They launched that Dev Ops Guru thing I found interesting. They got data acquisition, right? So when you think about these new the new data paradigm with cloud on Lee, it opens up new things. Um, new patterns. Um, S o. I think I think to me. I think that's to me. I see where this notion of agility moves to a whole nother level, where it's it's not just moving fast, it's new capabilities. So how do you How do you see that happening? Because this is where I think the new generation is gonna come in and be like servers. Lambs. I like you guys actually provisioned E c. Two instances before I was servers on data centers. Now you got ec2. What? Lambda. So you're starting to see smaller compute? Um, new learnings, All these historical data insights feeding into the development process and to the application. >>I think it's interesting. So I think if you really want to take the next evolution, how do you make the cloud programmable for everybody? Right. And I think you mentioned stage maker machine learning data scientists, the sage maker user. The data scientists, for example, does not on provisioned containers and, you know, kodama files and understand communities, right? Like just like the developed today. Don't wanna rack servers like Oh, my God, Jerry, you had Iraq servers and data center and install VM ware. The generation beyond us doesn't want to think about the underlying infrastructure. You wanna think about it? How do you just program my app and program? The cloud writ large. And so I think where you can see going forward is two things. One people who call themselves developers. That definition has expanded the past 10, 15 years. It's on Lee growing, so everyone is gonna be developed right now from your white collar knowledge worker to your hard core infrastructure developer. But the populist developers expanding especially around machine learning and kind of the sage maker audience, for sure. And then what's gonna happen is, ah, law. This audience doesn't want to care about the stuff you just mentioned, John in terms of the online plumbing. So what Amazon Google on Azure will do is make that stuff easy, right? Or a starved could make it easy. And I think that the move towards land and services that moved specifically that don't think about the underlying plumbing. We're gonna make it easy for you. Just program your app and then either a startup, well, abstract away, all the all the underlying, um, infrastructure bits or the big three cloud vendors to say, you know, all this stuff would do in a serverless fashion. So I think serverless as, ah paradigm and have, quite frankly, a battlefront for the Big Three clouds and for startups is probably one in the front lines of the next generation. Whoever owns this kind of program will cloud model programming the Internet program. The cloud will be maybe the next platform the next 10 or 15 years. I still have two up for grabs. >>Yeah, I think that is so insightful. I think that's worth calling out. I think that's gonna be a multi year, um, effort. I mean, look at just how containers now, with ks anywhere and you've got the container Service of control plane built in, you got, you know, real time analytics coming in from rock set. And Amazon. You have pinned Pandora Panorama appliance that does machine learning and computer vision with sensors. I mean, this is just a whole new level of purpose built stuff software powered software operated. So you have this notion of Dev ops going to hand in the glove software and operations? Kind of. How do you operate this stuff? So I think the whole new next question was Okay, this is all great. But Amazon's always had this problem. It's just so hard. Like there's so much good stuff. Like, who do you hired operate it? It is not yet programmable. This has been a big problem for them. Your thoughts on that, >>um e think that the data illusion around Dev ops etcetera is the solution. So also that you're gonna have information from Amazon from startups. They're gonna automate a bunch of the operations. And so, you know, I'm involved to come to Kronos Fear that we talked about the past team kind of uber the Bilson called m three. That's basically next generation data dog. Next generation of visibility platform. They're gonna collect all the data from the applications. And once they have their your data, they're gonna know how to operate and automate scaling up, scaling down and the basic remediation for you. So you're going to see a bunch of tools, take the information from running your application infrastructure and automate exactly how to scale and manager your app. And so AI and machine learning where large John is gonna be, say, make a lot of plumbing go away or maybe not completely, but lets you scale better. So you, as a single system admin are used. A single SRE site reliability engineer can scale and manage a bigger application, and it's all gonna be around automation and and to your point, you said earlier, if you have the data, that's a powerful situations. Once have the data can build models on it and can start building solutions on the data. And so I think What happens is when Bill this program of cloud for for your, you know, broad development population automating all this stuff becomes important. So that's why I say service or this, You know, automation of infrastructure is the next battleground for the cloud because whoever does that for you is gonna be your virtualized back and virtualized data center virtualized SRE. And if whoever owns that, it's gonna be a very, very strategic position. >>Yeah, it's great stuff. This is back to the theme of this notion of virtualization is now gone beyond server virtualization. It's, you know, media virtualization with the Cube. My big joke here with the Q virtual. But it's to your point. It's everything can now be replicated in software and scale the cloud scale. So it's super big opportunity for entrepreneurs and companies. Thio, pivot and differentiate. Uh, the question I have for you next is on that thread Huge edge discussion going on, right. So, you know, I think I said it two years ago or three years ago. The data center is just a edges just a big fat edge. Jassy kind of said that in his keynote Hey, looks at that is just a Nedum point with his from his standpoint. But you have data center. You have re alleges you've got five G with wavelength. This local zone concept, which is, you know, Amazon in these metro areas reminds me the old wireless point of presence kind of vibe. And then you've got just purpose built devices like cameras and factory. So huge industrial innovation, robotics, meet software. I mean, whole huge edge development exploding, Which what's your view of this? And how do you look at that from? Is an investor in industry, >>I think edges both the opportunity for start ups and companies as well as a threat to Amazon, right to the reason why they have outposts and all the stuff the edges if you think about, you know, decentralizing your application and moving into the eggs from my wearable to my home to my car to my my city block edges access Super interesting. And so a couple things. One companies like Cloudflare Fastly company I'm involved with called Kato Networks that does. SAS is secure access service edge write their names and the edges In the category definition sassy is about How do you like get compute to the edge securely for your developers, for your customers, for your workers, for end users and what you know comes like Cloudflare and Kate have done is they built out a network of pops across the world, their their own infrastructure So they're not dependent upon. You know, the big cloud providers, the telco providers, you know, they're partnering with Big Cloud, their parting with the telcos. But they have their own kind of system, our own kind of platform to get to the edge. And so companies like Kato Networks in Cloud Player that have, ah, presence on the edge and their own infrastructure more or less, I think, are gonna be in a strategic position. And so Kate was seen benefits in the past year of Of of Cove it and locked down because more remote access more developers, Um, I think edge is gonna be a super great area development going forward. I think if you're Amazon, you're pushing to the edge aggressively without post. I think you're a developer startup. You know, creating your own infrastructure and riding this edge wave could be a great way to build a moat against a big cloud guy. So I'm super excited. You think edge in this whole idea of your own infrastructure. Like what Kato has done, it is gonna be super useful going forward. And you're going to see more and more companies. Um, spend the money to try to copy kind of, ah, Cloudflare Kato presence around the world. Because once you own your own kind of, um, infrastructure instead of pops and you're less depend upon them a cloud provider, you're you're in a good position because there's the Amazon outage last week and I think like twilio and a bunch of services went down for for a few hours. If you own your own set of pops, your independent that it is actually really, really secure >>if you and if they go down to the it's on you. But that was the kinesis outage that they had, uh, they before Thanksgiving. Um, yeah, that that's a problem. So on this on. So I guess the question for you on that is that Is it better to partner with Amazon or try to get a position on the edge? Have them either by you or computer, create value or coexist? How do you see that that strategy move. Do you coexist? Do you play with them? >>E think you have to co exist? I think that the partner coexist, right? I think like all things you compete with Amazon. Amazon is so broad that will be part of Amazon and you're gonna compete with and that's that's fair game, you know, like so Snowflake competes against red shift, but they also part of Amazon's. They're running Amazon. So I think if you're a startup trying to find the edge, you have to coexist in Amazon because they're so big. Big cloud, right, The Big three cloud Amazon, Google, Azure. They're not going anywhere. So if you're a startup founder, you definitely coexist. Leverage the good things of cloud. But then you gotta invest in your own edge. Both both figure early what? Your edge and literally the edge. Right. And I think you know you complement your edge presence be it the home, the car, the city block, the zip code with, you know, using Amazon strategically because Amazon is gonna help you get two different countries, different regions. You know you can't build a company without touching Amazon in some form of fashion these days. But if you're a star found or doing strategically, how use Amazon and picking how you differentiate is gonna be key. And if the differentiation might be small, John. But it could be super valuable, right? So maybe only 10 or 15%. But that could be ah Holton of value that you're building on top of it. >>Yeah, and there's a little bit of growth hack to with Amazon if you you know how it works. If you compete directly against the core building blocks like a C two has three, you're gonna get killed, right? They're gonna kill you if the the white space is interest. In the old days in Microsoft, you had a white space. They give it to you or they would roll you over and level you out. Amazon. If you're a customer and you're in a white space and do better than them, they're cool with that. They're like, basically like, Hey, if you could innovate on behalf of the customer, they let you do that as long as you have a big bill. Yeah. Snowflakes paying a lot of money to Amazon. Sure, but they also are doing a good job. So again, Amazon has been very clear on that. If you do a better job than us for, the customer will do it. But if they want Amazon Red Shift, they want Amazon Onley. They can choose that eso kind of the playbook. >>I think it is absolutely right, John is it sets from any jassy and that the Amazon culture of the customer comes first, right? And so whatever is best for the customer that's like their their mission statement. So whatever they do, they do for the customer. And if you build value for the customer and you're on top of Amazon, they'll be happy. You might compete with some Amazon services, which, no, the GM of that business may not be happy, but overall. Net Net. Amazon's getting a share of those dollars that you're that you're charging the customer getting a share of the value you're creating. They're happy, right? Because you know what? The line rising tide floats all the boats. So the Mork cloud usage is gonna only benefit the Big Three cloud providers Amazon, particularly because they're the biggest of the three. But more and more dollars go the cloud. If you're helping move more. Absolute cloud helping build more solutions in the cloud. Amazon is gonna be happy because they know that regardless of what you're doing, you will get a fraction of those dollars. Now, the key for a startup founder and what I'm looking for is how do we get mawr than you know? A sliver of the dollars. How to get a bigger slice of the pie, if you will. So I think edge and surveillance or two areas I'm thinking about because I think there are two areas where you can actually invest, own some I p owned some surface area and capture more of the value, um, to use a startup founder and, you know, are built last t to Amazon. >>Yeah. Great. Great thesis. Jerry has always been great. You've been with the Cube since the beginning on our first reinvented 2013. Um, and so we're now on our eighth year. Great to see your success. Great investment. You make your world class investor to great firm Greylock. Um great to have you on from your perspective. Final take on this year. What's your view of Jackie's keynote? Just in general, What's the vibe. What's the quick, um, soundbite >>from you? First, I'm so impressed and you can do you feel like a three Archy? No more or less by himself. Right then, that is, that is, um, that's a one man show, and I'm All of that is I don't think I could pull that off. Number one. Number two It's, um, the ability to for for Amazon to execute at so many different levels of stack from semiconductors. Right there, there there ai chips to high level services around healthcare solutions and legit solutions. It's amazing. So I would say both. I'm impressed by Amazon's ability. Thio go so broad up and down the stack. But also, I think the theme from From From Andy Jassy is like It's just acceleration. It's, you know now that we will have things unique to the cloud, and that could be just a I chips unique to the cloud or the services that are cloud only you're going to see a tipping point. We saw acceleration in the past 15 years, John. He called like this cloud transition. But you know, I think you know, we're talking about 2021 beyond you'll see a tipping point where now you can only get certain things in the cloud. Right? And that could be the underlying inference. Instances are training instances, the Amazons giving. So all of a sudden you as a founder or developer, says, Look, I guess so much more in the cloud there's there's no reason for me to do this hybrid thing. You know, Khyber is not gonna go away on Prem is not going away. But for sure. We're going to see, uh, increasing celebration off cloud only services. Um, our edge only services or things. They're only on functions that serve like serverless. That'll be defined the next 10 years of compute. And so that for you and I was gonna be a space and watch >>Jerry Chen always pleasure. Great insight. Great to have you on the Cube again. Great to see you. Thanks for coming on. >>Congrats to you guys in the Cube. Seven years growing. It's amazing to see all the content put on. So you think it isn't? Just Last point is you see the growth of the curve growth curves of the cloud. I'd be curious Johnson, The growth curve of the cube content You know, I would say you guys are also going exponential as well. So super impressed with what you guys have dealt. Congratulations. >>Thank you so much. Cute. Virtual. We've been virtualized. Virtualization is coming here, or Cubans were not in person this year because of the pandemic. But we'll be hybrid soon as events come back. I'm John for a year. Host for AWS reinvent coverage with the Cube. Thanks for watching. Stay tuned for more coverage all day. Next three weeks. Stay with us from around the globe. It's the Cube with digital coverage of aws reinvent 2020 sponsored by Intel >>and AWS. Welcome back here to our coverage here on the Cube of AWS.

>>on >>the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Okay. Welcome back, everyone. That's the cubes. Live coverage here in Palo Alto, California. I'm John for your host with David Lantana in Boston. Massachusetts. Uh, we got a great panel here. Analysts just gonna break it down. Keynote analysis. Day one, we got Ah, longtime Web services expert analyst Diane Hinchcliffe, principal researcher at N V. P. It constantly research, but he goes way back. Dan, I remember, uh, 2000 and one time frame you and I'm >>reading Last time you and I hang out with Michael Arrington's house back in the TechCrunch days >>back when, you know you were on this was Web services. I mean, that's always, uh, serves on the architectures. They called it back then. This was the beginning. This really was the catalyst of cloud. If you think about virtualization and Web services in that era, that really spawned where we are today so great to >>have you on as an Amazon got their start saying that everyone could get whatever they want to on a P. I now right, >>all right? Well, we've been riding this wave. Certainly it's cotton now more clear for the mainstream America. And I quoted you in my story, uh, on Andy Jassy when I had my one on one with them because I saw your talk with star Bit of the weekend and in the way you kicked it off was the Pandemic four was forced upon everybody, which is true, and that caught my attention was very notable because you talked to a lot of C E. O s. Does jazz sees pitch resonate with them? In your opinion, what's your take on on that on that posture? Because we heard, hey, you know, get busy building or you're dying, right? So get busy building. That's what >>I thought that was a good message. But I mean on and certainly I saw tweets and said, Hey, he's just he's just directly talking to the CEO. But if you ask me, he's still talking to the CTO, right? The technology officer who's got a feels all this technology and bend it into the shape that it will serve the business. You talk to a CEO who wants is trying to get on the cloud their biggest challenges. I know I need armies of people who know all these brand new services. You saw the development velocity of all the things that they announced and things they re emphasized there was There was a lot of things that were bringing back again because they have so many things that they're offering to the public. But the developer skills or not, they're the partner skills are not there. So you talked to CEO, says All right, I buy in and and I have had to transform overnight because of the pandemic, my customers have moved, my workers have moved on, and I have to like, you know, redirect all my I t Overnight and Cloud is the best way to do that. Where's my where's all the skills for the training programs, the department programs that allow me to get access to large amounts of talent? Those are the types of things that the CEO is concerned about is from an operational perspective. We didn't hear anything about, like a sales force type trailhead where we're going to democratize cloud skills to the very far end of your organization. >>Yeah, they're just kind of scratching the service. They didn't mention that, you know, far Gates away to get into server list. I mean, this is ultimately the challenge Dave and Deena like, don't get your thoughts on this because I was talking Teoh a big time CTO and a big time see so and that perspectives were interesting. And here's the Here's the Here's what I want you to react Thio the sea level Say everything is gonna be a service. Otherwise we're gonna be extinct. Okay, that's true. I buy that narrative, Okay, Make it as a service. That's why not use it. And then they go to the C t. And they say, implement, They go Well, it's not that easy. So automation becomes a big thing. And then so there's this debate. Automate, automate, automate. And then everything becomes a service. Is it the cart before the horse? So is automation. It's the cart before the horse, for everything is a service. What do you guys think about that? >>We'll see. I mean, CEO is to Diane's point, are highly risk averse and they like services. And those services generally are highly customized. And I think the tell in the bevy of announcements the buffet have announces that we heard today was in the marketplace what you guys thought of this or if you caught this. But there was a discussion about curated professional services that were tied to software, and there were classic PDM services. But they were very, you know, tight eso sort of off the shelf professional services, and that's kind of how Amazon plays it. And they were designed to be either self serve. It's a Diane's point. Skill sets aren't necessarily there or third parties, not directly from Amazon. So that's a gap that Amazon's got too close. I mean, you talk about all the time without post installations, you know, going on Prem. You know who's gonna support and service those things. You know, that's a that's a white space right now. I think >>e think we're still reading the tea leaves on the announcements. But there was one announcement that was, I thought really important. And that was this VM Ware cloud for a W s. It says, Let's take your VM ware skills, which you've honed and and cultivated and built a talent base inside your organization to run VMS and let's make that work for a W s. So I thought the VM Ware cloud for a W s announcement was key. It was a sleeper. It didn't spend a lot of time on it. But the CEO ears are gonna perk up and say, Wait, I can use native born skills. I already have to go out to the cloud So I didn't think that they did have 11 announcement I thought was compelling in that >>in the spending data shows of VM Ware Cloud on AWS is really gaining momentum by the way, As you see in that open shift So you see in that hybrid zone really picking up. And we heard that from AWS today. John, you and I talked about it at the open I produces in >>Yeah, I want to double down on that point you made because I want to get your thoughts on this a Z analyst because you know, the VM ware is also tell. Sign to what I'm seeing as operating and developing Dev ops as they be called back in the day. But you gotta operate, i t. And if Jassy wants to go after this next tier of spend on premise and edge. He's gotta win the global i t posture game. He's gotta win hybrid. He's got to get there faster to your point. You gotta operate. It's not just develop on it. So you have a development environment. You have operational environment. I think the VM Ware thing that's interesting, cause it's a nice clean hand in glove. VM Ware's got operators who operate I t. And they're using Amazon to develop, but they work together. There's no real conflict like everyone predicted. So is that the tell sign is the operational side. The challenge? The Dev, How does Amazon get that global I t formula down? Is it the VM Ware partnership? >>I think part of it is there, finally learning to say that the leverage that the vast pool of operational data they have on their literally watching millions of organizations run all the different services they should know a lot and I say made that point today, he said, Well, people ask us all the time. You must have all these insights about when things were going right or wrong. Can you just tell us? And so I think the announcement around the Dev ops guru was very significant, also saying you don't necessarily have to again teach all your staff every in and out about how to monitor every aspect of all these new services that are much more powerful for your business. But you don't yet know how to manage, especially at scale. So the Dev Ops guru is gonna basically give a dashboard that says, based on everything that we've known in the past, we could give you insights, operational insights you can act on right away. And so I think that is again a tool that could be put in place on the operational side. Right. So b m where for cloud gives you migration ability, uh, of existing skills and workloads. And then the Dev Ops crew, if it turns out to be everything they say it is, could be a really panacea for unlocking the maturity curve that these operators have to climb >>on. AWS is in the business now of solving a lot of the problems that it sort of helped create. So you look at, for instance, you look at the sage maker Data Wrangler trying to simplify data workloads. The data pipeline in the cloud is very very complex and so they could get paid for helping simplify that. So that's a wonderful, virtuous circle. We've seen it before. >>Yeah. I mean, you have a lot of real time contact lens you've got, um, quick site. I mean, they have to kind of match the features. And And I want to get your guys thoughts on on hybrid because I think, you know, I'm still stuck on this, Okay? They won the as path and their innovations Great. The custom chips I buy that machine learning all awesome. So from the classic cloud I as infrastructure and platform as a service business looking good. Now, if you're thinking global, I t I just don't just not connecting the dots there. See Outpost? What's riel today for Amazon? Can you guys share E? I mean, if you were watching this keynote your head explode because you've got so many announcements. What's actually going on if you're looking at this is the CEO. >>So the challenge you have is the CEO. Is that your you have 10, 20 or 30 or more years of legacy hardware, including mainframes, right. Like so big insurance companies don't use mainframe because their claims systems have been developed in their very risk averse about changing them. Do you have to make all of this work together? Like, you know, we see IBM and Redhead are actually, you know, chasing that mainframe. Which angle, which is gonna die out where Amazon, I think is smart is saying, Look, we understand that container is gonna be the model container orchestration is gonna be how I t goes forward. The CEO is now buy into that. Last year, I was still saying, Are we gonna be able to understand? Understand? Kubernetes is the regular average i t person, which are not, you know, Google or Facebook level engineers Are there gonna be able to do do containers? And so we see the open sourcing of of the AWS is, uh, kubernetes, uh, server on. We see plenty of container options. That's how organizations could build cloud native internally. And when they're ready to go outside because we're gonna move, they're gonna move many times slower than a cloud native company to go outside. Everything is ready there. Um, I like what I'm seeing without posts. I like what I'm seeing with the hybrid options. The VM ware for cloud. They're building a pathway that says you can do real cloud. And I think the big announcement that was that. That s a really, uh, spend time on which is that PCs for everywhere. Um, a saying you're gonna be able to put Amazon services are compute services anywhere. You need it, e think that's a smart message. And that allows people to say I could eventually get toe one model to get my arms around this over time >>day. What does that mean for the numbers? I know you do a lot of research on spend customer data. Um, CEO is clearly no. This is gonna be the world's never go back to the same way it was. They certainly will accelerate cloud toe. What level depends upon where they are in their truth, as Jassy says. But >>what does >>the numbers look at? Because you're looking at the data you got Microsoft, You got Amazon. What's the customer spend look like where they're gonna be spending? >>Well, so a couple things one is that when you strip out the the SAS portion of both Google and Azure, you know, as we know, I asked him pass A W S is the leader, but there's no question that Microsoft is catching up. Says that we were talking about earlier. Uh, it's the law of large numbers Just to give you a sense Amazon this year we'll add. Q four is not done yet, but they'll add 10 billion over last year. And Jesse sort of alluded to that. They do that in 12 months. You know, uh, azure will add close to nine billion this year of incremental revenue. Google much, much smaller. And so So that's, you know, just seeing, uh, as you really catch up there for sure, you know, closing that gap. But still Amazon's got the lead. The other thing I would say is die on you and I were talking about this Is that you know Google is starting. Thio do a little bit better. People love their analytics. They love the built in machine learning things like like big query. And you know, even though they're much, much smaller there, another hedge people don't necessarily want to goto Microsoft unless they're Microsoft Shop. Google gives them that alternative, and that's been a bit of a tailwind for Google. Although I would say again, looking at the numbers. If I look back at where Azure and AWS were at this point where Google is with a few billion dollars in cloud the growth rates, I'd like to see Google growing a little faster. Maybe there's a covert factor there. >>Diane. I want to get your thoughts on this transition. Microsoft Oracle competition Um, Jesse knows he's got a deal with the elite Salesforce's out there. Oracle, Microsoft. Microsoft used to be the innovator. They had the they had the phrase embracing extend back in the day. Now Amazon's embracing and extending, but they gotta go through Oracle and Microsoft if they wanna win the enterprise on premise business and everybody else. Um, eso welcome to the party like Amazon. You What's your take on them versus Microsoft? Calling them out on sequel server licensing practices almost thrown him under the bus big time. >>Well, I think that's you know, we saw the evidence today that they're actually taking aim at Microsoft now. So Babel Fish, which allows you to run Microsoft sequel server workloads directly on Aurora. Uh, that that is what I call the escape pod that gives organizations an easy way That isn't Will parliament to redesign and re architect their applications to say, Just come over to AWS, right? We'll give you a better deal. But I think you've got to see Amazon have, um, or comprehensive sales plan to go into the C. E. O s. Go after the big deals and say, You know, we want to say the whole cloud suite, we have a stack that's unbeatable. You see our velocities, you know, best in class. Arguably against Microsoft is the big challenger, but we'll beat you on on a total cost of ownership. You know, your final bill. At the end of the day, we could we commit to being less than our competitors. Things like that will get the attention. But, you know, uh, Amazon is not known for cutting customized deals. Actually, even frankly, I'm hearing from very CEO is a very large, like Fortune 20 companies. They have very little wiggle room with Microsoft's anybody who's willing to go to the big enterprise and create custom deals. So if you build a sales team that could do that, you have a real shot and saying getting into the CEO's office and saying, You know, we want to move all the I t over and I'm seeing Microsoft getting winds like that. I'm not yet seeing Amazon and they're just gonna have to build a specialized sales team that go up against those guys and migration tools like we saw with Babel fish that says, If you want to come, we can get you over here pretty quick. >>I want to chime in on Oracle to John. I do. I think this is a blind spot somewhat for AWS, Oracle and mainframes. Jesse talks that talks like, Oh yeah, these people, they wanna get off there. And there's no question there are a number of folks that are unhappy, certainly with Oracle's licensing practices. But I talked to a lot of Oracle customers that are running the shops on Oracle database, and it's really good technology. It is world class for mission critical transaction workloads. Transaction workloads tend to be much, much smaller data set sizes, and so and Oracle's got, you know, decades built up, and so their their customers air locked in and and they're actually reasonably happy with the service levels they're getting out of Oracle. So yes, licensing is one thing, but there's more to the story and again, CEO or risk averse. To Diane's point, you're not just gonna chuck away your claim system. It's just a lot of custom code. And it's just the business case isn't there to move? >>Well, I mean, I would argue that Well, first of all, I see where you're coming from. But I would also argue that one of the things that Jesse laid out today that I thought was kind of a nuanced point was during the vertical section. I think it was under the manufacturing. He really laid out the case that I saw for startups and or innovation formula, that horizontal integration around the data. But then being vertically focused with the modern app with same machine learning. So what he was saying, and I don't think he did a good job doing it was you could disrupt horizontally in any industry. That's a that's a disruption formula, but you still could have that scale. That's cloud horizontal scalability, cloud. But the data gives you the ability to do both. I think bringing data together across multiple silos is critical, but having that machine learning in the vertical is the way you could different so horizontally. Scalable vertical specialization for the modern app, I think is a killer formula. And I think >>I think that's a I think it's a really strong point, John, and you're seeing that you're seeing in industries like, for instance, Amazon getting into grocery. And that's a data play. But I do like Thio following your point. The Contact Center solutions. I like the solutions play there and some of the stuff they're doing at the edge with i o T. The equipment optimization, the predictive maintenance, those air specialized solutions. I really like the solutions Focus, which several years ago, Amazon really didn't talk solution. So that's a positive sign, >>Diane, what do you think? The context And I think that was just such low hanging fruit for Amazon. Why not do it? You got the cloud scale. You got the Alexa knowledge, you know, got machine learning >>zone, that natural language processing maturity to allow them to actually monitor that. You know that that contact lens real time allows them a lot of supervisors to intervene them conversations before they go completely south, right? So allowing people to get inside decision windows they couldn't before. I think that's a really important capability. And that's a challenge with analytics in general. Is that generates form or insights than people know how to deal with? And it solutions like contact lens Real time? This is Let's make these insights actionable before it's broken. Let's give you the data to go and fix it before it even finishes breaking. And this is the whole predictive model is very powerful. >>Alright, guys, we got four minutes left. I wanted Segway and finish up with what was said in the keynote. That was a tell sign that gives us some direction of where the dots will connect in the future. There's a lot of stuff that was talked about that was, you know, follow on. That was meat on the bone from previous announcements. Where did Jassy layout? What? I would call the directional shift. Did you see anything particular that you said? Okay, that is solid. I mean, the zones was one I could see. What clearly is an edge piece. Where did you guys see? Um, some really good directional signaling from Jassy in terms of where they really go. Deal with start >>e I felt like Jassy basically said, Hey, we invented cloud. Even use these words we invented cloud and we're gonna define what hybrid looks like We're gonna bring our cloud model to the edge. And the data center just happens to be another edge point. And hey, I thought he laid down the gauntlet. E think it's a very powerful message. >>What do you think Jesse has been saying? That he laid out here, That's >>you laid out a very clear path to the edge that the Amazons marching to the edge. That's the next big frontier in the cloud. It isn't well defined. And that just like they defined cloud in the early days that they don't get out there and be the definitive leader in that space. Then they're gonna be the follower. I think so. We saw announcement after announcement around that you know, from the zones Thio the different options for outpost um, the five g announcement wavelength. All of those things says we're gonna go out to the very tippy edge is what I heard right out to your mobile devices. Right after the most obscure field applications imaginable. We're gonna have an appliance So we're gonna have a service that lets you put Amazon everywhere. And so I think the overarching message was This is a W s everywhere it z gonna go after 100% of I t. Eventually on DSO you can move to that. You know, this one stop shop? Um and you know, we saw him or more discussions about multi cloud, but it was interesting how they stand away from that. And this is what I think One area that they're going to continue to avoid. So it was interesting, >>John, I think I think the edges one by developers. And that's good news for Amazon. And good news for Microsoft. >>We'll see the facilities is gonna be good for me. I think guys, the big take away You guys nailed two of them there, but I think the other one was I think he's trying to speak to this new generation in a very professorial way. Talk about Clay Christensen was a professor at his business school at Harvard. We all know the book. Um, but there was this There was this a posture of speaking to the younger generation like hey, the old guy, the old that was running the mainframe. Wherever the old guys there, you could take over and run this. So it's kind of like more of a leadership preach of preaching like, Hey, it's okay to be cool and innovative, right now is the time to get in cloud. And the people who are blocking you are either holding on to what they built or too afraid to shift. Eso I think a Z we've seen through waves of innovation. You always have those people you know who are gonna stop that innovation. So I was very interesting. You mentioned that would service to the next generation. Um, compute. So he had that kind of posture. Interesting point. Yeah, just very, very preachy. >>E think he's talking to a group of people who also went through the through 2020 and they might be very risk averse and not bold anymore. And so, you know, I think that may have helped address that as well. >>All right, gentlemen, great stuff. Final word in the nutshell. Kena, What do you think about it in general? Will take away. >>Yeah, I I think we saw the continued product development intensity that Amazon is going to use to try and thrash the competition? Uh, the big vision. Um, you know, the real focus on developers first? Um and I think I t and C e O's second, I think before you could say they didn't really think about them too much at all. But now it's a close second. You know, I really liked what I saw, and I think it's It's the right move. I'd like to Seymour on on hybrid cloud migration than that, even when we saw them. >>All right, leave it there. Don. Thanks for coming on from this guest analyst segment. Appreciate you jumping in Cuba. Live. Thank you. >>Thanks. Alright. >>With acute virtual. I'm your host John per day Volonte here covering A W s live covering the keynote in real time State more for more coverage after the break

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Everyone welcome to the cubes Live coverage of AWS reinvent 2020 virtual were virtual this year We are the Cube Virtual I'm your host John for a joint day Volonte for keynote analysis Andy Jassy just delivered his live keynote. This is our live keynote analysis. Dave. Great to see you, Andy Jassy again. You know their eight year covering reinvent their ninth year. We're virtual. We're not in person. We're doing it. >>Great to see you, John. Even though we're 3000 miles apart, we both have the covert here. Do going Happy birthday, my friend. >>Thank you. Congratulations. Five years ago I was 50 and they had the cake on stage and on the floor. There's no floor, this year's virtual and I think one of the things that came out of Andy Jessie's keynote, obviously, you know, I met with him earlier. Telegraph some of these these moves was one thing that surprised me. He came right out of the gate. He acknowledged that social change, the cultural shift. Um, that was interesting but he went in and did his normal end to end. Slew of announcements, big themes around pivoting. And he brought kind of this business school kind of leadership vibe to the table early talking about what people are experiencing companies like ourselves and others around the change and cultural change around companies and leadership. It takes for the cloud. And this was a big theme of reinvent, literally like, Hey, don't hold on to the old And I kept thinking to myself, David, you and I both are Historians of the tech industry remind me of when I was young, breaking into the business, the mainframe guys and gals, they were hugging onto those mainframes as long as they could, and I looked at it like That's not gonna be around much longer. And they kept No, it's gonna be around. This is this is the state of the art, and then the extinction. Instantly this feels like cloud moment, where it's like it's the wake up call. Hey, everyone doing it the old way. You're done. This is it. But you know, this is a big theme. >>Yes. So, I mean, how do you curate 2.5 3 hours of Andy Jassy. So I tried to break it down at the three things in addition to what you just mentioned about him acknowledging the social unrest and and the inequalities, particularly with black people. Uh, but so I had market leadership. And there's some nuance there that if we have time, I'd love to talk about, uh, the feature innovation. I mean, that was the bulk of his presentation, and I was very pleased. I wrote a piece this weekend. As you know, talk about Cloud 2030 and my main focus was the last 10 years about I t transformation the next 10 years. They're gonna be about organizational and business and industry transformation. I saw a lot of that in jazz ces keynote. So you know, where do you wanna go? We've only got a few minutes here, John, >>but let's break. Let's break down the high level theme before we get into the announcement. The thematic part was, it's about reinventing 2020. The digital transformation is being forced upon us. Either you're in the cloud or you're not in the cloud. Either way, you got to get to the cloud for to survive in this post covert error. Um, you heard a lot about redefining compute new chips, custom chips. They announced the deal with Intel, but then he's like we're better and faster on our custom side. That was kind of a key thing, this high idea of computing, I think that comes into play with edge and hybrid. The other thing that was notable was Jessie's almost announcement of redefining hybrid. There's no product announcement, but he was essentially announcing. Hybrid is changed, and he was leaning forward with his definition of redefining what hybrid cloud is. And I think that to me was the biggest, um, signal. And then finally, what got my attention was the absolute overt call out of Microsoft and Oracle, and, you know, suddenly, behind the scenes on the database shift we've been saying for multiple times. Multiple databases in the cloud he laid that out, said there will be no one thing to rule anything. No databases. And he called out Microsoft would look at Microsoft. Some people like cloud wars. Bob Evans, our good friend, claims that Microsoft been number one in the cloud for like like year, and it's just not true right. That's just not number one. He used his revenue a za benchmark. And if you look at Microsoft's revenue, bulk of it is from propped up from Windows Server and Sequel Server. They have Get up in there that's new. And then a bunch of professional services and some eyes and passed. If you look at true cloud revenue, there's not much there, Dave. They're definitely not number one. I think Jassy kind of throws a dagger in there with saying, Hey, if you're paying for licenses mawr on Amazon versus Azure that's old school shenanigans or sales tactics. And he called that out. That, to me, was pretty aggressive. And then So I finally just cove in management stuff. Democratizing machine learning. >>Let me pick up on a couple things. There actually were a number of hybrid announcements. Um, E C s anywhere E k s anywhere. So kubernetes anywhere containers anywhere smaller outposts, new local zones, announced 12 new cities, including Boston, and then Jesse rattle them off and made a sort of a joke to himself that you made that I remembered all 12 because the guy uses no notes. He's just amazing. He's up there for three hours, no notes and then new wavelength zones for for the five g edge. So actually a lot of hybrid announcements, basically, to your point redefining hybrid. Basically, bringing the cloud to the edge of which he kind of redefined the data center is just sort of another edge location. >>Well, I mean, my point was Is that my point is that he Actually, Reid said it needs to be redefined. Any kind of paused there and then went into the announcements. And, you know, I think you know, it's funny how you called out Microsoft. I was just saying which I think was really pivotal. We're gonna dig into that Babel Babel Fish Open source thing, which could be complete competitive strategy, move against Microsoft. But in a way, Dave Jassy is pulling and Amazon's pulling the same move Microsoft did decades ago. Remember, embrace and extend right Bill Gates's philosophy. This is kind of what they're doing. They have embraced hybrid. They have embraced the data center. They're extending it out. You're seeing outpost, You see, five g, You're seeing these I o t edge points. They're putting Amazon everywhere. That was my take away. They call it Amazon anywhere. I think it's everywhere. They want cloud operations everywhere. That's the theme that I see kind of bubbling out there saying, Hey, we're just gonna keep keep doing this. >>Well, what I like about it is and I've said this for a long time now that the edge is gonna be one by developers. And so they essentially taking AWS and the data center is an AP, and they're bringing that data center is an A P I virtually everywhere. As you're saying, I wanna go back to something you said about leadership and Microsoft and the numbers because I've done a lot of homework on this Aziz, you know, And so Jassy made the point. He makes this point a lot that it's not about the the actual growth rate. Yeah, the other guys, they're growing faster. But there were growing from a much larger base and I want to share with you a nuance because he said he talked about how AWS grew incrementally 10 billion and only took him 12 months. I have quarterly forecast and I've published these on Wiki Bond, a silicon angle. And if you look at the quarterly numbers and now this is an estimate, John. But for Q four, I've got Amazon growing at 25%. That's a year on year as you're growing to 46% and Google growing at 50% 58%. So Google and and Azure much, much higher growth rates that than than Amazon. But what happens when you look at the absolute numbers? From Q three to Q four, Amazon goes from 11.6 billion to 12.4 billion. Microsoft actually stays flat at around 6.76 point eight billion. Google actually drops sequentially. Now I'm talking about sequentially, even though they have 58% growth. So the point of the Jazz is making is right on. He is the only company growing at half the growth rate year on year, but it's sequential. Revenues are the only of the Big Three that are growing, so that's the law of large numbers. You grow more slowly, but you throw off more revenue. Who would you rather be? >>I think I mean, it's clearly that Microsoft's not number one. Amazon's number one cloud certainly infrastructure as a service and pass major themes in the now so we won't go through. We're digging into the analyst Sessions would come at two o'clock in three o'clock later, but they're innovating on those two. They want they one that I would call this member. Jasio says, Oh, we're in the early innings Inning one is I as and pass. Amazon wins it all. They ran the table, No doubt. Now inning to in the game is global. I t. That was a really big part of the announcement. People might have missed that. If you if you're blown away by all the technical and complexity of GP three volumes for EBS and Aurora Surveillance V two or sage maker Feature store and Data Wrangler Elastic. All that all that complex stuff the one take away is they're going to continue to innovate. And I, as in past and the new mountain that they're gonna Klima's global I t spin. That's on premises. Cloud is eating the world and a W s is hungry for on premises and the edge. You're going to see massive surge for those territories. That's where the big spend is gonna be. And that's why you're seeing a big focus on containers and kubernetes and this kind of connective tissue between the data machine layer, modern app layer and full custom. I as on the on the bottom stack. So they're kind of just marching along to the cadence of, uh, Andy Jassy view here, Dave, that, you know, they're gonna listen to customers and keep sucking it in Obama's well and pushing it out to the edge. And and we've set it on the Cube many years. The data center is just a big edge. And that's what Jassy is basically saying here in the keynote. >>Well, and when when Andy Jassy gets pushed on Well, yes, you listen to customers. What about your partners? You know, he'll give examples of partners that are doing very well. And of course we have many. But as we've often said in the Cube, John, if you're a partner in the ecosystem, you gotta move fast. There were three interesting feature announcements that I thought were very closely related to other things that we've seen before. The high performance elastic block storage. I forget the exact name of it, but SAN in a cloud the first ever SAN in the cloud it reminds me of something that pure storage did last year and accelerate so very, very kind of similar. And then the aws glue elastic views. It was sort of like snowflake's data cloud. Now, of course, AWS has many, many more databases that they're connecting, You know, it, uh, stuff like as one. But the way AWS does it is they're copying and moving data and doing change data management. So what snowflake has is what I would consider a true global mesh. And then the third one was quicksight que That reminded me of what thought spots doing with search and analytics and AI. So again, if you're an ecosystem partner, you gotta move fast and you've got to keep innovating. Amazon's gonna do what it has to for customers. >>I think Amazon's gonna have their playbooks when it's all said and done, you know, Do they eat the competition up? I think what they do is they have to have the match on the Amazon side. They're gonna have ah, game and play and let the partners innovate. They clearly need that ecosystem message. That's a key thing. Um, love the message from them. I think it's a positive story, but as you know it's Amazons. This is their Kool Aid injection moment, David. Educational or a k A. Their view of the world. My question for you is what's your take on what wasn't said If you were, you know, as were in the virtual audience, what should have been talk about? What's the reality? What's different? What didn't they hit home? What could they have done? What, your critical analysis? >>Well, I mean, I'm not sure it should have been said, but certainly what wasn't said is the recognition that multi cloud is an opportunity. And I think Amazon's philosophy or belief at the current time is that people aren't spreading workloads, same workload across multiple clouds and splitting them up. What they're doing is they're hedging bets. Maybe they're going 70 30 90 10, 60 40. But so multi cloud, from Amazon standpoint is clearly not the opportunity that everybody who doesn't have a cloud or also Google, whose no distant third in cloud says is a huge opportunity. So it doesn't appear that it's there yet, so that was I wouldn't call it a miss, but it's something that, to me, was a take away that Amazon does not currently see that there's something that customers are clamoring for. >>There's so many threads in here Were unpacked mean Andy does leave a lot of, you know, signature stories that lines in there. Tons of storylines. You know, I thought one thing that that mass Amazon's gonna talk about this is not something that promotes product, but trend allies. I think one thing that I would have loved to Seymour conversation around is what I call the snowflake factor. It snowflake built their business on Amazon. I think you're gonna see a tsunami of kind of new cloud service providers. Come on the scene building on top of AWS in a major way of like, that kind of value means snowflake went public, uh, to the level of no one's ever seen ever in the history of N Y s e. They're on Amazon. So I call that the the next tier cloud scale value. That was one thing I'd like to see. I didn't hear much about the global i t number penetration love to hear more about that and the thing that I would like to have heard more. But Jassy kind of touched a little bit on it was that, he said at one point, and when he talked about the verticals that this horizontal disruption now you and I both know we've been seeing on the queue for years. It's horizontally scalable, vertically specialized with the data, and that's kind of what Amazon's been doing for the past couple of years. And it's on full display here, horizontal integration value with the data and then use machine learning with the modern applications, you get the best of both worlds. He actually called that out on this keynote. So to me, that is a message to all entrepreneurs, all innovators out there that if you wanna change the position in the industry of your company, do those things. There's an opportunity right now to integrate with the cloud to disrupt horizontally, but then on the vertical. So that will be very interesting to see how that plays out. >>And eventually you mentioned Snowflake and I was talking about multi cloud snowflake talks about multi cloud a lot, but I don't even think what they're doing is multi cloud. I think what they're doing is building a data cloud across clouds and their abstracting that infrastructure and so to me, That's not multi Cloud is in. Hey, I run on Google or I run on the AWS or I run on Azure ITT's. I'm abstracting that making that complexity disappeared, I'm creating an entirely new cloud at scale. Quite different. >>Okay, we gotta break it there. Come back into our program. It's our live portion of Cube Live and e. K s Everywhere day. That's multi cloud. If they won't say, that's what I'll say it for them, but the way we go, more live coverage from here at reinvent virtual. We are virtual Cuban John for Dave a lot. They'll be right back.

>> Announcer: Live from Orlando, Florida it's theCUBE! Covering Microsoft Ignite, brought to you by Cohesity. >> Hello, and happy taco Tuesday CUBE viewers! You are watching theCUBE's live coverage of Microsoft's Ignite here in Orlando, Florida. I'm your host Rebecca Knight, along with Stu Miniman. We're joined by Scott Hanselman, he is the partner program manager at Microsoft. Thank you so much for coming on theCUBE! >> Absolutely, my pleasure! >> Rebecca: And happy taco Tuesday to you! Will code for tacos. >> Will code for tacos. >> I'm digging it, I'm digging it >> I'm a very inexpensive coder. >> So you are the partner program manager, but you're really the people's programmer at Microsoft. Satya Nadella up on the main stage yesterday, talking about programming for everyone, empowering ordinary citizen developers, and you yourself were on the main stage this morning, "App Development for All", why is this such a priority for Microsoft at this point in time? >> Well there's the priority for Microsoft, and then I'll also speak selfishly as a priority for me, because when we talk about inclusion, what does that really mean? Well it is the opposite of exclusion. So when we mean inclusion, we need to mean everyone, we need to include everyone. So what can we do to make technology, to make programming possible, to make everyone enabled, whether that be something like drag and drop, and PowerApps, and the Power platform, all the way down to doing things like we did in the keynote this morning with C# on a tiny micro-controller, and the entire spectrum in between, whether it be citizen programmers in Excel using Power BI to go and do machine learning, or the silly things that we did in the keynote with rock, paper scissors that we might be able to talk about. All of that means including everyone and if the site isn't accessible, if Visual Studio as a tool isn't accessible, if you're training your AI in a non-ethical way, you are consciously excluding people. So back to what Satya thinks is why can't everyone do this? SatyaSacha thinks is why can't everyone do this? Why are we as programmers having any gate keeping, or you know, "You can't do that you're not a programmer, "you know, I'm a programmer, you can't have that." >> So what does the future look like, >> Rebecca: So what does the future look like, if everyone knows how to do it? I mean, do some imagining, visioning right now about if everyone does know how to do this, or at least can learn the building blocks for it, what does technology look like? >> Well hopefully it will be ethical, and it'll be democratized so that everyone can do it. I think that the things that are interesting, or innovative today will become commoditized tomorrow, like, something as simple as a webcam detecting your face, and putting a square around it and then you move around, and the square, we were like, "Oh my God, that was amazing!" And now it's just a library that you can download. What is amazing and interesting today, like AR and VR, where it's like, "Oh wow, I've never seen augmented reality work like that!" My eight-year-old will be able to do it in five years, and they'll be older than eight. >> So Scott, one of the big takeaways I had from the app dev keynote that you did this morning was in the past it was trying to get everybody on the same page, let's move them to our stack, let's move them to our cloud, let's move them on this programming language, and you really talked about how the example of Chipotle is different parts of the organization will write in a different language, and there needs to be, it's almost, you know, that service bus that you have between all of these environments, because we've spent, a lot of us, I know in my career I've spent decades trying to help break down those silos, and get everybody to work together, but we're never going to have everybody doing the same jobs, so we need to meet them where they are, they need to allow them to use the tools, the languages, the platforms that they want, but they need to all be able to work together, and this is not the Microsoft that I grew up with that is now an enabler of that environment. The word we keep coming back to is trust at the keynote. I know there's some awesome, cool new stuff about .net which is a piece of it, but it's all of the things together. >> Right, you know I was teaching a class at Mesa Community College down in San Diego a couple of days ago and they were trying, they were all people who wanted jobs, just community college people, I went to community college and it's like, I just want to know how to get a job, what is the thing that I can do? What language should I learn? And that's a tough question. They wonder, do I learn Java, do I learn C#? And someone had a really funny analogy, and I'll share it with you. They said, well you know English is the language, right? Why don't the other languages just give up? They said, you know, Finland, they're not going to win, right? Their language didn't win, so they should just give up, and they should all speak English, and I said, What an awful thing! They like their language! I'm not going to go to people who do Haskell, or Rust, or Scala, or F#, and say, you should give up! You're not going to win because C won, or Java won, or C# won. So instead, why don't we focus on standards where we can inter-operate, where we can accept that the reality is a hybrid cloud things like Azure Arc that allows us to connect multiple clouds, multi-vendor clouds together. That is all encompassing the concept of inclusion, including everyone means including every language, and as many standards as you can. So it might sound a little bit like a Tower of Babel, but we do have standards and the standards are HTTP, REST, JSON, JavaScript. It may not be the web we deserve, but it's the web that we have, so we'll use those building block technologies, and then let people do their own thing. >> So speaking of the keynote this morning, one of the cool things you were doing was talking about the rock, paper, scissors game, and how it's expanding. Tell our viewers a little bit more about the new elements to rock, paper, scissors. >> So folks named Sam Kass, a gentleman named Sam Kass many, many years ago on the internet, when the internet was much simpler web pages, created a game called Rock, Paper, Scissors, Lizard, Spock, and a lot of people will know that from a popular TV show on CBS, and they'll give credit to that show, in fact it was Sam Kass and Karen Bryla who created that, and we sent them a note and said, "Hey can I write a game about this?" And we basically built a Rock, Paper, Scissors, Lizard, Spock game in the cloud containerized at scale with multiple languages, and then we also put it on a tiny device, and what's fun about the game from a complexity perspective is that rock, paper, scissors is easy. There's only three rules, right? Paper covers rock, which makes no sense, but when you have five, it's hard! Spock shoots the Rock with his phaser, and then the lizard poisons Spock, and the paper disproves, and it gets really hard and complicated, but it's also super fun and nerdy. So we went and created a containerized app where we had all different bots, we had node, Python, Java, C#, and PHP, and then you can say, I'm going to pick Spock and .net, or node and paper, and have them fight, and then we added in some AI, and some machine learning, and some custom vision such that if you sign in with Twitter in this game, it will learn your patterns, and try to defeat you using your patterns and then, clicking on your choices and fun, snd then, clicking on your choices and fun, because we all want to go, "Rock, Paper, Scissors shoot!" So we made a custom vision model that would go, and detect your hand or whatever that is saying, this is Spock and then it would select it and play the game. So it was just great fun, and it was a lot more fun than a lot of the corporate demos that you see these days. >> All right Scott, you're doing a lot of different things at the show here. We said there's just a barrage of different announcements that were made. Love if you could share some of the things that might have flown under the radar. You know, Arc, everyone's talking about, but some cool things or things that you're geeking out on that you'd want to share with others? >> Two of the things that I'm most excited, one is an announcement that's specific to Ignite, and one's a community thing, the announcement is that .net Core 3.1 is coming. .net Core 3 has been a long time coming as we have began to mature, and create a cross platform open source .net runtime, but .net Core 3.1 LTS Long Term Support means that that's a version of .net core that you can put on a system for three years and be supported. Because a lot of people are saying, "All this open source is moving so fast! "I just upgraded to this, "and I don't want to upgrade to that". LTS releases are going to happen every November in the odd numbered years. So that means 2019, 2021, 2023, there's going to be a version of .net you can count on for three years, and then if you want to follow that train, the safe train, you can do that. In the even numbered years we're going to come out with a version of .net that will push the envelope, maybe introduce a new version of C#, it'll do something interesting and new, then we tighten the screws and then the following year that becomes a long term support version of .net. >> A question for you on that. One of the challenges I hear from customers is, when you talk about hybrid cloud, they're starting to get pulled apart a little bit, because in the public cloud, if I'm running Azure, I'm always on the latest version, but in my data center, often as you said, I want longer term support, I'm not ready to be able to take that CICD push all of the time, so it feels like I live, maybe call it bimodal if you want, but I'm being pulled with the am I always on the latest, getting the latest security, and it's all tested by them? Or am I on my own there? How do you help customers with that, when Microsoft's developing things, how do you live in both of those worlds or pull them together? >> Well, we're really just working on this idea of side-by-side, whether it be different versions of Visual Studio that are side-by-side, the stable one that your company is paying for, and then the preview version that you can go have side-by-side, or whether you could have .net Core 3, 3.1, or the next version, a preview version, and a safe version side-by-side. We want to enable people to experiment without fear of us messing up their machine, which is really, really important. >> One of the other things you were talking about is a cool community announcement. Can you tell us a little bit more about that? >> So this is a really cool product from a very, very small company out of Oregon, from a company called Wilderness Labs, and Wilderness Labs makes a micro-controller, not a micro-processor, not a raspberry pie, it doesn't run Linux, what it runs is .net, so we're actually playing Rock, Paper, Scissors, Lizard, Spock on this device. We've wired it all up, this is a screen from our friends at Adafruit, and I can write .net, so somehow if someone is working at, I don't know, the IT department at Little Debbie Snack Cakes, and they're making WinForms applications, they're suddenly now an IOT developer, 'cause they can go and write C# code, and control a device like this. And when you have a micro-controller, this will run for weeks on a battery, not hours. You go and 3D print a case, make this really tiny, it could become a sensor, it could become an IOT device, or one of thousands of devices that could check crops, check humidity, moisture wetness, whatever you want, and we're going to enable all kinds of things. This is just a commodity device here, this screen, it's not special. The actual device, this is the development version, size of my finger, it could be even smaller if we wanted to make it that way, and these are our friends at Wilderness Labs. and they had a successful Kickstarter, and I just wanted to give them a shout out, and I just wanted to give them a shoutout, I don't have any relationship with them, I just think they're great. >> Very cool, very cool. So you are a busy guy, and as Stu said, you're in a lot of different things within Microsoft, and yet you still have time to teach at community college. I'm interested in your perspective of why you do that? Why do you think it's so important to democratize learning about how to do this stuff? >> I am very fortunate and I think that we people, who have achieved some amount of success in our space, need to recognize that luck played a factor in that. That privilege played a factor in that. But, why can't we be the luck for somebody else, the luck can be as simple as a warm introduction. I believe very strongly in what I call the transitive value of friendship, so if we're friends, and you're friends, then the hypotenuse can be friends as well. A warm intro, a LinkedIn, a note that like, "Hey, I met this person, you should talk to them!" Non-transactional networking is really important. So I can go to a community college, and talk to a person that maybe wanted to quit, and give a speech and give them, I don't know, a week, three months, six months, more whatever, chutzpah, moxie, something that will keep them to finish their degree and then succeed, then I'm going to put good karma out into the world. >> Paying it forward. >> Exactly. >> So Scott, you mentioned that when people ask for advice, it's not about what language they do, is to, you know, is to,q you know, we talk in general about intellectual curiosity of course is good, being part of a community is a great way to participate, and Microsoft has a phenomenal one, any other tips you'd give for our listeners out there today? >> The fundamentals will never go out of style, and rather than thinking about learning how to code, why not think about learning how to think, and learning about systems thinking. One of my friends, Kishau Rogers, talked about systems thinking, I've hade her on my podcast a number of times, and we were giving a presentation at Black Girls Code, and I was talking to a fifteen-year-old young woman, and we were giving a presentation. It was clear that her mom wanted her to be there, and she's like, "Why are we here?" And I said, "All right, let's talk about programming "everybody, we're talking about programming. "My toaster is broken and the toast is not working. "What do you think is wrong?" Big, long, awkward pause and someone says, "Well is the power on?" I was like, "Well, I plugged a light in, "and nothing came on" and they were like, "Well is the fuse blown?" and then one little girl said "Well did the neighbors have power?", And I said, "You're debugging, we are debugging right?" This is the thing, you're a systems thinker, I don't know what's going on with the computer when my dad calls, I'm just figuring it out like, "Oh, I'm so happy, you work for Microsoft, "you're able to figure it out." >> Rebecca: He has his own IT guy now in you! >> Yeah, I don't know, I unplug the router, right? But that ability to think about things in the context of a larger system. I want toast, power is out in the neighborhood, drawing that line, that makes you a programmer, the language is secondary. >> Finally, the YouTube videos. Tell our viewers a little bit about those. you can go to D-O-T.net, so dot.net, the word dot, you can go to d-o-t.net, so dot.net, the word dot, slash videos and we went, and we made a 100 YouTube videos on everything from C# 101, .net, all the way up to database access, and putting things in the cloud. A very gentle, "Mr. Rodgers' Neighborhood" on-ramp. A lot of things, if you've ever seen that cartoon that says, "Want to draw an owl? "Well draw two circles, "and then draw the rest of the fricking owl." A lot of tutorials feel like that, and we don't want to do that, you know. We've got to have an on-ramp before we get on the freeway. So we've made those at dot.net/videos. >> Excellent, well that's a great plug! Thank you so much for coming on the show, Scott. >> Absolutely my pleasure! >> I'm Rebecca Knight, for Stu Miniman., stay tuned for more of theCUBE's live coverage of Microsoft Ignite. (upbeat music)

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Good morning. Welcome to the Cubes coverage. Day three. Odell Technologies, World from Las Vegas. Lisa Martin With student Amanda We're pleased to welcome one of our alumni back to the key. We've got Jay Snyder with us SPP of global alliances, service providers and industries chaebol. Thank >> you so much for having me again. >> Our pleasure. So we have been talking for This is our third day of covering the lots of news, lots of technology conversations We know there's a big global Cartner summit. >> It's been fantastic, actually. >> Abd el Technologies World Thriving partner ecosystem Give us an overview of global alliances and some of the feedback from the last few days of the partners. So >> fantastic. Thank you again for having me. I'll tell you this. The feedback is off the chart eye. Don't even I've lost the ability to find new words to describe how excited are partners seem to be with the messaging that we've had here. But what's been consistent is best l technologies world ever and best global partners. Summer that we've ever had and I think the reason behind that is not just because we've done a great job presenting the content. It's because of the content, right. If you think about the partner ecosystem, it's interesting. We've always worked incredibly well with them and our partners love what we do in the products we make. But our messages have never been perfectly aligned. Think about the messages we have now on the main stage. We have four transformations and delivering outcomes and then we have multi cloud and the multi cloud strategy and then think about what the partners do. They deliver the strategy around designing and defining what a multi cloud architecture is going to look like and or being the providers that actually deliver it. Our messages are perfectly aligned, so they're so excited to see that there now at the epicenter of everything that we go and do, and the fact that I would say probably more exciting is our entire sales force is trained on those messages, understanding those messages and embracing those messages. So they're getting huge lift now from our cellars, as opposed to kind of. I wouldn't say we were never at conflict. But we're Maurin Parallel. And now we're really lock. Step. Well, does that make sense? >> It does, Jay. And and he brought up a really good point, you know? Congratulations. Glad to hear everybody's in lock step. Because I remember we talked about the transformation of the channel. Yeah, and I go back when converge infrastructure first rolled out. They're people. Oh, my gosh. I make millions of dollars racking it, Stacking, shoveling stuff. I need to shift Cloud that there was, you know, at VM wears partner Summit, you know, one of the executive V M. Where you know, every time Amazon winds, you know, we all lose. Sure. So helped us for today. You know, cloud big theme of the message. How Teo his partners fit into those environments. And how have they gotten to over the fear of cloud and to be fully embracing in executing a multi cloud? >> Maybe I should just context to about who my partners are, so that would be helpful. So we representing alliance is the largest global systems integrators. So think about firms like in HCL, Deloitte dating, censure. And I hate to leave anybody out, but there's eighteen of them. And then we represent the clouds of the cloud service provider ecosystem. So a couple of hundred cloud providers that actually do provide manage private clouds off from or public clouds. So they're super excited about the message because they fit in on both ends, right, As I was just describing right there, the ones that are really gonna have to deliver the strategy around what it's going to look like and how they're going to get their customers ask us all the time. Hey, I want to get to the cloud, but they don't really know what it means. So we have to ask them, What do you really trying to accomplish and why? Right, Once we understand that we can engage with these partners, and it's a perfect entree for them to go figure out, articulating design that architecture. And then last time I checked, we're actually not a cloud company, right? We have great products. We have great services. We've rate platforms, but we're not a cloud company, right? We don't provide those types of capabilities. So when you think about being able to leverage >> multi cloud and it started just clever, you're saying you're not a public cloud company because company Private Cloud absolutely se Eun apart >> from Private Cloud, right? But when we want to go off from and create that multi claude environment based on use case now all those partners fit into that play and they have the ability through the capabilities we just announced with Del Technologies clown tow leverage, those hyper scale er's. So where they used to see them as foe. They're now part of the solution, and they can deliver that solution through our new platform that we just brought to market. So again it gets back to we used to fight it. Now we're embracing it and leveraging it and delivered a comprehensive solution. >> So starting Monday, when Michael walked out on stage your hat with Jeff, the message over lying on, of course, with salt from Microsoft was collaboration integration. So really starting to see all the layers of Del technologies and its brands come together in a much more cohesive way than we've seen so far in terms of what the partners are now enabled to deliver. Some of the feedback on that is, do they feel that it's been made more simplified that has been made more streamlined, that it's opening up new market opportunities with, you know, the Del Technologies Cloud and some of the related announcements. >> So So it's a complicated question you're actually asking, because for years the partners have been saying We'd love to view you as a single company, right? That's kind of the missing ingredient to really a lot unlock the full potential. I think the first big piece big mover in this is the Del Technology Cloud platform. It's really the end, Stan, she ation of what Michael's been talking about for the last three years, which is I'm going to bring all this stuff together and create a force in the industry where we compete in the market together, not against one another. So we're seeing that so the partners are ecstatic right there, seeing the best of all the piece parts come together in that platform, and we've told him that's the first step. But we have been working with them for years to provide what I'LL call an umbrella effect across all the different companies to allow them to tap into all those resource is. So in some degree, we've been doing it already. We've been playing that multi cloud game and working cross strategically aligned business to bring those values to life. But now we put our money where our mouth is, and we have simplified the approach with the product and the platform to make it easier for them to go tomorrow. Way to have a little bit. We do have a little bit a ways to go, though. I want to be clear. >> So, yeah, and Jay really good points there because I I one article recently about hybrid cloud cut a lot of history with it and simplifying a piece of the overall puzzle. But as you said, those hyper scales fit into it. Sergeant Dellape, upstate eight of us, a strong partner on VM where you know, Google announcement. You know, just a few weeks ago, those s eyes that air your partner's There are some of the critical pieces because there's a lot of complexity out there and we need key partners to be a help us to do there. You know, the Del of Technology family is a piece of it, but those s eyes air really thie arms and legs that are going to go help all of the customers understand. Try to get their arms around and, you know, hopefully simplify. And what what I said is they need to turn from a bunch of point pieces in the new overall solution. They do that, help me drive innovation and drive by. Visit forward, not trying to manage all of the pieces >> We had talked about it yesterday. I mean, I D c. Says that sixty two percent of customers will have a multi cloud architecture. But for my partner Rico system, it's more interesting. You know that seventy percent of the customers are going to choose a provider to design, architect and manage that infrastructure. So if you think about that seven ten, customers will use one of those global systems integrators and or cloud service writers or, more likely both to deliver on their vision and their outcomes that they need to achieve to change their business models, which is again great for our business. >> How influential are your is your partner ecosystem in terms of some of the announces that we've heard this week? They're out feet on the street there, talking with customers about the challenges that they're having emerging trends. A. M L. What's that sort of center? Just a partner. Feedback loop like that helps Del Technologies, right thruster >> way Run partner advisory boards in each major theater multiple times a year, and these are the exact things we ask them. What tribe trends are you seeing? We map it against our product portfolio in our solutions to identify where there's gaps. Five g's a great example, right? We're looking at where the market's going happen. Have responsibility for a big chunk of our telco vertical as well within the company. So it's a hot topic and, you know, for a while we were. We were honestly lagging in this particular space. If I think back two years ago, we talked Telco, but we didn't walk Telco. We've made a lot of investments over the last two years to build a product business unit specifically around Telco solutions, and I'm proud to say, especially coming out of Mobile World Congress this year that we have arrived. We have incredible products solutions that really are exactly what are partners are looking for and our end user customers looking for. And it's an interesting dynamic because a lot of our partners, our customers. If you think about the telco community that's really gonna embrace and drive five G, we both sell to them and we sell through them. So we love the fact they'LL consume our underlying technology. But more importantly, I love the fact that we can use them as a route to market to expose hundreds thousands of customers to those capabilities in the broader scale. >> Yeah, J that the networking is such a critical component of that service fighter piece. So how much of that solution that you're talking about? Polls in some of the aspects from GM wear, you know, NSX, the SD win. Those pieces seem natural fit to help drive that overall solution. >> Yeah, I would actually tell you that my opinion is probably the first products that we brought to market that were really crossed Company cross collaboration. You know, even before we got to the Del Technologies cloud were exactly what you're talking about. Some of those networking asked it some security assets that vm where has integrated with some of our products server technology to build some integrated telco specific things for the core and the edge, which is really where they're operating specifically around the edge. Fellow cloud is going to be a huge piece of that SD. When we see the telcos, has a huge route to market again for that particular product and as a massive consumer of that particular product, we understand they have to cannibalize some of their own business. But it's the way the markets going. So the answer is yes. We're seeing great integration, great collaboration between our product business unit under cabin, Kevin Shots Camera in Telco and his V M or counterparts. And I think I said his name right there, too. >> Yeah, I had to interview him once, and absolutely nothing I'm getting that right was tough. You know, one of things always at the show is just the feedback that you get from from customers and from from your partners. So gives the mood, you know, Where are they? What are some of, you know, key opportunities, challenges? What? What's top of mind issues for? >> I'm telling you like I can't make this up. The mood is off the chart, right? They've said consistently best sessions ever. I was talking to one particular partner last night. I won't say his name, but he's worked in this industry for thirty years. He's worked for major companies ASAP. Adobe, Microsoft. This is his first time Adele Technologies world working as a partner of ours, he said. Hands down. This is the best partner driven partner content partner event I've ever seen in the industry. So excited about the focus Del Technologies has as a company on our ecosystem and the types of conversations we're having to actually not just sell to us, but sell through us, right? We're really, I think we've really worked hard to view our partners not as customers, but truly as partners. It's all about the business. We build together, not about the business we do together. If that makes sense, right >> well, that trust trusting relationship is absolutely table stakes. It is for an organization. It sounds like you guys have really done a tremendous amount of work in the last few years to get that to the highest level that it's ever been on. >> I would agree. I think we've come a long way from where we were. We have a lot more work to do it .'LL never end, but I'm super excited with what achieved. I think our partners are, too, because the results they're getting are fantastic. I talked about the profitability of our business and their business together, which means what we're selling has value, which is fantastic as well. So it's good to know that we're not just winning in the market, but we're winning with high value, and again it gets back to where this conversation started, which is everyone talking about transformation and outcomes. It's hard to deliver value if you're not delivering an outcome or vice versa, right >> J. One of the areas that I I think your partner's and the solutions that your help bringing to market what would have some good opinion on is this move from kind of the Catholics, the optics model, you know, one of things. We look at the cloud announcements and it's like, Okay, wait, which of these air as a service? Which one of these he's, you know, can I do financing on and which one of these you know are mostly built on hardware? We're just that fit in the overall discussion, and it's what what do you get feedback from your partners and to cultivate that >> users? It's literally in every single conversation we have. So I can't think of a particular partner conversation that doesn't send around a variety of things. One is always our technology. One is our go to market engine and how we can leverage that and the other is commercials. And it's not the price. It's the consumption, right? How are we going to consume your technology, CAF, ex office and everything in between? And that everything in between used to be one or two things. Now it's ten or fifteen things right. The models have got very complex and very dynamic, so it's top of mind. And the beautiful thing is, you know, a few years ago the only way to get a consumption model on as a service model. It was through my partner Rico system. Now Dell's done a good job to catch up to some degree. But to truly deliver what a lot of the customers air accident for, which is pure op X, no caf X pays you grow. Models were still leveraging heavily our partner ecosystem to Babel. Deliver that, and the challenge for us is to be able to keep up with them, right? They're moving at such a rapid pace and the dynamics of those models Archangel. We have to evolve too quickly to be able to offer what our competitors aire doing. I'm excited to say, so far, so good, but we're doing a great job of that. But I would I would agree with you, right? The commercial model, The consumption models are top of mind, and every conversation had to today right on how we're going to structure these things. And it's really exciting, right? Because when we do it right, it tends to be not only great for Dell and great for the partner, but great for the customer. So it really is. It's the classic win win win. >> Are you know, one of the things that it seems that Dell has been technologies working to Dio for awhile now has become this sort of one stop shop for all things partners. Are they looking to have that single trusted source Do they appreciate now that they've got that, that they can really go today l technologies and enable their customers and your customers to transform security work for us? We heard a lot about work first. Urination, >> very common, >> are they now seeing Dallas? This Hey, this is this really a one stop shop. We can actually deliver everything that our customers are looking for. >> They're definitely seeing because we're telling it to him all the time, right? But yes, the answers without question, I think one of the big drivers for our business has been the ability to aggregate the breath of Del Technologies and bring the full portfolio to beer to them. I'd love to see them all standardised on us exclusively. That's my job, right? That's what we do. We try to eliminate white space and own all marketshare. We'LL never get there one hundred percent. But we've seen, you know, we look out of right of metrics in our business. We look at revenue, growth, probability, growth way. Also, look at white space, which is what you're talking about. Have we consume the white space where competitors used to be with inside our partners, and we've seen massive growth there in the last two years significant growth across the board. And the reason is because of what you just described. We now have an economies of scale advantage in a breath of portfolio advantage where it just makes sense for them to bet on us to get what they need, right, whether it's a pivotal capability or of'em were capability or Bhumi capability. When we have that, everybody pointed in the same direction. This story is just so much more powerful and there, and I'm not going to say they're buying it. They're believing it and they're seeing it in the field. So again, I talked about it earlier. If weaken transact at that level at Adele Technologies level, it means more value to our partners. But ultimately they can provide more value to their customers. So they're more profitable or customers get better solutions. So yes, yes, and yes, >> everybody went well. Jay, thank you so much for joining student May assuring the tremendous momentum that you guys have achieved. We look forward to hearing next year. >> I do to >> even better news will be Thanks. Thank you again for joining us. >> Thanks for having me. >> Great to meet you. Thanks, Tio for student a man. I'm Lisa Martin. You're watching us on the Cube. Live from jail technology World twenty nineteen day three of the cubes to set coverage continues after this

>> Welcome to this Special Cube conversation. We're here in Mountain View, California. Pure storages headquarters on cash for street were here in the arcade of the main building, one of six buildings here in downtown where Pure has their contingent of offices. On joint cab itself was a C i o a pure formerly many, many years of it and running T operations and right of other work clothes. Great to see you. Thanks for From the time >> Great. Thanks for having me. So we're in the >> arcade here. All the old school stand up video games, but our generation, when we have to play videogames standing up but kind of speaks to the culture of pure What's your role of pure What do you do and how long you've been here? >> Okay, so I've been here appear for just about five months and and it's been great. I came on board is the CEO and, as you know, all companies air facing their challenges, going forward, way have ours for scaling is this Business continues to grow so super excited to be here and spent a lot of fun so far. >> So about your career before pure, where were you and how long you worked there. >> I you know, I spent a better part of my current ATT and T Amazing Company and was there for over twenty one years. Had a variety of rules, primarily always in the technology sides. So everything from the from application side two operations infrastructure, Teo, Project Management, Teo Technology, Innovation And then the last few years was was spent working on a lot of our network strategy. So what are we doing as a, um, as a business to kind of transform a teen tea service provider network? And how does that a line from a cloud and a technology for what we have been doing some cases on on the side >> and you've been on both side of the table. You you were a customer of pure. Now you work. If you were running well, I t Here's a CEO. Try and try and keep this transformation going. What's your take on the industry right now? Because it's interesting times as you know it is transforming. You got security front center roles were changing. Got skills, gaps. You get the cloud with scale, a lot of change, >> you know, and it's interesting. That happens that both big companies and smaller companies, so the transition had eighty having those same challenges. They look different here, appear because we are a little over nine year old company, and as you start to look at, we have the real benefit of being a little bit younger on the tech front and being so close to, you know, obviously, being in Silicon Valley, you're so close to all the VCs and the startups. You get to have a little bit of different flavor, but, you know, it's a huge transition. I think that all of us in the industry are really faced with the challenges of not just trying to transform your teams and the work and what they're doing, but then also enable technology that's going to bridges from what we have to do with today, and where do we think we're going to go? So I don't think that is any different on any of the companies. I think we're all in that same boat of saying, How do you make sure I have technology that's gonna live longer than you know, a year, three years? And then how do we have a workforce that can continue to grow and develop because, you know, we want to be able to have our talent stay with us and make those journeys with us >> and one things we to a lot of Cuban Aries over the past ten years. Certainly in it changes been constant theme. But what's interesting is his economic changed and look of skill gas. But economics have changed, and then the time to value the big long projects used to take months and months years right now, shorten those solo cycles have been accelerated down two months and days. Sometimes Frank, can you come and reactive economics and then time to value. >> You know, I think economics are. They're always in the forefront of every company, especially publicly traded companies that, you know you want to make sure we're turning the right value to our shareholders, and that's an important aspect. But I think the more the more important part of it is just trying to make sure that you can make decisions that can outlive kind of a shorter economic window they maybe had would have done in the past. So I think that's where all of us in in the space of CIA rolls or trying to really evaluate. How do you do that? How do you make sure that you could make those transitions and not have next year on Leigh Foundation, But be part of it to help you make some of that shift >> and the evidence on workload. I've heard the word workload was a tag cloud. I'd probably say workload would be the biggest font because, you know, workloads would you mean applications that have been around for a while? But more and more applications are coming. The migrating workload. So the cloud on premise So a lot of emphasis on workloads these days >> is that putting >> pressure on it is putting pressure on the operations. How do you see that? That whole workload thing evolving? >> Yeah, you know, I definitely do. So, you know, one of the one of big initiatives I ran eighteen t was migrating a thousand of our strategic applications onto ah nonprime private cloud. And it was all about not just the economics, but also the efficiency and the enablement for the business to move faster, you know, at a lower cost point. So that always tends to be your kind of bottom line part, but I think is I've come into pure and has You're trying to figure out how do you evolve our workloads of very different. We are very in our applications, like very different. So companies have different profiles of whether it's an application or workload. I think the other is It's a hyper focused around the user experience with, you know, so not just the end customer, but also the employees experience and what happens So, you know, when you talk about workloads, it's not just applications that heir business functions. They're also about. How do you make sure that our employees are having that great experience because you want to have that so that they can help to, you know, grow us as well and be productive in their roles? >> I wantto askyou one of the talk tracks I have on my notes here about pure specifically. But more generically, workloads are dominating conversation, but also technology selection and personnel selection are also tied to workloads, and some have said to me pick the right cloud for the right work. We'LL pick the right tool for the job. You hear that a lot. >> You did. What's your >> thoughts on that? Because this seems a kind of model of wars. Little bit, because the old school was Here's my suppliers. You pick them, they're all stand in the hall, come in with this general purpose. But now, with customization mohr agility, it seems to be that workloads and selection of tech and people are tied together. So >> yeah, no, I think you're right. I think that, um you know, part of our challenge is figuring out and this is me, her. A lot of us don't get yourself locked in And to that old notion of, you know, what you would have seen, you know, back in the day is you Did you pick a vendor and you kind of right that through whatever the challenge he had, I think the vendor community has also recognized that's not really the model they want to be in either. They really want to be a partner. So now what's about figuring out what I consider enablement? So can I use you to work on or to be optimized for a certain type of function? But can I put my work load somewhere else on DH? Do it So that's when one of things I've been surprised, that's probably more rapid shift is it's not just about Can I do it all myself or on Prem or with these set of vendors? It's to say I want to be able to actually move across. So can I have the flexibility and being realistic? But she can't have you? No total flexibility, everything. But you can't start to be prescriptive about certain areas and saying these type of applications are these functions or these workloads. I could get the largest amount of flexibility, but the's I'm actually okay saying most optimized should go here, whether it's on Prem off Prem hybrid. I think that's what we'LL start to see. A lot of >> we see that the cloud conversation. We're going to talk with him, your folks, about this. But no one cloud could be great for a workload for another cloud for another workload. And that's multi cloud because you have a couple clouds, right? And that's the train that we're seeing. You dude >> absolutely saw it at a T. Same thing here, a pure we do some on Prem and we do some hybrid. We also do some hosted where we have our SAS provider host are the applications well and that actually then starts to get you into some other challenges that we have a night that you start to say. So what happens with my data, and what does that look like? Where is it going? How is it secure all those things that are so important as a business to make sure your customer in your employee's data is, you know, corn centric to >> final question for going to the talk trash. I've gotta ask you, being a veteran in the business. What is it, crazier now, then it wass ten, fifteen years ago in terms of work operations. Is it faster? What's your take on it if you look back the old way into the new ways that you know more of the same but just different kind of product and technologies, which you're >> probably in the unique role because I think it's super fun, I think that Theobald litt e to be able to transform your business and have the flexibility. I'm certainly being here in in this roll and, you know, nine half year old company. There's lots of opportunity to be completely flexible, and I think that part is really fun. I think that the challenge for some larger you know, companies who've been around hundred plus year old companies as those companies you know, have a challenge with saying I've got such a large embedded base and trying to be, you know, interoperable around, what what exists and where they want to go. I think a lot of us that were, you know, in these companies that are, like, pure we have, Ah, you know, kind of. I think it is a gift to be able to say Hey, this is really something we should be able to do How do we go do it and have the support to actually do it? So it's Ah, I think it probably depends on the part of the industry that you're in. There's definitely some challenges, and I think privacy is definitely, you know, kind of a backdrop. But I think is you think about that. There's workable solutions for as all cos they're trying to go through. I think it's just a matter of making it. You know, that commitment to say you know you can can be flexible and you can make the progress you're looking for. >> It seems to be more of a builder culture as well as your operational calls. That's right. You can build and operate, build, operate kind of a new kind of flywheel. >> Yeah, I think that's the That's the exciting part for it is, I think we've we have transitioned or we're in that mode that time period where, instead of just being a pure enablement for the business, it's really turning into How do you become a strategic partner? How how do you have that seat at the table where you're helping to say, How do we help your business? It's not just about paying out these applications. Here's our availability hears. I mean those air, what I consider table stakes. You gotta be able to do those things. Now it's about how can we help you? Actually, you know, improve what? Your trying Teo, you know, in the business side of it. So that's the That's the part I think is unique and different is that focus on helping Teo and you're not just enabled, but be that strategic partner to help. He had changed business. >> That's awesome. Couple talk trash. I want to get your thoughts on one is accelerating Conference, which is pure We've been following. The company was founded. Scott Deaton. First interview, I think, was the way he found company Washington success. Now they have a big customer conference. We have the sixteenth in September sixteen September that week. Check it out your first conference, you guys, we're introducing some new things. What's the buzz? What are you planning on for the conference >> yet? So you know, it's interesting cause such as someone who's coming out of, you know, the industry side of it. The thing that's hard is as the CIA or was trying figure out what's going to be the biggest bank for my my time, cause I can't can't go to everything. So I'm super excited. Babel Teo to attend the event. I think the uniqueness is it's focused on the customers so existing customers, but also prospects customers who are considering pure thie. Other unique thing that's happening this year is there is a very specific track around the executive side so that having the sea level conversations, you know, with some of our key leaders in our business and innovative thinkers and so It's kind of running the spectrum of be able to say, If you're coming on and you should all come if you're coming, you're going to be able to have the conversations that you're expecting out of sea level. That might look a little different than maybe someone who's trying to do innovation and in your team and what they're looking for. So whether it's you know, demos or workshops and thinks that you get your hands, you know, hands dirty on, I think that that's the you know, the excitement of all of it is it's it's kind of a multifaceted and it's, ah, it's a great opportunity connects with your peers and with other companies, be able to say, What are you doing? How do we learn from you? We do a lot of those kinds of things, I think in general, but I think when you can get focused and have a peer group that's in, ah, you know smaller type of venue where and it's not thousands at a you know, major major conference that's existing somewhere in the in the U. S. Or u know worldwide, then you can actually have those meaningful conversations with your peers to say, Here's the things I'm working on. How ve you done it? What are you doing so well, I think we're gonna enable all those type of conversations to take place. So I'm excited to be a lot of fuss. >> The objective of the sea level trackers. It's just CEOs, is it? See? So says that CX ohs. What's the focus? What's the objective? >> It is all of that. One of its so interesting is my CEO is actually going to be quizzing me and talking to me about what is they actually expected of a CEO? Because I think that as a zany sea level position, your you know, we have expectations of you know what we need to deliver. But there's also how you contribute to the business. So it's kind of all all facets of it. It's everything from, you know, understanding what the expectations are to Some also thought leadership around where technology's going trends, those type of conversations and being would have some round table conversations. Maybe industry peers, eso all those kind of aspect. So but all all those areas they're covered >> should be great event. Looking forward to it. >> Yeah, a lot of fine >> Cuban be there. Of course we'LL check us out We'Ll be broadcasting live. Okay, Second talk track Women Tech You're a woman Takes years and years in the business in a big focus over the past years, Accused men have a lot of interviews with the great women in tech. >> Where do you >> see this state of the sticks? The needles doesn't seem to be moving on the percentages, but there seems to be great mo mentum in real pros. Lot of mentoring, a lot of networking. You seeing women, VC firms evolving very rapidly seeing cohorts together. What's your take on women in Tech, where we are, What challenges was opportunities? >> Yeah, you know, So we actually, in the Silicon Valley we actually have. There's several forms that go on for women CEOs and events that were to be able to have some of those conversations. And what do we do? And I think it starts with all of us, you know, individually and a in our organization, so organically is to figure out, you know, how do you make sure everyone feels that they belong, whether it's, you know, women or it's any other diverse group of employees. We have to figure out how to make people feel connected and part of the team, and I think it starts with that. And that's for kind of every discipline. And you know that you can think of in a business in text. Specifically, I think the challenge for women is you tend to not want to be identified. As, you know, a woman in Tech. It's like I want to be evaluated for my compensate what I bring to the table, my thought leadership, my perspective on and I don't think that's you mean to women. I think that's just unique to people that we all want to be valued for what we contribute. I definitely think that is a, um, a general kind of population and technology. I have seen where it used to be that I was the only female for many, many years and meetings, whether it was that fender briefings or it was in different company forms. Uh, I've had some unique opportunity. Eighteen t was hugely focused on women in tech women and engineering all those disciplines coming to pure, super exciting that we're we also so small of a company relatively sized eighteen t We have, you know, women heir Geez, employee resource groups. We have women in engineering. We have limited night. So we have kind of the ability to get that mentoring in that coaching the support within the company. And I think that's really valuable. But to your point, I think we have to still do Mohr of connecting outside of our company, figuring out whether that's through, you know, the different universities to make sure that we're getting the pipeline coming in and then retaining. I think that's the other challenges. The number's probably won't change much because we still see a significant amount of women leaving the workforce at a certain point. Er there were staging their career, and we need to figure out, you know what? What's that draw? Why is that happening? So >> what's the technology impact? Because as technology becomes consumer, I just seeing Data Analytics to arm or big a range of topics and confidence is not just computer science or probably or whatever Lim Maura broader perspective that helping at all do you see that evolving, that getting any lift, increasing the population and competency levels, >> you know it's a great question. I think we've had a pretty strong I'LL say, run at women. Being in computer science, we haven't seen enough women going into leadership positions. I think this just kind of industry, you know, generic kind of comment. I think it definitely helps. The more that you have a broader range of skills and capabilities. I think it's what is more fascinating is we need more women in those roles because as you think about the problems that all of our businesses air trying to solve their, it's not one dimension. So if we only have attack our problems with one dimension, one skill set, we just start going to be prepared to be, Oh, it's gonna take us longer And are all of us want to be able to quickly solve the issues that are >> of a personal question put you on the spot? What's the big learnings for you? Looking back now that you've seen that you can share as a woman attack and you put your twenty three year old hat on, what would you do differently? If anything, if you're living in today's world, >> you know eso it's interesting at has asked this question before actually came to pure as I talked to a number of companies in the Valley and it was like, What would you tell your younger self? And I said one of them is not to be afraid, and I think that's so so many of us. Whether you know, male or female. Sometimes you get into a routine and you don't necessarily break out of it or change. And so you tend to maybe take a safer path or a safer direction. And I think if I was to think back you No one is. Don't be afraid and the other, I think, is I probably would have. I was probably naive Tio not realize that I was sometimes the only female, and so I just kind of worked as I didn't think that was a different shade IRT it mattered. And when I think about it now, I probably should have done more to do some of the networking that we're doing today. That might have helped. You know, we talk a lot about the difference between mentoring and sponsoring, and it really gets into that. There needs to be enough, you know, sponsors both male and and female who can help to, you know, not just developed but have the conversations, you know, Make sure that people are included. Those kind of having a voice at the table. And I was very fortunate. I worked under some amazing leaders, both male and female, who who made sure that I had a voice. But I you know, I'm not a timid flower anyway, So I wouldn't have you know, I'm not going to sit there and to sit back and not do it and not to speak up. But I think that's something that not everyone is this comfortable was speaking up and being okay. That maybe I'm not right or so I think that I would tell my younger son Don't be afraid. And the second is to doom or Teo help get other others who maybe don't feel as if they belonged much. Teo, be able to have that. That same voice >> possible. Congratulations. You're awesome. And I'm excited for the event with you, >> you have to be a lot of fun. >> Okay, Next talk track. You were a customer of pure before you joined the company. Yes, you're t you were You know you have the keys to the kingdom. All the vendors pitching you You have big infrastructure, run tons and tons of work loads on DH. This is what, six, seven years ago here was in the growth phase. Now they're public company and much larger experience. But back then you took a risk on a technology. Tell us about that story because you made a big bet. Did it? Work actually worked out. You're here. I'm sure that he still has pure detail. The story? >> Yes. So first it starts with, You know, I had amazing team at a great team of folks who didn't want to accept the status quo, what was happening in the stores storage industry. And so as a CZ, we were hearing, you know, like you said, the pitches about what's due. What's different? Um, they were willing to stand up and say, Hey, you know what I think we need to look at this company, and, you know, it is hard when you are, you know, kind of that time I would say Pierre was somewhat of a unicorn in the sense that you try to have a somebody who's that small, non private, probably health company toe work with a big behemoth like tea. There's a lot of different things, whether it's contractual, you know, the legal, that decency is all that's having put aside the, you know, all of the technology. It's all of that That's really hard for companies to navigate. Pure had an amazing technology, and what happened is they came in and they said, Hey, this is what we can do. We can transform your business is not just about the economics will prove you that part, but we can actually help you to deliver faster for your application teams. We can help you with all these areas and and we could do it all within like two weeks. So the key was being able to stand up and say I'm going to do this and then prove it in this very small window because when you're in a large enterprise, you often you don't have unlimited resource is very constrained of. It's not a different that it started, but you're very limited. Resource is welcome to try to run big scale and so they were able to prove out everything they said, and then plus more. It was things like we started seeing efficiencies in the data center. We started to see that things like that where we thought we're going to have to expand and buy, you know, additional ports. We were able to not have to do it. So there was a lot of these, like side benefits that we weren't expecting. We all those Plus we asked for. So we did. We took a bet on Pure. They were a great, innovative team to work with. And, you know, he's had it, you know, their legacy is ah, very much innovation. And so it kind of was that match to say we need to re and companies who can help us to continue to innovate. >> We little skeptical at first, but we can do in two weeks. >> Yes. So it's almost like a bet. You go. All right, let's get you to do it. We'Ll see how it works in two weeks. So and that's s o they came in. It was all proved out. So we way actually, you know, move forward And you know, today a t and T is you know, hundreds of race, which is, you know, a very large footprint for any company to have with size. And it spans, you know, production application, Tier one applications to things that are specific use cases. So it kind of spans a large. >> Not a lot of war stories around. Critical failures, either. You said you had some successes with them before you came on camera. Yeah. Share that story is the storage. Is one those things where he was going to have something that might go down? The question is, how severe is the problem? What was some of the experiences you have? >> Yeah. You know, I can say that. You know, I left a team t last last summer. So up through that point, we had not had any several announces. So when you think of a large company, it's not unusual to have incidents outages. I mean, that that tends to happen just with the size of your footprint. Um, t was very successful, working with pure on, having essentially having a product that had big stability. And we didn't see those outages and not just on running it, but actually doing the non disruptive upgrades. So the ability to actually take the technology, do the next generation and not have any outages. That's pretty unusual for for any company tau experience. And so I looked at us from a scale highly unusual, but that's that was success. >> Great success. Okay, finally, you're here pure now, your CEO not as big as a T and T was still public company and they have a lot of employees. They're maturing as a company. You're running pure at your house. You can't unless you're doing a bake off internal assessment. How using pure. Now, how's it going? What's the share? Some of the architectural details without giving away any secrets. What's it like? And what you guys doing this innovative. >> So, you know, we are. We are much smaller organization, obviously. Then you know where I live just left. But it's really important for us to have that same innovation and capabilities we actually use pure we. But we use both flash array. We use flash blades of both of our you know, I'll say premiere products. We also use pure one, which is kind of the the telemetry visibility allows you to do what if analysis looked to see how you're doing for capacity perspective. So we actually use, um are you know, three of our primary products to actually run our daily our data warehouse, and then we are doing some of it just to be able to do some of our security. So we actually run a splunk in tableaux and using those type of tools, those capabilities, we run them on our environments and were able to do a lot of things that the feedback that we're getting is like, Oh, my gosh, we can't believe that you guys were able to do this. We have a very, very lean ight organization. So to do some of the things we're doing from a security analytics and, you know, threat, detections and all that, those are things that aren't very common for a lot of companies are we're all trying to be better on it and were able to use our own technology to kind of help substantiate what we're trying to solve for that's so super exciting. >> That's awesome. Final point on the CEO perspective. Great to have you and get the CEO perspective again. Bullets a customer and then working up your CEO is out there right now are challenged with transformation. Digital transmissions like buzz word that's been kicked around for years. But now you starting to see the robber hitting the road. Really? Development pressure, modernisation, run app, development. See, I see the pipe lining to multi cloud hybrid cloud. All this is now pretty much got some visibility into architectural decisions. What do you think is the bigger It's callous facing CEOs today in terms of, you know, thinking about the holistic, you know, five ten year horizon as they start to make investments and think about either aging out or contain arising preexisting workloads to cloud native APS and on premise giving me all your thoughts. >> Yeah. You know, I think that the kind of boils down to a couple aspects. One of them is, you know, module ization of your applications. That's why containers ations become such a big deal. Being able to do things like, you know, have your data separate from your application and not have everything so integrated at that level where you then are getting somewhat confined. You have issues with in I have to have this application running in this location. I also need to have the data has to be, you know, coexisting with it and so you run with all these constraints. So I think that for depending on the age of your organisation, that the first challenge is trying to figure out how do I start, Tio, you almost break apart my application of iron, my infrastructure. So I have more ability to have more modularity between what needs to happen and where it needs to happen. So I think to me, that's the That's one of the biggest aspects were, you know, super fortunate, because because we're a big sash shot. Most of our applications were dependent on our venders for the US Ask providers to have kind of worked through some of those issues, but that's that's one aspect. I think the second is the ability to navigate between, you know, on permanent prints. So the hybrids solution is really I don't see that going away. I think that all of us are struggling with the whole notion of whether it's the economics. It's the ability to like you, said move workload to the right location for the right optimization, the right tooley, et cetera. And so I think it's that flexibility. You can't get any of that if you don't have the first part done. And then when you start talking about your like your digital strategy, none of that works when you start wanting to get into, like, a A and m o until you have some of those things done and you put that data strategy in place. So you then have that ability have the threat across your whole, you know, ecosystem. And I think that's what our challenge, >> an automation, is key. But you gotta automate manual test. You have people to do it. Then you got a strange way to make that. So the skill gap stills always gonna be there. Right? Kathy, Thanks for Spend the time sharing your insight here on the cube conversation. Really appreciated. Absolutely. Thank you for >> having me >> here. Cube culture here. Pure storages headquarters in Mountain View, California. John Korea. Thanks for watching