(electronic music) >> Welcome back to London everybody, this is Dave Vellante with theCUBE, the leader in tech coverage. We're here with a special session in London, we've been following the career of Teresa Carlson around, we asked, "hey, can we come to London to your headquarters there and interview some of the leaders and some of the startups and innovators both in public sector and commercial?" Andy Isherwood is here, he's the managing director of AWS EMEA. Andy, thanks for coming on theCUBE. >> Dave, great to be here, thank you very much for your time. >> So you're about a year in, so that's plenty of time to get acclimated, what are your impressions of AWS and then we'll get into the market? >> Yeah, so it's nearly a year and a half actually, so time definitely goes pretty quickly. So I'd say it's pretty different, I'd say probably a couple of things kind of jump out at me. One is, I think we just have a startup mentality in everything we do. So, y'know, if you think about everything we do kind of works back from the customer and we really feel like a kind of startup at heart. And we always say, y'know, within the organization, we should also make it feel like day one. If we get to day two, y'know, the game's over. So we always try and make day one something that's kind of relevant in what we're doing. I think the second thing is customer obsession. I think we are truly customer obsessed. And you could say that most organizations actually say, y'know, they're customer obsessed. I'd say we're truly customer obsessed in everything we do so if you think about our re:Invent program, if you think about, y'know, London, the summit coming up, what you will notice is that there will be customers everywhere, speaking about their experiences and that's really important. So we start with the customer and we always work back. So super important that we never forget that and if you think about how we develop our services, they start with the customer. We don't go out like a product company would and make great products and sell them. We start with the customer, work back, develop the solutions and then let the customer use them, and we iterate on those developments. So I'd say it's pretty different in those two aspects. I'd say the other thing is, it's just hugely relevant. Every customer I go into, and I've seen hundreds of customers in the last year and a half, were hugely relevant. Y'know, we are at the heart of what people want to do and need to do, which makes it important. >> Yeah, so we've been following the career of Andy Jassy for years and we've learnt about the Working Backwards documents, certainly you guys are raising the bar all the time, is sort of the mantra, and yeah, customer centricity, you said it's different, y'know, we do over a hundred events every year and every company out there talks about, "we're focused on the customer", but what makes AWS different? >> I think it's the fact that we truly listen and work back from the customer. So, y'know, we're not a product company, we don't make products with great R&D people and then take them and sell them. We don't obsess about the competition, y'know, we start with the customer, we go and speak to the customer, I think we listen intently to what they need, and we help them look round corners. We help them think about what they need to do for them to be successful, then we work back and probably 90% of what we do is fundamentally developed from those insights that the customer gives us. That's quite different. That really is a working back methodology. >> We run most of our business on AWS and it's true, so I remember we were in a meeting with Andy Jassy one time and he started asking us how we use the platform and what we like about it and don't like about it, and my business partner, John Furrier, he's kind of our CTO, he starts rattling off a number of things that he wanted to see, and Andy pulls out his pad and he starts writing it down, and he was asking questions back and forth, so I think I've seen that in action. One of the things that we've observed is that the adoption of cloud in EMEA and worldwide is pretty consistent and ubiquitous, there's not like a big gap, y'know, you used to see years later, y'know, Europe would maybe adopt a technology and you're seeing actually in many cases, you certainly see it with mobile, you're seeing greater advancements. GDPR, obviously, is a template for privacy, what are you seeing in Europe in terms of some of the major trends of cloud adoption? >> Yeah, I don't think we're seeing major differences, y'know, people talk a lot about, "well, Europe must be two years behind North America" in terms of adoption. We don't see that, I think it is slightly slower in some countries, but I don't think that's kind of common across the piste. So I'd say that the adoption, and if you think back to some customers that were very early adopters, just from an overall global cloud perspective, companies like Shell, for example, y'know they were really early adopters, and those were European-based companies, you could say they're global companies, absolutely, but a lot of what they did was developed in Europe. So I would say that there are countries that are slower to adopt, sometimes driven by the fact that, y'know, security is an issue, or was an issue, that data sovereignty was a bigger issue for some of these countries. But I think all of those are pretty much passed now, so I think we are very quickly kind of catching up with regards to the North American market. So, yeah. >> You mentioned your sort of startup mentality, you mentioned BP. Is it divisions within a large company like that that are startup-like? Is that what you're seeing in terms of the trends? >> No, I'm seeing three patterns. So I'm seeing a pattern which is, y'know, large organizations that go all-in very quickly, typically, y'know, strong leadership, clear vision, need to move quickly. >> Dave Vellante: We're going cloud? >> Yeah, we're going cloud, and we're going all in and that may be, like an NL would be a great example. So NL's a really good example of a top-down approach, very progressive CIO, very clear-thinking CEO that's driven adoption. So I'd say that's pattern one. For me, pattern two is where large organizations create an entity alongside, so almost a separate business. So probably Openbank is probably a good example, part of Santander. And now that organization has about one and a half million customers, obviously started in Spain, but they built a digital bank, clearly tapping into all of the data and customer sets within Santander, but building an experience which is fundamentally different. >> So a skunkworks that really grew and grew? >> Correct, absolutely, a skunkworks that grew, but grew quickly and now it's becoming y'know, a key part of their business. And then the third area, or the third pattern for me is very much a kind of a bottoms-up-led approach. So this is where the developers basically love the services that we have, they use the services, they typically put them on their credit card or AMEX, and then they'll go and use the services and create real value. That value is then seen and it snowballs. So those are kind of the three patterns. I'd say the only outlier to those three patterns is a startup organization, and as you know we've been hugely successful with startups, from, y'know, Pinterest, to Uber, to Careem, to all of these organizations and those organizations it's really important to influence them early on, to make sure that they are aware, and the developer community and the founders are aware of what we can do and we have a number of programs to really help them do that. And they start to use our services, and as those organizations are successful then our business grows alongside them and they, y'know, typically start to use a lot more of the services. >> One of the defining patterns of three, the bottoms-up and four, the start-ups, is they code infrastructure. And, y'know, sometimes the one, the top-down may not have the skillsets and the disciplines and the structure to do that. What are you seeing in terms of that whole programmable infrastructure, the skillsets, programmers essentially coding the infrastructure? Are you seeing CIOs come in and say, "Okay, we need to re-skill", are they bringing in new staff, kind of like number two, the Openbank example might be, y'know, some rockstars that they wanna sort of assign to the skunkwork. How is the number one category dealing with that in terms of their digital transformation? >> Yeah, so y'know, skills is something that is critically important, having the right skills in the right place at the right time. And if you think about Europe it's a big outsourced market, so a lot of those skills were outsourced typically to a lot of the outsourcing companies, as you'd expect. What you're seeing now is organizations, BP's a good example of this, where they're building the innovation capability back into their organizations to make sure that they can create the offerings and create the user experience and create the business models for the new world. And what we're doing is really trying to make sure that we're enabling those organizations to build the skills. So probably at a number of different levels, kind of, y'know, very basic level, or at a very junior level we're kind of influencing people in schools. So, y'know, we're going to be announcing, or announcing at the summit, Guess IT, which is basically a program to train up year eight students. So you start there, and basically you go all the way through to offering training and certification, we have a very big function associated with that to make sure that we're building the right skills for organizations to be successful, and also then working with partners, so all of those training and certification skills, we are working with the partners like the Cloudreaches of this world, but also the DXCs of this world, the Accentures of this world, the Atoses of this world, really to make sure that they have the right skills and capability, not only around our services but around the movement to cloud which is what these organizations need to do to help them innovate. >> And it sounds like your customers wanna learn how to fish, they see that as IP, in a sense, still work with partners, but help them transfer that knowledge and then, y'know, continue to innovate, raise the bars, as we like to say. >> Yes, yes. >> One of the biggest challenges that we see, we talk to customers all the time, is the data challenge. Particularly companies that have been around for a while, they have a lot of technical debt, the data's locked into these hardened silos, obviously I'm sure you see that as a challenge, maybe can you address that, how you're helping customers deal with that challenge and some of the other things that you see cloud addressing? >> Yeah, so y'know, we're really trying to help customers be successful in doing what they do in the timescale that they're setting themselves, and we're helping them be successful. I think from a data point of view, we have a lot of capability, so just to give you a perspective, so since I've been here that year and a half, we started with 125 services. That number of services has gone to 170-odd services now and the innovation that we have within those services has now reached, I think last year, just over the 1900 level so this is iterations on the product. In addition to that, we are continually building new offerings, so if you think about our database strategy, y'know, it's very much to create databases that customers can use in the right way at the right time to do the right job and that's just not one database, it's a number of different databases tuned for specific needs. So we have 14 databases, for example, which are really geared to make customers use the right database at the right time to achieve the right outcome, and we think that's really important, so that's helping people basically use their data in a different way. Obviously our S3, our core storage offering is critically important and hugely successful. We think that as-is, the bedrock for how people think about their data and then they expand and use data lakes, and then underpinning that is making sure that they've got the right databases to support and use that data effectively. >> At the start of this millennium there was like a few databases, databases was a boring marketplace and now it's exploded, as Inova says, dozens a minute it's actually amazing >> Yep >> how much innovation there is occurring in that space. What's your vision for AWS in EMEA? >> Yeah, so you know the overall Amazon vision is to be the world's most customer-obsessed organization, so y'know, here in EMEA, that holds true, so y'know, we start with the customer, we work back, and we wanna make sure that every single customer's happy with what we're doing. I think the second thing is making sure that we are bringing and enabling customers to be innovative. This is really important to us, and it's really important to the customers that we sell to, y'know, there's many insurgents kind of attacking historic business models, it's really important that we give all of the organizations the ability to use technology, whether they're a small company or a big company. And we call that the democratization of IT, we're making things available that were only available to big companies a while back. Now, we have made those services available to pretty much every single company, whether you're a startup in garage, y'know, to a large global organization. So that's really important that we bring and we continue to democratize IT to make it available for the masses, so that they can go out there and innovate and do what ultimately, customers wanna do, y'know, customers want people to innovate. Customers want a different experience. And it's important that we give organizations the tools and the wherewithal to go and do that. >> Well you've been in the industry long enough, and you've worked at product companies prior to this part of your career, and you know the innovation engine used to be Moore's Law. It used to be how fast can I take advantage of that curve, and that's totally changed now. You see a number of things happening, it's get rid of the heavy lifting, so you can focus on your business, that's what cloud does for you, but it's kind of this combination, the cocktail of data, plus machine intelligence, and then the cloud brings scale, it attracts innovative companies. How do you see, first of all do you buy that sort of new cocktail, and how do you see customers applying that innovation engine? >> Yeah, y'know, to answer the first bit first, we definitely see that cocktail. So y'know, the kind of undifferentiated work that was historically done to kind of build servers and make sure that they ran and all of those things, people don't need to do that now. We do that really really effectively. So they can really focus their time, attention, their money, their efforts, their innovation, on creating new experiences, new products, new offerings, for their customers. And they should also work back from customers themselves and work out what's really required. Every single business model, every single offering, needs to be questioned, by every single organization and I think that's what we do. We give the ability to organizations to really think differently about how they use what we have to do the really important things, the things that differentiate them and the things that ultimately give customers a different experience. And that's why I think we've seen so many very successful companies, y'know, from Airbnb, to Pinterest, to Uber. It's giving people a fundamentally different experience and that's what people want, so y'know, we're here to I think give people the ability to create those different experiences. >> Kind of amazing when you go back and you remember the book Does IT Matter? the Havard Business Review famous... It couldn't have been more wrong, at the same time it couldn't have been more right because it really underscored that IT was broken and that preceded 2006 introduction of EC2 and now technology matters more than ever before, every company's a technology company, y'know, you hear Marc Bennioff talk about software's eating the world, it's so true, and so as companies become technology companies, what's your advice to them? I mean obviously you gotta say, "Let us handle the heavy lifting," but what do they have to do to succeed in their digital transformation in your view? >> Yeah, I think it's about changing the mindset and changing the culture of organizations. So I think you can try and instill new processes and new tools on an organization but fundamentally you've gotta change the culture and I think we have to create and enable cultures to be created that are innovative and that requires, I think, a very different mindset. That requires a mindset which is about, "we don't mind if you fail". Y'know, and we'll applaud failure. We in Amazon have had many failures but it's applauded, and if it's applauded, people try again so they'll dust themselves off and they'll move on. You can see this in Israel which is, y'know, very much a startup nation. You can see people start a business, they might fail. Next day, they start a new one. So I think it's having this culture of innovation that allows people to experiment. Experimentation's good, but it's also prone to failure. But, y'know, out of 10 experiments you're gonna get one that's successful. That one could be the make or break for your organization to move forward, and give customers what they actually need, so, y'know, super important. >> Break things, move fast, right? >> Exactly. >> I love it. All right, what should we expect tomorrow at the London summit? We gotta big crowd coming, it's at the ExCeL Center >> Yeah, I think you'll see us continue to innovate, I think you'll see a lot of people, and I think you'll see a lot of customers talk about their experience and share their experience, y'know, these are learning summits, y'know, they're not kind of show and tell, they're very much about explaining what other customers are doing, how people can use the innovation and you'll see lots of experiences from different customers that people will be able to take away and learn from and go back to their offices and do similar things, but probably in a different way. So, y'know there'll be lots of exciting announcements, as you saw from re:Invent, we continue to innovate at a fair clip, as I said, 1950-odd innovations, y'know, significant releases last year, so not surprisingly you'll see a few of those. >> These summits are like mini re:Invents, aren't they? And as you said, Andy, very customer-focused, customer-centric; a lot of customer content. So, Andy Isherwood, thanks so much for coming on theCUBE, it was really great to have you. >> Great >> All right. >> Thank you >> You're welcome Keep it right there everybody, we'll be back with our next guest right after this short break. This is Dave Vellente, you're watching theCUBE.

>> Announcer: Live, from the Javits Center in New York City, it's The Cube! Covering Inforum 2017. Brought to you by Infor. >> Welcome back to The Cube's coverage of Inforum, I'm your host, Rebecca Knight. Along with my co-host, Dave Vilante. We are joined by Charles Phillips, the CEO of Infor. Thanks so much for joining us. >> Great to be here. Thank you guys for coming. >> So you're fresh off the keynote. A big deal. Thousands of people here at the Javits Center. What would you say is the most exciting to you about being here and what you really want us participants, attendees to come away with? >> Well, there's a lot of energy at the conference. And people can see the investments we've been making. All the innovation. And just the feedback we're getting is just keep doing what you're doing. You guys just really change the industry. The idea of a network commerce and a network ERP coming together is something new. They like the fact that we kind of find these new areas on our own. People are buzzing about Coleman, our new AI announcement, that platform as well. So it's been fun getting the feedback. >> So talk a little bit about Coleman. Talk about the naming of Coleman. >> Yeah, so it's named after Katherine Coleman Johnson, who is one of the early pioneers in NASA. She was a researcher mathematician there to calculate a lot of the orbital fractions that were needed for reentry. And John Glenn relied on her. And she's in the movie, Hidden Figures. And got to know that movie pretty well, because along with about 30 other African American executives, we raised enough money to send almost 30 thousand kids to see the movie for free. We screened it probably three months before it hit the theaters. And a lot of buzz. We didn't know a lot about it ourselves, so we learned a lot about them. So I was excited to say, if we're going to have an AI platform, why not name it after her? Such a pioneer. And it worked out. Her family was at the event and they were just blown away. And they're asking, can I get copies of everything? And taking pictures with us. So, I thought it was the highlight of the show. >> You know, I liked your first slide today and yesterday in the analysts meeting. It basically was your strategy in a nutshell. Micro verticals was sort of the starting point, the decision to go AWS cloud, The GT Nexus network component, burst analytics and then Coleman AI. Just fit together so nicely and it sounds great. And then you also said, look. Cloud and mobile and social, that's table stakes today. It's really sort of a new ball game. So my question is, you know, the slide's nice. It sounds great. How fully baked is it? >> Yeah, well, we're, I think we're, you know, we've had some time now. We're building the network. And so we've been working on figuring out the right integration points and where the value add was. And so, we're already able to kind of ship things like ASM directly to our ERP. And we showed in context where you can click on the order, an M3, for example, and see where it is on an ocean container. So we've already done a lot of that work. And there's only more to come. We want to, we didn't mention it today, but we want to attack the EDI market and commoditize that and have it be a free service. Because we already have a network. We can ship packets around it. Doesn't cost us anything. And we do that for some customers today. So we have more that we could have talked about that we didn't get to. So a lot of it's real today. >> We also heard at the analysts meeting, in great depth, and a little bit today, you had the CFO of Koch industries up there, made a large $2 billion plus investment. Koch is also a customer. And was a customer prior to the announcement of the investment. How did that all come about? Can you share that sort of story with us? >> Yeah, so we had a very successful project at Georgia Pacific. They brought us in because they were frustrated with SAP. It's too expensive, taking to long. We had the micro vertical reaches that could get going quickly. And we collaborated with them and added a few other things they wanted. So that went very well. And kind of, word travels when you come in under budget. (laughter) And one thing led to another. Made a trip to Wichita at their invite, and hit it off very well with Charles Koch. He understood what we did, he's an MIT grad, very technical. So, wasn't sure what I was kind of getting into. But once I started talking to him, he clearly understood everything else. And the more technical the conversation became, the more animated he got. So, clearly he's our kind of guy. We're product people. And so, we hit it off very well. >> And they're becoming a larger customer. You're getting deeper and deeper into that account. But there's an old saying, you know, God created the world in six days but he didn't have an install base. And so, you guys have emerged as this really viable alternative to SAP and Oracle. But how do you go from where they are to this cloud native platform that you guys have developed? >> Well, it'll be one of the largest global implementations ever. Of any financial project, of any HCM. 130,000 employees, which is great. So a project of that scale, that happens usually top down. When they're invested and ready to go. So they have four members on our board. And including the CFO, including the president of Georgia Pacific, and many other important executives. And so the guys who run the divisions, many of them are on our board and learning this stuff and excited. So they're actually pushing us right now. Which we think is great. We have a weekly cadence call with all these senior execs of all the projects to make sure here's where we are, are you getting what you need, are people responding. I mean, they are driving. These people know how to execute. And that's why they're $115 billion. It's great for us, great for them. They're pushing us. So I'm not too worried about that, given what I've seen so far. >> When you think about the long term strategy of Infor, you're now one of the most well-funded unicorns along with Uber and Air B&B. Where do you go? What do you sort of see as sort of the long term play here? >> Yeah, post world domination? (laughter) Then after that, we have other industries we want to get into. There's a few acquisitions we probably will consider. We want to expand our network. These networks grow up by vertical and by industry. There's a few other vertical we want to get into. But the list of things that we could build and what people are asking us to build is almost endless. You know? And they like the way we do these kind of digital transformation projects. There's lots of those out there. And so, we just want to make sure we have the ecosystem where we can implement. That's why it's so important to get a censure, Cap Jim and I, and Grant Thorton and Deloit, they're all taking training as we speak. Filling out their practices. Which we didn't have a year ago. So, that was our kind of constraint to scaling. We just couldn't take on so many projects. But now we can. >> I wonder if you could talk a little bit about the structure of the industry, the software industry specifically. I mean, you're fairly famous for having sort of predicted consolidation, and then orchestrating that consolidation. Mark Andreson's famous for saying software's eating the world. I think Bennioff said there's going to be more non tech companies that are SAS companies than tech companies. Do you expect we'll just see a sort of de-consolidation of software? Or maybe a bi frication? Where maybe some of the enterprise guys acquire, but there's all these burgeoning, blooming flowers of software companies emerging. What's your point of view on the software industry and its structure? >> I think you'll see more industrial companies wanting to own software. I think you'll see software executives running non software companies. Most companies think they have to get digital. And a lot of the board of directors recognize that and recognize they don't have the expertise to do that. And so a lot of software executives get asked to run non tech companies for that reason. Because you can learn retail faster than they can learn how to program. And if you've been building the applications for those verticals, you actually kind of know the vertical pretty well. So I think you'll see some of these domains over time where people have to become more technology fluent. And the way to do that is to bring in tech people. >> The other thing I wanted to ask you sort of as a follow up on that, you see Amazon buys Whole Foods and is getting into grocery, they're a content company. Apple's get the financial services. And you know it's because of digital. It allows you to sort of jump industry value chains. But for decades, people just stay within their own little value chain silo. Do you expect that to change as well? Where executives are able to traverse industries? >> I think so. Technology is causing that. There's enough disruption and fear where people are willing to consider something completely different than they were before. And that helps us, because usually we need someone to either take an action because they see an opportunity or because they're worried about getting disrupted. That's how these big projects get started. That's part of the reason why our growth is so good right now. >> Is that's what's driving it? Is it the fear of being left behind? >> It's probably equal amount of both. They see opportunity, I should be doing something, but I don't know what. So we have to tell them the what. Or, I'm worried about what everybody else is doing. I don't want to get Ubered out. And we tell them how not to be in that position. So we're getting an audience at senior levels that we couldn't before. Just because it's top of mind for everybody. >> How about, talk about MNA a little bit. And what you look for in an acquisition candidate. You have a platform, that's probably dogmatic about running on that platform. But talk a little but more about what you look for. >> We usually want next generation thinking in a technical platform that we don't have to completely rewrite. Because we don't to kind of pollute our architecture. If it's a modern architecture where we can graph it on to our information OS, as we call it, that's fine. So we don't buy things just for scale. And that was kind of early strategy for the company 10 or 15 years ago. We buy things because it's a specific value proposition for customers or fills a hole we think we need to fill. >> Okay. >> I would rather buy something that is small, maybe not much traction, not much revenue, but a great product. Because we have a huge distribution channel and we can grow it pretty quickly. We can fix all those other problems if the product is there. >> Well, the burst acquisition is very interesting because you saw the ascendancy we were talking about earlier, Rebecca. Saw the ascendancy of tableau, and Christian Chabeau, very articulate, would talk about the slow BI companies and really de positioning them. You're positioning is actually quite compelling. Not the old, takes forever to build a cube. And not the lightweight version of just a visualization. You're sort of the best of both worlds. Maybe unpack that a little bit. >> Yeah, that's the attractions we saw in Berson's. You need some of those enterprise features to understand fragmented and enterprise scale data. That's a hard problem. Having a nice desktop tool that can only handle a single table or gives you conflicting information so you can't have any semantic meaning across different data sources. It's nice to get answers quickly, but if they're wrong, that doesn't help you. So, we need somebody who could handle the back end. Our customers were asking us to do that. They want us to be the analytic layer, a system of record for analytics, because other companies don't want to do that. SAP or Oracle will say, just use all my stuff. I don't want to connect to anybody else. And we know that we have to coexist. And if we can build that analytic layer, we think that's strategic high ground. Let's own that. And if we can replace some of the underlying systems later, great. You know? >> I was just going to talk about, I was going to switch gears entirely and talk a little bit about politics. Before the cameras were rolling, you were on Obama's economic recovery board, which was led by Paul Volker. You've been to Washington, met with Trump, met with Pence. I'm curious about how you view the roll of business in advising government. In which directions to take, and the approach. >> I think it's increasingly important in a sense that, especially with the current administration, they should respect business opinion. Because he's a business guy. Secondly, so many of our institutions people don't trust any more. THey've kind of lost some of that credibility. I hope we can turn that around. But in the interim, we have to have other people who can fill in for some of that. And, especially tech companies. People want to know what tech companies think. And so, I think we almost have a duty to try to fill in some of that. And every part of the economy and the government has been effected by technology. They want to understand it. We can help them do that. >> And so many of your customers are in fact municipalities, and cities, and public school systems. >> That's a good point. We have 1500 state and local governments and federal customers. And that's a fast growing part of our business right now. And we're rooting a lot of federal agencies as we speak. Because they're going through an upgrade cycle as well. Something called Fed Round they have to get certified in. And they want to move to the cloud. And we're doing both of those with them. >> Now, you also talked about how you see technology executives perhaps moving into other industries. Do you see them also moving into public service? Do you see that as a possibility? >> That's going to take longer. That's probably later in their careers because of the economics of that. But every now and then, you'll see one do it, yeah. >> So, a question on cloud. It was almost by necessity, I would argue, that you gravitated toward AWS. Smart move. Others have said, you know, Oracle in particular, we're going to own the whole stack. We can make a lot of money owning the whole stack. If you had to do it again, would you pursue that same strategy, and why? >> Well, when we got there, the company was just trying to build a cloud business. We were doing it traditional. Trying to own data centers and, you know, doing data sharing. We could have done that and continued with that over time. But I just thought it wouldn't provide the elastic compute and the scale of data management that I thought was coming. We looked at all the platforms that we out there at the time. We met with Microsoft, IBM, you name it. And at the time, AWS was just so much further along in terms of services available, capabilities, entrepreneurial spirit, scale, it wasn't even close. In our minds, anyway. And so, they were great partners to work with. For us, it's been the right decision. They've helped us a lot. >> Yeah, and seeing your arc as maybe a question. But you're pretty technical. Maybe a better question for Duncan or Soma, but I'll ask you. Because you're more technical than I am. When you look at your architecture slides, there's a lot of Amazon in there. >> There is, yeah. >> There's like this dynamo dv, looks like some kineses, there's S3, there's all kinds of flywheel oriented tech. I wonder if you could sort of elaborate on that in terms of the impact that that has not only on you, but ultimately on your customers. >> Yeah, no. That was by design, by my direction. I wanted to take advantage of every single serviture we could on AWS. Because every time we do that, that's less work for my developers. I don't want them to worried about infrastructure. Just write the application and be an industry expert. So any time they come out with a new service, you name it. Whether it's Promethium, archiving, backup. We were one of the early customers of RedShip. We take advantage of it. Because it's cheaper for us to do it that way and we get the scale that we need. And we get it in multiple countries. So when any other strategy than that, we have to replicate things in multiple places and we have to figure out how to make it work on AWS. >> And I know we're limited on time, but if software's eating the world, software's going to eat the edge. So talk about your edge strategy. >> Well, it depends on what you mean by edge strategy. I think that software eating the world is true. Maybe it's helping the world, is a better way to put it. But almost every product that we see its inside of now. That's actually good for us, being the largest vendor for asset management. Every IOT company is coming to us because all that data is meaningless unless you can generate a work order or requisition and get something fixed, schedule someone to come. That's what we do. So all of that data needs to end up on a repository. That can effect the business process. And we own that business process. >> Well, something that we've said on the Cube since the early days of so-called big data is the practitioners of big data are the guys who are going to do well. It's not necessarily the guys selling big data infrastructure. And that's proven true. You guys never talked ever, I don't think, about big data. But you're a data company now, first. >> Yeah, and we've collected a lot more data than we ever thought we would. And so, now we've got to figure out how to use that. >> How to parse it, how to use it. >> Exactly. Which is why we added the next two layers of that stack. >> That will be next year's summit. >> Yeah, exactly. >> Next year's Inforum. Well, Charles Phillips, thanks so much for joining us. It was a pleasure. >> Great. Thanks you guys. >> See ya, thank you. >> I'm Rebecca Knight, for Dave Valante, we will have more from the Cube's coverage of Inforum after this. (upbeat music)