(upbeat music) >> Hello and welcome to this Cube conversation. I'm John Furrier, your host of theCube here in Palo Alto, California. We're here in 2021 as we get through the pandemic and vaccine on the horizon all around the world. It's great to welcome Sandy Carter, Vice President of Partners and Programs with Amazon Web Services. Sandy, great to see you. I wanted to check in with you for a couple of reasons. One is just get a take on the landscape of the marketplace as well as you've got some always good programs going on. You're in the middle of all the action. Great to see you. >> Nice to see you too, John. Thanks for having me. >> So one of the things that's come out of this COVID and as we get ready to come out of the pandemic you starting to see some patterns emerging, and that is cloud and cloud-native technologies and SAS and the new platforming and refactoring using cloud has created an opportunity for companies. Your partner group within public sector and beyond is just completely exploding and value creation. Changing the world's society is now accelerated. We've covered that in the past, certainly in detail last year at re:Invent. Now more than ever it's more important. You're doing some pretty cutting things. What's your update here for us? >> Well, John, we're really excited because you know the heartbeat of countries of the United States globally are small and medium businesses. So today we're really excited to launch Think Big for Small Business. It's a program that helps accelerate public sector serving small and diverse partners. So you know that these small and medium businesses are just the engine for inclusive growth and strategy. We talked about some stats today, but according to the World Bank, smaller medium business accounts for 98% of all companies, they contribute a 50% of the GDP, two-thirds of the employment opportunities, and the fastest growing areas are in minority owned businesses, women, black owned, brown owned, veteran owned, aborigine, ethnic minorities who are just vital to the economic role. And so today this program enables us as AWS to support this partner group to overcome the challenges that they're seeing today in their business with some benefits specifically targeted for them from AWS. >> Can I ask you what was the driver behind this? Obviously, we're seeing the pandemic and you can't look at on the TV or in the news without seeing the impact that small businesses had. So I can almost imagine that might be some motivation, but what is some of the conversations that you're having? Why this program? Why think Big for Small Business pilot experience that you're launch? >> Well, it's really interesting. The COVID obviously plays a role here because COVID hit small and medium businesses harder, but we also, you know, part of Amazon is working backwards from the customers. So we collected feedback from small businesses on their experience in working with us. They all want to work with us. And essentially they told us that they need a little bit more help, a little bit more push around programmatic benefits. So we listened to them to see what was happening. In addition, AWS grew up with a startup community. That's how we grew up. And so we wanted to also reflect our heritage and our commitment to these partners who represent such a heartbeat of many different economies. That was really the main driver. And today we had, John, one of our follow the sun. So we're doing sessions in Latin America, Canada, the US, APJ, Europe. And if you had heard these partners today it was just such a great story of how we were able to help them and help them grow. >> One of the cultural changes that we've been reporting on SiliconANGLE, you're seeing it all over the world is the shift in who's adopting, who's starting businesses. And you're seeing, you mentioned minority owned businesses but it goes beyond that. Now you have complete diverse set entrepreneurial activity. And cloud has generated this democratization wave. You starting to see businesses highly accelerated. I mean, more than ever, I've never seen in the entrepreneurial equation the ability to start, get started and get to success, get to some measurable MVP, minimal viable product, and then ultimately to success faster than ever before. This has opened up the doors to anyone to be an entrepreneur. And so this brings up the conversation of equality in entrepreneurship. I know this is close to your heart. Share your thoughts on this big trend. >> Yeah, and that's why this program it's not just a great I think achievement for AWS, but it's very personal to the entire public sector team. If you look at entrepreneurs like, Lisa Burnett, she's the President and Managing Director of DLZP. They are a female owned minority owned business from Texas. And as you listen to her story about equity, she has this amazing business, migrating Oracle workloads over to AWS, but as she started growing she needed help understanding a little bit more about what AWS could bring to the table, how we could help her, what go to market strategies we could bring, and so that equalizer was this program. She was part of our pilot. We also had John Wieler on. He is the Vice President of Biz Dev from IMT out of Canada. And he is focused on government for Canada. And as a small business, he said today something that was so impactful, he goes, "Amazon never asked me if I'm a small business. They now treat me like I'm big. I feel like I'm one of the big guys and that enables me grow even bigger." And we also talked today to Juan Pablo De Rosa. He's the CEO of Technogi. And it's a small business in Mexico. And what do they do? They do migrations. They just migrate legacy workloads over. And again, back to that equality point you made, how cool was it that here's this company in Mexico, and they're doing all these migrations and we can help them even be more successful and to drive more jobs in the region. It's a very equalizing program and something that we're very proud of. >> You know what I love about your job and I love talking to you about this (Sandy laughs) because it's so much fun. You have a global perspective. It's not just United States. There's a global perspective. This event you're having this morning that you kicked off with is not just in the US, it's a follow the sun kind of a community. You got quite the global community developing there, Sandy. Can you share some insight behind the curtain, behind AWS, how this is developing? How you're handling it? What you're doing to nurture and grow that community that really wants to engage with you because you are making them feel big because (laughs) that's what cloud does. It makes them punch above their weight class and innovate. >> Yeah, that's very correct. >> This is the core thesis of Amazon. So you've got a community developing, how are you handling it? How are you building it? How are you nurturing it? What are your thoughts? >> You know what, John? You're so insightful because that's actually the goal of this program. We want to help these partners. We want to help them grow. But our ultimate goal is to build that small and medium business community that is based on AWS. In fact, at re:Invent this year, we were able to talk about MST which is based out of Malaysia, as well as cloud prime based out of Korea. And just by talking about it, those two CEOs reached out to each other from Korea and Malaysia and started talking. And then we today introduced folks from Mexico, and Canada, and the US, and Bulgaria. And so, we really pride ourselves on facilitating that community. Our dream here, our vision here is that we would build that small business community to be much more scalable but starting out by making those connections, having that mentoring that will be built in together, doing community meetings that advisory meetings together. We piloted this program in 2020. We already have 37 partners. And they told me as I met with them, they already feel like this small and medium business community or family. Family was the word they used, I think, moving forward. So you nailed it. That's the goal here is to create that community where people can share their thoughts and mentor each other. >> And it's on the ground floor too. It's just beginning. I think it's going to be so much larger. And to piggyback off that I want to also point out and highlight and get your reaction to is the success that you've been having and Amazon Web Services in general but mainly in the public sector side with the public private partnership. You're seeing this theme emerge really been a big way. I've been enclose to it and hosting and being interviewing a lot of folks at that, your customers whether it's cybersecurity in space, the Mars partnership that you guys just got on Mars with partnerships. So it's a global and interstellar soon to be huge everywhere. But this is a big discussion because as from cybersecurity, geopolitical to space, you have this partnership with public private because you can't do it alone. The public markets, the public sector cannot do it alone. And it pretty much everyone's agreeing to that. So this dynamic of public sector and partnering private public is a pretty big deal. Unpack that for us real quickly. >> Yeah, it really is a big deal. And in fact, we've worked with several companies. I'll just use one sector. Public Safety and Disaster Response. We just announced the competency at re:Invent for our tech partners. And what we found is that when communities are facing a disaster, it really is government or the public sector plus the private sector. We had many solutions where citizens are providing data that helps the government manage a disaster or manage or help in a public safety scenario to things like simple things you would think, but in one country they were looking at bicycle routes and discovered that certain bicycle routes there were more crashes. And so one of our partners decided to have the community provide the data. And so as they were collecting that data, putting in the data lake in AWS, the community or the private sector was providing the data that enabled the application, our Public Sector Partner application to identify places where bicycle accidents happen most often. And I love the story, John, because the CEO of the partner told me that they measured their results in terms of ELO, I'm sorry, ROL, Return on Lives not ROI, because they save so many lives just from that simple application. >> Yeah, and the data's all there. You just saw on the news, Tiger Woods got into a car accident and survived. And as it turns out to your point that's a curve in the road where a lot of accidents happen. And if that data was available that could have been telegraphed right into the car itself and slow down, kind of like almost a prevention. So he just an example of just all the innovation possibilities that are abound out there. >> And that's why we love our small businesses and startups too, John. They are driving that innovation. The startups are driving that innovation and we're able to then open access to that innovation to governments, agencies, healthcare providers, space. You mentioned Mars. One of our partners MAXR helped them with the robotics. So it's just a really cool experience where you can open up that innovation, help create new jobs through these small businesses and help them be successful. There's really nothing, nothing better. >> Can I ask you- >> Small, small is beautiful. >> Can I asked you a personal question on this been Mars thing? >> Yeah. >> What's it like at Amazon Web Services now because that was such a cool mission. I saw Teresa Carlson, had a post on the internet and LinkedIn as well as her blog post. You had posted a picture of me and you had thumbs were taking an old picture from in real life. Space is cool, Mars in particular, everyone's fixated on it. Pretty big accomplishment. What's it like at Amazon? People high five in each other pretty giddy, what's happening? >> Oh yeah. The thing about Amazon is people come here to change the world. That's what we want to do. We want to have an impact on history. We want to help make history. And we do it all on behalf of our customers. We're innovating on behalf of our customers. And so, I think we get excited when our customers are successful, when our partners are successful, which is why I'm so excited right now, John, because we did that session this morning, and as I listened to Juan Pablo Dela Rosa, and just all the partners, Lisa, John, and just to hear them say, "You helped us," that's what makes us giddy. And that's what makes us excited. So it could be something as big as Mars. We went to Mars but it's also doing something for small businesses as well. It runs the spectrum that really drives us and fuels that energy. And of course, we've got great leadership as you know, because you get to talk to Andy. Andy is such a great leader. He motivates and he inspires us as well to do more on behalf of our customer. >> Yeah, you guys are very customer focused and innovative which is really the kind of the secret sauce. I love the fact that small medium sized business can also be part of the solutions. And I truly believe that, and why I wanted us to promote and amplify what you're working on today is because the small medium size enterprise and business is the heart of the recovery on a global scale. So important and having the resources to do that, and doing it easily and consuming the cloud so that they can apply the value. It's going to change lives. I think the thing that people aren't really talking much about right now, is that the small medium size businesses will be the road to recovery. >> I agree with you. And I love this program because it does promote diversity, something that Amazon is very much focused on. It's global, so it has that global reach and it supports small business, and therefore the recovery that you talked about. So it is I think an amazing emphasis on all the things that really matter now. During COVID, John, we learned about what really matters, and this program focuses on those things and helping others. >> Well, great to see you. I know you're super busy. Thanks for coming on and sharing the update, and certainly talking about the small mid size business program. I'm sure you're busy getting ready to give the awards out to the winners this year. Looking forward to seeing that come up soon. >> Great. Thank you, John. And don't forget if you are a small and medium business partner 'cause this program is specifically for partners, check out Think Big for Small Business. >> Think Big for Small Business. Sandy Carter, here on theCube, sharing our insight, of course all the updates from the worldwide public sector partner program, doing great things. I'm John Furrier for theCube. Thanks for watching. (upbeat music)

(vibrant music) >> Everyone, welcome to our Palo Alto studio. I'm John Furrier host of theCUBE. We're here for a digital conversation. Part of our new digital events, part of our new structure of bringing people into the studio and also doing remotes. We'd love to do that in the era of the travel bans, but it's always great to have local Silicon Valley executives and startups here. Milin Desai, CEO of Sentry IO is here with me. Former VM-ware industry executive, CEO of Sentry IO hot startup. Thanks for coming in. >> Thank you for having me. >> So you can drive in. You don't have to fly anywhere. It's all good. No wearing masks. The coronavirus is crazy. I'm so glad we have you at this studio and get this content acquisition. Thanks for coming in. I want to get your take on your company before we get into the industry thing. I think you look at some of the most successful categories that just came out of nowhere. You know, you look at AIOps for instance in driving, you know, observability. But what is observability? That beginning, that comes with public page or do the list just goes on and on. The cloud has created this agile market where real time and then a lot of automation is going on so whether it's error logs like a Splunk does and that's scaled up. You get to doing something variation with software code that's not just something breaks, a phone rings. There's a lot a going on. You're this really kind of the tailwind here for you with cloud scale. What does Sentry doing? What's their secret sauce? >> So, the simplest way I would put it is we help you measure and monitor your code in production in close to real time. So what does that mean? You look at all, all of the companies that we talk about, whether it's a John Deere on one end or a Spotify on the other. They're all getting more digital in nature, which means they all trying to interact with their customers more often, building apps with an interface with an API. And as we all know, through our own personal experiences, if you don't get a great experience, you simply move on. So, you pull up your app, you pull up Uber, it's not working, let me look at Lyft. Right? That's the kind of consumer behavior that's starting to take in. >> So-- >> Meaning you don't really know as the owner of the app if they're abandoning or not, it's just down sales or? >> Correct. And so, what we do is we help developers monitor how the usages of their code in production. So, as users hit editors, a checkout button is not working or a user is having a bad experience on a mobile phone, whereas the same application on a browser looks fine. We in real time giving notification saying X number of users on this type of device, on this type of interface are having issues. And not just that, it's an alert, it's an alert that says this is the issue, this is the line of code where the issue's taking place, this is the potential commit that you did in your getRepository, which is causing it. So, it's the full kind of metadata around the issue. Which typically would be, what, two days? I take it as filed. Support me, look at it. Hey, customer has an issue, let's reproduce it. Well the customer is gone. So this is all done in real-- >> Or it could be a complete blindspot too. You don't know, right? This is the thing. This is why I love this whole digital transformation role where instrumentation is re-imagining how everything's being done. So for instance, you could see a code push and you go, okay, it's in production. And then why are sales down? Why is usage down? And then you've got to do a postmortem. >> Correct. >> No one called, just going what the hell happened? Fingers are blaming. He did it! Here you're trying to get to the point where you can see that error earlier or before or after, during as it work. >> It's almost in real time. Close to real time. As the user has the error immediately through either PagerDuty, Slack, email, whichever your communication medium is. You get to know a user or a set of users are having an issue. You click it, you go to this portal. All the metadata is right there. So, it's in real time. And so to exactly your point, it's not after the fact. >> Yeah. >> Right, it's happening. And so, the CTO of tackled.io, said it best, it's a startup that helps companies get on to marketplaces. He said, "Hey, we found issues before our customers even filed a issue against us." So, you know, this helps us deliver true customer experience, as a development team. >> So, on the developers that target profile get that and they're coding away. They don't have time to do research. They'll be like, "Oh, I better bolt on some instrumentation here." That's been the successful move. Look at like what Datadog has done in DevOps. Just the easy onboarding, free use it. Is that the same model you guys are taking this free land, adopt then expand. So, is it a freemium, could you explain the business model? >> Yeah, so, a Sentry is a open source. And so customers can take the piece of software that we have as is, fully functional and run it themselves on their data center on their cloud, or they can choose a SaaS version from us and we offer kind of like a free version and then you pay for the plan. So, what we typically see is customers turn it on, developers turn it on and they like it. And then, the best score I got recently was, one CEO who said, "Hey, you know, I don't send you that many events, but I see the value of what you do, so I decided to pay you." Right, so, they went from free to paid. And that's kind of typical pattern that we see. And the best thing about this is, it takes you approximately four lines of code to get started. Four lines of code in your code and you get started getting the benefits of Sentry. >> What's good sign for monetization when you got the paying it forward literally with cash. I want to ask you the difference between the open source version because I saw in the origination story it's really interesting. They were at jobs and they saw this side project grow into a real opportunity. And it's always good to see the open source not die, right. So, this been maintain the project. When would someone use the open sources? Is that the hardcore folks or, so SaaS, obviously makes sense. It's easier if you're doing a lot of the extra support and whatnot on top of it. But what's the use case for the folks who are going to bring it in house loaded on their cloud? >> I think we'll leave it to our customers to decide that. And we've seen, folks who say, "Hey, you know, we have, we're going to try it out, it's a small, we have got a good DevOps practice. We're going to get it up and running." Here's what happened with one of my teams at VMware. The engineer in charge looked at it and said, "It's not worth my time given what the price on SaaS is." Right, so, like our smallest plan is $29, which satisfies most startups or small software projects. And his point was like, "Hey, you know, it's almost better for me to start and using that versus--" >> Well they weren't using NSX. I'm sure Pat Gels would be like, "Get shipped the next product." Well this is the trade off, right? I mean, so that's what's beautiful of open source. You want to bring it in and make it work for yourself. That trade off has to be economically there. >> Correct. >> So you have a nice balance of if you're hardcore, no problem. >> Please use-- >> Use it, contribute, be part of the team. But if you want ease of use and all the bells and whistles and the speed. >> I think it comes down to what we are starting to see, which is, how much do you care about getting to value faster and where is your value? Is it in kind of running and operating all these pieces of software or is it in, you know, getting value to your end customer? So, if you are focused on building your business, we are this value add that kind of gets you there faster. So, stop focusing on kind of building the infrastructure. Start delivering kind of the value to the business. >> So I'm going to ask you, so, are you the CEO? So the founders who I've not met. I look forward to interviewing them. They seem pretty cool. I'm sure they probably say, "Oh this guy from VMware, he's probably the big company guy." 'Cause they were like, we're going to Dropbox now. Engineers, I could almost imagine their, what they're like. Probably skeptical, this is VMware guy. How did you get through the interview process? Obviously, you're the CEO, you made it. Were they skeptical ? What worked? Why you, why'd you go there? >> You know, the best thing about this transition is Chris and David. So, David was the CEO. He is now the CTO. He's the founder creator along with Chris. And it was his decision, to bring someone into the company, given that we are seeing this, you know, we are now at 20000 plus customers and he felt like he wanted to kind of go back to building and creating and bring a partner in crime. So, that was the good part. I would say like, we started talking and we are at the same energy level, you know? So, I think it just worked out in the way we communicated. And you've known me for a bit. I'm kind of hands on. I like, you know, to kind of get into things and build businesses. So, I think the profile matched out and both of us took our time. So it was, a long dating process, where we got to know each other. Not just as, you know, what we do for work. But, you know, how we operate and had coffee and lunch and dinner and--- >> Well, it is a dating, dating and marriage is always thinking, but the founders are, it's a tough move to make. I mean, for founders to be self-aware, to bring in someone else. But also the fit has to be there. And a lot of entrepreneurs just check the box and try to hire someone too fast that could fail or gets jammed down by the VCs, you know. So, the founders are pretty kind of reluctant. So, that's interesting that you did that. >> Yeah, he's been thinking. You know, the thing about David is he's super thoughtful and hopefully you'll get to see him soon. He's been thinking about this for a bit. And he took his time. And he worked through the process and that's why I said it felt like we were not just talking about, me joining as a CEO, as much as us getting to know each other and building this for the long run. And so we really took our time on both ends--- >> And he want to to get back on the engine of the business? He's a developer, right? He's like the code. >> Just don't want to, >> It was-- >> 20000 customers, you going to get hiring people. It's HR issues. This probably, I don't want to do that. >> That and you know it was kind of the personality thing, right? Grit and grind, you know. We kind of, can somebody come in and have the passion, the same that he believes in what we do. And he saw that and I saw that in him and I'm like, this is a great opportunity that I cannot forego. >> So talk about the, I say love modern, the modern startups because, you know, you're on the right side of history when you got cloud at your tailwind and kind of DevOps, like vibe you get going on with, I know it's not DevOps, but it's common like cloud scale and the agility. How are you guys organized? You guys have virtual teams. You have a central office. Is there a physical place? Do people come in? What's the, how is the company's philosophy on work environment? >> So, we actually have three locations. One in San Francisco, which is the headquarters, where we are located. And then in Vienna, Austria, where one of the early engineers and pioneers live. And so we built around that person and that location. >> No one's complaining about that. >> No. >> Vienna's not a bad place there-- >> Not a bad place. I haven't visited yet. (laughs) I am looking forward to it. I was supposed to be there in April, but, given the circumstances, I'm postponing it. And we recently started this past year in Toronto. And so, we are--- >> So three strong areas for tech talent for sure. >> And then we do have some employees working from home. So, we try and hire the best, and then we accommodate. But we do try to kind of cluster around these three locations. >> So, I got to get your take as the CEO, obviously we're all grappling with this, work at home, Covid 19, the coronavirus, is impacting. Everything's being canceled here in Silicon Valley. I would say Seattle has more of a hotspot than our area. Mostly China as China. What's the view that you guys are taking right now? You're telling people who work at home. Obviously, events are being canceled. Places where people doing Biz Dev, KubeCon was canceled, Dell Technology World is can-- I mean everything's being canceled. How's that affecting your business and what's your philosophy? How are you guys are executing through this tough time? >> I think as a company we've kind of taken the step for having people work from home and we did it on a location by location basis. So, for folks in San Francisco, especially because folks who are commuting on public transportation and other things. We wanted to make our team feel comfortable. And so we've instituted a work from home policy, for, I think we said two weeks, but I think it's going to keep going until we get a clear signal from the government, both locally and at the federal level. So that's kind of where we are as a team. And then what we noticed was the Austrian government kind of had similar regulations of everyone's working from home. Slack, you know, Google Hangouts. We spending a lot of time on video, making sure we are connected as a team. And you know, just that spirit of how we operate and talk to each other continues. As a business, we are a bottoms up business. So, what I mean by that is folks sign up, they use the product. And developers are right now globally still fully functional. The only difference being they're now working from home. So we feel like as a business, we'll be fine. And we are ensuring that our customers through this transition and through this period of kind of unknowns are able to continue to be successful for their customers. >> It's funny, I was talking with someone, it's like there's going to be some, obviously, sectors, like events are going to take a big hit. South by got canceled, Coachella's being canceled. All the tech events are being canceled. That's why we're going to be doing our stuff at the studio with virtual events, for theCUBE. But certain things are going to be different. You going to see pregnancy, boom. You know, nine months later, people are going to be having kids cause they're home alone or divorces depending on how you look at it. But productivity, developer wise has been talked about as actually developers want to just crank out some code. They don't have to come into the office. You can be more, I mean you can still be productive. Developers have been doing this for decades. >> I think-- >> At least if they are more. >> You know, I think you, you know, I think there might be a scenarios of adjustment, a period of adjustment. And then folks will get comfortable. So, it's super important to create that engagement model. Whether, do you have the tooling to keep the team engaged. And there companies that are completely remote. And so we're making sure we learn from their best practices around that. But I do believe that, for tech companies or even for manufacturing companies focused on building software, developers are going to be productive. >> Okay, so a baby boom's coming, divorce rate's going to go up and productivity is skyrocketing. (both laugh) >> For developers. >> For developers. Well, I mean it's a good time. Okay, can I get your take on the industry now. Honestly, putting all the coronavirus aside, we saw a surge in public cloud check. Done. And ask you when your VMware with NSX coming in and becoming the engine with software defined networking as part of the Series piece. You're starting to see hybrid clear as day. It's going to happen. Multi clouds on the horizon. So, you now have a three wave cloud game going on. Wave one, done. Wave two is hybrid. Wave three maybe bigger than them all with multicloud. Do you agree with that trend analysis and what's your take on that? >> So, this is where I'll probably kind of look back at my time at VMware. I think, you know, definitely see the multicloud wave catching on. But I would use the word multicloud as in, not a app spread across three clouds as much as, you know, a company choosing to have a certain assets in AWS, certain assets in Azure, certain in Google. So, I don't see yet this idea of an app being stretched across the three clouds but definitely, while I was-- >> VMware tried that. (both laugh) >> While I was at VMware and in talking to customers, we definitely saw adoption of multiple clouds. And that's where when I was working with the cloud health team, this idea of managing cost and security across three clouds became very common as a pattern that came up. You definitely see that as a kind of directional thing that a lot of organizations are doing. >> Yeah, the idea of just rapidly shifting up workloads based on pricing, all that stuff. I think it's aspirational at best because development teams are now just getting their groove on with hybrid and operation, cloud operations. So, I can see a day where if you can manage the latency network issues, maybe some day, but I mean, come on, really? I think about how hard that is, just latency alone. >> And the issue is like, architecturally you have to make really good choices to get there. So, I think you might see that in like kind of tech software firms. We're thinking about, how do I stay cloud neutral? But for the most part, if you want to take the full value of AWS or full value of GCP, you want to go deeper in there. And use all their services. >> Yeah, I think that's great insight. Let's riff on that a little bit because one of the things I was talking to Dave Alante and Stu Miniman about was, if you look at the multicloud, I don't think it's going to come from a vendor. I think if you look at the success of the Facebooks of the world, even Dropbox where your founders came from, early on, they had to just basically build it from cloud native, from ground up. And all the hyper scalers use open source. They built all their stuff. No one was selling them anything. They just did it. So, I think you'll see smart architectural moves, but that'll be the unicorn. That'll not be the standard. That'll be the exception, not the rule. I don't think you can sell multicloud, in my opinion, yet, or I don't think that'll even be possible. But I think someone will come out and say, make those architectural decisions saying, "I have an architecture that works multicloud because we architect it that way." >> Yup, yup. And I think that's kind of the more, kind of from an engineering standpoint, I think you'll see more of that. I think from a, you know, from a kind of solution standpoint, you will see folks saying, "I will help you manage or secure or build into each of the clouds and give you kind of common pattern versus the latter of it." And engineering team says, "Here's a way to architect for multicloud." >> You know, we pay a lot of attention to the next gen kind of psychologies. Obviously, we do a lot of coding on with our cube cloud that's coming out now. But, how do you see the founders you're working with and that in this new peer group that's developing. I call it, the next gen entrepreneur, technical entrepreneur. As they look at the vast resources of cloud and all of the data opportunities there and mobility, internet things and all this stuff going on. What is the general mindset right now of these kinds of entrepreneurs from a technology perspective? How are they looking at the problem space? What's your take on this new landscape as an entrepreneur? >> Yeah, I'll give you kind of what got me super excited about Sentry. Like how, why did I think about that? Which is if you look at 2000 to 2010, we did software defined infrastructure. Things started moving into software. 2010 to 2020 was, as you correctly wanted a cloud, hybrid, everything became kind of as a service. I think this next decade will be about data. So, companies using the data to get a competitive advantage or figuring out, you know, how to stay ahead, whether it's competitively or even to win a market. And the other aspect of this is because everything is so, as a service, API centric, I think it's going to explode how we develop things. And I think this is going to be truly now the decade for the developer, who's going to make deeper choices, greater choices, buying decisions. And so, with data kind of exploding, and the management of it and getting insights out of it is one aspect of it. And, you know, as somebody who's looking at Sentry, we do a lot of that, right? Which is how are customers using it? What are they using? What languages? And everything else that goes with that. But on the other end, developers are going to start kind of using things and create a whole new set of use cases that's going to change the way we think about it. So I think there's a whole set of elements around how to use this infrastructure to build new applications, creative products, that is going to be a massive boom. >> I think that's a great point. I think that's great insight. Because you think about observability, which I was just joking earlier on about, but I think the relevance observability is network management applied to value real time, right? Because if you can instrument everything, the smart people are going to saying, "Hey, I can just instrument this and get the data I need rather than dealing with this hassle process we had before." So, it brings up that kind of philosophy of kill the old to bring in the new or something new that kills the old. So, it's an interesting phenomenon. I think it's very relevant. But I want to get your, question as a CEO now, you've got, you're at the helm, helm of a company is technical. And talking about architecture, what's your architecture for the venture? What's your plans? How do you see the, you said you're going to come and build this next level growth. What's your architecture look like? Are you going to, do more of the same? Any new things that we see? What are you going to... What's your plan? >> Fundamentally, you know, we as a kind of set of users in the world today, have spent a lot of time monitoring, as I told you earlier, machines, systems and applications, right? And so there's a lot of successful companies doing that. But if you fundamentally believe that this is the decade where you're going to write more code than we've ever before or refresh more applications than we've ever before. Our focus is code and how it does whether it's in a staging environment, in a canary deployment, or in production. How do we measure code and monitor code in production. And the impact of that code to the end users. So it could be errors and now increasingly code performance. So you will see us kind of venture into this idea of helping developers. Not only find issues that they run into production like we talked about before, but also be able to say, looks like over the past three releases, our logins per second have gone down progressively by 10%. Why is that happening? Where is that happening? Which team made that change? So, you will see us kind of really double down on this idea of measuring and monitoring code going forward, complimenting how we measure monitor systems, machines and applications today. >> Yeah, I mean, code has got to be managed, as people more, people contribute. It's like a compiler for the compiler. (laughs) >> It's like if code fails, your business-- >> Code for the code. >> Yeah. >> Meta three meta meta as they say, but code for the code. But that's, it's basically code management in a way, right? It's the code data. You're leveraging that code relationship to the application. >> And so we talk about applications a lot. And so we write code, we store code, you know, in a getRepository. Now there's a whole set of elements around securing it. We deploy it. What about measuring and monitoring it? That is the element where we focus and kind of bring that whole cycle together. Helping that application developer be successful. >> What's it like for you going from VMware to the startup? What's the biggest, coolest thing that's happened? >> It's been a great transition. You know, and I always say this to folks who ask me for career advice. They say, always choose the people you work with and the people you work for. And I've been fortunate enough to do that and I think this transition has been great for that reason alone. Which is I've had the time to get to know the team at Sentry. They got to know me and it's just been, it's been fantastic. I think the velocity of and the pace at which I can make changes, has been the most fun part of it. >> And you've got like 25, 20000 paying customers 50000 total customers roughly in that range. Pretty sizeable. Employee count, how many employees do you have? >> 100 plus employees and-- >> Still small, still small. >> Yeah, still small. And we're going to probably double this year, give or take. And you know, it's 20000 customers from every startup. I've spoken to a startups, over 100 startups in two months. And it's amazing to see their reaction and their love for Sentry. >> And funding, how many rounds of funding have you guys done? >> We just finished Series C, in September of last year. 40 million, any Accel growth. So, we feel really good about where we are. With the revenue ramp that we've seen, we're in great shape. >> And pretty good numbers in terms of a head count too, very leveraged SaaS model. Get the developers. >> Yes. >> Great. Well, we're going to be entertaining a lot of developers at DockerCon this year. DockerCon used to be an event for Docker. Now they sold half the business to Mirantis. They're focusing on Docker developers. We have an event here. We're doing a virtual event. So, a lot more developer action coming. We'll talk more about that. Love to meet your founders, have them come in too. We want to thank you for coming on. >> Thank you. >> Milin Desai, CEO of sentry.io, former VMware executive with a great hot startup, Series C funded, growing here in Silicon Valley, San Francisco and in Austria. I'm John Furrier with theCUBE. Thanks for watching. (vibrant music)

>> Announcer: Live from Chicago, Illinois, it's theCUBE! Covering VeeamON 2018. Brought to you by Veeam. >> Welcome back to Day Two of VeeamON 2018 in Chicago. My name is Dave Vellante, and I'm here with Stu Miniman. You're watching theCUBE, the leader in live tech coverage. Dante Orsini is here. He's the Senior Vice President of Biz Dev at iland. CUBE alum. Good friend of theCUBE. Great to see you again. >> Great to see ya. >> Thanks for coming on. >> Yeah, thanks for having me. >> What's happening with iland these days, in the world of cloud service providers? >> Well Dave, it's been insane for us. Obviously Veeam's a huge partner of ours. We've been working together for what, seven years now I think. And it's just amazing to see the growth of this company. Right? We've integrated Veeam -- our relationship. We started off basically providing managed backup many, many moons ago. But six years ago we started to build our own platform, on top of Veeam, on top of Cisco, on top of HPE. Customers really wanted to see more control. They wanted greater levels of security. They really wanted a true enterprise cloud. To do that we had to enhance the VMware stack. We had chose to take Veeam and integrate them via their API. Today if somebody deploys anything in the world with iland, it's automatically backed up by Veeam. If you fast forward a bit, as you see what Veeam's done to innovate with cloud and multi cloud, they've really helped build our business. >> Dante, if you go and look back before the whole cloud wave, the typical service provider. They would have one of everything. You'd walk down the aisles and there'd be whatever it was. An EMC box. A digital box. Whatever it was. Did virtualization change that? Were you able to consolidate? Create a platform. Create a simpler environment to manage. Or is there still a lot of bespoke infrastructure lying around? >> Yeah, that's a great question. For us, I'd love to tell you we hit it right the first time twelve years ago. But no. Just like you said. There's all sorts of different technologies right? But I think what we've done is we quickly standardized. We leverage Cisco UCS from a compute perspective. We leverage some of their storage platforms for the things that we do with Veeam Cloud Connect Backup. We actually help them drive the validation of that product before it came to market. We operate at scale with them. Same thing with Veeam. We're their the largest cloud provider in the world right now. As far as leveraging Veeam technologies. In addition to that on the storage front, we also because of the demands of the environment, we really want to deliver a secure cloud service. Encryption is table stakes, and has been for years. HPE Nimble plays a critical role for us there. That's really our stack. Cisco from a network and a compute perspective, VMware with the hypervisor, and HPE from a storage perspective. >> It's sounds like you've taken some very cost effective platforms. Nimble, Veeam, etc. And then architected an enterprise class solution. You guys are adding value around that as an integrator and obviously a service provider. >> Yup, correct. And I think the market is demanding more and more from a cloud provider. People want true transparency. They want control over the infrastructure. For us it's like, how can we develop an API? So we can make this platform extensible. And then still work with the customers that are struggling with the promise of cloud. And Stu, you see this all the time, right? >> Yeah, and Dante, one of the things we're discussing here is it's a very hybrid world. As Veeam said, customers are doing lots of SAAS. They're using service providers. They have their own data centers. They're using a few public clouds. One of the things I've been watching real closely is companies like iland and the other cloud service providers Amazon and Microsoft aren't the enemy anymore. It's, well we actually have to partner with them on some services. We do some things locally. Maybe give us your viewpoint on how that's changed in the last couple of years. >> Yeah, great question. I would tell you that we're not quite there yet, Stu. From my perspective. You guys know, we're known best for providing disaster recovery as a service. That's where we've made a name in the space. But the irony is we've really focused on building this cloud infrastructure. So an I as platform. And ironically that's the majority of our revenue. When we look at public, clearly it is a hybrid world. Where we spend a lot of time, is investing in how can we highly automate the integration? Because we know that people are going to have workloads everywhere. The idea is, think about it from a recovery perspective. If I'm protecting your traditional workloads. And you've got a dev team that's using various different services that are proprietary to a public cloud, that stuff's got to talk to each other in a true resiliency capacity. We wanted to make sure that people could actually highly automate and orchestrate a failover to us, a test to us. But also integrate the connectivity portion of that. Right? Making sure that all these things can talk together is important. You understand as well as I do, as these cloud architectures change, become more modern, and they're more service driven. The traditional, I'm going to move from point A to point B is no longer in play. It's how can I have more diversity amongst my vendor base? If I'm using containers. You've got a globally distributed architecture. If I can deploy some of that with iland, and some of that maybe using Kubernetes, that gives me diversity for recovery. >> Dante, you've hit one of the key things we've been as an industry struggling with. That pace of change is just so rapid. How do you internally deal with that pace of change? As to I architected something today, and tomorrow there's something new. Tell us what you're hearing from your customers as to how they make their decisions and sort through this constantly changing Rubrik? >> Well it's definitely insane. We see all sorts of various different use cases, depending on the industry. And that pressure to innovate at the speed of light is, really people struggle with it. I think from our perspective, there's a couple things that we're doing. One, we actually wrote our own assessment application. We call it iland Catalyst. This was really designed to help both our customers as well as our partners. Cause we go to market through a lot of partners as well, to help streamline this pre-sales process for a customer. Again, we focus squarely on the VMware infrastructure stack. Being able to pull an inventory of what somebody has in their environment. And then go through and select resource pools and VM's, for whatever the purpose. Whether they're looking to work and shift workloads. Or whether they're looking to protect them from a backup or DR perspective, we're able to mitigate all the challenges associated with that. To your point. As people are looking at cloud, it's like okay. Is this cloud thing real? And how's it apply to my business? What can I really do with this? And by the way, I got to deal with my budget also. What's this stuff cost? We've got some really smart people. But you can't scale our smartest people globally. We wanted to really drive that into an application. It's really helped get people to outcomes much quicker. So do it right first. >> Dante, if you reverse back a few years ago, VMware was calling Amazon a book seller. Amazon was calling guys like VMware the old guard. The old way. They kissed and hugged last year. You must've loved that first of all. Because it was like, great, VMware specialist. We'll just drive truck through that opportunity, because we get service provision, cloud, VMware stack, boom. Now fast forward. They've got this little kumbaya thing going on. How do you now differentiate from that? >> Yeah, that's a great question. First of all, VMware, obviously a very strategic partner. I think they've got a long road ahead of them. On some of the things that they're doing. I think the promise of where they're going is great. But I still think there's a lot of folks that struggle with the idea. Think about co-mingling my traditional workloads. And then trying to integrate cloud native services on top of it. I think it's a tall order. We'll see where it goes. We're keeping a close eye on it. But in the interim for us, we continue to see folks that are saying, look I want to get out of the data center business. I've built my data center on VMware. I need to have much greater levels of control and visibility. And you need to make this easy on me. From that perspective, we've been able to do really, really well. We work with a lot of service providers that are looking for that level of a consultative approach. But also want to realize the benefits of a cloud. The point being is, I want a great cloud but it needs to be enterprise class. And I also need to know that I might need help architecting that migration. >> Well that's the key, right? You're not going to get that from an Amazon. They're not going to come into your shop. They're not going to hold your hand through it. They're not going to help you build the architecture route. And help you manage it on an ongoing basis. >> Dante, it's May 2018, so I'd be remiss if I didn't ask about GDPR. >> Hey Stu, I love you man! This is great. You guys know we operate globally, and have for over a decade. GDPR we were way out in front of this. I'm not sure if you follow, The BSI just came out with a new standard. 10012, I believe. I think our Compliance and DPO Officer would be pretty proud of me for remembering that one. >> Dave: I'm proud of ya. >> It's tailor made for GDPR. We've been pre-certified, one of four companies that did it. We do a ton in the security side and the compliance side. And I know they go hand in hand. We went through a global audit last year. On the back of some of the ISO work we do with the CSA, the Cloud Security Alliance. And actually came out with a gold star certification. Sounds juvenile, right? A gold star, woo hoo! But it's a big deal. Only iland and Microsoft have actually achieved that level of certification. Yeah. On the compliance side we're way out in front of GDPR. We're doing a lot from a thought leadership perspective in educating both the partners and the marketplace. I think it's going to see what happens with Brexit also. I think you'll see the rest of the world kind of find their way to their own type of regulation. >> What do all those acronyms mean for your customers in terms of GDPR compliance? How does that turn into value for them, and make their life easier? Can you explain? >> I think right now the whole market's been in my opinion has been ill prepared for this. You see a lot of people scrambling. Being able to identify what data is going to fall under that regulation. How you treat the data. How you're able to account for the data. And also destroy the data. And validate that. Is frankly I see some of the biggest sweeping change in marketing. I see marketing people really scrambling. Because they have to make sure that they double-opt in. Cause the fines for breaching this are unbelievable. I think you're going to see the regulators make an example out of certain people. >> No doubt. >> Quickly. >> There's going to be some examples. They're going to go after the guys with deep pockets first. But the fines are... What are the fines? Four, is it 10% of the turnover? No, 4% of turnover. >> 4% of your previous year's turnover. >> Which is insane. >> Yep, yep. >> That's going to hurt. >> Or something like 20 million pounds, something like that. >> Which ever is greater. >> Which ever is greater. Yes! Yes, exactly. Yup. >> It's pretty onerous. Dante, VeeamON 2018, we'll give you closing thoughts. >> Fantastic event, right. Just super appreciative for our relationship with Veeam. They've been behind us. They've been behind this whole cloud provider community. I mean guys, you know this. Raat Mere and team had the ability to go take this stuff to a public cloud many moons ago. They chose to enable a managed cloud provider market first. We are very grateful for that. >> Awesome. Hey thanks so much for coming on theCUBE. Great to see you. >> My pleasure. >> As always. >> Yup, go Yankees! >> Oh whoa, time out. >> Go Yankees. >> While we're on the topic. Listen, you can't beat the Red Sox in April. Okay, you know that, right? >> Yeah, here we go. >> So it's going to be interesting to see. I mean I have predicted the Yankees take the east, and they go to the World Series. But you got to be excited as a Yankees fan. >> Could be a good year. >> I've always liked Brian Cashman. I think he's one of the best GM's in the business. Watch his moves at the trading deadline. He's going to beef up the bullpen. I hope the Sox can hang tough with him because anything can happen. >> It's true, anything can happen. >> Hey, great to see ya. >> Great to see you guys, thank you. >> Go Sox. >> Dig it. >> Keep it right there everybody. We'll be back with our next guest right after this short break.

>> Announcer: Live from Silicon Valley, it's theCube, covering Mobile World Congress 2017, brought to you by Intel. >> Okay, welcome back, everyone. Here, live, in Palo Alto, California, the Silicon Angle Studio for the Silicon Valley coverage of Mobile World Congress 2017. I'm John Furrier. We're in theCube. We're here with Cube alumni and one of our favorite guests, Alan Cohen, the Chief Commercial Officer of Illumio, hot security startup, coming in to share his commentary on Mobile World Congress. Alan's a veteran in the industry. Great to have you. Been in the Silicon Valley Friday Show a few weeks ago. Great to see you. >> Thrilled to be back. Beautiful environment. You know, party. >> It was great to see you on the Silicon Valley Friday Show because after our segment the New York Times ran that story Friedman had that the cross where they took our content. >> We're going to Freeport next. >> Exactly. (laughing) And great content, we're serving it up. So I want to say thank you, it was great coverage. Thanks to the New York Times for picking up our content, taking it to the next level. Always great to have a conversation. You've got a good way to put the finger on the pulse. Mobile World Congress, two days of coverage for us. I'll just give you a quick Reader's Digest summary of what we're seeing. It's a bipolar show. It's a device show and a telco trying-to-figure-things-out show. Then in the middle is a lot of money to be had by whoever can help sort out the counseling of the telco business. Intel certainly is a big player in that with 5G. And there's a lot of under the covers stuff. SDN, NFV, new networks and new paradigms of how to configure these architectures. Not much mention of security, but that's essentially what's going on. You've got everyone's working out the devices, the new LG, the Yahweh, all this stuff's going on. Then you get the telcos well speeds and feeds and build out and business models. So what's your assessment? >> I've been to the Mobile World Congress 10 times. We never talked about this, but I actually worked the cellular carrier in the 90s. To me the show is the same every year. It's drones, clones, and phones. That's what people really focus on, right? So the 11,000 versions of the Android phone, even though Apple's still taking 89% of the profit at the industry so it actually only one phone you have to pay attention to on one side. Then more bits, less money side of being on the carrier, because what is being an ISP, wireless ISP or a wired ISP. Every year I give you more bits and I make less money. I'm going to make it up in volume. And I keep pouring all this capital into this. So to me, they haven't really yet completely broken out of that paradigm. The key thing is that the mobile network is the primary network. So all the profitability in telco is in the mobile network. Nobody says hey, I'm going to get up and build a wired network and pull some more copper to your house, right? So that is the principle way that people are using it and we have now an entire generation that don't know you can actually plug a phone into a wall or an ethernet connection. I think that's the kind of competitive dynamics that people go with. >> And that's under pressure though, because now the carrier's always in the operating, always controlled the relationship to the user via the contract. Did you buy an iPhone lately? There's no more relationship. You just buy whatever device you want. The subsidy ended ... I'm not talking about subsidy. I'm talking about like I have a contract with AT and T, I can certainly change it to Verizon, so I can certainly swap. But for the most part the carrier views me as a subscriber. Pretty much that's it. They bill me, I'm not really getting anything extra from AT and T. Maybe I'll get some hotspots. But I mean come on, what value? >> You are just our poo. >> Where does it go from here? We had the guys from Datatron on who had an interesting proposition. They had a ton of data. So there really has been this struggle institutionally, as you know, I mean core competency has been provisioning, truck roll, and billing. So what else can they do? What's your thoughts, okay let's change the mental, here's the exercise. We get elected to be the CEO of the biggest telco. >> You're Verizon, I'm A T and T. >> We own the telcos, and what do we do? Do we fire everybody? Do we do what Donald Trump does and just fire everyone and run it the way we want to run it? Or do we build it? What would we do seriously, what would we do if we were telcos and we want to put our business hat on? >> I think you have to kind of deconstruct the value chain of that. So what telcos do is they offer up content, for the most part. These devices, I've had to teach my kids that you can make a call with it. But aside from a call mostly what people do is use some form of internet application. They don't get any other money for the internet application. They don't get any money for hosting it, they don't get any money for managing it. They don't get very much money for making it perform. So to me, the biggest challenge of the telcos is actually Amazon because if you think about it, Amazon is now becoming the supply chain for so much internet delivery content. If the telco wants to be something other than the last mile and the wires connecting that last mile, it takes a lot of wires to build a wireless network, people forget that. They're going to have to start to figure out can I, whether it's cash and data center, can I turn profitable services to the people who are all competing at the edge of that universe and applications. I don't think they really have done that. I mean they are some of the largest data center operators in the world, but they haven't really thought it through. I was in a studio in L.A. a couple weeks ago and it's one of the large national studios. It's an Illumio customer and they've now moved all their content distribution into Amazon. So they don't send the content from their network to the affiliates. They put it in Amazon, and Amazon delivers it. How much longer is it going to before there's actually studio that works out of Amazon? >> Yeah, I mean the head end's dead. This cable is kind of changing. That's the media piece, but also you have all these new use cases, the fantasy autonomous driving cars which you can say it's a data center on wheels, yes I could buy that. Is it going to be uploading data every half mile? Where's the wire? So you have this new construction. Smart cities is another one, smart homes is an echo in there. >> I made my living out of making data centers more secure. But the data center is going to completely evolve. The share perfusion of data that's going to come out of these devices, and a lot of people have talked about the edge architecture, is going to blow up the idea of back hauling it to a centralized server. Process it in a bunch of ways and spit it back out. For me, if I wanted to write a smart or autonomous car management system, let's say I was the city of Palo Alto and I'm responsible for now instead of just the traffic lights, I'm also responsible for how autonomous cars go through Palo Alto, I'm not sending something back to some data center in Virginia for Amazon. I'm going to have to figure out how to process all that data closest to where those cars are. Make intelligent decisions about them while at local, and then send back out instructions. What I think you're going to do is you're going to see a shift from this central model to a much more distributed model and I'm going to have to have mini data centers. So instead of having 10 mega data centers I might have 1,000 mini mega data centers that's going to make all of these things happen. I don't think a lot of people have paid attention to that architectural shift. If you're in the process of, business of selling server networks you're still thinking client-server back haul it into the giant data center next to the nuclear power plant. But it's all going to have to move a lot closer to where something, because I only care about that decision right now with the 50 cars coming down middle field and the streets that feed into it. >> But there's a bigger architecture thing that the Mobile World Congress is trying to point at, which is an ecosystem. Let me take a step back. Is Mobile Congress a relevant show, or is it becoming a CES sideshow, Biz Dev show? I mean Cy Gerli was on yesterday saying look, it's where everyone goes, who's who goes there. It's essentially a Biz Dev show that happens to have a trade show running with it. >> It's the agora, right? The Greek term for marketplace. You go there to do business with people. It's like RSA two weeks ago, right? You guys were up at RSA. It's like is it really fun to walk through 14,000 vendor booths, or is it like everybody who make decisions on buying and selling security stuff happened to be in the same two-square miles of San Francisco. I don't think that part goes away, but I do think ... >> It's a super important part. >> Yeah, but I think the architecture of who plays is going to change. The the question you've got to ask is who's going to be the Amazon of the mobile world and disrupt the network model? The network is now just something glued together with software. I mean years ago they had the same thing, it didn't really work out, that they called the cloud where I would rent my access point in London to people and I'd use their wifi. The stuff that glues it together is always much more important than the infrastructure itself. So if Mobile World Congress can be important there's going to be a track on the people actually glue all of that stuff all together. >> All right, so I've got to get your take on the business conversation, the marketplace that runs there. What are some of the conversations that you could imagine that was happening at Mobile World Congress? I know we're not there, I mean we've been seeing and hearing some of the hallway conversations. Obviously 5G's the big story. What are some of the marketplace hallway conversations or business meetings that are going on in your mind's eye if you had to make a guess on what's happening? >> What are the most important content that people like to use today? Pop quiz, do you know this? >> Yeah, video. >> Video, right? So to me, one of the conversation Netflix was having and Amazon Prime was having because they're not just waiting for you to be in your TV, to consume, right? People are consuming increasing amounts of video content on mobile devices. So I think there's the Hollywood influence or the studio or what is it? The National Association of Programming Executives, NAPE right? What you're doing, if you're a content producer you're looking for eyeballs and people to pay for it. There's nothing more ubiquitous than that piece of glass we're all carrying in front of our nose 17 hours a day. I think that's a big set of business discussions. Your partner was talking about this, is okay, is there just a dramatically different way to build this network? 5G is going to give you the promise, more is a lot of work. The physics are I'm getting a lot more bandwidth. What am I going to do with it? Well people are going to fill it up. >> There's different use cases. There's the mobility and then with dense areas. Then things that are moving at a hundred miles an hour, 50 miles and hour, planes, trains. >> I think there's an element of that. I think there's the internet of things discussion. I still think five years will take the internet whatever things, right? I call the IOWT, right, because it's like nobody's, it's not really about connecting your lightbulb to the network, but there are a lot of things in motion that people want to better manage. >> We just introduced a research agenda this morning with Peter Burroughs, IOT, IOT people. Things and people. >> Have you gone back to the Furrier family and counted up how many IP addresses you have as a family? The Cohen family has 111 IP addresses. >> John: IPV6 for you. (laughing) >> Yeah, we need a gateway man for the network router that comes into the house. But that is actually ... >> We just bought the new Google access points, the ones that have that little mesh instrument. >> But yes, I'm just kidding you. So there are a lot of things. The other thing is that there is the interaction of the mobile, actually I think Google is a great example. If you think about Google produces the wifi at Starbucks and a lot of retail. They're interested in what's going on. Today we think about the mobile network as a mobile network and we think about the broadband fixed network as a different network. And like the interplay between those two, it's like there's a lot more than Foursquare and Facebook. >> Sure fibers of the home is very capital intensive. We knew it would cost us to do a truck roll, the trench, and connect to the home which we did. Overlay wireless, fixed wireless would be fantastic there. >> So you have the overlay and then when I know that you're coming by, right, because the fixed network is now actually a wifi network, I mean it has wires. So you have the mobile network, you have the wifi network, and you have people moving in and out of those environments. I think I'm seeing a lot of companies getting funded. People actually trying to say how do we monetize that experience? This is obviously was Foursquare and those other location guys started years ago. I mean, look at something like Wayce. Wayce went from a GPS app with social interaction to a car sharing, ride sharing going after Uber, this Google company. >> Well we had an NTD Delcomo VC, Chris McCoo, talk about mapping as a huge app for these telcos. >> Mapping is the killer app. Almost everything on your phone local works off a map which, by the way, is paid for by us as taxpayers. The GPS comes from the United States government. It's free. The most powerful utility in mobility is location, and GPS is free. >> All right, final question. Bumper sticker from Mobile World Congress from your perspective this year. Yawner, golf clap, or standing ovation? >> I say golf clap because more bandwidth is good and I think there's an insatiable demand. We're a long way from ending the bandwidth drought, and there is a bandwidth drought. I think the other thing is there aren't camps anymore. I think people will coalesce very quickly on 5G. So good time to be in that business. One hand clap maybe. >> Yeah, not a hole in one. Certainly more golf analogies coming on theCube. Alan Cohen here, Chief Commercial Officer, Illumio. We didn't get to security, but we'll do that next time. I'm John Furrier, I'll be right back with more Mobile World Congress coverage after this short break. (upbeat instrumental music)