>> From every ISV to solve the problems. You want there to be tools in place that you can use, either open source tools or whatever it is that help you build it. And slowly over time, that building will become easier and easier. So my question to you was, where do you see you playing? Do you see yourself playing to ISVs as a set of tools, which will make their life a lot easier and provide that work? >> Absolutely. >> If they don't have, so they don't have to do it. Or you're providing this for the end users? Or both? >> So it's a progression. If you go to the ISVs first, you're doomed to starved before you have time for that other option. >> Yeah. >> Right? So it's a question of phase, the phasing of it. And also if you go directly to end users, you can demonstrate the power of it and get the attention of the ISVs. I believe that the ISVs, especially those with the biggest footprints and the most, you know, coveted estates, they have already made massive investments at trying to solve decentralization of their software stack. And I believe that they have used it as a hook to try to move to a software as a service model and rope people into leasing their infrastructure. So if you look at the clouds that have been propped up by Autodesk or by Adobe, or you name the company, they are building proprietary makeshift solutions for decentralizing or hybrid clouding. Or maybe they're not even doing that at all and all they're is saying hey, if you want to get location agnosticness, then what you should just, is just move into our cloud. >> Right. >> And then they try to solve on the background how to decentralize it between different regions so they can have decent offerings in each region. But those who are more advanced have already made larger investments and will be more averse to, you know, throwing that stuff away, all of their makeshift machinery away, and using a platform that gives them high performance parallel, low level file system access, while at the same time having metadata-driven, you know, policy-based, intent-based orchestration to manage the diffusion of data across a decentralized infrastructure. They are not going to be as open because they've made such an investment and they're going to look at how do they monetize it. So what we have found with like the movie studios who are using us already, many of the app they're using, many of those software offerings, the ISVs have their own cloud that offers that software for the cloud. But what we got when I asked about this, 'cause I was dealt specifically into this question because I'm very interested to know how we're going to make that leap from end user upstream into the ISVs where I believe we need to, and they said, look, we cannot use these software ISV-specific SAS clouds for two reasons. Number one is we lose control of the data. We're giving it to them. That's security and other issues. And here you're talking about we're doing work for Disney, we're doing work for Netflix, and they're not going to let us put our data on those software clouds, on those SAS clouds. Secondly, in any reasonable pipeline, the data is shared by many different applications. We need to be agnostic as to the application. 'Cause the inputs to one application, you know, the output for one application provides the input to the next, and it's not necessarily from the same vendor. So they need to have a data platform that lets them, you know, go from one software stack, and you know, to run it on another. Because they might do the rendering with this and yet, they do the editing with that, and you know, et cetera, et cetera. So I think the further you go up the stack in the structured data and dedicated applications for specific functions in specific verticals, the further up the stack you go, the harder it is to justify a SAS offering where you're basically telling the end users you need to park all your data with us and then you can run your application in our cloud and get this. That ultimately is a dead end path versus having the data be open and available to many applications across this supercloud layer. >> Okay, so-- >> Is that making any sense? >> Yes, so if I could just ask a clarifying question. So, if I had to take Snowflake as an example, I think they're doing exactly what you're saying is a dead end, put everything into our proprietary system and then we'll figure out how to distribute it. >> Yeah. >> And and I think if you're familiar with Zhamak Dehghaniis' data mesh concept. Are you? >> A little bit, yeah. >> But in her model, Snowflake, a Snowflake warehouse is just a node on the mesh and that mesh is-- >> That's right. >> Ultimately the supercloud and you're an enabler of that is what I'm hearing. >> That's right. What they're doing up at the structured level and what they're talking about at the structured level we're doing at the underlying, unstructured level, which by the way has implications for how you implement those distributed database things. In other words, implementing a Snowflake on top of Hammerspace would have made building stuff like in the first place easier. It would allow you to easily shift and run the database engine anywhere. You still have to solve how to shard and distribute at the transaction layer above, so I'm not saying we're a substitute for what you need to do at the app layer. By the way, there is another example of that and that's Microsoft Office, right? It's one thing to share that, to have a file share where you can share all the docs. It's something else to have Word and PowerPoint, Excel know how to allow people to be simultaneously editing the same doc. That's always going to happen in the app layer. But not all applications need that level of, you know, in-app decentralization. You know, many of them, many workflows are pipelined, especially the ones that are very data intensive where you're doing drug discovery or you're doing rendering, or you're doing machine learning training. These things are human in the loop with large stages of processing across tens of thousands of cores. And I think that kind of data processing pipeline is what we're focusing on first. Not so much the Microsoft Office or the Snowflake, you know, parking a relational database because that takes a lot of application layer stuff and that's what they're good at. >> Right. >> But I think... >> Go ahead, sorry. >> Later entrance in these markets will find Hammerspace as a way to accelerate their work so they can focus more narrowly on just the stuff that's app-specific, higher level sharing in the app. >> Yes, Snowflake founders-- >> I think it might be worth mentioning also, just keep this confidential guys, but one of our customers is Blue Origin. And one of the things that we have found is kind of the point of what you're talking about with our customers. They're needing to build this and since it's not commercially available or they don't know where to look for it to be commercially available, they're all building themselves. So this layer is needed. And Blue is just one of the examples of quite a few we're now talking to. And like manufacturing, HPC, research where they're out trying to solve this problem with their own scripting tools and things like that. And I just, I don't know if there's anything you want to add, David, but you know, but there's definitely a demand here and customers are trying to figure out how to solve it beyond what Hammerspace is doing. Like the need is so great that they're just putting developers on trying to do it themselves. >> Well, and you know, Snowflake founders, they didn't have a Hammerspace to lean on. But, one of the things that's interesting about supercloud is we feel as though industry clouds will emerge, that as part of company's digital transformations, they will, you know, every company's a software company, they'll begin to build their own clouds and they will be able to use a Hammerspace to do that. >> A super pass layer. >> Yes. It's really, I don't know if David's speaking, I don't want to speak over him, but we can't hear you. May be going through a bad... >> Well, a regional, regional talks that make that possible. And so they're doing these render farms and editing farms, and it's a cloud-specific to the types of workflows in the median entertainment world. Or clouds specifically to workflows in the chip design world or in the drug and bio and life sciences exploration world. There are large organizations that are kind of a blend of end users, like the Broad, which has their own kind of cloud where they're asking collaborators to come in and work with them. So it starts to even blur who's an end user versus an ISV. >> Yes. >> Right? When you start talking about the massive data is the main gravity is to having lots of people participate. >> Yep, and that's where the value is. And that's where the value is. And this is a megatrend that we see. And so it's really important for us to get to the point of what is and what is not a supercloud and, you know, that's where we're trying to evolve. >> Let's talk about this for a second 'cause I want to, I want to challenge you on something and it's something that I got challenged on and it has led me to thinking differently than I did at first, which Molly can attest to. Okay? So, we have been looking for a way to talk about the concept of cloud of utility computing, run anything anywhere that isn't addressed in today's realization of cloud. 'Cause today's cloud is not run anything anywhere, it's quite the opposite. You park your data in AWS and that's where you run stuff. And you pretty much have to. Same with with Azure. They're using data gravity to keep you captive there, just like the old infrastructure guys did. But now it's even worse because it's coupled back with the software to some degree, as well. And you have to use their storage, networking, and compute. It's not, I mean it fell back to the mainframe era. Anyhow, so I love the concept of supercloud. By the way, I was going to suggest that a better term might be hyper cloud since hyper speaks to the multidimensionality of it and the ability to be in a, you know, be in a different dimension, a different plane of existence kind of thing like hyperspace. But super and hyper are somewhat synonyms. I mean, you have hyper cars and you have super cars and blah, blah, blah. I happen to like hyper maybe also because it ties into the whole Hammerspace notion of a hyper-dimensional, you know, reality, having your data centers connected by a wormhole that is Hammerspace. But regardless, what I got challenged on is calling it something different at all versus simply saying, this is what cloud has always meant to be. This is the true cloud, this is real cloud, this is cloud. And I think back to what happened, you'll remember, at Fusion IO we talked about IO memory and we did that because people had a conceptualization of what an SSD was. And an SSD back then was low capacity, low endurance, made to go military, aerospace where things needed to be rugged but was completely useless in the data center. And we needed people to imagine this thing as being able to displace entire SAND, with the kind of capacity density, performance density, endurance. And so we talked IO memory, we could have said enterprise SSD, and that's what the industry now refers to for that concept. What will people be saying five and 10 years from now? Will they simply say, well this is cloud as it was always meant to be where you are truly able to run anything anywhere and have not only the same APIs, but you're same data available with high performance access, all forms of access, block file and object everywhere. So yeah. And I wonder, and this is just me throwing it out there, I wonder if, well, there's trade offs, right? Giving it a new moniker, supercloud, versus simply talking about how cloud is always intended to be and what it was meant to be, you know, the real cloud or true cloud, there are trade-offs. By putting a name on it and branding it, that lets people talk about it and understand they're talking about something different. But it also is that an affront to people who thought that that's what they already had. >> What's different, what's new? Yes, and so we've given a lot of thought to this. >> Right, it's like you. >> And it's because we've been asked that why does the industry need a new term, and we've tried to address some of that. But some of the inside baseball that we haven't shared is, you remember the Web 2.0, back then? >> Yep. >> Web 2.0 was the same thing. And I remember Tim Burners Lee saying, "Why do we need Web 2.0? "This is what the Web was always supposed to be." But the truth is-- >> I know, that was another perfect-- >> But the truth is it wasn't, number one. Number two, everybody hated the Web 2.0 term. John Furrier was actually in the middle of it all. And then it created this groundswell. So one of the things we wrote about is that supercloud is an evocative term that catalyzes debate and conversation, which is what we like, of course. And maybe that's self-serving. But yeah, HyperCloud, Metacloud, super, meaning, it's funny because super came from Latin supra, above, it was never the superlative. But the superlative was a convenient byproduct that caused a lot of friction and flack, which again, in the media business is like a perfect storm brewing. >> The bad thing to have to, and I think you do need to shake people out of their, the complacency of the limitations that they're used to. And I'll tell you what, the fact that you even have the terms hybrid cloud, multi-cloud, private cloud, edge computing, those are all just referring to the different boundaries that isolate the silo that is the current limited cloud. >> Right. >> So if I heard correctly, what just, in terms of us defining what is and what isn't in supercloud, you would say traditional applications which have to run in a certain place, in a certain cloud can't run anywhere else, would be the stuff that you would not put in as being addressed by supercloud. And over time, you would want to be able to run the data where you want to and in any of those concepts. >> Or even modern apps, right? Or even modern apps that are siloed in SAS within an individual cloud, right? >> So yeah, I guess it's twofold. Number one, if you're going at the high application layers, there's lots of ways that you can give the appearance of anything running anywhere. The ISV, the SAS vendor can engineer stuff to have the ability to serve with low enough latency to different geographies, right? So if you go too high up the stack, it kind of loses its meaning because there's lots of different ways to make due and give the appearance of omni-presence of the service. Okay? As you come down more towards the platform layer, it gets harder and harder to mask the fact that supercloud is something entirely different than just a good regionally-distributed SAS service. So I don't think you, I don't think you can distinguish supercloud if you go too high up the stack because it's just SAS, it's just a good SAS service where the SAS vendor has done the hard work to give you low latency access from different geographic regions. >> Yeah, so this is one of the hardest things, David. >> Common among them. >> Yeah, this is really an important point. This is one of the things I've had the most trouble with is why is this not just SAS? >> So you dilute your message when you go up to the SAS layer. If you were to focus most of this around the super pass layer, the how can you host applications and run them anywhere and not host this, not run a service, not have a service available everywhere. So how can you take any application, even applications that are written, you know, in a traditional legacy data center fashion and be able to run them anywhere and have them have their binaries and their datasets and the runtime environment and the infrastructure to start them and stop them? You know, the jobs, the, what the Kubernetes, the job scheduler? What we're really talking about here, what I think we're really talking about here is building the operating system for a decentralized cloud. What is the operating system, the operating environment for a decentralized cloud? Where you can, and that the main two functions of an operating system or an operating environment are the process scheduler, the thing that's scheduling what is running where and when and so forth, and the file system, right? The thing that's supplying a common view and access to data. So when we talk about this, I think that the strongest argument for supercloud is made when you go down to the platform layer and talk of it, talk about it as an operating environment on which you can run all forms of applications. >> Would you exclude--? >> Not a specific application that's been engineered as a SAS. (audio distortion) >> He'll come back. >> Are you there? >> Yeah, yeah, you just cut out for a minute. >> I lost your last statement when you broke up. >> We heard you, you said that not the specific application. So would you exclude Snowflake from supercloud? >> Frankly, I would. I would. Because, well, and this is kind of hard to do because Snowflake doesn't like to, Frank doesn't like to talk about Snowflake as a SAS service. It has a negative connotation. >> But it is. >> I know, we all know it is. We all know it is and because it is, yes, I would exclude them. >> I think I actually have him on camera. >> There's nothing in common. >> I think I have him on camera or maybe Benoit as saying, "Well, we are a SAS." I think it's Slootman. I think I said to Slootman, "I know you don't like to say you're a SAS." And I think he said, "Well, we are a SAS." >> Because again, if you go to the top of the application stack, there's any number of ways you can give it location agnostic function or you know, regional, local stuff. It's like let's solve the location problem by having me be your one location. How can it be decentralized if you're centralizing on (audio distortion)? >> Well, it's more decentralized than if it's all in one cloud. So let me actually, so the spectrum. So again, in the spirit of what is and what isn't, I think it's safe to say Hammerspace is supercloud. I think there's no debate there, right? Certainly among this crowd. And I think we can all agree that Dell, Dell Storage is not supercloud. Where it gets fuzzy is this Snowflake example or even, how about a, how about a Cohesity that instantiates its stack in different cloud regions in different clouds, and synchronizes, however magic sauce it does that. Is that a supercloud? I mean, so I'm cautious about having too strict of a definition 'cause then only-- >> Fair enough, fair enough. >> But I could use your help and thoughts on that. >> So I think we're talking about two different spectrums here. One is the spectrum of platform to application-specific. As you go up the application stack and it becomes this specific thing. Or you go up to the more and more structured where it's serving a specific application function where it's more of a SAS thing. I think it's harder to call a SAS service a supercloud. And I would argue that the reason there, and what you're lacking in the definition is to talk about it as general purpose. Okay? Now, that said, a data warehouse is general purpose at the structured data level. So you could make the argument for why Snowflake is a supercloud by saying that it is a general purpose platform for doing lots of different things. It's just one at a higher level up at the structured data level. So one spectrum is the high level going from platform to, you know, unstructured data to structured data to very application-specific, right? Like a specific, you know, CAD/CAM mechanical design cloud, like an Autodesk would want to give you their cloud for running, you know, and sharing CAD/CAM designs, doing your CAD/CAM anywhere stuff. Well, the other spectrum is how well does the purported supercloud technology actually live up to allowing you to run anything anywhere with not just the same APIs but with the local presence of data with the exact same runtime environment everywhere, and to be able to correctly manage how to get that runtime environment anywhere. So a Cohesity has some means of running things in different places and some means of coordinating what's where and of serving diff, you know, things in different places. I would argue that it is a very poor approximation of what Hammerspace does in providing the exact same file system with local high performance access everywhere with metadata ability to control where the data is actually instantiated so that you don't have to wait for it to get orchestrated. But even then when you do have to wait for it, it happens automatically and so it's still only a matter of, well, how quick is it? And on the other end of the spectrum is you could look at NetApp with Flexcache and say, "Is that supercloud?" And I would argue, well kind of because it allows you to run things in different places because it's a cache. But you know, it really isn't because it presumes some central silo from which you're cacheing stuff. So, you know, is it or isn't it? Well, it's on a spectrum of exactly how fully is it decoupling a runtime environment from specific locality? And I think a cache doesn't, it stretches a specific silo and makes it have some semblance of similar access in other places. But there's still a very big difference to the central silo, right? You can't turn off that central silo, for example. >> So it comes down to how specific you make the definition. And this is where it gets kind of really interesting. It's like cloud. Does IBM have a cloud? >> Exactly. >> I would say yes. Does it have the kind of quality that you would expect from a hyper-scale cloud? No. Or see if you could say the same thing about-- >> But that's a problem with choosing a name. That's the problem with choosing a name supercloud versus talking about the concept of cloud and how true up you are to that concept. >> For sure. >> Right? Because without getting a name, you don't have to draw, yeah. >> I'd like to explore one particular or bring them together. You made a very interesting observation that from a enterprise point of view, they want to safeguard their store, their data, and they want to make sure that they can have that data running in their own workflows, as well as, as other service providers providing services to them for that data. So, and in in particular, if you go back to, you go back to Snowflake. If Snowflake could provide the ability for you to have your data where you wanted, you were in charge of that, would that make Snowflake a supercloud? >> I'll tell you, in my mind, they would be closer to my conceptualization of supercloud if you can instantiate Snowflake as software on your own infrastructure, and pump your own data to Snowflake that's instantiated on your own infrastructure. The fact that it has to be on their infrastructure or that it's on their, that it's on their account in the cloud, that you're giving them the data and they're, that fundamentally goes against it to me. If they, you know, they would be a pure, a pure plate if they were a software defined thing where you could instantiate Snowflake machinery on the infrastructure of your choice and then put your data into that machinery and get all the benefits of Snowflake. >> So did you see--? >> In other words, if they were not a SAS service, but offered all of the similar benefits of being, you know, if it were a service that you could run on your own infrastructure. >> So did you see what they announced, that--? >> I hope that's making sense. >> It does, did you see what they announced at Dell? They basically announced the ability to take non-native Snowflake data, read it in from an object store on-prem, like a Dell object store. They do the same thing with Pure, read it in, running it in the cloud, and then push it back out. And I was saying to Dell, look, that's fine. Okay, that's interesting. You're taking a materialized view or an extended table, whatever you're doing, wouldn't it be more interesting if you could actually run the query locally with your compute? That would be an extension that would actually get my attention and extend that. >> That is what I'm talking about. That's what I'm talking about. And that's why I'm saying I think Hammerspace is more progressive on that front because with our technology, anybody who can instantiate a service, can make a service. And so I, so MSPs can use Hammerspace as a way to build a super pass layer and host their clients on their infrastructure in a cloud-like fashion. And their clients can have their own private data centers and the MSP or the public clouds, and Hammerspace can be instantiated, get this, by different parties in these different pieces of infrastructure and yet linked together to make a common file system across all of it. >> But this is data mesh. If I were HPE and Dell it's exactly what I'd be doing. I'd be working with Hammerspace to create my own data. I'd work with Databricks, Snowflake, and any other-- >> Data mesh is a good way to put it. Data mesh is a good way to put it. And this is at the lowest level of, you know, the underlying file system that's mountable by the operating system, consumed as a real file system. You can't get lower level than that. That's why this is the foundation for all of the other apps and structured data systems because you need to have a data mesh that can at least mesh the binary blob. >> Okay. >> That hold the binaries and that hold the datasets that those applications are running. >> So David, in the third week of January, we're doing supercloud 2 and I'm trying to convince John Furrier to make it a data slash data mesh edition. I'm slowly getting him to the knothole. I would very much, I mean you're in the Bay Area, I'd very much like you to be one of the headlines. As Zhamak Dehghaniis going to speak, she's the creator of Data Mesh, >> Sure. >> I'd love to have you come into our studio as well, for the live session. If you can't make it, we can pre-record. But you're right there, so I'll get you the dates. >> We'd love to, yeah. No, you can count on it. No, definitely. And you know, we don't typically talk about what we do as Data Mesh. We've been, you know, using global data environment. But, you know, under the covers, that's what the thing is. And so yeah, I think we can frame the discussion like that to line up with other, you know, with the other discussions. >> Yeah, and Data Mesh, of course, is one of those evocative names, but she has come up with some very well defined principles around decentralized data, data as products, self-serve infrastructure, automated governance, and and so forth, which I think your vision plugs right into. And she's brilliant. You'll love meeting her. >> Well, you know, and I think.. Oh, go ahead. Go ahead, Peter. >> Just like to work one other interface which I think is important. How do you see yourself and the open source? You talked about having an operating system. Obviously, Linux is the operating system at one level. How are you imagining that you would interface with cost community as part of this development? >> Well, it's funny you ask 'cause my CTO is the kernel maintainer of the storage networking stack. So how the Linux operating system perceives and consumes networked data at the file system level, the network file system stack is his purview. He owns that, he wrote most of it over the last decade that he's been the maintainer, but he's the gatekeeper of what goes in. And we have leveraged his abilities to enhance Linux to be able to use this decentralized data, in particular with decoupling the control plane driven by metadata from the data access path and the many storage systems on which the data gets accessed. So this factoring, this splitting of control plane from data path, metadata from data, was absolutely necessary to create a data mesh like we're talking about. And to be able to build this supercloud concept. And the highways on which the data runs and the client which knows how to talk to it is all open source. And we have, we've driven the NFS 4.2 spec. The newest NFS spec came from my team. And it was specifically the enhancements needed to be able to build a spanning file system, a data mesh at a file system level. Now that said, our file system itself and our server, our file server, our data orchestration, our data management stuff, that's all closed source, proprietary Hammerspace tech. But the highways on which the mesh connects are actually all open source and the client that knows how to consume it. So we would, honestly, I would welcome competitors using those same highways. They would be at a major disadvantage because we kind of built them, but it would still be very validating and I think only increase the potential adoption rate by more than whatever they might take of the market. So it'd actually be good to split the market with somebody else to come in and share those now super highways for how to mesh data at the file system level, you know, in here. So yeah, hopefully that answered your question. Does that answer the question about how we embrace the open source? >> Right, and there was one other, just that my last one is how do you enable something to run in every environment? And if we take the edge, for example, as being, as an environment which is much very, very compute heavy, but having a lot less capability, how do you do a hold? >> Perfect question. Perfect question. What we do today is a software appliance. We are using a Linux RHEL 8, RHEL 8 equivalent or a CentOS 8, or it's, you know, they're all roughly equivalent. But we have bundled and a software appliance which can be instantiated on bare metal hardware on any type of VM system from VMware to all of the different hypervisors in the Linux world, to even Nutanix and such. So it can run in any virtualized environment and it can run on any cloud instance, server instance in the cloud. And we have it packaged and deployable from the marketplaces within the different clouds. So you can literally spin it up at the click of an API in the cloud on instances in the cloud. So with all of these together, you can basically instantiate a Hammerspace set of machinery that can offer up this file system mesh. like we've been using the terminology we've been using now, anywhere. So it's like being able to take and spin up Snowflake and then just be able to install and run some VMs anywhere you want and boom, now you have a Snowflake service. And by the way, it is so complete that some of our customers, I would argue many aren't even using public clouds at all, they're using this just to run their own data centers in a cloud-like fashion, you know, where they have a data service that can span it all. >> Yeah and to Molly's first point, we would consider that, you know, cloud. Let me put you on the spot. If you had to describe conceptually without a chalkboard what an architectural diagram would look like for supercloud, what would you say? >> I would say it's to have the same runtime environment within every data center and defining that runtime environment as what it takes to schedule the execution of applications, so job scheduling, runtime stuff, and here we're talking Kubernetes, Slurm, other things that do job scheduling. We're talking about having a common way to, you know, instantiate compute resources. So a global compute environment, having a common compute environment where you can instantiate things that need computing. Okay? So that's the first part. And then the second is the data platform where you can have file block and object volumes, and have them available with the same APIs in each of these distributed data centers and have the exact same data omnipresent with the ability to control where the data is from one moment to the next, local, where all the data is instantiate. So my definition would be a common runtime environment that's bifurcate-- >> Oh. (attendees chuckling) We just lost them at the money slide. >> That's part of the magic makes people listen. We keep someone on pin and needles waiting. (attendees chuckling) >> That's good. >> Are you back, David? >> I'm on the edge of my seat. Common runtime environment. It was like... >> And just wait, there's more. >> But see, I'm maybe hyper-focused on the lower level of what it takes to host and run applications. And that's the stuff to schedule what resources they need to run and to get them going and to get them connected through to their persistence, you know, and their data. And to have that data available in all forms and have it be the same data everywhere. On top of that, you could then instantiate applications of different types, including relational databases, and data warehouses and such. And then you could say, now I've got, you know, now I've got these more application-level or structured data-level things. I tend to focus less on that structured data level and the application level and am more focused on what it takes to host any of them generically on that super pass layer. And I'll admit, I'm maybe hyper-focused on the pass layer and I think it's valid to include, you know, higher levels up the stack like the structured data level. But as soon as you go all the way up to like, you know, a very specific SAS service, I don't know that you would call that supercloud. >> Well, and that's the question, is there value? And Marianna Tessel from Intuit said, you know, we looked at it, we did it, and it just, it was actually negative value for us because connecting to all these separate clouds was a real pain in the neck. Didn't bring us any additional-- >> Well that's 'cause they don't have this pass layer underneath it so they can't even shop around, which actually makes it hard to stand up your own SAS service. And ultimately they end up having to build their own infrastructure. Like, you know, I think there's been examples like Netflix moving away from the cloud to their own infrastructure. Basically, if you're going to rent it for more than a few months, it makes sense to build it yourself, if it's at any kind of scale. >> Yeah, for certain components of that cloud. But if the Goldman Sachs came to you, David, and said, "Hey, we want to collaborate and we want to build "out a cloud and essentially build our SAS system "and we want to do that with Hammerspace, "and we want to tap the physical infrastructure "of not only our data centers but all the clouds," then that essentially would be a SAS, would it not? And wouldn't that be a Super SAS or a supercloud? >> Well, you know, what they may be using to build their service is a supercloud, but their service at the end of the day is just a SAS service with global reach. Right? >> Yeah. >> You know, look at, oh shoot. What's the name of the company that does? It has a cloud for doing bookkeeping and accounting. I forget their name, net something. NetSuite. >> NetSuite. NetSuite, yeah, Oracle. >> Yeah. >> Yep. >> Oracle acquired them, right? Is NetSuite a supercloud or is it just a SAS service? You know? I think under the covers you might ask are they using supercloud under the covers so that they can run their SAS service anywhere and be able to shop the venue, get elasticity, get all the benefits of cloud in the, to the benefit of their service that they're offering? But you know, folks who consume the service, they don't care because to them they're just connecting to some endpoint somewhere and they don't have to care. So the further up the stack you go, the more location-agnostic it is inherently anyway. >> And I think it's, paths is really the critical layer. We thought about IAS Plus and we thought about SAS Minus, you know, Heroku and hence, that's why we kind of got caught up and included it. But SAS, I admit, is the hardest one to crack. And so maybe we exclude that as a deployment model. >> That's right, and maybe coming down a level to saying but you can have a structured data supercloud, so you could still include, say, Snowflake. Because what Snowflake is doing is more general purpose. So it's about how general purpose it is. Is it hosting lots of other applications or is it the end application? Right? >> Yeah. >> So I would argue general purpose nature forces you to go further towards platform down-stack. And you really need that general purpose or else there is no real distinguishing. So if you want defensible turf to say supercloud is something different, I think it's important to not try to wrap your arms around SAS in the general sense. >> Yeah, and we've kind of not really gone, leaned hard into SAS, we've just included it as a deployment model, which, given the constraints that you just described for structured data would apply if it's general purpose. So David, super helpful. >> Had it sign. Define the SAS as including the hybrid model hold SAS. >> Yep. >> Okay, so with your permission, I'm going to add you to the list of contributors to the definition. I'm going to add-- >> Absolutely. >> I'm going to add this in. I'll share with Molly. >> Absolutely. >> We'll get on the calendar for the date. >> If Molly can share some specific language that we've been putting in that kind of goes to stuff we've been talking about, so. >> Oh, great. >> I think we can, we can share some written kind of concrete recommendations around this stuff, around the general purpose, nature, the common data thing and yeah. >> Okay. >> Really look forward to it and would be glad to be part of this thing. You said it's in February? >> It's in January, I'll let Molly know. >> Oh, January. >> What the date is. >> Excellent. >> Yeah, third week of January. Third week of January on a Tuesday, whatever that is. So yeah, we would welcome you in. But like I said, if it doesn't work for your schedule, we can prerecord something. But it would be awesome to have you in studio. >> I'm sure with this much notice we'll be able to get something. Let's make sure we have the dates communicated to Molly and she'll get my admin to set it up outside so that we have it. >> I'll get those today to you, Molly. Thank you. >> By the way, I am so, so pleased with being able to work with you guys on this. I think the industry needs it very bad. They need something to break them out of the box of their own mental constraints of what the cloud is versus what it's supposed to be. And obviously, the more we get people to question their reality and what is real, what are we really capable of today that then the more business that we're going to get. So we're excited to lend the hand behind this notion of supercloud and a super pass layer in whatever way we can. >> Awesome. >> Can I ask you whether your platforms include ARM as well as X86? >> So we have not done an ARM port yet. It has been entertained and won't be much of a stretch. >> Yeah, it's just a matter of time. >> Actually, entertained doing it on behalf of NVIDIA, but it will absolutely happen because ARM in the data center I think is a foregone conclusion. Well, it's already there in some cases, but not quite at volume. So definitely will be the case. And I'll tell you where this gets really interesting, discussion for another time, is back to my old friend, the SSD, and having SSDs that have enough brains on them to be part of that fabric. Directly. >> Interesting. Interesting. >> Very interesting. >> Directly attached to ethernet and able to create a data mesh global file system, that's going to be really fascinating. Got to run now. >> All right, hey, thanks you guys. Thanks David, thanks Molly. Great to catch up. Bye-bye. >> Bye >> Talk to you soon.

>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world. This is a CUBE conversation. >> As you know by now, Jeff Bezos, CEO of Amazon, is stepping aside from his CEO role and AWS CEO, Andy Jassy, is being promoted to head all of Amazon. Bezos, of course, is going to remain executive chairman. Now, 15 years ago, next month, Amazon launched it's simple storage service, which was the first modern cloud offering. And the man who wrote the business plan for AWS, was Andy Jassy, and he's navigated the meteoric rise and disruption that has seen AWS grow into a $45 billion company that draws off the vast majority of Amazon's operating profits. No one in the media has covered Jassy more intimately and closely than John Furrier, the founder of SiliconANGLE. And John joins us today to help us understand on theCUBE this move and what we can expect from Jassy in his new role, and importantly what it means for AWS. John, thanks for taking the time to speak with us. >> Hey, great day. Great to see you as always, we've done a lot of interviews together over the years and we're on our 11th year with theCUBE and SiliconANGLE. But I got to be excited too, that we're simulcasters on Clubhouse, which is kind of cool. Love Clubhouse but not since the, in December. It's awesome. It's like Cube radio. It's like, so this is a Cube talk. So we opened up a Clubhouse room while we're filming this. We'll do more live hits in studio and syndicate the Clubhouse and then take questions after. This is a huge digital transformation moment. I'm part of the digital transformation club on Clubhouse which has almost 5,000 followers at the moment and also has like 500 members. So if you're not on Clubhouse, yet, if you have an iPhone go check it out and join the digital transformation club. Android users you'll have to wait until that app is done but it's really a great club. And Jeremiah Owyang is also doing a lot of stuff on digital transformation. >> Or you can just buy an iPhone and get in. >> Yeah, that's what people are doing. I can see all the influences are on there but to me, the digital transformation, it's always been kind of a cliche, the consumerization of IT, information technology. This has been the boring world of the enterprise over the past, 20 years ago. Enterprise right now is super hot because there's no distinction between enterprise and society. And that's clearly the, because of the rise of cloud computing and the rise of Amazon Web Services which was a side project at AWS, at Amazon that Andy Jassy did. And it wasn't really pleasant at the beginning. It was failed. It failed a lot and it wasn't as successful as people thought in the early days. And I have a lot of stories with Andy that he told me a lot of the inside baseball and we'll share that here today. But we started covering Amazon since the beginning. I was as an entrepreneur. I used it when it came out and a huge fan of them as a company because they just got a superior product and they have always had been but it was very misunderstood from the beginning. And now everyone's calling it the most important thing. And Andy now is becoming Andy Jassy, the most important executive in the world. >> So let's get it to the, I mean, look at, you said to me over holidays, you thought this might have something like this could happen. And you said, Jassy is probably in line to get this. So, tell us, what can you tell us about Jassy? Why is he qualified for this job? What do you think he brings to the table? >> Well, the thing that I know about Amazon everyone's been following the Amazon news is, Jeff Bezos has a lot of personal turmoil. They had his marriage fail. They had some issues with the smear campaigns and all this stuff going on, the run-ins with Donald Trump, he bought the Washington post. He's got a lot of other endeavors outside of Amazon cause he's the second richest man in the world competing with Elon Musk at Space X versus Blue Origin. So the guy's a billionaire. So Amazon is his baby and he's been running it as best he could. He's got an executive team committee they called the S team. He's been grooming people in the company and that's just been his mode. And the rise of AWS and the business performance that we've been documenting on SiliconANGLE and theCUBE, it's just been absolutely changing the game on Amazon as a company. So clearly Amazon Web Services become a driving force of the new Amazon that's emerging. And obviously they've got all their retail business and they got the gaming challenges and they got the studios and the other diversified stuff. So Jassy is just, he's just one of those guys. He's just been an Amazonian from day one. He came out of Harvard business school, drove across the country, very similar story to Jeff Bezos. He did that in 1997 and him and Jeff had been collaborating and Jeff tapped him to be his shadow, they call it, which is basically technical assistance and an heir apparent and groomed him. And then that's how it is. Jassy is not a climber as they call it in corporate America. He's not a person who is looking for a political gain. He's not a territory taker, but he's a micromanager. He loves details and he likes to create customer value. And that's his focus. So he's not a grandstander. In fact, he's been very low profile. Early days when we started meeting with him, he wouldn't meet with press regularly because they weren't writing the right stories. And everyone is, he didn't know he was misunderstood. So that's classic Amazon. >> So, he gave us the time, I think it was 2014 or 15 and he told us a story back then, John, you might want to share it as to how AWS got started. Why, what was the main spring Amazon's tech wasn't working that great? And Bezos said to Jassy, going to go figure out why and maybe explain how AWS was born. >> Yeah, we had, in fact, we were the first ones to get access to do his first public profile. If you go to the Google and search Andy Jassy, the trillion dollar baby, we had a post, we put out the story of AWS, Andy Jassy's trillion dollar baby. This was in early, this was January 2015, six years ago. And, we back then, we posited that this would be a trillion dollar total addressable market. Okay, people thought we were crazy but we wrote a story and he gave us a very intimate access. We did a full drill down on him and the person, the story of Amazon and that laid out essentially the beginning of the rise of AWS and Andy Jassy. So that's a good story to check out but really the key here is, is that he's always been relentless and competitive on creating value in what they call raising the bar outside Amazon. That's a term that they use. They also have another leadership principle called working backwards, which is like, go to the customer and work backwards from the customer in a very Steve Job's kind of way. And that's been kind of Jobs mentality as well at Apple that made them successful work backwards from the customer and make things easier. And that was Apple. Amazon, their philosophy was work backwards from the customer and Jassy specifically would say it many times and eliminate the undifferentiated heavy lifting. That was a key principle of what they were doing. So that was a key thesis of their entire business model. And that's the Amazonian way. Faster, cheaper, ship it faster, make it less expensive and higher value. While when you apply the Amazon shipping concept to cloud computing, it was completely disrupted. They were shipping code and services faster and that became their innovation strategy. More announcements every year, they out announced their competition by huge margin. They introduced new services faster and they're less expensive some say, but in the aggregate, they make more money but that's kind of a key thing. >> Well, when you, I was been listening to the TV today and there was a debate on whether or not, this support tends that they'll actually split the company into two. To me, I think it's just the opposite. I think it's less likely. I mean, if you think about Amazon getting into grocery or healthcare, eventually financial services or other industries and the IOT opportunity to me, what they do, John, is they bring in together the cloud, data and AI and they go attack these new industries. I would think Jassy of all people would want to keep this thing together now whether or not the government allows them to do that. But what are your thoughts? I mean, you've asked Andy this before in your personal interviews about splitting the company. What are your thoughts? >> Well, Jon Fortt at CNBC always asked the same question every year. It's almost like the standard question. I kind of laugh and I ask it now too because I liked Jon Fortt. I think he's an awesome dude. And I'll, it's just a tongue in cheek, Jassy. He won't answer the question. Amazon, Bezos and Jassy have one thing in common. They're really good at not answering questions. So if you ask the same question. They'll just say, nothing's ever, never say never, that's his classic answer to everything. Never say never. And he's always said that to you. (chuckles) Some say, he's, flip-flopped on things but he's really customer driven. For example, he said at one point, no one should ever build a data center. Okay, that was a principle. And then they come out and they have now a hybrid strategy. And I called them out on that and said, hey, what, are you flip-flopping? You said at some point, no one should have a data center. He's like, well, we looked at it differently and what we meant was is that, it should all be cloud native. Okay. So that's kind of revision, but he's cool with that. He says, hey, we'll revise based on what customers are doing. VMware working with Amazon that no one ever thought that would happen. Okay. So, VMware has some techies, Raghu, for instance, over there, super top notch. He worked with Jassy, directly in his team Sanjay Poonen when they went to business school together, they cut a deal. And now Amazon essentially saved VMware, in my opinion. And Pat Gelsinger drove that deal. Now, Pat Gelsinger, CEO, Intel, and Pat told me that directly in candid conversation off theCUBE, he said, hey, we have to make a decision either we're going to be in cloud or we're not going to be in cloud, we will partner. And I'll see, he was Intel. He understood the Intel inside mentality. So that's good for VMware. So Jassy does these kinds of deals. He's not afraid he's got a good stomach for business and a relentless competitor. >> So, how do you think as you mentioned Jassy is a micromanager. He gets deep into the technology. Anybody who's seen his two hour, three hour keynotes. No, he has a really fine grasp of the technology across the entire stack. How do you think John, he will approach things like antitrust, the big tech lash of the unionization of the workforce at Amazon? How do you think Jassy will approach that? >> Well, I think one of the things that emerges Jassy, first of all, he's a huge sports fan. And many people don't know that but he's also progressive person. He's very progressive politically. He's been on the record and off the record saying things like, obviously, literacy has been big on, he's been on basically unrepresented minorities, pushing for that, and certainly cloud computing in tech, women in tech, he's been a big proponent. He's been a big supporter of Teresa Carlson. Who's been rising star at Amazon. People don't know who Teresa Carlson is and they should check out her. She's become one of the biggest leaders inside Amazon she's turned around public sector from the beginning. She ran that business, she's a global star. He's been a great leader and he's been getting, forget he's a micromanager, he's on top of the details. I mean, the word is, and nothing gets approved without Andy, Andy seeing it. But he's been progressive. He's been an Amazon original as they call it internally. He's progressive, he's got the business acumen but he's perfect for this pragmatic conversation that needs to happen. And again, because he's so technically strong having a CEO that's that proficient is going to give Amazon an advantage when they have to go in and change how DC works, for instance, or how the government geopolitical landscape works, because Amazon is now a global company with regions all over the place. So, I think he's pragmatic, he's open to listening and changing. I think that's a huge quality >> Well, when you think of this, just to set the context here for those who may not know, I mean, Amazon started as I said back in 2006 in March with simple storage service that later that year they announced EC2 which is their compute platform. And that was the majority of their business, is still a very large portion of their business but Amazon, our estimates are that in 2020, Amazon did 45 billion, 45.4 billion in revenue. That's actually an Amazon reported number. And just to give you a context, Azure about 26 billion GCP, Google about 6 billion. So you're talking about an industry that Amazon created. That's now $78 billion and Amazon at 45 billion. John they're growing at 30% annually. So it's just a massive growth engine. And then another story Jassy told us, is they, he and Jeff and the team talked early on about whether or not they should just sort of do an experiment, do a little POC, dip their toe in and they decided to go for it. Let's go big or go home as Michael Dell has said to us many times, I mean, pretty astounding. >> Yeah. One of the things about Jassy that people should know about, I think there's some compelling relative to the newest ascension to the CEO of Amazon, is that he's not afraid to do new things. For instance, I'll give you an example. The Amazon Web Services re-invent their annual conference grew to being thousands and thousands of people. And they would have a traditional after party. They called a replay, they'd have a band like every tech conference and their conference became so big that essentially, it was like setting up a live concert. So they were spending millions of dollars to set up basically a one night concert and they'd bring in great, great artists. So he said, hey, what's been all this cash? Why don't we just have a festival? So they did a thing called Intersect. They got LA involved from creatives and they basically built a weekend festival in the back end of re-invent. This was when real life was, before COVID and they turned into an opportunity because that's the way they think. They like to look at the resources, hey, we're already all in on this, why don't we just keep it for the weekend and charge some tickets and have a good time. He's not afraid to take chances on the product side. He'll go in and take a chance on a new market. That comes from directly from Bezos. They try stuff. They don't mind failing but they put a tight leash on measurement. They work backwards from the customer and they are not afraid to take chances. So, that's going to board well for him as he tries to figure out how Amazon navigates the contention on the political side when they get challenged for their dominance. And I think he's going to have to apply that pragmatic experimentation to new business models. >> So John I want you to take on AWS. I mean, despite the large numbers, I talked about 30% growth, Azure is growing at over 50% a year, GCP at 83%. So despite the large numbers and big growth the growth rates are slowing. Everybody knows that, we've reported it extensively. So the incoming CEO of Amazon Web Services has a TAM expansion challenge. And at some point they've got to decide, okay, how do we keep this growth engine? So, do you have any thoughts as to who might be the next CEO and what are some of their challenges as you see it? >> Well, Amazon is a real product centric company. So it's going to be very interesting to see who they go with here. Obviously they've been grooming a lot of people. There's been some turnover. You had some really strong executives recently leave, Jeff Wilkes, who was the CEO of the retail business. He retired a couple of months ago, formerly announced I think recently, he was probably in line. You had Mike Clayville, is now the chief revenue officer of Stripe. He ran all commercial business, Teresa Carlson stepped up to his role as well as running public sector. Again, she got more power. You have Matt Garman who ran the EC2 business, Stanford grad, great guy, super strong on the product side. He's now running all commercial sales and marketing. And he's also on the, was on Bezos' S team, that's the executive kind of team. Peter DeSantis is also on that S team. He runs all infrastructure. He took over for James Hamilton, who was the genius behind all the data center work that they've done and all the chip design stuff that they've innovated on. So there's so much technical innovation going on. I think you still going to see a leadership probably come from, I would say Matt Garman, in my opinion is the lead dog at this point, he's the lead horse. You could have an outside person come in depending upon how, who might be available. And that would probably come from an Andy Jassy network because he's a real fierce competitor but he's also a loyalist and he likes trust. So if someone comes in from the outside, it's going to be someone maybe he trusts. And then the other wildcards are like Teresa Carlson. Like I said, she is a great woman in tech who's done amazing work. I've profiled her many times. We've interviewed her many times. She took that public sector business with Amazon and changed the game completely. Outside the Jedi contract, she was in competitive for, had the big Trump showdown with the Jedi, with the department of defense. Had the CIA cloud. Amazon set the standard on public sector and that's directly the result of Teresa Carlson. But she's in the field, she's not a product person, she's kind of running that group. So Amazon has that product field kind of structure. So we'll see how they handle that. But those are the top three I think are going to be in line. >> So the obvious question that people always ask and it is a big change like this is, okay, in this case, what is Jassy going to bring in? And what's going to change? Maybe the flip side question is somewhat more interesting. What's not going to change in your view? Jassy has been there since nearly the beginning. What are some of the fundamental tenets that he's, that are fossilized, that won't change, do you think? >> I think he's, I think what's not going to change is Amazon, is going to continue to grow and develop their platform business and enable more SaaS players. That's a little bit different than what Microsoft's doing. They're more SaaS oriented, Office 365 is becoming their biggest application in terms of revenue on Microsoft side. So Amazon is going to still have to compete and enable more ecosystem partners. I think what's not going to change is that Bezos is still going to be in charge because executive chairman is just a code word for "not an active CEO." So in the corporate governance world when you have an executive chairman, that's essentially the person still in charge. And so he'll be in charge, will still be the boss of Andy Jassy and Jassy will be running all of Amazon. So I think that's going to be a little bit the same, but Jassy is going to be more in charge. I think you'll see a team change over, whether you're going to see some new management come in, Andy's management team will expand, I think Amazon will stay the same, Amazon Web Services. >> So John, last night, I was just making some notes about notable transitions in the history of the tech business, Gerstner to Palmisano, Gates to Ballmer, and then Ballmer to Nadella. One that you were close to, David Packard to John Young and then John Young to Lew Platt at the old company. Ellison to Safra and Mark, Jobs to Cook. We talked about Larry Page to Sundar Pichai. So how do you see this? And you've talked to, I remember when you interviewed John Chambers, he said, there is no rite of passage, East coast mini-computer companies, Edson de Castro, Ken Olsen, An Wang. These were executives who wouldn't let go. So it's of interesting to juxtapose that with the modern day executive. How do you see this fitting in to some of those epic transitions that I just mentioned? >> I think a lot of people are surprised at Jeff Bezos', even stepping down. I think he's just been such the face of Amazon. I think some of the poll numbers that people are doing on Twitter, people don't think it's going to make a big difference because he's kind of been that, leader hand on the wheel, but it's been its own ship now, kind of. And so depending on who's at the helm, it will be different. I think the Amazon choice of Andy wasn't obvious. And I think a lot of people were asking the question who was Andy Jassy and that's why we're doing this. And we're going to be doing more features on the Andy Jassy. We got a tons, tons of content that we've we've had shipped, original content with them. We'll share more of those key soundbites and who he is. I think a lot of people scratching their head like, why Andy Jassy? It's not obvious to the outsiders who don't know cloud computing. If you're in the competing business, in the digital transformation side, everyone knows about Amazon Web Services. Has been the most successful company, in my opinion, since I could remember at many levels just the way they've completely dominated the business and how they change others to be dominant. So, I mean, they've made Microsoft change, it made Google change and even then he's a leader that accepts conversations. Other companies, their CEOs hide behind their PR wall and they don't talk to people. They won't come on Clubhouse. They won't talk to the press. They hide behind their PR and they feed them, the media. Jassy is not afraid to talk to reporters. He's not afraid to talk to people, but he doesn't like people who don't know what they're talking about. So he doesn't suffer fools. So, you got to have your shit together to talk to Jassy. That's really the way it is. And that's, and he'll give you mind share, like he'll answer any question except for the ones that are too tough for him to answer. Like, are you, is facial recognition bad or good? Are you going to spin out AWS? I mean these are the hard questions and he's got a great team. He's got Jay Carney, former Obama press secretary working for him. He's been a great leader. So I'm really bullish on, is a good choice. >> We're going to jump into the Clubhouse here and open it up shortly. John, the last question for you is competition. Amazon as a company and even Jassy specifically I always talk about how they don't really focus on the competition, they focus on the customer but we know that just observing these folks Bezos is very competitive individual. Jassy, I mean, you know him better than I, very competitive individual. So, and he's, Jassy has been known to call out Oracle. Of course it was in response to Larry Ellison's jabs at Amazon regarding database. But, but how do you see that? Do you see that changing at all? I mean, will Amazon get more publicly competitive or they stick to their knitting, you think? >> You know this is going to sound kind of a weird analogy. And I know there's a lot of hero worshiping on Elon Musk but Elon Musk and Andy Jassy have a lot of similarities in the sense of their brilliance. They got both a brilliant people, different kinds of backgrounds. Obviously, they're running different things. They both are builders, right? If you were listening to Elon Musk on Clubhouse the other night, what was really striking was not only the magic of how it was all orchestrated and what he did and how he interviewed Robin Hood. He basically is about building stuff. And he was asked questions like, what advice do you give startups? He's like, if you need advice you shouldn't be doing startups. That's the kind of mentality that Jassy has, which is, it's not easy. It's not for the faint of heart, but Elon Musk is a builder. Jassy builds, he likes to build stuff, right? And so you look at all the things that he's done with AWS, it's been about enabling people to be successful with the tools that they need, adding more services, creating things that are lower price point. If you're an entrepreneur and you're over the age of 30, you know about AWS because you know what, it's cheaper to start a business on Amazon Web Services than buying servers and everyone knows that. If you're under the age of 25, you might not know 50 grand to a hundred thousand just to start something. Today you get your credit card down, you're up and running and you can get Clubhouses up and running all day long. So the next Clubhouse will be on Amazon or a cloud technology. And that's because of Andy Jassy right? So this is a significant executive and he continue, will bring that mindset of building. So, I think the digital transformation, we're in the digital engine club, we're going to see a complete revolution of a new generation. And I think having a new leader like Andy Jassy will enable in my opinion next generation talent, whether that's media and technology convergence, media technology and art convergence and the fact that he digs music, he digs sports, he digs tech, he digs media, it's going to be very interesting to see, I think he's well-poised to be, and he's soft-spoken, he doesn't want the glamorous press. He doesn't want the puff pieces. He just wants to do what he does and he puts his game do the talking. >> Talking about advice at startups. Just a quick aside. I remember, John, you and I when we were interviewing Scott McNealy former CEO of Sun Microsystems. And you asked him advice for startups. He said, move out of California. It's kind of tongue in cheek. I heard this morning that there's a proposal to tax the multi-billionaires of 1% annually not just the one-time tax. And so Jeff Bezos of course, has a ranch in Texas, no tax there, but places all over. >> You see I don't know. >> But I don't see Amazon leaving Seattle anytime soon, nor Jassy. >> Jeremiah Owyang did a Clubhouse on California. And the basic sentiment is that, it's California is not going away. I mean, come on. People got to just get real. I think it's a fad. Yeah. This has benefits with remote working, no doubt, but people will stay here in California, the network affects beautiful. I think Silicon Valley is going to continue to be relevant. It's just going to syndicate differently. And I think other hubs like Seattle and around the world will be integrated through remote work and I think it's going to be much more of a democratizing effect, not a win lose. So that to me is a huge shift. And look at Amazon, look at Amazon and Microsoft. It's the cloud cities, so people call Seattle. You've got Google down here and they're making waves but still, all good stuff. >> Well John, thanks so much. Let's let's wrap and let's jump into the Clubhouse and hear from others. Thanks so much for coming on, back on theCUBE. And many times we, you and I've done this really. It was a pleasure having you. Thanks for your perspectives. And thank you for watching everybody, this is Dave Vellante for theCUBE. We'll see you next time. (soft ambient music)

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)

>>Live from Denver, Colorado. It's the cube covering comm vault. Go 2019 brought to you by Combolt. >>Hey, good morning. Welcome to the cubes coverage of combo go 19 I'm Lisa Martin and it was stupid man. Hey Sue. Hey Lisa. Are you ready? I was going to ask you. Yes. Are you ready? >>I believe the statement this morning was, we're born ready. >>We are born ready? Yes. That was a big theme this morning. It's the theme of the event here at con Volvo 19 in Colorado and great parody this morning of all these old video clips of all these actors including the Lego movie stars from saying I'm ready. Even SpongeBob. That one got me, so we had a great day. Yesterday's to love some news came out Monday and Tuesdays a lots of great stuff to talk about. We had there a lot of their C level execs and let a new changes a call yesterday. Really got the vibe of, Hey, this is a new Combalt. >>It's interesting Lisa, because one of the things we've been talking about is the 20 years of pedigree that the company has. This Andre Mirchandani said yet they're doing some new items. I was talking to some of the partners in there like how come metallics like a separate brand, don't you worry about brand spread? We knew a thing about having too many brands on the program so it is the history, the experience, the lessons learned, the war chest as they said of all of the things that have gone wrong over the years and I sure know that from my time living on the vendor side is there's no compression algorithm for all the experience you've had and like, Oh we fixed something in that stays in the code as opposed to there's something brand new might need to work through things over time but metallic a separate brand but leveraging the partnerships and the go to market and the experience of Convolt overall. >>So if you want, my quick take is, you know metallic. I definitely, I think coming out of here is the thing we will be talking the most about their SAS plus model. I want to see how that plays in the marketplace. As I probed Rob, when we interviewed him, customers, when you think about SAS, it should just be, I worry about my data and I get up and running and they said they have a very fast up and running less than 15 minutes. That's great. But some of that optionality that they built in, Oh well I can bring this along or I can add this and do this. It's always worried that a wait, do I have to remember my thing? And as it changes down the road, do I have everything set up right? Those are things that we're trying to get away from when we go to a SAS or cloud model. >>And to your point, another theme of the show has been about operational simplification, not just what Combolt is doing internally to simplify their operations, but what they need to deliver to customers. Customers want simplicity rates. Do we, we talk about that at every show regardless of industry, but there is this, this line, and maybe it's blurring, >>like we talked a lot about blurred lines yesterday of too much choice versus simplification. Where's the line there? >> Yeah and a great point Lisa, so one of the items Sandra Mirchandani said yesterday in his keynote was that blurring the line between primary and secondary storage and I probed him on our interview is Convolt going into the primary storage market with Hedvig. Hedvig has got a, you know, a nice offering, strong IP, good engineering team. I think they want to make sure that customers that have bought head vigor want to keep buying Hedvig we'll do it, but it really, I think two years from now when you look back at is that core IP, how does that get baked into the solution? That's why they bought it. That's where it's going to be there. I don't think we're going to be looking two years from now and saying, Oh wow know Convolt they're going up against all the storage star Walton competing a bit gets HCI and everything. >>They have a strong partnership, so I think I got clarity on that for the most part, even though the messaging will will move over time on that, it will move over time on that. >> That's a good point that the song blurred lines kept popping into my head yesterday as we were talking about that. But one of the things that was clear was when we spoke with Rob Kalusi and about metallic, we spoke with Avinash Lakshman about Hedvig Sanjay as well as Don foster. They're already working on the technical integration of of this solutions and we even spoke with their VP of pricing. So from a customer, from a current Hedvig customer perspective, there is focus on that from Combolt's perspective. It's not just about integrating the technologies and obviously that has to be done really well, but it's also about giving customers that consistency and really for combo kind of a new era of transparency with respect to pricing. >>And another thing we talked about some of that transformation of the channel and Mercer row came on board only a couple of days officially on the job. He's helped a number of companies get ready for multicloud and absolutely we've seen that change in the channel over the last five to 10 years. Know back in his days when he was at VM world at VMware there the channel was, Oh my gosh, you know, when Amazon wins we all lose and today we understand it as much more nuance there. The channel that is successful partners with the hyperscale cloud environments, they have practices built around it. The office three 65 and Microsoft practices are an area that Convolt in their partners should be able to do well with and the metallic will tie into as well as of course AWS. The 800 pound gorilla in this space will be there. Combolt plays into that and you know, setting the channel up for that next generation with the SAS, with the software and living in a broader multicloud environment is definitely something to watch you a lot of news about the channel, not just from a leadership standpoint but also so metallic for the mid market >>really delivered exclusively through the channel but also the new initiative that they have. And we talked a little bit about this yesterday about going after and really a big focus with global systems integrators on the largest global enterprises. And when we spoke with their GTM chief of staff yesterday along with Mercer with Carmen, what they're doing, cause I said, you know, channel partners, all the channel partners that they work with work with their competitors. So you have to really deliver differentiation and it can't just be about pricing or marketing messaging goes all the way into getting those feet on the street. And that's another area in which we heard yesterday Combolt making strategic improvements on more feet on the street co-selling with partners, really pulling them deeper into enablement and trainings and to them that's one of the key differentiators that they are delivering to their partners. Yeah >>and Lisa, he, we got to speak to a number, a couple of customers we have more coming on today. It's a little bit telling that you know the average customer you talk to, they have five 10 years of experience there. They are excited about some of the new offerings, but as we've said many times metallic, the new Hedvig we want to talk to the new logos that they're going to get on board. That is something that for the partners has been an incentive. There were new incentives put in place to help capture those new logos because as we know, revenue was actually down in the last fiscal year a bit and Convolt feels that they have turned the corner, they're all ready to go. And one other note I'd like to make, the analogy I used last year is we knew a CEO was canoe CEO search was happening, a lot of things were in motion and it's almost as if you were getting the body ready for an organ transplant and you make sure that the antibodies aren't going to reject it. And in conversation with Sanjay, he was very cognizant of that. His background is dev offs and he was a CIO. We went for it, he was the CEO of puppet. So he's going to make things move even faster. And the pace of change of the last nine months is just the beginning of the change. And for the most part I'm not hearing grumbling underneath the customer seem fully on board. The employees are energized and definitely there was good energy last year, but a raise of the enthusiasm this year. >>Well Stu, first of all, you have just been on fire the last two days comparing their CEO transition to getting a body ready for a transplant. It's probably one of the best things I've heard in a long time. That was awesome. But you're right, we've heard a lot of positivity. Cultural change is incredibly difficult. You talked a minute ago about this as a 20 year old company and as we all have all experience and the industries in which we're in, you know, one of the things that's important is, is messaging that experience and talking about the things that that worked well, but also the things that didn't work well, that they've learned from that message was carried through the keynote this morning. That three customers on stage that we saw before we had to come to the side. And I, I had, my favorite was from Sonic healthcare. Matthew McCabe's coming on in shortly with us and I always appreciate, you know, I think the voice of the customer is the best brand validation that you can get. However, what's even better is a customer talking about when the technologies that they're using fail because it does happen. How are they positioned with the support and the training and the education that is giving them to make those repairs quickly to ensure business continuity and ensure disaster recovery. I think that to me that speaks volumes about the legacy, the 20 years of experience that combo has. >>Yeah, no, Lisa, you're absolutely right. There's certain products out there that we talk about uptime in 100% in this space. You, I believe the stat was about 94% success rate and we had NASA in the keynote yesterday talking about success versus partial success versus failures and Convolt really embraces that and has customers that we'll talk about that because there are times that things will happen and there are things that you need to be able to recover from ransomware. Often it is not a question of if, when it is going to be happened, at least. The other thing I want to get your comment on Jimmy chin who is the director and one of the, the cameraman of the free solo Oscar-winning free solo documentary definitely gave me a little bit of, Oh my gosh, look at some of the Heights and I was nervous just looking at some of this stuff they're doing. I like a little bit of lightweight hiking. I'm not a mountain climber, nothing like that. But he talked about when the camera goes on, there's that added pressure that goes on and it's sitting there. It's like, yeah, you know, we sit here live all day doing that. There's that, that energy to perform. But you know, we all appreciate the everybody watching and understanding that we're all human here and every time, every once in awhile a word or a mistake gets in there, but we keep going summit. Yeah, >>that's life. But also Jimmy chin, phenomenal. I think at 2018 they just won the Oscar just earlier this year for free. Solo. I have to watch that this weekend. But a couple of things that he talked about is that failure is a huge part of preparation. Couldn't agree more. What a simplified statement for somebody that not only has has skied Everest, the climbed Meru, I think they call it the shark fin of India, but what you talked about with what he documented with free solo and all of the thousands of sequences and he talked about that, Alex, I'm forgetting his last name, the guy who closed, who free soloed, El Capitan, all of these different failure scenarios that he rehearsed over and over again in case he encountered any of them, he would immediately be to remedy that situation and get himself back on track. I thought that message to me, failure is a good F-word if you use it properly. You know NASA, you mentioned yesterday and NASA was famous for coining in the 60s failure is not an option and I always say onto that cause I used to work for NASA, but it's a distinct possibility. And so what Jimmy chin shared this morning was electrified, but it also was a great understatement of what Combolt is helping their customers. We have to help you prepare for this. We can't help you prepare for all of it. As you mentioned, ransomware, it's not if but when. >>Well, right and both NASA and when the climbing is understanding where something could go wrong and therefore what the failures scenarios are. So you know rockets today you can't have a failure and by failure they mean look, if the rocket isn't going to work or something goes wrong, we need to make sure we don't have loss of life. That is something that if you look at blue origin and SpaceX that is pre eminent in there is we can't have another challenger disaster. We can't have some of these environments where we have the loss of human life. So that is number one. Some of the other ones, sometimes we know that the unknown happens or things don't go quite right. So being prepared to understand if something goes wrong, how do we recover from that? And that brings us back to the whole data protection and recovery of the environment because the best laid architecture, eventually something will happen and therefore we need to make sure that that data, the lifeblood of the company is able to be recovered and used and that the business can go forward even if some piece of infrastructure or some attack got through. >>There are, and there's inherent risk in every industry, whether you're talking about healthcare data, we talked with AstraZeneca yesterday, you know, genetics, clinical data, or you're talking about a retailer, doesn't matter. There's an inherent risks with every business and one of the most important things that I got out of the NASA talk yesterday, Jimmy Chin's talked today, some of the customers, is that preparation is key. You can't be over prepared. You really can't act fact. He said that you can't be overprepared in his line of work, but I think it applies to the inherent risks that any business has. Managing data. As we talk about Sue all the time, it's the lifeblood. It's the new oil. It is. It has to be available, accessible 24 by seven if it isn't and can't be. Businesses are massive risk in this day and age. Competitive competitors who have maybe better risk fault tolerance scenario in play. >>So that risk that they have to mitigate comes a preparation. We're going to be talking with Sandra Hamilton in just a few minutes about who leads customer success for combo. Really want to dig into the training, the support. We've heard that articulated from customers on stage that I don't wake up in the middle of the night anymore because I have this support from my trusted vendor combo and that is critical to any business staying up. Absolutely. We're going to hear from number of customers. I'm sure they're ready and we are ready for day two. We are ready. See, let's have a great day. Yeah, thanks. All right, so Sue and I will be right back with our first guest on day two of our coverage of comm Volkow for Stu. I'm Lisa Martin. We'll be right back.

>> Live from Las Vegas, it's theCUBE, covering Informatica World 2019. Brought to you by Informatica. >> Welcome back, everyone, to theCUBE's live coverage of Informatica World 2019. I'm your host, Rebecca Knight, along with my cohost, John Furrier. We have two guests for this segment. We have Charlie Emer. He is the senior director data management and governance strategy at Honeywell. Thanks for joining us. >> Thank you. >> And Randy Mickey, senior vice president global professional services at Informatica. Thanks for coming on theCUBE. >> Thank you. >> Charlie, I want to start with you. Honeywell is a household name, but tell us a little bit about the business now and about your role at Honeywell. >> Think about it this way. When I joined Honeywell, even before I knew Honeywell, all I thought was thermostats. That's what people would think about Honeywell. >> That's what I thought. >> But Honeywell's much bigger than that. Look, if you go back to the Industrial Revolution, back in, I think, '20s, we talked about new things. Honeywell was involved from the beginning making things. But we think this year and moving forward in this age, Honeywell is looking at it as the new Industrial Revolution. What is that? Because Honeywell makes things. We make aircraft engines, we make aircraft parts. We make everything, household goods, sensors, all types of sensors. We make things. So when we say the new Industrial Revolution is about the Internet of Things, who best to participate because we make those things. So what we are doing now is what we call IIOT, Industrial Internet of Things. Now, that is what Honeywell is about, and that's the direction we are heading, connecting those things that we make and making them more advancing, sort of making life easier for people, including people's quality of life by making those things that we make more usable for them and durable. >> Now, you're a broad platform customer of Informatica. I'd love to hear a little bit from both of you about the relationship and how it's evolved over the years. >> Look, we look at Informatica as supporting our fundamentals, our data fundamentals. For us to be successful in what we do, we need to have good quality data, well governed, well managed, and secure. Not only that, and also accessible. And we using Informatica almost end to end. We are using Informatica for our data movement ETL platform. We're using Informatica for our data quality. We're using Informatica for our master data management. And we have Informatica beginning now to explore and to use Informatica big data management capabilities. And more to that, we also utilize Informatica professional services to help us realize those values from the platforms that we are deploying. IIoT, Industrial IoT has really been a hot trend. Industrial implies factories building big things, planes, wind farms, we've heard that before. But what's interesting is these are pre-existing physical things, these plants and all this manufacturing. When you add digital connectivity to it and power, it's going to change what they were used to be doing to new things. So how do you see Industrial IoT changing or creating a builder culture of new things? Because this connect first, got to have power and connectivity. 5G's coming around, Wi-Fi 6 is around the corner. This is going to light up all these devices that might have had battery power or older databases. What's the modernization of these industrial environments going to look like in your view? First of all, let me give you an example of the value that is coming with this connectivity. Think of it, if you are an aircraft engineer. Back in the day, a plane landed in Las Vegas. You went and inspected it, physically, and checked in your manual when to replace a part. But now Honeywell is telling you, we're connecting directly to the mechanic who is going to inspect the plane, and there will be sort of in their palms they can see and say wait a minute. This part, one more flight and I should replace this part. Now, we are advising you now, doing some predictive analytics, and telling you when this part could even fail. We're telling you when to replace it. So we're saying okay, the plane is going to fly from here to California. Prepare the mechanics in California when it lands with the part so they can replace it. That's already safety 101. So guaranteeing safety, sort of improving the equity or the viability of the products that we produce. When we're moving away from continue to build things because people still need those things built, safety products, but we're just making them more. We've heard supply chain's a real low-hanging fruit on this, managing the efficiency so there's no waste. Having someone ready at the plane is efficient. That's kind of low-hanging fruit. Any ideas on some of the creativity of new applications that's going to come from the data? Because now you start getting historical data from the connections, that's where I think the thing can get interesting here. Maybe new jobs, new types of planes, new passenger types. >> We are not only using the data to improve on the products and help us improve customer needs, design new products, create new products, but we also monitorizing that data, allowing our partners to also get some insights from that data to develop their own products. So creating sort of an environment where there is a partnership between those who use our products. And guess what, most of the people who use our products, our products actually input into their products. So we are a lot more business-to-business company than a B2C. So I see a lot of value in us being able to share that intelligence, that insight, in our data at a level of scientific discovery for our partners. >> Randy, I want to bring you into the conversation a little bit here (laughs). >> Thanks. >> So you lead Informatica's professional services. I'm interested to hear your work with Honeywell, and then how it translates to the other companies that you engage with. Honeywell is such a unique company, 130 years of innovation, inventor of so many important things that we use in our everyday lives. That's not your average company, but talk a little bit about their journey and how it translates to other clients. >> Sure, well, you could tell, listening to Charlie, how strategic data is, as well as our relationship. And it's not just about evolution from their perspective, but also you mentioned the historicals and taking advantage of where you've been and where you need to go. So Charlie's made it very clear that we need to be more than just a partner with products. We need to be a partner with outcomes for their business. So hence, a professional services relationship with Honeywell and Charlie and the organization started off more straightforward. You mentioned ETL, and we started off 2000, I believe, so 19 years ago. So it's been a journey already, and a lot more to go. But over the years you can kind of tell, using data in different ways within the organization, delivering business outcomes has been at the forefront, and we're viewed strategically, not just with the products, but professional services as well, to make sure that we can continue to be there, both in an advisory capacity, but also in driving the right outcomes. And something that Charlie even said this morning was that we were kind of in the fabric. We have a couple of team members that are just like Honeywell team members. We're in the fabric of the organization. I think that's really critically important for us to really derive the outcomes that Charlie and the business need. >> And data is so critical to their business. You have to be, not only from professional services, but as a platform. Yes. This is kind of where the value comes from. Now, I can't help but just conjure up images of space because I watch my kids that watch, space is now hot. People love space. You see SpaceX landing their rocket boosters to the finest precision. You got Blue Origin out there with Amazon. And they are Honeywell sensors either. Honeywell's in every manned NASA mission. You have a renaissance of activity going on in a modern way. This is exciting, this is critical. Without data, you can't do it. >> Absolutely, I mean, also sometimes we take a break. I'm a fundamentalist. I tell everybody that excitement is great, but let's take a break. Let's make sure the fundamentals are in place. And we actually know what is it, what are those critical data that we need to be tracking and managing? Because you don't just have to manage a whole world of data. There's so much of it, and believe me, there's not all value in everything. You have to be critical about it and strategic about it. What are the critical data that we need to manage, govern, and actually, because it's expensive to manage the critical data. So we look at a value tree as well, and say, okay, if we, as Honeywell, want to be able to be also an efficient business enabler, we have to be efficient inside. So there's looking out, and there's also looking inside to make sure that we are in the right place, we are understanding our data, our people understand data. Talking about our relationship with IPS, Informatica Professional Services, one of the things that we're looking at is getting the right people, the engineers, the people to actually realize that okay, we have the platform, we've heard of Clare, We heard of all those stuff. But where are the people to actually go and do the real stuff, like actually programming, writing the code, connecting things and making it work? It's not easy because the technology's going faster than the capabilities in terms of people, skills. So the partnership we're building with Informatica professional services, and we're beginning to nurture, inside that, we want to be in a position were Honeywell doesn't have to worry so much about the churn in terms of getting people and retraining and retraining and retraining. We want to have a reliable partner who is also moving with the certain development and the progress around the products that we bought so we can have that success. So the partnership with IPS is for the-- >> The skill gaps we've been talking about, I know she's going to ask next, but I'll just jump in because I know there's two threads here. One is there's a new generation coming into the workforce, okay, and they're all data-full. They've been experiencing the digital lifestyle, the engineering programs. To data, it's all changing. What are some of the new expertise that really stand out when evaluating candidates, both from the Informatica side and also Honeywell? What's the ideal candidate look like, because there's no real four-year degree anymore? Well, Berkeley just had their first class of data analytics. That's new two-generation. But what are some of those skills? There's no degree out there. You can't really get a degree in data yet. >> Do you want to talk about that? >> Sure, I can just kick off with what we're looking at and how we're evolving. First of all, the new graduates are extremely innovative and exciting to bring on. We've been in business for 26 years, so we have a lot of folks that have done some great work. Our retention is through the roof, so it's fun to meld the folks that have been doing things for over 10, 15 years, to see what the folks have new ideas about how to leverage data. The thing I can underscore is it's business and technology, and I think the new grads get that really, really well in terms of data. To them, data's not something that's stored somewhere in the cloud or in a box. It's something that's practically applied for business outcomes, and I think they get that right out of school, and I think they're getting that message loud and clear. Lot of hybrid programs. We do hire direct from college, but we also hire experienced hires. And we look for people that have had degrees that are balanced. So the traditional just CS-only degrees, still very relevant, but we're seeing a lot of people do hybrids because they know they want to understand supply chain along with CS and data. And there are programs around just data, how organizations can really capitalize on that. >> And also we're hearing, too, that having domain expertise is actually just as important as having the coding skills because you got to know what an outcome looks like before you collect the data. You got to know what checkmate is if you're going to play chess. That's the old expression, right? >> I think people with the domain, both the hybrid experience or expertise, are more valuable to the company because maybe from the product perspective, from building products, you could be just a scientist, code the code. But when you come to Honeywell, for example, we want you to be able to understand, think about materials. Want you to be able to understand what are the products, what are the materials that we use. What are the inputs that we have to put into these products? Now a simple thing like a data scientist deciding what the right correct value of what an attribute should be, that's not something that because you know code you can determine. You have to understand the domain, the domain you're dealing with. You have to understand the context. So that comes, the question of context management, understanding the context and bringing it together. That is a big challenge, and I can tell you that's a big gap there. >> Big gap indeed, and understand the business and the data too. >> Yes. >> Charles, Randy, thank you both so much for coming on theCUBE. It's been a great conversation. >> Thank you. >> Thank you. >> I'm Rebecca Knight for John Furrier. You are watching theCUBE. (funky techno music)

>> From the Palace of Fine Arts in San Francisco, it's theCUBE covering AT&T Spark. (techy music) Now here's Jeff Frick. >> Hey, welcome back everybody. Jeff Frick here at theCUBE. We're at AT&T's Spark event, it's up in San Francisco at the Palace of Fine Arts. It's really all about 5G, and we're excited to be here, you know, there's been a lot of conversation about 5G for a very, very long time, and we're super excited to have the expert in the field. Maribel Lopez has been following this forever. So Maribel, first off, thanks for stopping by, thanks for hosting a few segments and great to catch up. >> Excited to be here. >> Absolutely, so 5G, you've made a funny comment before we went on. You said, "Jeff, this 5G's been going on "forever and ever and ever, but now it's finally "starting to come to reality, to fruition." >> Yeah, I got to see all the Gs: the 2G, the 3G, the 4G, now the 5G, and you know, for a couple of years we were just talking about standards, and what's really exciting to me is that now people are talking about doing production stuff, you know, not just rolling in a test van and prototype equipment, but actual things that we might be able to see deployed within the coming year. >> Right. >> People are talking about lighting up cities. AT&T announced another five cities that they were going to put, actually seven, I think, on the calendar. >> Up to a dozen, I think, now, then they had another-- >> Yes, they had seven, they added another five-- >> Seven after that, right. >> And then another seven, so we're really starting to see momentum in 5G, it's going to happen. >> Right, so there's a bunch of things with 5G that are fundamentally different than the last G. >> Right. >> And the first one, right, is it wasn't really developed just for faster voice. That was not the objective of 5G. >> Yeah. >> It's really to take advantage of IoT and this whole kind of machine to machine world in which we're in right now. >> Yeah. >> That's a fundamental difference in terms of the applications that it can open up. >> Yeah, we're seeing... To your point, I mean, we talked a lot about bandwidth before. Yes, you get more bandwidth, but you also get lower latency, and that's the thing of how fast something can travel, and that opens up a huge amount of new applications like autonomous driving. If you want a wireless connection in autonomous driving you need 5G so you have that, you know, really sharp response time to make it happen. If you're doing remote medicine, you know, 5G gives you both bandwidth, but also the latency to see if something's happening so that you can do things that are real-time in nature. So, I think it's that real-time in nature with high speed that everybody's talking about. We saw eSports and gaming listed today, and the discussion about how you could now do it on a low-end PC because between your 5G network and new software you've got this huge opportunity with the cloud to just do a whole new, different way of gaming and entertainment, so lots of great applications are coming out with 5G. >> Yeah, it's pretty interesting on that demo, because it was an NVIDIA guy talking about-- >> Yes. >> Having basically an NVIDIA data center to do all the graphic computation back in the cloud at the NVIDIA data center-- >> Yeah. >> And then delivering it to whatever kind of low-end edge device that you had, in this case a laptop. The funny thing about the latency that I thought really kind of struck home for me was they talked about when your audio and your video are slightly out of sync when you're watching a video. >> Exactly. >> When it's just off a little bit. >> Mm-hm. >> Not enough like, "Wait, this is broken," but enough to actually get nausea. >> Yeah. >> You actually have a physical reaction, so I think that was really interesting. That is what's going to go away when we have the better connectivity speeds, everything else with 5G. >> And I think that's when one of the things that's been holding back the immersive nature of new applications like VR, so that disconnect that you talked about is really important to get rid of that, and you can get rid of part of that with wireless and part of it with low latency. So, if we get the headsets a little smaller and we get more content I think we'll start to get a better vision of what's happening there. I also think we're starting to see these things come into the enterprise. You know, the enterprises are really taking 5G seriously. They're looking at doing things like their own private 5G networks in things like manufacturing and robotics, for example. >> Right, right, yeah, the private 5G, interesting, in a lot of conversation, too, about doing it for the first responders to have their own dedicated network, but one of the topics I thought interesting was the commitment to software and the commitment to opensource, and we've kind of seen the rise of the telcos and OpenStack. >> Yeah. >> We've been covering OpenStack, I think since 2013, and you could see with each and every passing year that the telco presence within the OpenStack community just increased and it really seemed to find a home, and here they dedicated a whole keynote session to AT&T's embracing of opensource. >> Yeah, opensource is actually interesting because I think it's counterintuitive to think that a large enterprise customer like AT&T would go so deep into opensource, but when you really think of it, if you want to be innovative and you want to run at, you know, what we now consider cloud speed-- >> Right. >> Digital native speed, then you need to have that concept of opensource and open APIs to build on top of so that really what you're focusing on is the part of your business that differentiates you, not on building the whole stack. So, the days of building, like, your whole stack from scratch are over, and opensource is really important, and what I found really interesting about that was the takeaway that so many companies, even competitors of each other, had all thrown in on this concept of this opensource technology so that they could basically bootstrap their innovation. >> Right, the other kind of theme that kind of came up, which I found really interesting, is if you've ever seen Jeff Bezos speak on his investment in Blue Origin. >> Yeah. >> He talks very specifically that he wants to put a platform in play-- >> Mm-hm. >> Leveraging the winnings that he's gotten from Amazon to enable future entrepreneurs to have an infrastructure in which they can build cool applications-- >> Absolutely. >> In this case for space. We heard the same message here within this kind of 5G, that the concept of, you know, kind of infinite compute, infinite bandwidth-- >> Right. >> And infinite storage asymptotically approaching zero, what applications would you build in that world, and really this constant conversation of experience, whether that be a business experience, a consumer experience-- >> Yeah. >> A first responder experience, is really what's behind kind of the excitement on this 5G conversation. >> I think there was always a disconnect of when you get data, and how quickly you can analyze that data and get it back to somebody to do something meaningful, so this whole experience is about even if you are not holding a 5G handset or some 5G thing in your hand or elsewhere, what that will do is because they've built the 5G infrastructure you get the opportunity to make 4G better for everybody. So, I think people think, "Oh, I've got to wait for 5G." It's like, "No, you're going to see the benefits "of 5G long before everybody's ubiquitously deployed, "long before everybody has 5G devices." >> Right. >> Things are just going to work better, and you can get that data faster and new experiences faster, so I'm excited for it. >> Right, and then the other piece that we hear over and over, right, is AI and machine learning, and again-- >> Absolutely, mm-hm. >> It's not AI and machine learning just for the sake of AI and machine learning. It's baked into all these other applications to make them all work better, and again, that's another big thing that we hear here at the keynotes. >> Yeah, I think the AI and machine learning is interesting because we've had it for a long time, but now everybody has access to it, right? We've got cloud services that give you algorithms, we've got massive compute, and now we've got the ability to take all the data from IoT sensors and other things and get it back to either a centralized place, or to do edge compute on it, which I think is really exciting. >> Right, so just to wrap, get your kind of your final impressions on kind of the show-- >> Yeah. >> And again, you said you'd been here for all the Gs, (laughs) so is a 5G, is this a big difference from our prior step functions? >> I think it is because of that latency that we talked about and the ability to do much more real-time, data intensive apps. So, you've always had this concept of moving to more data, but it had lower latency, it might've had a higher cost. Now we're getting that right kind of combination of cost, bandwidth, real-time nature, so I think every G gets better and 5G is just better than 4G, but in different ways, so-- >> All right, well Maribel, thanks again for stopping by, and also for helping us out guest hosting a few segments. >> Thank you. >> All right, (chuckles) she's Maribel, I'm Jeff, you're watching theCUBE. We're at AT&T Spark in San Francisco, thanks for watching. (techy music)

>> Live from Washington DC, it's theCUBE. Covering AWS Public Sector Summit 2018. Brought to you by Amazon Web Services and its ecosystem partners. >> Hello everyone, welcome back. It's theCUBE's exclusive coverage. We're here in Washington, D.C. for live coverage of theCUBE here at Amazon Web Services, AWS Public Sector Summit. This is the re-invent for the global public sector. Technically they do a summit but it's really more of a very focused celebration and informational sessions with customers from Amazon Web Services, GovCloud, and also international, except China, different world. John Furrier, Dave Vellante here for our third year covering AWS Public Sector Summit and again our next guest is Max Peterson, the Vice President of International Sales Worldwide for public sector data, Max, good to see you, thanks for coming back. >> It's good to see you again, John, thank you. >> So, we saw you at dinner last night, great VIP Teresa Carlson dinner last night, it's a who's who in Washington, D.C., but also international global public sector. >> Absolutely. >> And so, I want to get your thoughts on this, because AWS is not just in D.C. for GovCloud, there's a global framework here. What's goin' on, what's your take on how this cloud is disrupting the digital nations, and obviously here at home in D.C.? >> Well, John, so first of all, I love your description of this as a celebration, because really that's one of the things that we do, is we celebrate customer success, and so when you look at AWS around the world, we've got customers that are delivering solutions for citizens, new solutions for healthcare, a great solution to education all around the world. In Europe, we serve all those customers from London, Ireland, Germany, Frankfurt, Paris, all open regions, and we're bringing two new regions that we've announced, in the Middle East, which is an exciting part of the Europe, Middle East, and Africa business, and then also up in the Nordics, with Sweden. >> Yeah, so I want to ask you about EMEA, Europe, Middle East and Africa, it's the acronym for essentially international. Huge growth, obviously Europe is a mature set of countries, and it has its own set of issues, but in the Middle East and outside of Europe there's a huge growing middle class of digital culture. >> Yes. >> You're seeing everything from cryptocurrency booming, blockchain, you're seeing kind of the financial industries changing, obviously mobile impact, you got a new revolution going on with digital. You guys have to kind of thread the needle on that. What are you guys doing to support those regions? Obviously, you got to invest, got GDP always in the headlines >> Right. >> Recently, that's Europe's issue, and globally, but you got Europe, and you got outside of Europe. Two different growth strategies, how is AWS investing, what are some of the things you guys are doing? >> Sure, let me try and get all of those questions >> (laughs) Just start them one at a time >> That was very good, yeah. So, let's do the invest and grow piece. Digital skills are critical, and that's one of the challenges with the overall digital transformation, and, by the way, that's not just EMEA, that's all around the world, right? Including the U.S., and so we're doing a lot of things to try to address the digital skills requirement, a program that we've got called AWS Educate just yesterday announced the Cloud Academy Course. So, career colleges, technical colleges will be able to teach a two-year course specifically on cloud, right? For traditional university education, we provide this thing called AWS Educate. We, in the UK, we started a program over 18 months ago called Restart, where we focus on military leavers, spouses, and disadvantaged youth through the prince's trust, and we're training a thousand people a year on AWS cloud computing and digital skills. Taking them, in this case, out of military, or from less advantaged backgrounds and bringin' 'em into tech. And then, finally in April of this year, at our Brussels public sector summit, a celebration of customers in EMEA, we announced that we're going to be training 100,000 people across Europe, Middle East and Africa, with a combination of all of these programs, so skills is absolutely top in terms of getting people on to the cloud, right, and having them be digitally savvy, but the other part that you talked about is really the generational and cultural changes. People expect service when they touch a button on the phone. And that's not how most governments work, it's not how a lot of educational institutions work, and so we're helping them. And so, literally now, across the region, we've got governments that are delivering online citizen services at the touch of a button. Big organizations, like the UK Home Office, like the Department for Wealth and Pensions, like the Ministry of Justice. And then, I think the other thing that you asked about was GDPR. >> Yeah. (laughs) >> Am I covering all the bases? >> You're doing good Max. >> You keep it rollin'. >> You're a clipping machine, here. >> So, GDPR might be thought of as a European phenomenon, but my personal opinion is that's going to set the direction for personal data privacy around the world, and we're seeing the implementation happen in Europe, but we're seeing also customers in the Middle East, in Asia, down in Latin America going, "Hey, that's a good example." And I think you'll see people adopt it, much like people have adopted the NIST definition of cloud computing. Why re-invent it? If there's something that's good, let's adopt it and go, and Amazon understood that that was coming, although some people act like it's a surprise. >> Yeah. >> Did your e-mail box get flooded with e-mail? >> Oh, Gosh. >> God, tons Well the day >> Day before. >> Yes! >> (laughs) >> Yes, day before! Acting like this was, like a surprise. It started two years before, so Amazon actually started our planning so that when the day arrived for it to be effective, AWS services were GDPR compliant so that customers could build GDPR compliant solutions on top of the cloud. >> So, I mean generally I know there's a lot of detail there, but what does that mean, GDPR compliant? 'Cause I like having my data in the cloud with GDPR, 'cause I can push a lot of the compliance onto my cloud provider, so what does that really mean, Max? >> Yeah, well fundamentally, GDPR gives people control of their information. An example is the right to be forgotten, right? Many companies, good companies were already doing that. This makes it a requirement across the entire EU, right? And so, what it means to be compliant is that companies, governments, people need to have a data architecture. They really have to understand where their data is, what information they're collecting, and they have to make the systems follow the rules for privacy protection. >> So how does AWS specifically help me as a customer? >> Right, so our customers around Europe, in fact, around the world build their solutions on top of Amazon. The Amazon services do things that are required by GDPR like encryption, alright? And so, you're supposed to encrypt and protect private data. In Amazon, all you do is click a button, and no matter where you store it, it's encrypted and protected. So a lot of organizations struggled to implement some of these basic protections. Amazon's done it forever, and under GDPR, we've organized those so that all of our services act the same. >> Max, this brings up security questions, 'cause, you know obviously we hear a lot of people use the cloud, as an example, for getting things stood up quickly, >> Yep. >> Whether it's an application in the past, and then say a data warehouse, you got redshifts, and kinesis, and at one point was the fastest growing service, as Andy Jassy said, now that's been replaced by a bunch of other stuff. You got SageMaker around the corner, >> SageMaker's awesome. >> So you got that ability, but also data is not just a data warehouse question. It's really a central value proposition, whether you're talking about in the cloud or IOT, so data becomes the center of the value proposition. How are you guys ensuring security? What are some of the conversations, because it certainly differs on a country by country basis. You got multiple regions developing, established and developing new ones for AWS. How do you look at that? How do you talk to customers and say, "Okay, here's our strategy, and here's what we're doing to secure your data, here's how you can go faster (laughs), keep innovating, because you know they don't want to go slower, because it's complicated. To do a GDPR overhaul, for some customers, is a huge task. How do you guys make it faster, while securing the data? >> Yeah, so first of all, your observation about data, having gravity, is absolutely true. What we've struggled with, with government customers, with healthcare and commercial enterprise, is people have their data locked up in little silos. So the first thing that people are doing on the cloud, is they're taking all that and putting it into a data warehouse, a data repository. Last night we heard from NASA, and from Blue Origin about the explosion in data, and in fact, what they said, and we believe, is that you're going to start bringing your compute to the data because the amount of information that you've got, when you've got billions of sensors, IOT, billions of these devices that are sending information or receiving information, you have to have a cloud strategy to store all that information. And then secondly, you have to have a cloud compute strategy to actually make use of that information. You can't download it anymore. If you're going to operate in real time, you've got to run that machine learning, right, in real time, against the data that's coming in, and then you've got to be able to provide the information back to an application or to people that makes use of it. So you just can't do it in-house anymore. >> You mentioned the talk last night as part of the Earth and Science Program, which you guys did, which by the way, I thought was fabulous. For the folks watching, they had a special inaugural event, before this event around earth and space, Blue Origin was there, Jet Propulsion Lab, much of the NASA guys, a lot of customers. But the interesting thing he said also, was is that they look at the data as a key part, and then he called himself a CTO, Chief Toy Officer. And he goes, "you got to play with the toys before they become too old," but that was a methodology that he was talking about how they get involved in using the tooling. Tooling becomes super important. You guys have a set of services, AWS, Amazon Web Services, which essentially are tools. >> Yeah. >> Collectively tools, you know global, you end up generalizing it, but this is important because now you can mix and match. Talk about how that's changed the customer mindset and how they roll out technology because they got to play, they got to experiment, as Andy Jassy would say, but also, also put the tools into production. How is it changing the face of your customer base? >> Sure, well, one of the things that customers love, is the selection of tools, but one of the most important things we actually do with customers, is help them to solve their problems. We have a professional service organization, we have what we call Envision Engineering, which is a specialized team that goes in and develops prototypes with customers, so that they understand how they can use these different tools to actually get their work done. One quick example: in the UK, the NHS had to implement a new program for people calling in to understand health benefits. And they could've done this in a very traditional fashion, it would've taken months and months to set up the call center and get everything rolling. Fortunately, they worked with one of our partners, and they understood that they could use new speech and language processing tools like Lex, and Amazon's in-the-cloud call center tools, like Connect. In two weeks, they were able to develop the application that handled 42% of the inbound call volume entirely automated, with speech and text processing, so that the other 52% could go to live operators where they had a more complex problem. That was prototyped in two weeks, it was implemented in three more weeks, a total of five weeks from concept to operation of a call center receiving thousands and thousands of inbound calls on the cloud. >> Max, can you paint a picture of the EMEA customer base, how it sort of compares to the US, the profile? I mean, obviously here, in the United States, you got a healthy mix of customers. You got startups, you're announcing enterprises, you got IOT use cases. I imagine a lot of diversity in EMEA, but how does it compare with the US, how would you describe it? Paint a picture for us. >> Yeah sure, candidly, we see the same exact patterns all around the world. Customers are in different stages of readiness, but across Europe, we have central governments that are bringing online, mission systems to the cloud. I mentioned Home Office, I mentioned DWP, I mentioned Her Majesty Revenue and Customs, HMRC. They're bringing real mission systems to the cloud now because they laid the right foundations, right? They've got a cloud native policy, and that's what directs government, that says stop building legacy systems and start building for the future by using the cloud. Educational institutions across the board are using AWS. Science and research, like the European Space Agency is using AWS, so we see, really, just the same pattern going on. Some areas of the world are newer to the cloud, so in the Middle East, we're seeing that sort of startup phase, where startup companies are gettin' onto the cloud. Some of 'em are very big. Careem is a billion dollar startup running on AWS, right. But we're helping startups just do the basics on the cloud. In Bahrain, which is a small country in the Middle East, they realized the transformative opportunity with cloud computing, and they decided to take the lead. They worked with AWS, they produced a national cloud policy, their CIO said we will move to the cloud, and that's key. Leadership is absolutely key. And then they put in place a framework, and they very systematically identified those applications that were ready, and they moved those first. Then they tackled the ones that weren't quite ready, and they moved those. They moved 450 applications in a matter of three months, to the cloud, but it was by having a focused program, top-level leadership, the right policy, and then we provided technical resources to help them do it. >> Max, I want to get one last question before the time comes up, but I want to put you on the spot here. >> Oh good. >> In the United States, Amazon Web Services public sector has really kind of changed the game. You saw the CIA deal that you guys did years ago, the Department of Defense is all in the news, obviously it's changing the ecosystem. How is that dynamic happening in Europe? You said the patterns are the same. Take a minute to just quickly describe, what's going on in the ecosystem? What's the partner profile look like? You've got a great partner ecosystem, and there are different partners. You mentioned Bahrain, Digital Nation, changing the game. You guys seem to attract kind of a new guard, a new kind of thinking, partners. What is the ecosystem partnerships look like for you guys, internationally, and is there the same dynamic going on that's happening in the US with the CIA, and DOD leaders around changing the narrative, changing the game, with technology? >> Sure, good questions. We wouldn't be able to deliver the solutions that we deliver to customers without our partner ecosystem. And sometimes, they're small, born in the cloud partners, the same sort of phenomenon that we have in the US. The example with the National Health Service was delivered by a expert consulting partner called Arcus Global, about a hundred person strong consulting organization that just knows cloud and makes it their business. And we see those throughout Europe, Middle East, and into Africa. We have our large global partners, Capgemini, Accenture, and then I think the other thing that's really important, is the regional partners. So what's happening is we're seeing those regional partners, partners like Everee, or Dee-Ecto, or SCC. We're seeing them now realize that their customers want to be agile, they want to be innovative, they want to be fast, and it doesn't hurt that they're going to save some money. And so we're seeing them change their business model, to adopt cloud computing, and that's the tipping point. When that middle, that trusted middle of partners, starts to adopt cloud and help the customers, that's when it really swings the other direction. >> It's great growth, and new growth brings new partners, new profiles, new brands, new names, and specialty is key. Max, thanks for coming on the CUBE. Really appreciate you taking the time. International, we're riding the wave of home sector with CUBE here in the US, soon we'll see you in some international summits. >> I'm looking forward, >> Alright. >> John, Dave, it was awesome to talk to you. >> Thanks Max. >> Alright, we are here live in Washington, D.C., for Amazon Web Services, AWS, Public Sector Summit 2018, we are in Washington, I'm John Furrier, Dave Vellante, and also Stu Miniman is here, the whole CUBE team is here, unpacking the phenomenon that is AWS, rocking the government and digital nations around the world. We're back with more, after this short break. (upbeat techno music)

>> From Washington D.C.. It CUBE conversations with John Furrier. >> Welcome to this special exclusive CUBE conversation I'm joined for a year. The heart of the Amazon Web Services headquarters in Arlington Virginia the heart of Washington D.C.. I'm here with Teresa Carlson who is the chief of the Amazon Web Services Public Sector team. >> Great to see you again welcome to Washington D.C. John. >> A lot of action, having the CUBE on the ground all day yesterday. We've got interviews all day this afternoon, really getting the top stories and the big story is the the cloud computing impact to government. You've been leading the team in the public sector worldwide for Amazon Web Services really had great success since the CIA deal four years ago, which was a watershed moment to this gestation period of Amazon filtrating into all the different systems of the government, and worldwide. Congratulations. >> Thank you. It's been a great seven and a half years. It's gone by so fast. I still feel like every day is day one. >> One of the things that I'm the most impressed with you, and I want to get your take on it is: you've been very passionate about the mission of the public sector from nonprofits, education, inclusion and diversity, Women in Tech-- a variety of things-- as almost a higher level mission. But Amazon has been a real enabler for the change as well. So what is your official role now at Amazon. It's now Global has been. How has it changed over the past few years. >> Well in the early days, even though when I started here anyhow I always agreed it was worldwide that what ended up happening was the fact that it went from really just focused focusing on the U.S. to actually focusing on worldwide because if we didn't really win business here in the U.S. it was going to be hard to win business worldwide. >> You were the most powerful women in Washington D.C. as voted recently one of the magazine's. You've been doing great work here in D.C., but also globally. But one of the things that you're doing I want to explore with you is you're changing the game not just with technology and government, but in society entrepreneurship that you're enabling. You've kind of cracked the code on this formula with the work with Amazon where there's now the silos are being broken down and the blurring lines between the different sectors are all cross pollinating we're seeing that with entrepreneurship, nonprofits, education; what's going on there what's your view on this? >> Well when you're really going to drive change globally and when you're doing such a transformational change and shift with technology you can't just look at it as a shift of technology. It's got to be a shift to the sectors of what's happening. And also you can't just educate one group you have to go in and educate the society and have real societal change. Everything from ensuring that the community colleges have the right kind of programs for computer science that K through 12 that they have access, because if you miss one group you're going to miss a whole generation of something. >> The realities are there's millions of jobs worldwide that are needed for cloud computing and a variety of roles including new ones for AI and machine learning which we almost have no know individuals that are as qualified as we want them. So to drive real change you have to start at the policy level and ensure policy makers and regulators around the world are aware of what they need to put in place, so that these tools and technologies are enabled that they're promoting and budgeting for things like educational programs and they're very focused on not just old-tech companies but actual new-tech companies that are driving forward to start apps entrepreneurs and social engineers I'll call them. And that's really where we are trying to drive toward social change or societal change starting at the policy in going all the way down to education on diversity issues around the world. >> One of the things that you guys have done here in Washington has been as successful as you've done the hard work you put the time in. You paid your dues. Did the the brute force work you need to do with security and cloud. Now it's up and running is successful. Now you have a elevated responsibility with the cloud to enable wealth creation value creation change in society. So you're steward of a change agent at the same time you have to create value across those sectors. What does that responsibility mean to you and how are you leaving the team to continue to up the bar on the innovation in that area? >> Well it does mean a lot to me and it is super important because if you again get one element wrong it's almost like you misstep something. So we are we are like my entire team is really gritty, like we every day. We're sort of challenging each other. Do we have it right? The whole concept of the ability to dive and really understand your customers and what they need to do. That example of that would be is we really have sort of a model we developed as a team for going in and creating digital innovation or digital footprints for countries. So if you think about this if you walk into a country and they have zero idea how to become a digital nation you have to through her influence and your experience really educate them on what are the elements and again that goes through everything through. How did they set up policies. How do they have acquisition vehicles. How are their regulators working everything through the financial regulators telecommunication providers through the educational systems of how you operate within. Not only that but the entrepreneurs. How do they actually set up a group teach and train them. Sometimes in societies that really have not had zero training in entrepreneurship. You know you think about the United States I could call you up and say hey I have a question about something I'm doing in media. Can you like give me some suggestions. You would help me if you go to countries like that. They don't have the same network. We even have here. So really establishing helping them establish what is their blueprint. >> And I will tell you it's working. And the reason I think it's worth working is because we go in very humbly, we begin to we're very patient, we have a long term view and what we're doing and we really demonstrate for them and not just demonstrate that help them ensure that they're getting there and that's the customer obsession side of us. >> And the old way the old competitive landscape used to be a price on our product performance is the best. Therefore you should buy it right and make as much money as possible and provide some customer support and some maintenance. Okay. Now you guys have hit the form. That's just one element of a successful formula. Mission driven but also ecosystem and community. >> That's right. >> Talk about the dynamic between those three things having the mission the right price performance and also community and how is that formula work for you guys and how do you make that successful. > Yeah well so here's the really interesting fact: when we decide to go in and build in the region we can. The realities are we could go anywhere in the world and build region but will that region be successful. And there's many elements to that being a success. And one of the things as an example is price. So in order to have a region that is priced in in a manner that individuals can buy for cloud computing you've got to ensure that the elements that you need to build that region are in place. So you've got to think about things like utilities, power, water, land, networking, telecommunications, and then education, are the people there that can actually respond and take the jobs that are required. So you have to look at each and every element and go in and really make those changes. And an example that I'll share is telecommunication providers around the world were the most advanced in the world in the United States in telecommunications. But if you go to other parts of the world there's a there's a monopoly or duopoly and their prices are generally outrageous. And for a company like ours of course we're a big networking company and if you go in and if a customer pays a hundred percent more than they would pay in a region that was right next door they're probably not going to want to use that cloud. So when I say that we're going in and driving real change we really feel like it's our obligation to go in and ensure that we put all the pieces and parts in place with that country and those officials to ensure that they understand. And then that added element if we're going to do that to telecommunications provider that may be part of their revenues for government or it's all they know then we need to teach them how they set up new business models because there are fantastic business models for telecommunication providers with cloud computing managed service offerings they can do a lot more mobility, gaming there's so much stuff that many of them have been so used to an old business model. We really have to help them transform in order for that entire community and region to be successful. >> Would it be safe to say that you guys are enabling value creation and that you guys are allowing others to take advantage of that it's not just your profit you're enabling them to profit and or how they see that it could be for social good but also could be for making more money? You can't lose by helping people make more money or to achieve their objective. >> We love that. Will that any if you think about Amazon Web Services, our you know where we started was with startups and entrepreneurs the ones that led us first were the developers and engineers right. They came in and they start using AWS and then those developers and engineers turned into small companies and start ups and large companies and so we really have a soft spot for entrepreneurs and startups. So you know we talk about all the time in all parts of our business that we really need to be focused on those young entrepreneurs that are creating value in wealth. And if you do that you really see you want to change it even if you can back to the United States, you're starting to see in small communities. I'm from Kentucky we have agri-entrepreneurs. We have individuals that are looking at new farming techniques. They're taking health care startups in Kentucky. I mean it's great because you don't need to be in Silicon Valley anymore to have a startup and do really great work. >> You're a disruptive enabler you're changing your force of nature. You're one of the most powerful people in Washington. You're from a small town where this make you feel. I mean sometimes you pinch yourself. >> I'm very humbled. I'm super humbled. I know my parents were both teachers my dad was a high school basketball coach love coaching I'm a huge Kentucky basketball fan but you know humble I feel blessed every day that I get to do this role and that I've been able to work for such an amazing company who believes in this because you know Andy Jassy and myself always said, from day one the first day I met him, I was like wow he is gonna be such a champion of this because we talked about paving the way for disruptive innovation and making the world a better place and in order to do that there's multiple aspects of those things. And again the technology is that is that bridge builder. It really helps take the divided and pull it together but it's got to be all these other elements that really make it work completely. >> With this power you have in, and you're too humble to say that, but that that's true comes great responsibility. How are you using this opportunity to go to the next level at a higher level not just help them as other achieve their business objectives within D.C. you do involve them some things. What's your mission on that level. You go to a higher level. What is that and what are you doing with this opportunity that you have. >> Well it's really about helping drive social entrepreneurship. And then I would say the second one is diversity and ensuring that we are really getting more women in tech and a more diverse work environment for tech. And I'll just start on the social entrepreneurship side. It really interacts nicely with all of our goals. The thing that's really change about social entrepreneurship in the early days people thought of that just as a not for profit come of it. People were like that's not so cool. Well today social entrepreneurship is cool. Many young men and women if you talk to them they want to be involved in something they want like many but they want to be involved in something that's really doing good things. And we've sort of again been able to bridge how we're doing things that eight of us through social entrepreneurship. So an example we talked about Bahrain a little bit we have a scale in Bahrain where we take these groups in that we have also one here in Washington D.C. at the U.S. Institute of Peace for Peace tech which we're looking at technologies that helped push down correction and improve peace around the world. And then we have Halcyon House which we support and Halcyon is just as beautiful Georgetown has such a lovely place that Dr Satsha Kuno started where, we support but it's all social entrepreneurs that live there for five and residency and their health. Thirty seven the most amazing are in Washington become social entrepreneurs and they have technology enablement legal enable a venture capital access and that's good. >> And then the last one that we've done is called Cal Polytech we're with the president there President Armstrong he's another gentleman from Kentucky. We started there he left what we were doing and he said I want to go all in on that. Yes. And I want to start in innovations in hardware right here on campus where we can bring our talented students. We can also merge with community and Sabriel government issues. So they're they're doing areas of justice and public safety. They're looking at health care issues. They're looking at their looking and also child exploitation issues and they're bringing all those things together to try to solve real problems. And we're helping. So it's really How about the women in tech. You're involved in. So you are women tech leader again most powerful women DC powerful people in DC. >> Well women in tech is such an important issue because again we're a fairly significant part of the population and pretty underrepresented in tech. And one of the things that we've done we started a program at AWS yes called we power tech where it's really about diversity and overall but we go out into communities we work with the schools. We have coding days on campuses. We have started in clubs. We have empowerment days where we teach women how to you, how do you interview. How do you understand the roles in tech. We do serve early. What is Cloud and how do you get involved with cloud and you would talk about other jobs. You know I've had this conversation before about tech is great in the coding part but also there's so many other jobs in tech like and to finance its operations its sales you know PR marketing and your you have to be pretty talented in tech to do any of that. It's not again I'll say for the faint heart. So we are making progress but we still have a long way to go and take a superfund. >> What's your secret of success. >> I think I learned very early on how to operate in a very diverse world. My dad was a basketball coach during my time growing and I had a lot of young men basketball players our home. We were always kicking and I had to stand toe to toe with them all the time in every aspect. I could not you know I just really I was like you know I'm going to win this argument. So the court and >> >> I don't want delays for sure but I really once I guess once I set my mind to something I really believe in it. There's passion in me. I just keep going. I don't know. That is not the right answer. How do we get there blockers are just something that can be removed in my mind and I think Amazon is the kind of culture that you know obviously the way the whole company has been created and how it's driven nothing has gotten in the way. You just sort of learn from those things and if you if you say every day we may not have gotten to where we want to be today but we learned from that from the failure that we had today in that experience and you take that in each day you sort of evolve until OK. Now we learn from that suggest and I and the other thing I tell my team because we're said to Yang Campany you don't really know what you know so don't get tied to the ways that you're doing things because we need to adjust very quickly. So I so I try to promote a an environment where we don't we've made progress. We don't know the right answer every day and we need to constantly be looking at do we get that right and how do we adjust so you know getting that agility in your business has a lot of the hiring that we do today. There's so many that we bring in that are from sort of an old school mindset because these companies did not grow as fast as we're grown and we are in a hyper growth mode. And when you're in a hyper growth mode you have to constantly look for leaders that can scale. And so that's the other sort of thing. >> So the place that can you hang with it. I've seen people you know where they sort of hit a wall and they come back but you really have to constantly say you know this is strapon. You're probably not going to have the same experience ever again. >> Here's some oxygen for some people that are not really oriented so culturally you feel that you're a good fit for Amazon given your personality. That's a key and >> I love it. I mean I love it because of the pace I love it because it change we're driving and the other thing after years of working in tech it's so fun to see your customers be successful. I mean I can't that high seeing customers actually drive results in young entrepreneurs be able to create a company. I had a young girl in Brazil I was in Brazil at the embassy and we had a we had a actually a women's panel and she Saanich like 23 years old and we got to talking and she said I just she said I created my first gaming video at 16 and sold it at 18 percent millions and she was like in her third company. She said all built on a yes. And that is like so cool. >> Like those stories you're just like wow and wouldn't be possible if you went through the old gatekeeper's other ways. >> Well I mean you know I was part of all that. I mean you spent so much of your many on just building out the tech the servers and you know in the early days entrepreneurs. >> So in each of their early capital on that. And now I think that's why you know private equity and venture pathless we are involved with them so much because they see the value that cloud computing can have in their portfolio as trying to value their image. And then the entrepreneurs you'll see seven they'll have to have Mini's going at once you know what it's like it's a good thing because that cost of creating a business is a lot less they can focus on their real talent not just buying servers and stacking them. >> Final question for you talk about the impact that you've had with either the U.S. public sector here in town your event that you started the public sector summit early days conference room in a hotel ballroom or hotel where she was at the major convergence center. It's looks like reinvent. So you had an impact. And this year probably going to be bigger. That is an indicator that something is going right there. >> Well I'm very proud of my team for helping us build this thing out that it was early days. I do think we I say up until this thing we had maybe 50 50 people. And I think last year we had about eight or nine thousand and growing and it is likely that we'll reinvent we have in over a two day period will be June 20th and 21st this year. Please can we have you back. We will be there. But we're doing something a little bit unique this year we're going to have a Space Day on the 19th. And what you know obviously eight of us Amazon we really like space has a leg like you know the cars. Yeah like SpaceX blew out like a comfortable space safe space in the clouds and way beyond that. >> And this is a really interesting area because you know space I remember as a young girl you know sing sing you know the first whole videos of walking on the moon and it makes you feel so good. You know that science and technology emerging that there's a lot of that that needs to be updated and modernized now. And we work with a lot of partners now you know like Lockheed Martin and Raytheon groups that are building tools Blue Origin Space X Nassa Air Force has been a huge robotic surgery of robotics and software involved in machine learning. I mean you think about ground stations and if you think about ground and satellite stations a lot of that is very outdated technology and that's where cloud computing and the new tools that you know that we are driving in our age on machine learning space are really going to help as well as that storage and compete and do more things at the edge with that. So so that's going to be a really fun day and we're going to have folks from all of them helping the public and the public. So it's like a precursor day to our two hour meeting and then all our public sector many re reinvent. So we're we're really excited about that. And it's something new we're going to try this year and see what kind of momentum that we want to add that we have a lot of requests with. Let's just do it. >> What's your goals. Next couple of months. See you at Public Sector Summit your event in June. Q I'll be there. What's what's on your radar. I'll have. >> A big agenda for global traveling. I'm going to be in Australia Singapore Argentina. I've got a couple of trips to Canada. I'm going to be doing very shortly here in London. I'm going to be doing a girls and tech conference and I have went out to San Francisco for the keynoting that so I have a big agenda this year of travel so get myself all geared up for my year on the road. But it's going to be fun. We have a lot of great things going on this year worldwide public sector. >> Congratulations on your success. Thanks for spending that time. Thank you Don. It's good conversation here in Washington D.C. We're in Arlington Virginia. Amazon Web Services headquarters here in Washington. Thanks for watching.

(techno music) >> (Narrator) Live from Washington, DC. It's Cube conversations with John Furrier. (techno music) >> Hello and welcome to the special exclusive Cube Conversations here in Washington, DC. I'm John Furrier host of the Cube. Here at Amazon Web Services Headquarter World Headquarters for Public Sector Summit in Arlington, Virginia. Our special guest is Tricia Davis-Muffett, who is the Director of Marketing for Worldwide Amazon Web Services. Thanks for joining me. >> Yep. >> So we see each other and reinvent Public Sector Summit, but you're always running around. You got so many things going on. >> I am. >> Big responsibility here. (Tricia laughs) >> You guys are running hard and you have great culture, Teresa's team. Competitive, like to have fun. Don't like to lose. (Tricia laughs) >> What's it like being a marketer for the fastest growing hottest product in Washington, DC and around the world? >> Yeah. I mean it's really been amazing. When I came here, I kind of took a leap of faith on the company because it's four and a half years ago that I came. I literally accepted the job before we had even gotten our first fed ramp approval. So it wasn't entirely sure that this was going be the place to go to for technology for the government, but I really loved the way that we were helping the government innovate and save money of course. I think most of us who are in Public Sector have a passion for citizens, and for making government better and so that's really what I saw in Teresa and her team that they had such a passion to do that and that the technology was going to help the government really improve the lives of citizens. It's been great. One of the things that's been amazing is the passion that our customers have for our technology. I think they get a little taste of it and they go "Wow, I can't believe what I can do "that I thought was impossible before." And so I love seeing what our customers do with the technology. >> It's something people would think might be easy to be a marketer for Amazon, but if you think about it, you have so much speed in your business. You have a cult of personality in the Cloud addiction, or Cloud value. In addition to the outcomes that are happening. >> Uh huh. >> We're a customer and one kind of knows that's pretty biased on it. We've seen the success ourselves, but you guys have a community. Everywhere you go, you're seeing Amazon as they take more territory down. Public Cloud originally, and now Enterprise, and Public Cloud, Public Sector Enterprise, Public Cloud. Each kind of wave of territory that Amazon goes in to Amazon Web Services, is a huge community. >> Yeah. >> And so that's another element. I mean Public Sector Summit last year it felt like Reinvent. So this years going to be bigger. >> Yeah. We had 65 hundred plus people attend last year, just in the Washington DC area and we've also expanded that program now and we are taking our Public Sector Summit specifically for government education non-profit around the world. So this year we will be in Brussels, and Camber, Australia. We have great adoption in Australia as well with the government there. In Singapore, Ottawa. So we're really expanding quite a bit and helping governments around the world to adopt. >> So if that's a challenge, how are you going to handle that because you guys have always been kind of with Summits. Do you coattail Summits? Do you go separate? >> No. We go separate. We actually have the Public Sector Summits we take the experience of our technology to government towns that wouldn't typically get a Summit. So for instance here in the United States of course, San Francisco and New York there's a lot of commercial businesses. We have our big Summits there, but there's not as much commercial business here in Washington DC, so really Public Sector takes the lead here. And then we focus on some of the things that really are most important to our Public Sector customers. Things like, procurement and acquisition. Things like the security and compliance that's so critical in the government sector. And then also, we do a really careful job of curating our customers, because we know that our government customers want to hear from each other. They want to hear from people who are blazing a trail within the Public Sector. They don't necessarily want to hear about what we want to say. They want to hear what their peers are doing with the technology. So last year, we had over a hundred of our Public Sector customers speaking to each other about what they were doing with the Cloud. >> And I find that's impressive. I actually commented on the Cube that week that it's interesting you let the customers do the talking. I mean, that's the best ultimate sign of success and traction. >> Yeah. And the great thing is, you know I've worked in other places in the Public Sector and government customers can be kind of shy about talking about what they're doing. You know, there are very motivated to just keep things going calmly, quietly, you know get their jobs done. But I think... >> Well, it doesn't hurt when you have the top guy at the CIA say, "Best decision we've ever made." "It's the most innovative thing we've ever done." I mean talk about being shy. >> Yeah. >> That's the CIA, by the way. That's the CIA. And we've also had, people like NASA JPL who've been very outspoken. Tom Soderstrom said that it was conservatively 1/100th of the cost of what it would have been if he had built out the infrastructure himself to build the infrastructure for his Mars landing. I mean that kind of... >> It just keeps giving. You lower prices. Okay I got to change gears, because a couple things that I've observed to every Reinvent, as being a customer and I think I've used Amazon I first came out as an entrepreneur. (inaudible) had no URL support, but that's showing my age. (Tricia laughs) But, here's the thing, you guys have enabled customers to solve problems that they couldn't solve in the past. >> (Tricia) Right. >> You mentioned NASA and then a variety of other (inaudible). But you guys are also in Public Sectors specifically are doing new things. New problems that no ones ever seen before. And society, entrepreneurship, diversity inclusion, education, non-profits. You don't think of Gov Cloud and Public Sector; you think non-profits, education. So it's kind of these sectors that are coming together. This is a new phenomenon. Can you talk and explain the dynamic behind that and the opportunity? >> Sure. I love to hear the stories of what our customers are doing when they really are tackling a problem that no one had thought of before. So for instance, at Reinvent this year, one of our Public Sector customers who spoke was Thorne. And they are using AI to crawl the dark web and help find people who are trafficking children in human trafficking, and that's a great use of AI and that's the kind of thing. It also helps our public servants because it helps to make police officers' jobs more effective. So of course we know that police officers, there are never enough police officers to go around. There's never enough detectives to look into everything that they need to and this makes them so much more effective to make the world a safer, better place. I also love some of the things about educational outcomes. Ivy Tech Community College is one of our great community college customers. And their using big data analysis to put together all of the different data sets that they have about their students and identify who might be at risk of failing a class 10 days into the semester so that they can help intervene with those students. >> Where was that class when I needed it? >> I know. >> Popup and say, "Hey homework time." >> I mean it really is looking at what kind of issues that they're having very early on with attendance, with different behavioral things. >> A great example at Reinvent with the California Community College system. That was a very interesting way. He was up there bragging like it was nobody's business. >> Yeah, and I think the community colleges that really goes into this idea of we're trying to expand opportunity for a wide-range of people. You might think of computer scientists as that's going to be all the Carnegie Mellon and Stanford and MIT people. And of course those are great contributors to computer science, but the fact is that computer science is so critical in so many aspects of life and in so many different kinds of careers. We know that one of the limiters to our own growth is going to be the talent that we have available to take advantage of the technology. We've been really working hard to expand opportunity for a wide-range of people, so that any smart person with an idea, can be using our technology, that's part of what's behind building the AWS Educate Program, which is a program to offer free computer science training to any university student or college student anywhere in the world. >> So it's a program you guys are doing? >> (Tricia) This is a program we are doing, >> What's it called again? >> AWS Educate. And it's a program that offers free credits to use AWS to any student who is enrolled in any kind of university or college anywhere around the world. >> That's a gateway drug to Cloud computing. >> Absolutely. >> Free resources. >> Yeah, and we're giving them a training path so that they can... >> So they want to write some code, or whatever they want to do. >> Yeah, and they can take different paths and learn. Okay, I want to learn a data science pathway, so I'm going to go that way. I want to learn a websites pathway. And they can go through things and build a portfolio of projects that they've actually built. >> So can they tap into some of the AWS AI tools too? >> They can tap into a wide range of tools and they have different levels of tiers of credits that they get, so it's a really great program to really open up Cloud computing. >> Now is there any limitations on that? What grade levels, is it college and above? >> Actually at Reinvent we just opened it up to students 14 and above. >> (John) Beautiful. That's awesome. >> And we also have a program called... >> How do they prove they're a student? >> Having a school, an EDU email address, or their school being registered through the program. >> (John) Okay, that's awesome. >> And then we also have another program called We Power Tech, and that really is a program to help open up the talent pool again to women to underserved communities, to people of different ethnic backgrounds who might not see themselves in technology because they don't see themselves as computer programmers on TV or whatever. >> Or they don't see their peer group in there, or some sort of might be an inclusion issue. >> Right and we're looking at if you take educate and We Power Tech, we're looking at that full pipeline of talent all the way from kids who are deciding should I pursue computer science or not, all the way through to professionals and getting them to try to stay in technology. >> So you guys are legit on this. You're not going to just check the box and focus on narrow things. A lot of companies do that, where they go oh we're targeting young girls or women. You guys are looking at the spectrum broader. >> Yep. And we're really looking at different communities and helping people to find their community in technology so that they can find supportive networks and also find people to mentor them or find people to mentor who are elsewhere. >> How big of a problem is it right now in today's culture and in the online culture to find peers and friends to do work like this? Because it just doesn't seem to me like there's been any innovation in online message groups. Seems like so 30 years ago. (Tricia laughs) >> Yeah. I think it is tough and I think there are somethings that we're trying to break through. For instance, a lot of the role models out there are the same people over and over again. We're trying to find new role models. And we find that through our customers. We find customers who are doing interesting work and we're trying to cultivate their voice and help put them on stage. >> New voices because it's new things. Machine learning, these are new disciplines. Data science across the board. >> Yeah, and one of the things that I love about the technology is it really is has democratizing affect. If you have an idea, you can make that idea happen for very little money, with just your ingenuity and your ability to stick to it. >> I got to ask you the hard question. Shouldn't be hard for you, but Amazon is gritty. It's been called gritty by me, hustling, but they're very good with their money. They don't really waste a lot in marketing. >> Yeah we're frugal. >> Very frugal, but you're very efficient, so I got to ask your favorite gorilla marketing technique. Cause you guys do more with less. >> (Tricia) We do. >> Once been criticized in Wired magazine. I remember reading years ago about they were comparing the Schwag bag to Reinvent. (Tricia laughs) Google almost gave out phones. It's kind of like typical reporter, but my point is you guys spend your money on education to engineers. You don't skip on that, but you might not put the flair onto an event, but now you guys are doing it. >> I think there are two things. So one of them is the aesthetic of our events. We typically do have a very stripped down aesthetic and we've made frugal look cool. I think that's one of the things I learned when I came here was go ahead and have the concrete floor and put quotes from customers there instead of paying to carpet it. So don't waste money on things that don't add value that's one of the core tenants of what we do in marketing. >> Get a better band instead of the rug. You guys have always had great music. >> We do always have great music. >> Tricia, tell me about your favorite program or project you've done a lot over the years. Pick your favorite child. What's your favorite? You have a lot of great stuff going on. Do you have a favorite? >> I think that my favorite is probably the City on a Cloud Innovation Challenge which is something we've done every year for the last four years. And we really went and asked cities, "Tell us what you're doing with our technology." Because we weren't sure what they were doing cause it's not very expensive for cities to run on us. We found that they were doing incredible things. They were doing water monitoring in their cities to help improve the quality of life of their citizens. They were delivering education more effectively. They were helping their transportation run in a more effective way. New York City Department of Transportation was doing really cool citizen facing apps to help them manage their transportation challenges and also cities all around the world. We've had people put in things about garbage management in Jerusalem and about lighting management in a Japanese city. We've had all kinds of really interesting stories come out and I just love hearing what the customers are doing and this year we added a Dream Big category where we said, "If you had the money, what would "you do with technology in your city?" and we've been really thrilled to be able to offer grants and fund some of those things to help cities get started. >> That's awesome. Not only is it engaging for them to engage with you through the program, it's inspirational. The use cases are everything from IOT to every computer. >> Yeah and we've also had partners submit as well, and we've learned about things like parking applications that cities are putting in place to help their citizens find better parking or all kinds of really interesting. How to keep track of the tree and do a tree census in their cities. Things like that. >> Maybe I'll borrow that and give you credit for it as a Cube question. What would you do if you had unlimited money? >> Exactly. (John laughs) Well the great part is that most of the cities find out that they can do what they want to do with very little money. They think it's going to be millions of dollars and then they realize, "Oh my gosh, it's going to be hard "for me to spend this 50 thousand dollar grant "because it doesn't cost that much." >> That's awesome and you got a big event coming up in June. Public Sector Summit again. Any preview on that? Any thing you can share? I'm sure it's a lot of things up in the air. >> A lot of really cool things. We are very excited to have some of our great customers on stage again. We're also this year going to have a pre day where we're going to feature Air and Space workloads on AWS. So that's going to be really interesting. I think we're going to have Blue Origin there and we're going to talk about what it's going to take to get to the next planet. >> And certainly that's beautiful for Cloud and also a huge robotics trend. People love to geek out on space related stuff. >> Yep. >> Awesome. Well the Cube will be there. Any numbers? Is it going to be the same location? >> It's going to be the same location at the Convention Center June 20th and 21st. We're going to have boot camps and certification labs and all that kind of stuff. I expect we'll grow again, so definitely more than seven thousand people. >> How big was the first one? >> Oh my gosh, the first one was in a little hotel conference room. I think there were a hundred and 50 people there. (Tricia laughs) >> Sounds like Reinvent happening all over again. We've seen this movie before. >> (Tricia) Yep. >> Tricia, thanks so much for coming on the Cube here. In the headquarters of Amazon Web Services Public Sector Summit in Washington DC. We're in Arlington, Virginia, right next to the nation's capital. I'm John Furrier. Thanks for watching. (techno music)