>>Hi, this is Dave Volonte. We're winding down Day two of the Cubes coverage of Vim on 2022. We're here at the area in Las Vegas. Myself and Dave Nicholson had been going for two days. Everybody's excited about the VM on party tonight. It's It's always epic, and, uh, it's a great show in terms of its energy. Danny Allen is here. He's cto of in his back. He gave the keynote this morning. I say, Danny, you know, you look pretty good up there with two hours of sleep. I >>had three. >>Look, don't look that good, but your energy was very high. And I got to tell you the story you told was amazing. It was one of the best keynotes I've ever seen. Even even the technology pieces were outstanding. But you weaving in that story was incredible. I'm hoping that people will go back and and watch it. We probably don't have time to go into it, but wow. Um, can you give us the the one minute version of that >>long story? >>Sure. Yeah. I read a book back in 2013 about a ship that sank off Portsmouth, Maine, and I >>thought, I'm gonna go find that >>ship. And so it's a long, >>complicated process. Five >>years in the making. But we used data, and the data that found the ship was actually from 15 years earlier. >>And in 20 >>18, we found the bow of the ship. We found the stern of the ship, but what we were really trying to answer was torpedoed. Or did the boilers explode? Because >>the navy said the boilers exploded >>and two survivors said, No, it was torpedoed or there was a German U boat there. >>And so >>our goal was fine. The ship find the boiler. >>So in 20 >>19, Sorry, Uh, it was 2018. We found the bow and the stern. And then in 2019, we found both boilers perfectly intact. And in fact, the rear end of that torpedo wasn't much left >>of it, of course, but >>data found that wreck. And so it, um, it exonerated essentially any implication that somebody screwed >>up in >>the boiler system and the survivors or the Children of the survivors obviously appreciated >>that. I'm sure. Yes, Several >>outcomes to it. So the >>chief engineer was one >>of the 13 survivors, >>and he lived with the weight of this for 75 years. 49 sailors dead because of myself. But I had the opportunity of meeting some of the Children of the victims and also attending ceremonies. The families of those victims received purple hearts because they were killed due to enemy action. And then you actually knew how to do this. I wasn't aware you had experience finding Rex. You've >>discovered several of >>them prior to this one. But >>the interesting connection >>the reason why this keynote was so powerful as we're a >>team, it's a data conference. >>You connected that to data because you you went out and bought a How do you say this? Magnanimous magnetometer. Magnetometer, Magnetometer. I don't know what that >>is. And a side >>scan Sonar, Right? I got that right. That was >>easy. But >>then you know what this stuff is. And then you >>built the model >>tensorflow. You took all the data and you found anomalies. And then you went right to that spot. Found the >>wreck with 12 >>£1000 of dynamite, >>which made your heart >>beat. But >>then you found >>the boilers. That's incredible. And >>but the point was, >>this is data >>uh, let's see, >>a lot of years after, >>right? >>Yeah. Two sets of data were used. One was the original set of side scan sonar >>data by the historian >>who discovered there was a U boat in the area that was 15 years old. >>And then we used, of >>course, the wind and weather and wave pattern data that was 75 years old to figure out where the boiler should be because they knew that the ship had continued to float for eight minutes. And so you had to go back and determine the models of where should the boilers >>be if it exploded and the boilers >>dropped out and it floated along >>for eight minutes and then sank? Where was >>that data? >>It was was a scanned was an electronic was a paper. How did you get that data? So the original side scan sonar data was just hard >>drive >>data by the historian. >>I wish I could say he used them to >>back it up. But I don't know that I can say that. But he still had >>the data. 15 years later, the >>weather and >>wind and wave data, That was all public information, and we actually used that extensively. We find other wrecks. A lot of wrecks off Boston Sunken World War Two. So we were We were used to that model of tracking what happened. Wow. So, yes, imagine if that data weren't available >>and it >>probably shouldn't have been right by all rights. So now fast forward to 2022. We've got Let's talk about just a cloud >>data. I think you said a >>couple of 100 >>petabytes in the >>cloud 2019. 500 in, Uh, >>no. Yeah. In >>20 2200 and 42. Petabytes in 20 2500 Petabytes last year. And we've already done the same as 2020. So >>240 petabytes >>in Q one. I expect >>this year to move an exhibit of >>data into the public cloud. >>Okay, so you got all that data. Who knows what's in there, right? And if it's not protected, who's going to know in 50 60 7100 years? Right. So that was your tie in? Yes. To the to the importance of data protection, which was just really, really well done. Congratulations. Honestly, one of the best keynotes I've ever seen keynotes often really boring, But you did a great job again on two hours. Sleep. So much to unpack here. The other thing that really is. I mean, we can talk about the demos. We can talk about the announcements. Um, so? Well, yeah, Let's see. Salesforce. Uh, data protection is now public. I almost spilled the beans yesterday in the cube. Caught myself the version 12. Obviously, you guys gave a great demo showing the island >>cloud with I think it >>was just four minutes. It was super fast. Recovery in four minutes of data loss was so glad you didn't say zero minutes because that would have been a live demos which, Okay, which I appreciate and also think is crazy. So some really cool demos, Um, and some really cool features. So I have so much impact, but the the insights that you can provide through them it's VM one, uh, was actually something that I hadn't heard you talk about extensively in the past. That maybe I just missed it. But I wonder if you could talk about that layer and why it's critical differentiator for Wien. It's >>the hidden gem >>within the Wien portfolio because it knows about absolutely >>everything. >>And what determines the actions >>that we take is the >>context in which >>data is surviving. So in the context of security, which we are showing, we look for CPU utilisation, memory utilisation, data change rate. If you encrypt all of the data in a file server, it's going to blow up overnight. And so we're leveraging heuristics in their reporting. But even more than that, one of the things in Wien one people don't realise we have this concept of the intelligent diagnostics. It's machine learning, which we drive on our end and we push out as packages intervene one. There's up to 200 signatures, but it helps our customers find issues before they become issues. Okay, so I want to get into because I often time times, don't geek out with you. And don't take advantage of your your technical knowledge. And you've you've triggered a couple of things, >>especially when the >>analysts call you said it again today that >>modern >>data protection has meaning to you. We talked a little bit about this yesterday, but back in >>the days of >>virtualisation, you shunned agents >>and took a different >>approach because you were going for what was then >>modern. Then you >>went to bare metal cloud hybrid >>cloud containers. Super Cloud. Using the analyst meeting. You didn't use the table. Come on, say Super Cloud and then we'll talk about the edge. So I would like to know specifically if we can go back to Virtualised >>because I didn't know >>this exactly how you guys >>defined modern >>back then >>and then. Let's take that to modern today. >>So what do you >>do back then? And then we'll get into cloud and sure, So if you go back to and being started, everyone who's using agents, you'd instal something in the operating system. It would take 10% 15% of your CPU because it was collecting all the data and sending it outside of the machine when we went through a virtual environment. If you put an agent inside that machine, what happens is you would have 100 operating systems all on the same >>server, consuming >>resources from that hyper visor. And so he said, there's a better way of capturing the data instead of capturing the data inside the operating system. And by the way, managing thousands of agents is no fun. So What we did is we captured a snapshot of the image at the hyper visor level. And then over time, we just leverage changed block >>tracking from the hyper >>visor to determine what >>had changed. And so that was modern. Because no more >>managing agents >>there was no impact >>on the operating system, >>and it was a far more >>efficient way to store >>data. You leverage CBT through the A P. Is that correct? Yeah. We used the VCR API >>for data protection. >>Okay, so I said this to Michael earlier. Fast forward to today. Your your your data protection competitors aren't as fat, dumb and happy as they used to be, so they can do things in containers, containers. And we talked about that. So now let's talk about Cloud. What's different about cloud data protection? What defines modern data protection? And where are the innovations that you're providing? >>Let me do one step in >>between those because one of the things that happened between hypervisors and Cloud was >>offline. The capture of the data >>to the storage system because >>even better than doing it >>at the hyper visor clusters >>do it on the storage >>array because that can capture the >>data instantly. Right? So as we go to the cloud, we want to do the same thing. Except we don't have access to either the hyper visor or the storage system. But what they do provide is an API. So we can use the API to capture all of the blocks, all of the data, all of the changes on that particular operating system. Now, here's where we've kind of gone full circle on a hyper >>visor. You can use the V >>sphere agent to reach into the operating system to do >>things like application consistency. What we've done modern data protection is create specific cloud agents that say Forget >>about the block changes. Make sure that I have application consistency inside that cloud operating >>system. Even though you don't have access to the hyper visor of the storage, >>you're still getting the >>operating system consistency >>while getting the really >>fast capture of data. So that gets into you talking on stage about how synapse don't equal data protection. I think you just explained it, but explain why, but let me highlight something that VM does that is important. We manage both snapshots and back up because if you can recover from your storage array >>snapshot. That is the best >>possible thing to recover from right, But we don't. So we manage both the snapshots and we converted >>into the VM portable >>data format. And here's where the super cloud comes into play because if I can convert it into the VM portable data format, I can move >>that OS >>anywhere. I can move it from >>physical to virtual to cloud >>to another cloud back to virtual. I can put it back on physical if I want to. It actually abstracts >>the cloud >>layer. There are things >>that we do when we go >>between clouds. Some use bio, >>some use, um, fee. >>But we have the data in backup format, not snapshot format. That's theirs. But we have been in backup format that we can move >>around and abstract >>workloads across. All of the infrastructure in your >>catalogue is control >>of that. Is that Is >>that right? That is about >>that 100%. And you know what's interesting about our catalogue? Dave. The catalogue is inside the backup, and so historically, one of the problems with backup is that you had a separate catalogue and if it ever got corrupted. All of your >>data is meaningless >>because the catalogue is inside >>the backup >>for that unique VM or that unique instance, you can move it anywhere and power it on. That's why people said were >>so reliable. As long >>as you have the backup file, you can delete our >>software. You can >>still get the data back, so I love this fast paced so that >>enables >>what I call Super Cloud we now call Super Cloud >>because now >>take that to the edge. >>If I want to go to the edge, I presume you can extend that. And I also presume the containers play a role there. Yes, so here's what's interesting about the edge to things on the edge. You don't want to have any state if you can help it, >>and so >>containers help with that. You can have stateless environment, some >>persistent data storage, >>but we not only >>provide the portability >>in operating systems. We also do this for containers, >>and that's >>true if you go to the cloud and you're using SE CKs >>with relational >>database service is already >>asked for the persistent data. >>Later, we can pick that up and move it to G K E or move it to open shift >>on premises. And >>so that's why I call this the super cloud. We have all of this data. Actually, I think you termed the term super thank you for I'm looking for confirmation from a technologist that it's technically feasible. It >>is technically feasible, >>and you can do it today and that's a I think it's a winning strategy. Personally, Will there be >>such a thing as edge Native? You know, there's cloud native. Will there be edge native new architectures, new ways of doing things, new workloads use cases? We talk about hardware, new hardware, architectures, arm based stuff that are going to change everything to edge Native Yes and no. There's going to be small tweaks that make it better for the edge. You're gonna see a lot of iron at the edge, obviously for power consumption purposes, and you're also going to see different constructs for networking. We're not going to use the traditional networking, probably a lot more software to find stuff. Same thing on the storage. They're going to try and >>minimise the persistent >>storage to the smallest footprint possible. But ultimately I think we're gonna see containers >>will lead >>the edge. We're seeing this now. We have a I probably can't name them, but we have a large retail organisation that is running containers in every single store with a small, persistent footprint of the point of sale and local data, but that what >>is running the actual >>system is containers, and it's completely ephemeral. So we were >>at Red Hat, I was saying >>earlier last week, and I'd say half 40 50% of the conversation was edge open shift, obviously >>playing a big role there. I >>know doing work with Rancher and Town Zoo. And so there's a lot of options there. >>But obviously, open shift has >>strong momentum in the >>marketplace. >>I've been dominating. You want to chime in? No, I'm just No, >>I yeah, I know. Sometimes >>I'll sit here like a sponge, which isn't my job absorbing stuff. I'm just fascinated by the whole concept of of a >>of a portable format for data that encapsulates virtual machines and or instances that can live in the containerised world. And once you once you create that common denominator, that's really that's >>That's the secret sauce >>for what you're talking about is a super club and what's been fascinating to watch because I've been paying attention since the beginning. You go from simply V. M. F s and here it is. And by the way, the pitch to E. M. C. About buying VM ware. It was all about reducing servers to files that can be stored on storage arrays. All of a sudden, the light bulbs went off. We can store those things, and it just began. It became it became a marriage afterwards. But to watch that progression that you guys have gone from from that fundamental to all of the other areas where now you've created this common denominator layer has has been amazing. So my question is, What's the singer? What doesn't work? Where the holes. You don't want to look at it from a from a glass half empty perspective. What's the next opportunity? We've talked about edge, but what are the things that you need to fill in to make this truly ubiquitous? Well, there's a lot of services out there that we're not protecting. To be fair, right, we do. Microsoft 3 65. We announced sales for us, but there's a dozen other paths services that >>people are moving data >>into. And until >>we had data protection >>for the assassin path services, you know >>you have to figure out how >>to protect them. Now here's the kicker about >>those services. >>Most of them have the >>ability to dump date >>out. The trick is, do they have the A >>P? I is needed to put data >>back into it right, >>which is which is a >>gap. As an industry, we need to address this. I actually think we need a common >>framework for >>how to manage the >>export of data, but also the import of data not at a at a system level, but at an atomic level of the elements within those applications. >>So there are gaps >>there at the industry, but we'll fill them >>if you look on the >>infrastructure side. We've done a lot with containers and kubernetes. I think there's a next wave around server list. There's still servers and these micro services, but we're making things smaller and smaller and smaller, and there's going to be an essential need to protect those services as well. So modern data protection is something that's going to we're gonna need modern data protection five years from now, the modern will just be different. Do you ever see the day, Danny, where governance becomes an >>adjacency opportunity for >>you guys? It's clearly an opportunity even now if you look, we spent a lot of time talking about security and what you find is when organisations go, for example, of ransomware insurance or for compliance, they need to be able to prove that they have certifications or they have security or they have governance. We just saw transatlantic privacy >>packed only >>to be able to prove what type of data they're collecting. Where are they storing it? Where are they allowed to recovered? And yes, those are very much adjacency is for our customers. They're trying to manage that data. >>So given that I mean, >>am I correct that architecturally you are, are you location agnostic? Right. We are a location agnostic, and you can actually tag data to allowable location. So the big trend that I think is happening is going to happen in in this >>this this decade. >>I think we're >>scratching the surface. Is this idea >>that, you know, leave data where it is, >>whether it's an S three >>bucket, it could be in an Oracle >>database. It could be in a snowflake database. It can be a data lake that's, you know, data, >>bricks or whatever, >>and it stays where >>it is. And it's just a note on the on the call of the data >>mesh. Not my term. Jim >>Octagon coined that term. The >>problem with that, and it puts data in the hands of closer to the domain experts. The problem with that >>scenario >>is you need self service infrastructure, which really doesn't exist today anyway. But it's coming, and the big problem is Federated >>computational >>governance. How do I automate that governance so that the people who should have access to that it can have access to that data? That, to me, seems to be an adjacency. It doesn't exist except in >>a proprietary >>platform. Today. There needs to be a horizontal >>layer >>that is more open than anybody >>can use. And I >>would think that's a perfect opportunity for you guys. Just strategically it is. There's no question, and I would argue, Dave, that it's actually >>valuable to take snapshots and to keep the data out at the edge wherever it happens to be collected. But then Federated centrally. It's why I get so excited by an exhibit of data this year going into the cloud, because then you're centralising the aggregation, and that's where you're really going to drive the insights. You're not gonna be writing tensorflow and machine learning and things on premises unless you have a lot of money and a lot of GPS and a lot of capacity. That's the type of thing that is actually better suited for the cloud. And, I would argue, better suited for not your organisation. You're gonna want to delegate that to a third party who has expertise in privacy, data analysis or security forensics or whatever it is that you're trying to do with the data. But you're gonna today when you think about AI. We talked about A. I haven't had a tonne of talk about AI some >>appropriate >>amount. Most of the >>AI today correct me if you think >>this is not true is modelling that's done in the cloud. It's dominant. >>Don't >>you think that's gonna flip when edge >>really starts to take >>off where it's it's more real time >>influencing >>at the edge in new use cases at the edge now how much of that data >>is going to be >>persisted is a >>point of discussion. But what >>are your thoughts on that? I completely agree. So my expectation of the way >>that this will work is that >>the true machine learning will happen in the centralised location, and what it will do is similar to someone will push out to the edge the signatures that drive the inferences. So my example of this is always the Tesla driving down the road. >>There's no way that that >>car should be figuring it sending up to the cloud. Is that a stop sign? Is it not? It can't. It has to be able to figure out what the stop sign is before it gets to it, so we'll do the influencing at the edge. But when it doesn't know what to do with the data, then it should send it to the court to determine, to learn about it and send signatures back out, not just to that edge location, but all the edge locations within the within the ecosystem. So I get what you're saying. They might >>send data back >>when there's an anomaly, >>or I always use the example of a deer running in front of the car. David Floyd gave me that one. That's when I want to. I do want to send the data back to the cloud because Tesla doesn't persist. A tonne of data, I presume, right, right less than 5% of it. You know, I want to. Usually I'm here to dive into the weeds. I want kind of uplevel this >>to sort of the >>larger picture. From an I T perspective. >>There's been a lot of consolidation going on if you divide the >>world into vendors >>and customers. On the customer side, there are only if there's a finite number of seats at the table for truly strategic partners. Those get gobbled up often by hyper >>scale cloud >>providers. The challenge there, and I'm part of a CEO accreditation programme. So this >>is aimed at my students who >>are CEOs and CIOs. The challenge is that a lot of CEOs and CIOs on the customer side don't exhaustively drag out of their vendor partners like a theme everything that Saveem >>can do for >>them. Maybe they're leveraging a point >>solution, >>but I guarantee you they don't all know that you've got cast in in the portfolio. Not every one of them does yet, let alone this idea of a super >>cloud and and and >>how much of a strategic role you can play. So I don't know if it's a blanket admonition to folks out there, but you have got to leverage the people who are building the solutions that are going to help you solve problems in the business. And I guess, as in the form of >>a question, >>uh, do you Do you see that as a challenge? Now those the limited number of seats at >>the Table for >>Strategic Partners >>Challenge and >>Opportunity. If you look at the types of partners that we've partnered with storage partners because they own the storage of the data, at the end of the day, we actually just manage it. We don't actually store it the cloud partners. So I see that as the opportunity and my belief is I thought that the storage doesn't matter, >>but I think the >>organisation that can centralise and manage that data is the one that can rule the world, and so >>clearly I'm a team. I think we can do amazing things, but we do have key >>strategic partners hp >>E Amazon. You heard >>them on stage yesterday. >>18 different >>integrations with AWS. So we have very strategic partners. Azure. I go out there all the time. >>So there >>you don't need to be >>in the room at the table because your partners are >>and they have a relationship with the customer as well. Fair enough. But the key to this it's not just technology. It is these relationships and what is possible between our organisations. So I'm sorry to be >>so dense on this, but when you talk about >>centralising that data you're talking about physically centralising it or can actually live across clouds, >>for instance. But you've got >>visibility and your catalogues >>have visibility on >>all that. Is that what you mean by centralised obliterated? We have understanding of all the places that lives, and we can do things with >>it. We can move it from one >>cloud to another. We can take, you know, everyone talks about data warehouses. >>They're actually pretty expensive. >>You got to take data and stream it into this thing, and there's a massive computing power. On the other hand, we're >>not like that. You've storage on there. We can ephemeral e. Spin up a database when you need it for five minutes and then destroy it. We can spin up an image when you need it and then destroy it. And so on your perspective of locations. So irrespective of >>location, it doesn't >>have to be in a central place, and that's been a challenge. You extract, >>transform and load, >>and moving the data to the central >>location has been a problem. We >>have awareness of >>all the data everywhere, >>and then we can make >>decisions as to what you >>do based >>on where it is and >>what it is. And that's a metadata >>innovation. I guess that >>comes back to the catalogue, >>right? Is that correct? >>You have data >>about the data that informs you as to where it is and how to get to it. And yes, so metadata within the data that allows you to recover it and then data across the federation of all that to determine where it is. And machine intelligence plays a role in all that, not yet not yet in that space. Now. I do think there's opportunity in the future to be able to distribute storage across many different locations and that's a whole conversation in itself. But but our machine learning is more just on helping our customers address the problems in their infrastructures rather than determining right now where that data should be. >>These guys they want me to break, But I'm >>refusing. So your >>Hadoop back >>in their rooms via, um that's >>well, >>that scale. A lot of customers. I talked to Renee Dupuis. Hey, we we got there >>was heavy lift. You >>know, we're looking at new >>ways. New >>approaches, uh, going. And of course, it's all in the cloud >>anyway. But what's >>that look like? That future look like we haven't reached bottle and X ray yet on our on our Hadoop clusters, and we do continuously examine >>them for anomalies that might happen. >>Not saying we won't run into a >>bottle like we always do at some >>point, But we haven't yet >>awesome. We've covered a lot of We've certainly covered extensively the research that you did on cyber >>security and ransomware. Um, you're kind of your vision for modern >>data protection. I think we hit on that pretty well casting, you know, we talked to Michael about that, and then, you know, the future product releases the Salesforce data protection. You guys, I think you're the first there. I think you were threatened at first from Microsoft. 3 65. No, there are other vendors in the in the salesforce space. But what I tell people we weren't the first to do data capture at the hyper >>visor level. There's two other >>vendors I won't tell you they were No one remembers them. Microsoft 3 65. We weren't the first one to for that, but we're now >>the largest. So >>there are other vendors in the salesforce space. But we're looking at We're going to be aggressive. Danielle, Thanks >>so much for coming to Cuba and letting us pick your brain like that Really great job today. And congratulations on >>being back >>in semi normal. Thank you for having me. I love being on all right. And thank you for watching. Keep it right there. More coverage. Day volonte for Dave >>Nicholson, By >>the way, check out silicon angle dot com for all the written coverage. All the news >>The cube dot >>net is where all these videos We'll we'll live. Check out wiki bond dot com I published every week. I think I'm gonna dig into the cybersecurity >>research that you guys did this week. If I can >>get a hands my hands on those charts which Dave Russell promised >>me, we'll be right back >>right after this short break. Mm.

from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation hey welcome back here writer jeff rick here with the cube we're in our Palo Alto studios you know kind of continuing our leadership coverage reaching out to the community for people that we've got in our community to get their take on you know how they're dealing with the Kovach crisis how they're helping to contribute back to the community to to bring their resources to bear and you know just some general good tips and tricks of getting through these kind of challenging times and we're really excited to have one of my favorite guests he's being used to come on all the time we haven't had them on for three years which I can't believe it sabi Mehta the CEO of true SATA founder to say to obby I checked the record I can't believe it's been three years since we last that down great to see you Jeff there's well first of all it's always a pleasure and I think the only person to blame for that is you Jeff well I will make sure that it doesn't happen again so in just a check-in how's things going with the family the company thank you for asking you know family is great we have I've got two young kids who have become video conferencing experts and they don't teach me the tricks for it which I'm sure is happening a lot of families around the world and the team is great we vent remote at this point almost almost two months ago down and can't complain I think their intellectual property business like you are so it's been a little easier for us to go remote compared to a lot of other businesses in the world and in America but no complaints it'll be very fortunate we are glad that we have a business and a company that can withstand the the economic uncertainty and the family's great I hope the same for the queue family I haven't seen Dave and John and it's good to see you again and I hope all of you guys are helped happy and healthy great I think in we're good so thank you for asking so let's jump into it you know one of the things that I've always loved about you is you know really your sense of culture and this kind of constant reinforcing of culture in your social media posts and the company blog post at true SATA you know celebrating your interns and and you really have a good pulse for that and you know I just I think we may even talked about it before about you know kind of the CEOs and leadership and and social media those that do and that and those that don't and you know I think it's it's probably from any kind of a risk reward trade-off you know I could say something group it versus what am I getting at it but really it's super important and in these times with the distributed workforce that the the importance and value of communicating and culture and touching your people frequently across a lot of different mediums and topic areas is is more important than ever before share with us kind of your strategy why did you figure this out early how have you you know kind of adjusted you know your method of keeping your team up and communicating absolutely like I guess I owe you guys a little bit of gratitude for it which is we launched our company and you know I'm showing a member on the cube it was a social media launch you know if you say that say it like that I think there are two or three things that are very important Jeff and you hit on all of them one is the emphasis on information sharing it becomes more important than times like these and we as as a society value the ability to share a positive conversation of positive perspective and a positive outlook more but since day zero at the seder we've had this philosophy that there are no secrets it is important to be open and transparent both inside and outside the company and that our legacy is going to be defined by what we do for the community and not just what we do for our shareholders and by its very nature the fact that you know I grew up in a different continent now live and call America now a different continent my home I guess I was it's very important for me to stay connected to my roots it is a good memory or reminder that the world is very interconnected unfortunately the pandemic is the is the best or worst example of it in a really weird way but I think it's also a very important point Jeff that I believe we learned early and I hope coming out from this is something that we don't lose the point you made about kindness social media and social networking has a massively in my opinion massively positive binding force for the world at the same time there were certain business models it tried to capitalize on the negative aspects of it you know whether they are the the commercialized versions of slam books or not so nice business models that capitalize on the ability for people to complain I hope that people society and us humans coming out of it learn from people like yourself or you know the small voice that I have on social media or the messages we share and we are kinda in what we do online because the ability to have networks that are viral and can propagate or self propagate is a very positive unifying force and I hope out of this pandemic we all realize the positive nature's of it more than the negative nature's of it because unfortunately as you know that our business models built on the negative forces of social media and I really really hope they're coming out of this are positive voices drown out the negative voices that's great point and and it's a great I want to highlight a quote from one of your blog's again I think you're just a phenomenal communicator and in relationship to what's going on with kovat and and I quote we are fighting fear pain and anxiety as much as we are fighting the virus this is our humble attempt to we'll get into what you guys did to help the thousands of first responders clerks rockstars but I just really want to stick with that kindness theme you know I used to or I still joke right that the greatest smile in technology today is our G from signal FX the guys are gonna throw up a picture of him he's a great guy he looks like everybody's favorite I love that guy but therefore signal effects and actually it's funny signal FX also launched on the cube at big data a big data show I used to say the greatest smile intact is avi Mehta I mean how can I go wrong and and what I when I reached out to you I I do I consciously thought what what more important time do we have than to see people like you with a big smile with the great positive attitude focusing on on the positives and and I just think it's so important and it segues nicely into what we used to talk about it the strata shows and the big data shows all the time everyone wanted to talk about Hadoop and big data you always stress is never about the technology it's about the application of the technology and you focus your company on that very where that laser focus from day one now it's so great to see is we think you know the bad news about kovat a lot of bad news but one of the good news is is you know there's never been as much technology compute horsepower big data analytics smart people like yourself to bring a whole different set of tools to the battle than just building Liberty ships or building playing planes or tanks so you guys have a very aggressive thing that you're doing tell us a little bit about is the kovat active transmission the coat if you will tell us about what that is how did it come to be and what are you hoping to accomplish of course so first of all you're too kind you know thank you so much I think you also were the first people to give me a hard time about my new or Twitter picture I put on and he said what are you doing RV you know you have a good smile come on give me the smile die so thank you you're very kind Jeff I think as I as we as you know and I know I think you've a lot to be thankful for in life and there's no reason why we should not smile no matter what the circumstance we have so much to be thankful for and also I am remiss happy Earth Day you know I'm rocking my green for Earth Day as well as Ramadan Kareem today is the first day of Ramadan and you know I I wish everybody in the world Ramadan Kareem and on that friend right on that trend of how does do we as a community come together when faced with crisis so Court was a very simple thing you know it's I'm thank you for recognizing the hard work of the team that led it it was an idea I came up with it you know in the shower I'm like there are two kinds of people or to your you can we have we as humans have a choice when history is being made which I do believe I do believe history is being made right whether you look at it economically and a economic shock and that we have not felt as humanity since the depression so you look at it socially and again something we haven't seen sin the Spanish blue history is being made in in these times and I think we as humans have a choice we can either be witnesses to it or play our part in helping shape it and coat was our humble tiny attempt to when we look back when history was being made we chose to not just sit on the sidelines but be a part of trying to be part of the solution so all riddled with code was take a small idea I had team gets the entire credit read they ran with it and the idea was there was a lot of data being open sourced around co-ed a lot of work being done around reporting what is happening but nothing was being done around reporting or thinking through using the data to predict what could happen with it and that was code with code we try to make the first code wonder oh that came out almost two weeks ago now when you first contacted us was predicting the spread and the idea around breaking the spread wasn't just saying here is the number of cases a number of deaths and know what to be very off we wanted to provide like you know how firefighters do can we predict where it may go to next at a county by county level so we could create a little bit of a firewall to help it from stop you know have the spread of it to be slower in no ways are we claiming that if you did port you can stop it but if he could create firewalls around it and distribute tests not just in areas and cities and counties where it is you know spiking but look at the areas and counties where it's about to go to so we use a inner inner in-house Network algorithm we call that Orion and we were able to start predicting where the virus is gonna go to we also then quickly realize that this could be an interesting where an extra you know arrow and the quiver in our fight we should also think about where are there green shoots around where can recovery be be helped so before you know the the president email announced this it was surrender serendipitous before the the president came and said I want to start finding the green shoes to open the country we then did quote $2 which we announced a week ago with the green shoots around a true sailor recovery index and the recovery index is looking at its car like a meta algorithm we're looking at the rates of change of the rates of change so if you're seeing the change of the rates of change you know the meta part we're declining we're saying there are early shoots that we if as we plan to reopen our economy in our country these are the counties to look at first that was the second attempt of code and the third attempt we have done is we calling it the odd are we there yet index it got announced yesterday and now - you're the first public announcement of it and the are we there yet index is using the government's definition of the phase 1 phase 2 phase 3 and we are making a prediction on where which are the counties that are ready to be open up and there's good news everywhere in the country but we we are predicting there are 73 different counties that ask for the government's definition of ready to open are ready to open that's all you know we were able to launch the app in five days it is free for all first responders all hospital chains all not-for-profit organizations trying to help the country through this pandemic and poor profit operations who want to use the data to get tests out to get antibodies out and to get you know the clinical trials out so we have made a commitment that we will not charge for code through - for any of those organizations to have the country open are very very small attempt to add another dimension to the fight you know it's data its analytics I'm not a first responder this makes me sleep well at night that I'm at least we're trying to help you know right well just for the true heroes right the true heroes this is our our humble attempt to help them and recognize that their effort should not go to its hobby that that's great because you know there is data and there is analytics and there is you know algorithms and the things that we've developed to help people you know pick they're better next purchase at Amazon or where they gonna watch next on Netflix and it's such a great application no it's funny I just finished a book called ghost Bob and is a story of the cholera epidemic in London in like 1850 something or other about four but what's really interesting at that point in time is they didn't know about waterborne diseases they thought everything kind of went through the air and and it was really a couple of individuals in using data in a new and more importantly mapping different types of datasets on top of it and now this is it's as this map that were they basically figured out where the the pump was that was polluting everybody but it was a great story and you know kind of changing the narrative by using data in a new novel and creative way to get to an answer that they couldn't and you know they're there's so much data out there but then they're so short a date I'm just curious from a data science point of view you know um you know there there aren't enough tests for you know antibodies who's got it there aren't enough tests for just are you sick and then you know we're slowly getting the data on the desk which is changing all the time you know recently announced that the first Bay Area deaths were actually a month were they before they thought they were so as you look at what you're trying to accomplish what are some of the great datasets out there and how are you working around some of the the lack of data in things like you know test results are you kind of organizing pulling that together what would you like to see more of that's why I like talking to you so I missed you you are these good questions of me excellent point I think there are three things I would like to highlight number one it doesn't take your point that you made with the with the plethora of technical advances and this S curve shift that these first spoke at the cube almost eleven years ago to the date now or ten years ago just the idea of you know population level or modeling that cluster computing is finally democratized so everybody can run complicated tests and a unique segment or one and this is the beauty of what we should be doing in the pandemic I'm coming I'm coming I'm quite surprised actually and given the fact we've had this S curve shift where the world calls a combination of cloud computing so on-demand IO and technical resources for processing data and then the on-demand ability to store and run algorithms at massive scale we haven't really combined our forces to predict more you know that the point you made about the the the waterborne pandemic in the eighteen eighteen hundreds we have an ability as humanity right now to actually see history play out rather than write a book about it you know it has a past tense and it's important to do are as follows number one luckily for you and I the cost of computing an algorithm to predict is manageable so I am surprised why the large cloud players haven't come out and said you know what anybody who wants to distribute anything around predictions lay to the pandemic should get cloud resources for free I we are running quote on all three cloud platforms and I'm paying for all of it right that doesn't really make sense but I'm surprised that they haven't really you know joined the debate or contribute to it and said in a way to say let's make compute free for anybody who would like to add a new dimension to our fight against the pandemic number one but the good news is it's available number two there is luckily for us an open data movement you know that was started on the Obama administration and hasn't stopped because you can't stop open movements allows people companies like ours to go leverage know whether it's John Hancock Carnegie Mellon or the new data coming out of you know California universities a lot of those people are opening up the data not every single piece is at the level we would like to see you know it's not zip plus 4 is mostly county level it's available the third innovation is what we have done with code but not it's not an innovation for the world right which is the give get model so we have said we will curate everything is available lie and boo cost anybody is used but they're for purposes and computations you want to enrich it every organization who gives code data will get more out of it so we have enabled a data exchange keep our far-off purple form and the open up the rail exchange that my clients use but you know we've opened up our data exchange part of our software platform and we have open source for this particular case a give get model but the more you give to it the more you get out of there and our first installations this was the first week that we have users of the platform you know the state of Nevada is using it there are no our state in North Carolina is using it already and we're trying to see the first asks for the gift get model to be used but that's the three ways you're trying to address the that's great and and and and so important you know in this again when this whole thing started I couldn't help but think of the Ford plant making airplanes and and Keiser making Liberty ships in in World War two but you know now this is a different battle but we have different tools and to your point luckily we have a lot of the things in place right and we have mobile phones and you know we can do zoom and well you know we can we can talk as we're talking now so I want to shift gears a little bit and just talk about digital transformation right we've been talking about this for ad nauseam and then and then suddenly right there's this light switch moment for people got to go home and work and people got to communicate via via online tools and you know kind of this talk and this slow movement of getting people to work from home kind of a little bit and digital transformation a little bit and data-driven decision making a little bit but now it's a light switch moment and you guys are involved in some really critical industries like healthcare like financial services when you kind of look at this not from a you know kind of business opportunity peer but really more of an opportunity for people to get over the hump and stop you can't push back anymore you have to jump in what are you kind of seeing in the marketplace Howard you know some of your customers dealing with this good bad and ugly there are two towers to start my response to you with using two of my favorite sayings that you know come to mind as we started the pandemic one is you know someone very smart said and I don't know who's been attributed to but a crisis is a terrible thing to waste so I do believe this move to restoring the world back to a natural state where there's not much fossil fuels being burnt and humans are not careful about their footprint but even if it's forced is letting us enjoy the earth in its glory which is interesting and I hope you don't waste an opportunity number one number two Warren Buffett came out and said that it's only when the tide goes out you realize who's swimming naked and this is a culmination of both those phenomenal phrases you know which is one this is the moment I do believe this is something that is deep both in the ability for us to realize the virtuosity of humanity as a society as social species as well as a reality check on what a business model looks like visa vie a presentation that you can put some fancy words on even what has been an 11-year boom cycle and blitzscale your way to disaster you know I have said publicly that this the peak of the cycle was when mr. Hoffman mr. Reid Hoffman wrote the book bit scaling so we should give him a lot of credit for calling the peak in the cycle so what we are seeing is a kind of coming together of those two of those two big trends crises is going to force industry as you've heard me say many for many years now do not just modernize what we have seen happen chef in the last few years or decades is modernization not transformation and they are different is the big difference as you know transformation is taking a business model pulling it apart understanding the economics that drive it and then not even reassembling it recreating how you can either recapture that value or recreate that value completely differently or by the way blow up the value create even more value that hasn't happened yet digital transformation you know data and analytics AI cloud have been modernizing trends for the last ten years not transformative trends in fact I've also gone and said publicly that today the very definition of technology transformation is run a sequel engine in the cloud and you get a big check off as a technology organization saying I'm good I've transformed how I look at data analytics I'm doing what I was doing on Prem in the cloud there's still sequel in the cloud you know there's a big a very successful company it has made a businessman out of it you don't need to talk about the company today but I think this becomes that moment where those business models truly truly get a chance to transform number one number two I think there's going to be less on the industry side on the new company side I think the the error of anointing winners by saying grow at all cost economics don't matter is fundamentally over I believe that the peak of that was the book let's called blitzscaling you know the markets always follow the peaks you know little later but you and I in our lifetimes will see the return to fundamentals fundamentals as you know never go out of fashion Jeff whether it's good conversations whether it's human values or its economic models if you do not have a par to being a profitable contributing member of society whether that is running a good balance sheet individually and not driven by debt or running a good balance sheet as a company you know we call it financial jurisprudence financial jurisprudence never goes out of fashion and the fact that even men we became the mythical animal which is not the point that we became a unicorn we were a profitable company three years ago and two years ago and four years ago and today and will end this year as a profitable company I think it's a very very nice moment for the world to realize that within the realm of digital transformation even the new companies that can leverage and push that trend forward can build profitable business models from it and if you don't it doesn't matter if you have a billion users as my economic professor told me selling a watermelon that you buy for a dollar or fifty cents even if you sell that a billion times you cannot make it up in volume I think those are two things that will fundamentally change the trend from modernization the transformation it is coming and this will be the moment when we look back and when you write a book about it that people say you know what now Jeff called it and now and the cry and the pandemic is what drove the economic jurisprudence as much as the social jurisprudence obvious on so many things here we can we're gonna be we're gonna go Joe Rogan we're gonna be here for four hours so hopefully hopefully you're in a comfortable chair but uh-huh but I don't I don't sit anymore I love standing on a DD the stand-up desk but I do the start of my version of your watermelon story was you know I dad a couple of you know kind of high-growth spend a lot of money raised a lot of money startups back in the day and I just know finally we were working so hard I'm Michael why don't we just go up to the street and sell dollars for 90 cents with a card table and a comfy chair maybe some iced tea and we'll drive revenue like there's nobody's business and lose less money than we're losing now not have to work so hard I mean it's so interesting I think you said everyone's kind of Punt you know kind of this pump the brakes moment as well growth at the ethic at the cost of everything else right there used to be a great concept called triple-line accounting right which is not just shareholder value to this to the sacrifice of everything else but also your customers and your employees and-and-and your community and being a good steward and a good participant in what's going on and I think that a lot of that got lost another you know to your point about pumping the brakes and the in the environment I mean we've been kind of entertaining on the oil side watching an unprecedented supply shock followed literally within days by an unprecedented demand shock but but the fact now that when everyone's not driving to work at 9:00 in the morning we actually have a lot more infrastructure than we thought and and you know kind of goes back to the old mob capacity planning issue but why are all these technology workers driving to work every morning at nine o'clock it means one thing if you're a service provider or you got to go work at a restaurant or you're you're carrying a truck full of tools but for people that just go sit on a laptop all day makes absolutely no sense and and I'd love your point that people are now you know seeing things a little bit slowed down you know that you can hear birds chirp you're not just stuck in traffic and into your point on the digital transformation right I mean there's been revolution and evolution and revolution people get killed and you know the fact that digital is not the same as physical but it's different had Ben Nelson on talking about the changes in education he had a great quote I've been using it for weeks now right that a car is not a is not a mechanical horse right it's really an opportunity to rethink the you know rethink the objective and design a new solution so it is a really historical moment I think it is it's real interesting that we're all going through it together as well right it's not like there quake in 89 or I was in Mount st. Helens and that blew up in in 1980 where you had kind of a population that was involved in the event now it's a global thing where were you in March 20 20 and we've all gone through this indeed together so hopefully it is a little bit of a more of a unifying factor in kind of the final thought since we're referencing great books and authors and quotes right as you've all know Harare and sapiens talked about what is culture right cultures is basically it's it's a narrative that we all have bought into it I find it so ironic that in the year 2020 that we always joke is 20/20 hindsight we quickly found out that everything we thought was suddenly wasn't and the fact that the global narrative changed literally within days you know really a lot of spearhead is right here in Santa Clara County with with dr. Sarah Cody shutting down groups of more than 150 people which is about four days before they went to the full shutdown it is a really interesting time but as you said you know if you're fortunate enough as we are to you know have a few bucks in the bank and have a business that can be digital which you can if you're in the sports business or the travel business the hotel business and restaurant business a lot of a lot of a lot of not not good stuff happening there but for those of us that can it is an opportunity to do this nice you know kind of a reset and use the powers that we've developed for recommendation engines for really a much more power but good for good and you're doing a lot more stuff too right with banking and in in healthcare telemedicine is one of my favorite things right we've been talking about telemedicine and electronic medicine for now well guess what now you have to cuz the hospitals are over are overflowing Jeff to your point three stories and you know then at some point I know you have you I will let you go you can let me go I can talk to you for four hours I can talk to you for but days my friend you know the three stories that there have been very relevant to me through this crisis I know one is first I think I guess in a way all are personal but the first one you know that I always like to remind people on there were business models built around allowing people to complain online and then using that as almost like a a stick to find a way to commercialize it and I look at that all of our friends I'm sure you have friends have lots of friend the restaurant is big and how much they are struggling right they are honest working the hardest thing to do in life as I've been told and I've witnessed through my friends is to run a restaurant the hours the effort you put into it making sure that what you produce this is not just edible but it's good quality is enjoyed by people is sanitary is the hard thing to do and there was yet there were all of these people you know who would not find in their heart and their minds for two seconds to go post a review if something wasn't right and be brutal in those reviews and if they were the same people were to look back now and think about how they assort the same souls then anything to be supportive for our restaurant workers you know it's easy to go and slam them online but this is our chance to let a part of the industry that we all depend on food right critical to humanity's success what have we done to support them as easy as it was for us to complain about them what have we done to support them and I truly hope and I believe they're coming out of it those business models don't work anymore and before we are ready to go on and online on our phones and complain about well it took time for the bread to come to my table we think twice how hard are they working right number one that's my first story I really hope you do tell me about that my second story is to your have you chained to baby with Mark my kids I'm sure as your kids get up every morning get dressed and launch you know their online version of a classroom do you think when they enter the workforce or when they go to college you and me are going to try and convince them to get in a oil burning combustion engine but by the way can't have current crash and breakdown and impact your health impact the environment and show up to work and they'll say what do you talk about are you talking about I can be effective I can learn virtually why can't I contribute virtually so I think there'll be a generation of the next class of you know contribute to society who are now raised to live in an environment where the choice of making sure we preserve the planet and yet contribute towards the growth of it is no longer a binary choice both can be done so I completely agree with you we have fundamentally changed how our kids when they grew up will go to work and contribute right my third story is the thing you said about how many industries are suffering we have clients you know in the we have health care customers we have banking customers you know we have whoever paying the bills like we are are doing everything they can to do right by society and then we have customers in the industry of travel hospitality and one of my most humbling moments Jeff there's one of the no sea level executives sent us an email early in this in this crisis and said this is a moment where a strong David can help AV Goliath and just reading that email had me very emotional because they're not very many moments that we get as corporations as businesses where we can be there for our customers when they ask us to be their father and if we as companies and help our customers our clients who area today are flying people are feeding people are taking care of their health and they're well if V in this moment and be there for them we we don't forget those moments you know those as humans have long-term memories right that was one of the kindest gentlest reminders to me that what was more important to me my co-founder Richard you know my leadership team every single person at Reseda that have tried very hard to build automations because as an automation company to automate complex human process so we can make humans do higher order activities in the moment when our customers asked us to contribute and be there for them I said yes they said yes you said yes and I hope I hope people don't forget that that unicorns aren't important there are mythical animals there's nothing all about profits there's nothing mythical about fortress balance sheet and there's nothing mythical about a strong business model that is built for sustainable growth not good at all cost and those are my three stories that you know bring me a lot of lot of calm in this tremendous moment of strife and and in the piece that wraps up all those is ultimately it's about relationships right people don't do business I mean companies don't do business with companies people do business with people and it's those relationships and and in strong relationships through the bad times which really set us up for when things start to come back I me as always it's I'm not gonna let it be three years to the next time I hear me pounding on your door great to catch up you know love to love to watch really your your culture building and your community engagement good luck I mean great success on the company but really that's one thing I think you really do a phenomenal job of just keeping this positive drumbeat you always have you always will and really appreciate you taking some time on a Friday to sit down with us well first of all thank you I wish I could tell you I just up to you but we celebrate formal Fridays that to Seder and that's what this is all so I want to end on a good on a positive bit of news I was gonna give you a demo of it but if you want to go to our website and look at what everything we're doing we have a survival kit around a data survival kit around kovat how am I using buzzwords you know a is let's not use that buzzword right now but in your in your lovely state but on my favorite places on the planet when we ran the algorithm on who is ready as per the government definition of opening up we have five counties that are ready to be open you know between Santa Clara to LA Sacramento Kern and San Francisco the metrics today the data today with our algorithm there are meta algorithm is saying that those five counties those five regions look like I've done a lot of positive activities if the country was to open under all the right circumstances those five look you know the first as we were men at on cream happy Earth Day a pleasure to see you so good to know your family is doing well and I hope we see we talk to each other soon thanks AVI great conversation with avi Mehta terrific guy thanks for watching everybody stay safe have a good weekend Jeff Rick checking out from the cube [Music]

>> Woman's Voice: From the CUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Hey, welcome back already. Jeff Rick here, with theCUBE. We're having Palo Alto studios, during these kind of crazy times and really taking a moment with the time that we have to reach out to some of the leaders in our community, to give us some insight, to give us some advice, to share their knowledge about some of the things that are going on and some of the specific challenges that really the coronavirus and the COVID 19 situation are causing for all of us. So, we're really excited to have a CUBE alumni, haven't talked to him for a couple of years. Joining us from his house, he's Marten Mickos, the CEO of Hacker One. Marten, great to see you. >> Good to see you, Jeff. Good to be back. Thank you. >> So first off, just a quick check in. How are you doing? How things going at Hacker One? How's the team doing? How are you guys kind of getting through this time of difficulty? >> Well, we are fortunate in our company that we have a business that may be doing even better in these times, because we do security don't need to go into the office and we do it in a distributed way. And so, all of that is wonderful for the company. We do have our first positive case of COVID 19 in the company. He is now fully recovered after a few weeks. He's back at work. So, it means it came pretty close to us and we have others who might be in the danger zone. But overall, we are doing very well and paying a lot of attention on health and staying safe and working from home and making sure we don't take risk because these are serious things that we shouldn't play with. >> Yes. Well, I'm glad to hear that, that person is recovering. And I think April is the month of six degrees of separation where all of us are going to know someone or someone who knows someone who's got this thing, is it? The curves, unfortunately, are still going up in the United States. So, I don't think that's going to change. But, on a lighter note, one of the reasons I wanted to reach out to you is you've got a long history of working with distributed companies. This COVID thing is kind of a forcing function around work from home and it never fails to amaze me how many people are on their first Zoom, and they don't even know what WebEx is, and they've never heard of Skype. And I think we get spoiled in the tech world. We use these tools all the time. But this is a forcing function. It's at the grade schools, the middle schools, the high schools, besides just regular companies. So, when you were running MySQL, back in the day, you had a distributed company, not only across buildings, but across oceans and continents. So, I wonder if you can share kind of, did that start that way? Did you move into that way? Kind of what are some of the early days as you move from everybody in the office to more of a distributed network? >> Yeah, it did start that way at MySQL back in Scandinavia. And I joined. There were 12 people, everybody working from home. The CTO lived just half an hour away from me, but we never saw each other. I worked from home, he worked from home. And I remember when I as the new CEO said that, hey, we will need an office. We need a headquarters where we can have meetings and archives or contracts and stuff. And he said, no office, over my dead body. It will kill the company culture. That was the view >> Why! >> Of the founder. >> That is so progressive. Where did that view come from, Cause that is certainly was not the kind of standard thinking. >> It was weird. It was back in, that was the year 2000, and they had developed a way of working with open source contributors all over the world, over email and IRC back then, which is a predecessor to slack you could say. And they just developed that method of working together and making sure everything is digital, everything is written down. You are honest and forthright in writing as well. So it worked beautifully and they didn't like offices. We ended up having offices and we had many people working from the office but there was nowhere, at no time was it more than 30% of our headcount of about 500 people who work from an office. 70% work from home in 32 different countries across 16 time zones. >> Wow, that's very, very distributed. So, in getting ready for this, I saw some other interviews that you've done and some other conversations on the topic. And one of the things that you brought up that I think is really topical is that this is really more of a mental challenge than really a physical challenge. The tools are there, we have internet, we're very fortunate that way. Didn't have these things in 2000, like we do today. But you talked about the mental challenge, both from a leadership perspective, as well as maybe from the employee perspective. I wonder if you can dig into that a little deeper as you kind of look at your peers that are treading into unchartered waters, if you will. >> Well, I think it's a transition where you become one with the media, like with your laptop or whatever you're looking at and you sort of you invest yourself in what you have in front of you and you give off all of yourself into it. Just like, if somebody is taking a portrait of you with a camera, you have to sort of love the camera and show yourself to the camera for the portrait to be really, really good. Like that's what great photographers do. They get you to open up, even though it's a machine and not another human being. And we have to develop this skill digitally to sit in front of a laptop or a phone or something, and be our whole genuine selves, showing all dimensions and aspects of our personality. Because we don't realize it but when you go to an office, people are paying attention to how you walk, where you stop, what you look like, whether you look angry or happy, whether you look tired or not, when you go to the restroom, when you don't, like who knows all these things that people pay attention to that give away how you feel and how you are. And then somebody may come and say, Hey, Jeff seems to be in a bad mood today or Jeff seems to be in a good mood today. And those are vital functions of a group that works together. So, you must allow the digital world to have the same. You have to bring that part of yourself into the digital reality and sort of open up. And people make the mistake that they just bring their professional selves. They just say, okay, what's the task? What's the work? Let's agree on something, let's listen to everybody. And they don't reserve room for the social side and showing who you are. Because people won't ultimately trust you until they know that you are a human being and you have weaknesses and vulnerabilities and you can be silly and sometimes you look good, and sometimes you don't look good, and sometimes you are to your advantage, and sometimes you aren't. And until you have covered the whole range of your own expressions, you're not believable. >> Yeah. Another topic that came up is measurement, right? In KPIs, and how do you measure people's performance? It wasn't that long ago that Ginni Rometty at IBM came out and said, we don't want remote workers anymore. We want everybody to come check into the office. Well, that's changed a little bit. But, you mentioned that, we're so used to measuring things the way that we've always measured in the past. Are they there at eight? Do they stay till five or six? Do they look busy, as opposed to really focusing on outputs? And you talked about really shifting your mindset with a distributed workforce to make sure you're focusing on the right outcomes, not necessarily focusing on the things that maybe, as you said, as much as subconsciously, you're paying attention to as much as anything. >> It's so easy to fake it in an office. >> I love that. >> You go in there, you look busy and people think you're amazing. But when you work from home, the only thing you have to show for is your work results. So, it becomes much more objective. And of course, you have to create metrics that can be tracked in a way that others can understand what you're doing. But it actually makes it more straightforward because you can't fake it. >> Right. >> The only thing you can be measured by is what you're actually producing. >> It's got to be interesting when we come out of this, right? Cause there's a lot of psychology done around habits and how things become habits. And the way things become habits is you do them for a while, in sequence repeatedly and then that becomes kind of part of your routine. And before, even here at theCUBE, right? Remote interviews were probably, I don't know, 5% of our total output. And now they're going to be 100% for the foreseeable future. So, as you look at kind of people that are new to this, world of remote learning and remote working, it's going to be wild after they do this for a couple weeks hopefully get into the habit, to then, as you said in some prior things, this becomes the new normal and go into the office is the once every so often, when we actually have to have a big team meeting or some specific events. So you think this is going to probably be that tipping point till this becomes the new normal. >> I do think so. I think it will flip so that now, you may think that you and I are having a virtual conversation and it would be a real conversation, if we were in the same room. That will flip. Soon, this will be the real conversation. And if we meet in person, then it's an anomaly, and that's the virtual thing. >> Right. >> Because most of the time, we will connect like this and we will figure out ways to understand each other and know whether we can trust each other and sort of all these things will evolve on the digital side. And there's no reason why they wouldn't. >> Right. >> Other than the reluctance of human beings to change their behavior. >> Inertia is a powerful thing. So let's say >> As they say that, first we form habits, then habits form us. >> There you go. >> And that's how it happens. You create some habit and then you become prisoner of that habit. If you create that and you can't get rid of it. But you just have to force yourself out of it. >> Right, and this is a forcing function, like none other in terms of this whole world. >> Exactly. >> So, shifting gears a little bit to kind of your day job, beyond just leading but actually worrying about security. RSA was the last big show we went to, late January, early February. All about security, Hacker One's all about security. I would imagine now that everybody's working from home and the pressure on bringing your own devices and we're seeing all this funny stuff about Zoom. It's the greatest thing since sliced bread. And now of course everybody's jumping on all of the vulnerabilities, etc. What are you seeing in kind of the hacker world and security world as this huge shift has moved to people working from home and remote schools, etc. >> Well, it's clear that society now has to work from home and figure out distributed ways of getting education or work done. And as a result, criminality will go there as well. So we have to protect ourselves well. The first of the problems is, how do you protect yourself when you work from home? So then you talk about VPNs and how do you handle credentials and authentication and multi factor authentication to make sure that the connection is authentic and protected. So, that's the first one. The first order challenge that we have right now going on. But on a little bit longer scale, we are seeing now companies deciding to start using cloud services even more than before, because they realize that this could come back as evasion like, we are having now, could come back and you will again be at home. And then they say, how do we build our software and ICT infrastructure, such that we are not needed in the office? And the answer is move to the cloud. And when you move to the cloud, you again, the security posture changes somewhat. You don't have to worry about network security anymore, but you do have to worry much more about app sec, application security. So, whatever happens here, they are useful transitions, but they will put demands on security teams and business leaders to re-evaluate what they spend money on in security. We are very fortunate at Hacker One to be on the winning side here. Our services are exactly for this distributed virtual digital world. So, we are needed even more every day more and more because things are going online. But companies will need to rethink those things and stop spending on things that don't make sense anymore. >> Yeah. It is just wild, right? How this forcing function is really making everybody evaluate things a little bit closer and pushing them through that inertia that before you could kind of put it off, put it off, put it off. You can't put it off anymore. Time's now. >> Right. >> Yeah. >> Well, we had a similar like when Y2K happened. We also had a hard limit, and we had to get stuff done. Now it's coming in a different way, sort of the punishment came without announcement, but we are in a similar crunch to get it done. And we will. >> Yeah. But, it will be difficult and it will put a lot of strain to people under the systems. But I do believe it's doable. >> Good. So, I want to shift gears one last time. We talked really about open source. >> Right. >> You've built your career on open source. My SQL was obviously open source and got bought by Sun eventually now, part of Oracle's portfolio then you did Eucalyptus. That was open source, right? Eventually got bought by hp. And now Hacker One, you're using really a network of hackers all over the world, to really help deliver the service. I'm just curious to get your take on the role of open source. It's been such a creative force for development. It's been such a creative force for kind of moving technology forward. How do you see it playing out now? What's the role of open source? Are you seeing projects? Are you seeing people rallying around, bringing the power of data and analytics and cloud to this problem? Cause to me, there's clearly a human toll of people being sick. But it's also a big data problem in terms of resource allocation, trying to sequence this thing and accelerate vaccine development. There's a lot of kind of big data, opportunities here to attack this thing. >> I think open source is even bigger now than it used to be. And it is a very powerful example of the fact that no matter how much we are threatened that we feel like we have to hunker down and isolate ourselves from others and foreign groups or people are dangerous. In reality, the biggest accomplishments in society are always about collaboration by large groups of really intelligent driven people. Because software is eating the world, open source is eating the world. And today, if you don't use open source software, you're just plain stupid. So, it has really taken over the whole world. And it is now enabling all these new innovations and initiatives that we didn't do before in big data, collecting big data, analyzing data. We see it in the whole area of DNA medicine, where the researchers are sharing their findings with everybody. And that's very much like open source software. They don't call it open source software, but the mechanisms are the same. Everybody is doing it for their own good, but by sharing it, they multiply the value of what they did, and it speeds up innovation, so that it outperforms anything done in a closed laboratory or a closed source company. So it's wonderful to have been part of the open source revolution because it is spawning so many other initiatives and phenomena on a societal level. And this is just the beginning. It will go into politics, it will go into news, it will go into the assessment of fake news. Reddit is completely self moderate. They don't hire the moderators. The moderators are provided by the community and they self moderate. And understanding how to self govern, self moderate, at very large scale. That's the key to success in many areas. So, open source software is enormous and yet, it's just one little part of the whole world of community driven innovation. >> Right. Such a great lesson though, because, as we think back to kind of the last kind of national rally around say, World War Two, where Kaiser started building ships, and Ford was building airplanes. And we've got some of that going on with with Elon Musk, and people building respirators and some of these physical things, but there's this whole kind of software and big data, AI, machine learning thing that's happening on the background, around the genome and in the vaccine development that's not quite as visible, but really such an important part of this battle that we haven't seen. And then, of course, the other place is no place to hide. The fact that this is happening all over the globe, at the same time to everyone, regardless of your religion, your politics, your geography. It's really a unique moment in time. Hopefully one that we're not going to... >> It could be our best hope against Coronavirus. The fact that the scientists are right now working together and sharing their findings, quickly going from one test to the next and figuring out what works. And mankind hasn't had that capacity before. But now we do. So, we can't know whether it will take a long time or a short time, but at least we are getting all the resources to bear and we put them together and people share. >> Right. >> Which is what's driving the innovation here. >> Right, Martin. I guess, just a last kind of topic before I let you go, kind of circling fully back to leadership. One of the comments you talked about, about these types of times really favoring the bold. I really liked that line that is, don't be scared. It's really an opportunity for the people who have it together and are making the right priorities, to shine and to really kind of rise above the fray. I wonder if you can share a little bit more your thoughts about that from a leadership point of view. It's a time of challenge, but it's really also a time of opportunity. >> I think it's exactly like you said. It's like the Stockdale paradox. Admiral Stockdale who was a prisoner of war, over seven years, and was tortured during those years. Every day, he decided to, on one hand, be ready to face any brutal reality he might face, but on the other hand, never give up hope that one day, he will come out and have no regrets, not looking back and be a free man again. And that's exactly what happened. Of course, we are not in as dire situation as he was, but society has a similar situation. That we must have the courage to face the exact brutality of and the reality of coronavirus right now, without thinking that we won't come out of it. We will absolutely come out of it. And we will come out of it with innovations and new models that will outshine whatever we had before. And we must be able to maintain this duality of, okay, I'm ready to face the reality and I'm ready to be in isolation, I'm ready to use a face mask, whatever it takes. But also, I will never give up hope about what will come once we come out of this. And with that mindset, as a company, as a family, an individual human being or a society, you can get through any problem. And this is what Admiral Stockdale taught us through his experience, and by sharing it with everybody. >> Well, Marten. Thank you for sharing that story, and thank you for sharing your experience and kind of your point of view. We really appreciate it. These are tough times and it's great to be able to look out to the leaders and to kind of share the burden, if you will, and hear from smart folks that have a point of view. So, thank you very much for your time. Best to your employee. Glad that person is recovering. And as you said, we will get through this and we'll come out stronger the other side. Thanks a lot. >> Absolutely. Thank you, Jeff. Good chatting with you. >> All right, thanks Marten. Jeff Rick here, signing off from the Palo Alto studios from the CUBE. Thanks for watching. We'll see you next time. (soft music) (soft music)

>> Announcer: From theCUBE studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a CUBE conversation. >> Hello everybody, welcome to this special CUBE conversation. My name is Dave Vellante and you're watching theCUBE. We're here with Sanjay Poonen who's the COO of VMware and a good friend of theCUBE. Sanjay great to see you. Thanks for coming on. >> Dave it's a pleasure. In these new circumstances, shelter at home and remote working. I hope you and your family are doing well. >> Yeah, and back at you Sanjay. Of course I saw you on Kramer Mad Money the other night. I was jealous. I said, "I need Sanjay on to get an optimism injection." You're a great leader And I think, a role model for all of us. And of course the "Go Niners" in the background really incented me to get-- I got my Red Sox cap and we have a lack of sports, but, and we miss it, But hey, we're making the best. >> Okay Red Sox is better than the Patriots. Although I love the Patriots. If i was in the east coast, especially now that Brady's gone. I guess you guys are probably ruing a little bit that Jimmy G came to us. >> I am a huge Tampa Bay fan all of a sudden. I be honest with you. Tom Brady can become a Yankee and I would root for them. I tell you that's how much I love the guy. But anyway, I'm really excited to have you on. It's obviously as you mentioned, these times are tough, but we're making the best do and it's great to see you. You are a huge optimist, but I want to ask you, I want to start with Narendra Modi just announced, basically a lockdown for 21 days. 1.3 billion people in your native country. I wonder if you could give us some, some thoughts on that. >> I'm, my parents live half their time in Bangalore and half here. They happen to be right now in the US, and they're doing well. My dad's 80 and my mom's 77. I go to India a lot. I spent about 18 years of my life there, and the last 32 odd years here and I still go there a lot. Have a lots friends and my family there. And , it's I'm glad that the situation is kind of , as best as they can serve it. It's weird, I was watching some of the social media photos of Bangalore. I tweeted this out last night. The roads look so clean and beautiful. I mean, it looks like 40 years ago when I was growing up. When I would take a bicycle to school. I mean Bangalore's one of the most beautiful cities in India, very green and you can kind of see it all again. And I think, as I've been watching some of the satellite photos of the various big cities to just watch sort of Mother Nature. Obviously, we're in a tough time and, I open my empathy and thoughts and prayers go to every family that's affected by this. And certainly ones who have lost loved ones, but it's sort of, I think it's neat, that we're starting to see some of the beautiful aspects of nature. Even as we deal with the tough aspects of sheltered home. And the incredible tough impacts of this pandemic across the world. >> Yeah, I think you're right. There is a silver lining as much as, our hearts go out to those that are that are suffering. You're seeing the canals in Venice run clear. As you mentioned, the nitrous oxide levels over China. what's going on in Bangalore. So, there is a little bit of light in the end of the tunnel for the environment, I hope. and at least there's an indication that we maybe, need to be more sensitized to this. Okay, let's get into it. I want to ask you, so last week in our breaking analysis. We worked with a data company called ETR down in New York City. They do constant surveys of CIO's. I want to read you something that they came out with just on Monday and get your reaction. Basically, their annual growth and IT spend they're saying, is showing a slight decline for 2020. As a significant number of organizations plan to cut and/or delay IT expenditures due to the coronavirus. Though the current climate may suggest worse many organizations are accelerating spending for 2020 as they ramp up their work-from-home infrastructure. These organizations are offsetting what would otherwise be a notable decline in global IT spend versus last year. Now we've gone from the 4% consensus at the beginning of the year. ETR brought it down to zero percent and then just on Monday, they went to slight negative. But, what's not been reported widely is the somewhat offsetting factor of work-from-home infrastructure. VMware obviously plays there. So I wonder if you could comment on what you're seeing. >> Yeah, Dave, I think , we'll have to see . I'm not an economic pundit. So we're going to have to see what the, IT landscape looks like in the overall sense and we'll probably play off GDP. Certain industries: travel, hospitality, I mean, it's brutal for them. I mean, and I hope that, what I really hope, that's going to happen to that industry, especially there's an infusion through recovery type of bill. Is that no real big company goes under, and goes bankrupt. I mean kind of the situation in 2008. I mean, people wondering what will happen to the Airlines. Boeing, hospital-- these are ic-- some of them like Boeing are iconic brands of the United States and of the world. There's only two real companies that make planes. So we've got to make sure that those industries stay afloat and stay good for the health of the world. Health of the US economy, jobs, and so on. That's always one end. Listen, health and safety of our employees always comes first. Before we even think about that. I always tell people the profits of VMware will wait if you are not well, if your loved ones not well, if your going to take care of people, take care of that first. We will be fine. This too shall pass. But if you're healthy, let's turn our attention because we're not going to just sit at home and play games. We're going to serve our customers. How do we do that? A lot of our customers are adjusting to this new normal. As a result, they have to either order devices with a laptop, screens, things of those kinds, to allow a work-from-home environment to be as close to productive as they work environment. So I expect that there will be a surge in the, sort of, end points that people need. I will have to see how Dell and HP and Lenovo, but I expect that they will probably see some surge in their laptops. As people, kind of, want those in the home and hopefully their supply chains are able to respond. But then with every one of those endpoints and screens that we need now for these types of organizations. You need to manage them, end point management. Often, you need virtual desktops on them. You need to end point security and then in some cases you will probably need, if it's a remote office, branch office, and into the home office, network security and app acceleration. So those Solutions, end point management, Workspace ONE, inclusive of a full-fledged virtual desktop capability That's our product Workspace ONE. Endpoint Securities, Carbon Black and the Network Platform NSX being software-defined was relegated for things like, load balancers and SDWAN capabilities and it's kind of almost feels like good, that we got those solutions, the last three, four years through acquisitions, in many cases. I mean, of course, Airwatch and Nicira were six, seven, eight years ago. But even SD-WAN, we acquired Velocloud three and a half years ago, Carbon Black just four months ago, and Avi in the last year. Those are all parts of that kind of portfolio now, and I feel we were able to, as customers come to us we're not going in ambulance-chasing. But as customers come to us and say, "What do you have as a work-at-home "for business continuity?" We're able to offer them a solution. So we did a webcast earlier this week. Where we talked about, we're calling it work in home with business continuity. It's led with our EUC offerings Workspace ONE. Accompanied by Carbon Black to secure that, and then underneath it, will obviously be the cloud foundation and our Network capabilities of NSX. >> Yeah, so I want to double down on that because it was not, the survey results, showed it was not just collaboration tools. Like Zoom and WebEx and gotomeeting Etc. It was, as you're pointing out, it was other infrastructure that was of VPN's. It was Network bandwidth. It was virtualization, security because they need to secure that work-from-home infrastructure. So a lot of sort of, ancillary activity. It was surprising to me, when I saw the data, that 21% of the CIO's that we surveyed, said that they actually plan on spending more in 2020 because of these factors. And so now we're tracking that daily. And the sentiment changes daily. I showed some other data that showed the CIO sentiment through March. Every day of the survey it dropped. Okay, so it's prudent to be cautious. But nonetheless, people to your point aren't just sitting on their hands. They're not standing still. They're moving to support this new work-from-home normal. >> Yeah, I mean listen, I forgot to say that, Yeah, we are using the video collaboration tools. Zoom a lot. We use Slack. We'll use Teams. So we are, those are accompanied. We were actually one of the first customers to use Zoom. I'm a big fan of my friend Eric Yuan and what they're doing there in modernizing, making it available on a mobile device. Just really fast. They've been very responsive and they reciprocated by using Workspace ONE there. We've been doing ads joined to VMware and zoom in the market for the last several years. So we're a big fan of their technology. So far be it from me to proclaim that the only thing you need here's VMware. There's a lot of other things on the stack. I think the best way, Dave, for us that we've sought to do this is again, I'm very sensitive to not ambulance-chase, which is, kind of go after this. To do it authentically, and the way that authentically is to be, I think Satya Nadella put this pretty well in an interview he did yesterday. Be a first responder to the first responder. A digital first responder, if I could. So when the, our biggest customers are hospital and school and universities and retailers and pharmacies. These are some of our biggest customers. They are looking, in some cases, actually hire more people to serve their communities and customers. And every one of them, as they , hire new people and so and so on, will I just naturally coming to us and when they come to us, serve them. And it's been really gratifying Dave. If I could read you the emails I've been getting the last few days. I got one from a very prominent City, the United States, the mayor's office, the CTO, just thanking us and our people. For being available who are being careful not to, we're being very sensitive to the pricing. To making sure customers don't feel like, in any way, that we're looking at the economics of it will always come just serve your customer. I got an email yesterday from a very large pharmacy. Routinely we were talking to folks in the, in the healthcare industry. University, a president of a school. In fact, Southern New Hampshire University, who I mentioned Jim Cramer. Sent me a note saying, "hey, we're really grateful you even mentioned our name." and I'm not doing this because, Southern New Hampshire University is doing an incredible job of moving a lot of their platform to online to help tens of thousands. And they were one of the early customers to adopt virtual desktops, and the cloud desktops, and the services. So, as we call. So in any of these use cases, I just tell our employees, "Be authentic. "First off take care of your families. "It's really important to take care of your own health and safety. But once you've done that, be authentic in serving our customers." That's what VR has always done. From the days of dying green, to bombers, to Pat, and all of us here now. Take care of our customers and we'll be fine. >> Yeah, and I perfectly understand your sensitivity to that notion of ambulance-chasing and I'm by no means trying to bait you into doing that. But I would stress, the industry needs you and the tech it-- many in the tech industry, like VMware, have very strong balance sheets. They're extremely viable companies and we as a community, as an industry, need companies like VMware to step up, be flexible on pricing, and terms, and payment, and things like that nature. Which it sounds like you're doing. Because the heroes that are on the front lines, they're fighting a battle every day, every hour, every minute and they need infrastructure to be able to work remotely with the stay-at-home mandates. >> I think that's right. And listen, let me talk a little bit of one of the things you talked about. Which is financing and we moved a lot of our business to increasingly, to the cloud. And SaaS and subscription services are a lot more radical than offer license and maintenance. We make that choice available to customers, in many cases we lead with cloud-first solutions. And then we also have financing services from our partners like Dell financial services that really allow a more gradual, radibal payment. Do people want financing? And , I think if there are other scenarios. Jim asked me on his show, "What will you do if one of your companies go bankrupt?" I don't know, that's an unprecedented, we didn't have, we had obviously, the financial crisis. I wasn't here at VMware during the dot-com blow up where companies just went bankrupt in 2000. I was at Informatica at the time. So, I'm sure we will see some unprecedented-- but I will tell you, we have a very fortunate to be profitable, have a good balance sheet. Whatever scenario, if we take care of our customers, I mean, we have been very fortunate to be one of the highest NPS, Net promoter scorer, companies in the industry. And , I've been reaching out to many of our top customers. Just a courtesy, without any agenda other than, we're just checking in. A friend in need is a friend indeed. It's a line that I remembered. And just reach out your customers. Hey listen. Checking in. No, other than can we help you, if there's anything and thank you, especially for ones who are retailers, pharmacies, hospitals, first responders. Thank them for what they're doing to serve many of their people. Especially people in retail. Think about the people who have to go into warehouses to service us, to deliver the stuff that comes to our home. I mean, these people are potentially at risk, but they do it. Put on masks. Braving health situations. That often need the paycheck. We're very grateful for that, and our hope is that this world situation, listen, I mentioned it on on TV as a kind of a little bit of a traffic jam. I love to ski and when I go off and to Tahoe, I tell my family, "I don't know how long it's going to take." with check up on Waze or Google Maps and usually takes four hours, no traffic. Every now and then it'll take five, six, seven. Worst case eight. I had some situation, never happen to me but some of my friends would just got stuck there and had to sleep in their car. But it's pretty much the case, you will eventually get there. I was talking to my dad, who is 80, and he's doing well. And he said, this feels a little bit like World War Two because you're kind of, in many places there. They had a bunker, shelter. Not just shelter in place, but bunker shelter in that time. But that lasted, whatever five, six years. I don't think this is going to last five, six years. It may be five, six months. It might be a whole year. I don't know. I can guarantee it's not going to be six years. So it won't be as bad as World War two. It certainly won't be as bad as the Spanish Flu. Which took 39 people and two percent of the world. Including five percent of my country, India in the 1918 to 1920 period, a hundred years ago. So we will get through this. I like, we shall overcome. I'm not going to sing it for you. It's one of my favorite Louis Armstrong songs, but find ways by which you encourage, uplift people. Making sure, it is tough, it is very tough times and we have to make sure that we get through this. That jobs are preserved as best as we can because that's the part I'm really, really concerned about. The loss of jobs and how we're going to recover as US economy, but we will make it through this. >> Yeah, and I want to sort of second what you're saying. That look, I know there are a lot of people at home that going a little bit stir crazy and this, the maybe a little bit of depression setting in. But to your point, we have to be empathic for those that are suffering. The elderly, who are in intensive care and also those frontline workers. And then I love your optimism. We will get through this. This is not the Spanish Flu. We have, it's a different world, a different technology world. Our focus, like many other small businesses is, we obviously want to survive. We want to maintain our full employment. We want to serve our customers and we, as you, believe that that is the recipe for getting through this. And so, I love the optimism. >> And listen, and we can help be a part of my the moment you texted me and said, "Hey, can I be in your show?" If it helps you drive, whatever you need, sponsorship revenue, advertising. I'm here and the same thing for all of our friends who have to adjust the way in which the wo-- we want to be there to help them. And I've chosen as best as I can, in terms of how I can support my family, the sort of five, five of us at home now. All fighting over bandwidth, the three kids, and my wife, and I. To be positive with them, to be in my social media presence, as best as possible. Every day to be positive in what I tweet out to the world And point people to a hope of what's going to come. I don't know how long this is going to last. But I can tell you. I mean, just the fact that you and I are talking over video interview. High fidelity, reasonably high fidelity, high bandwidth. The ability to connect. I mean it is a whole lot better than a lot of what happened in World War 2 or the Spanish flu. And I hope at the end of it, some of us, some of this will forever change our life. I hope for for example in a lot of our profession. We have to travel to visit customers. And now that I'm building some of these relationships virtually. I hope that maybe my travel percentage will drop. It's actually good for the environment, good for my family life. But if we can lower that percentage, still get things done through Zoom calls, and Workspace ONE, and things of those kinds, that would be awesome. So that's how I think about the way in which I'm adapting my life. And then I set certain personal goals. This year, for example, we're expanding a lot of our focus in security. We have a billion dollar security business and we're looking to grow that NSX, Common Black, Workspace ONE, and accompanying tools and I made it a goal to try and meet at all my sales teams. A thousand C-ISOs. I mean off I know a lot of CIO's in the 25 years, I've had, maybe five, six thousand of them in the world. And blessed to build that relationship over the years of my SAP and VMware experience, but I don't know. I mean, I knew probably 50 or 100. Maybe a few hundred CISO's. And now that we have a portfolio it's relevant to grant them and I think very compelling across network security and End Point security. We own the companies with such a strong portfolio in both those areas. I'm reaching out to them and I'm happy to tell you, I connected, I've got the names of 1,000 of the top CISO's in the Fortune 1000, Global 2000, and connecting with many of them through LinkedIn and other mixers. I hope I talked to many of them through the course of the year. And many of them will be virtual conversations. Again, just to talk to them about being a trusted advisor to us. Seeing if we can help them. And then of course, there will be a product pitch for NSX and Carbon Black and how we're different from whoever it is, Palo Alto and F5 and Netscaler and the SD line players or semantic McAfee Crowdstrike. We're differentiated so I want to certainly earn some of the business. But these are ways in which you adjust to a virtual kind of economy. Where I'm not having to physically go and meet them. >> Yeah, and we share your optimism and those CISO's are, they're heroes, superheroes on the front line. I'll tell ya a quick aside. So John Furrier and I, we're in Barcelona. When really, the coronavirus came to our heightened awareness and John looked at me and said, "Dave we've been doing digital for 10 years. "We have to take all of the software that we've developed, "all these assets and help our customers pivot." So we share that optimism and we're actually lucky to be able to have the studios and be able to have these conversations with you guys. So again, we share that, that optimism. I want to ask you, just on guidance. A lot of companies have come out and said we're not giving guidance anymore. I didn't see anything relative to VMware. Have you guys announced anything on guidance in terms of how you're going to communicate? Where are you at with that? >> No, I think we're just, I mean listen, we take this very carefully because of reg FD and the regulations of public company. So we just allow the normal quarterly ins. And of outside of that, if our CFO decides they may. But right now we're just continuing business as usual. We're in the middle of our, kind of, whatever, middle of our quarter. Quarter ends April. So work hard do the best we can in all the regions, be available for all of our teams. Pat, myself, and others we're, to the extent that we're healthy and we're doing well, but thank God, is reach out to CISO's and CIO's and CTO's and CEOs and help them. And I believe people will spend money. The questions we have to go over. And I think the stronger will survive. The companies with better balance sheet and unfortunately, some of the weaker companies won't. And I think quite frankly, if you do your job well. I don't mean this in any negative sense. The stronger companies will take share in these environments. I was watching a segment for John Chambers. He has been through a number of different, when I know him, so an I have, I've talked to him about some of the stuff. He will tell you that he, advises is a lot of his companies now. From the experiences he saw in 2008, 2001, in many of the crisis and supply chain issues. This is a time where leadership counts. The strong get stronger. Never waste a good crisis, as Winston Churchill said. And as you do that, the strong will come strong because you figure out ways by which, if you're going to make changes that were planned for one or two years from now. Maybe a good time to make them is now. And as you do that you communicate a vision for where you're going. Very clearly to your employees. Again incessantly over and over again. They, hopefully, are able to repeat it in their own words in a simple fashion, and then you get all of your employees in our case 30,000 plus employees of VMware lined up. So one of the things that we've been doing a lot of these days is communicate, communicate, communicate, internally. I've talked a lot about our communication with customer. But inside, our employees, we do calls with our top leaders over Zoom. Calls, intimate calls, and many, often we're adjusting to where I'll say a few words. I have a mandatory every two week goal with all of my senior most leaders. I'll speak for about five minutes and then for the next 25 minutes, the top 12, 15 of them I listen. To things, I want all of them to speak up. There's nobody who should stay silent, because I want to hear what's going on in that corner of the world. >> But fantastic Sanjay. Well, I mean, Boeing, I heard this morning's going to get some support from the government. And strategically that's very important for our country. Congress finally passed, looks like they're passing that bill, and support which is awesome. It's been, especially for all these small businesses that are struggling and want to maintain full employment. I heard Steve Mnuchin the other day saying, "Look, we're talking about two months of payroll "for people if they agree to keep people employed. "or hire them back." I mean the Fed. people say, oh the FED is out of arrows. The Feds, not out of arrows. I mean, I'm not an economist either. But the Fed. has a lot of bullets in their gun, as they say. So Sanjay, thanks so much. You're an awesome leader and really an inspirational executive and a good friend so thank you so much for coming on theCUBE. >> Dave, always a pleasure. Please say hi to all of my friends, your co-anchors, and the staff at CUBE. Thank them for all their hard work. It's a pleasure to talk to you this morning. I wish you, your family, and your friends and all of our community, stay safe and be well. >> Thank you Sanjay and thank you for watching everybody. This is Dave Vellante for the cube and we'll see you next time. (soft music)

>> live from Boston, Massachusetts. It's the Cube covering A W s reinforce 2019 brought to you by Amazon Web service is and its ecosystem partners. >> Okay, welcome back. Everyone's two cubes Live coverage here in Boston, Massachusetts, for AWS reinforce. This is Amazon Web services Inaugural conference around Cloud security There first of what? Looks like we'll be more focused events around deep dive security to reinvent for security. But not no one's actually saying that. But it's not a summit. It's ah, branded event Reinforce. We're hearing Mark Ryland off director Office of the Sea. So at eight of us, thanks for coming back. Good to see you keep alumni. Yeah, I'm staying here before It's fun. Wait A great Shadow 80 Bucks summit in New York City Last year we talked about some of the same issues, but now you have a dedicated conference here on the feedback from the sea. So as we've talked to and the partners in the ecosystem is, it's great to have an event where they go deep dives on some of the key things that are really, really important to security. Absolutely. This is really kind of a vibe that how reinvents started, right? So reinventing was a similar thing for commercial. You're deep, not easy to us. Three here, deeper on Amazon. But with security. Yeah, security lens on some of the same issues. One thing that happened >> and kind of signal to us that we needed an event like this over the years with reinvent was consistently over the years, the security and compliance track became one of the most important tracks that was oversubscribed in overflow rooms and like, Hey, there's a signal here, right? And so, but at the same time, we wanted to be able to reach on audience. Maybe they wouldn't go to reinvent because they thought I'd say It's all the crazy Dale Ops guys were doing this cloud thing. But now, of course, they're getting the strong message in their security organizations like, Hey, we're doing cloud. Or maybe as a professional, I need to really get smart about this stuff. So it's been a nice transition from still a lot of the same people, but definitely the different crowd that's coming here and was a cross pollination between multiple and I was >> just at Public sector summit. They about cyber security from a national defense and intelligence standpoint. Obviously, threesome Carlson leads That team you got on the commercial side comes like Splunk who our data and they get into cyber. So you started to see kind of the intersection of all the kind of Amazon ecosystems kind of coming around security, where it's now part of its horizontal. It's not just these are the security vendors and partners writes pretty much everyone's kind of becoming native into thinking about security and the benefits that you guys have talk about that what Amazon has to have a framework, a posture. Yeah, they call it shared responsibility. But I get that you're sharing this with the ecosystem. Makes sense. Yeah, talk about the Amazon Web service is posture for this new security >> world. Well, the new security world is if you look at like a typical security framework like Mist 853 120 50 controls all these different things you need to worry about if you're a security professional. And so what eight obvious able to do is say, look, there's a whole bunch of these that we can take care of on your behalf. There's some that we'll do some things and you got to do some things and there's some There's still your responsibility, but we'll try to make it easy for you to do those parts. So right off the bat we can get a lot of wins from just hey, there's a lot of things will just take care of. And you could essentially delegate to us. And for the what remain, You'll take your expertise and you'll re focus it on more like applications security. There still may be some operating systems or whatever. If using virtual machine service, you still have to think about that. But even there, we'll use we have systems Manager will make it easy to do patch management, updating, et cetera. And if you're willing to go all the way to is like a lambda or some kind of a platform capability, make it super easy because all you gotta do is make sure your code is good and we'll take care of all the infrastructure automatically on your behalf so that share responsibility remains. There's a lot of things you still need to be careful about and do well, but your experts can refocus. They could be very you know like it's just a lot less to worry about it. So it's really a message for howto raise the bar for the whole community, but yet still have >> that stays online with the baby value properties, which is, you know, build stuff, ship fast, lower prices. I mazon ethos in general. But when you think about the core A. W. S what made it so great Waas you can reduce the provisioning of resource is to get something up and running. And I think that's what I'm taking away from the security peace you could say. We know Amazon Web service is really well, and we're gonna do these things. You could do that so us on them and then parts to innovate. So I get that. That's good. The other trend I want to get your reaction to is comments we've had on the Cube with si SOS and customers is a trend towards building in house coding security. Your point about Lambda some cool things air being enabled through a B s. There's a real trend of big large companies with security teams just saying, Hey, you know what? I wanna optimize my talent to code and be security focused on use cases that they care about. So you know, Andy Jazz talks about builders. You guys are about builders you got cos your customers building absolutely. Yet they don't want Tonto, but they are becoming security. So you have a builder mindset going on in the big enterprises. >> Yes, talk about that dynamic. That's a That's a really important trend. And we see that even in security organizations which historically were full of experts but not full of engineers and people that could write code. And what we're seeing now is people say, Look, I have all this expertise, but I also see that with a software defined the infrastructure and everything's in a P I. If I pair up in engineering team with a security professional team, then well, how good things will happen because the security specials will say, Gosh, I do this repetitive task all the time. Can you write code to do that like, Yeah, we can write code to do that. So now I can focus on things that require judgment instead of just more rep repetitive. So So there's a really nice synergy there, and our security customers are becoming builders as well, and they're codifying if you moment expression in code, a policy that used to be in a document. And now they write code this as well. If that policy is whatever password length or how often we rode a credentials, whatever the policy is where Icho to ensure that that actually happening. So it's a real nice confluence of security expertise with the engineering, and they're not building the full stack >> themselves. This becomes again Aki Agility piece I had one customer on was an SMS business. They imported to eight of US Cloud with three engineers, and they wrote all the Kuban aged code themselves. They could have used, you know, other things, but they wanted to make sure it's stable so they could bring in some suppliers that could add value. So, again, this is new. Used to be this way back in the old days, in House developers build the abs on the mainframe, build the APS on the mini computers and then on I went to outsourcing, so we're kind of back. The insourcing is the big trend now, >> right in with the smaller engineering team, I can do a lot that used to require so many more people with a big waterfall method and long term projects. And now I take all these powerful building blocks and put an engineering team five people or what we would call it to pizza team five or six people off to the side, given 34 weeks, and they can generate a really cool system that would have required months and not years before. So that's a big trend, and it applies across the board, including two security. >> I think there's a sea change, and I think it's clear what I like about this show is this cloud security. But it's also they have the on premises conversation, Mrs Legacy applications that have been secured and or need to be secured as they evolve. And then you got cloud native and all these things together where security has to be built in. Yeah, this is a key theme, so I want to get your thoughts on this notion of built in security from Day one. What's your what's your view on this? And how should customers start thinking >> about it? And >> what did you guys bringing to the table? Well, I think that's just a general say maturation that goes on in the industry, >> whether it's cloud or on Prem is that people realize that the old methods we used to use like, Hey, I'm gonna build a nap And then I'm gonna hand it to the security team and they're gonna put firewalls around it That's not really gonna have a good result. So security by design, having security is equal co aspect of If I'm getting doing an architecture, I look a performance. I look, it cost. I look at security. It's just part of my system designed. I don't think of it as like a bolt on afterwards, so that leads to things like, you know, Secure Dev ops and kind of integration teams through. This could be happening on premises to it's just part of I T. Modernization. But Cloud is clearly a driver as well, and cloud makes it easier because it's all programmable. So things that are still manual on premises, you can do in a more automated getting into a lot of conversations here under the covers, A lot of under the hood conversations here around >> security BC to one of the most popular service is you guys have obviously compute a big part of the mission Land, another of the feature VPC traffic flows, where mirroring was a big announcement. Like we talked about that a lot of talking about the E c two nitro. You gave a talk on that. Did you just unpacked it a little bit because this has been nuanced out there. It's out there people are interested in. What's that talk about inscription is, is in a popular conversation taking minutes? Explain your talk. Sure, So we've talked for now a year and 1/2 >> about how we've essentially rien. Imagine reinvented our virtual machine architecture, too. Go from a primarily soft defined system where you have a mainboard with memory and intel processor and all that kind of a coup treatments of a standard server. And then your virtual ization layer would run a full copy of an operating system, which we call a Dom zero privileged OS that would mediate access between the guest OS is in this and the outside world because it would maintain the device model like how do I talk to a network card? How I talked to a storage device. I talked through the hyper visor, but through also a dom zero Ah, copy of Lennox. A copy of Windows to do all that I owe. So what we just did over the past few years, we begin to take all the things we're running inside that privileged OS and move that into dedicated hardware software, harbor combination where we now have components we call nitro components their actual separate little computers that do dbs processing. They do vpc processing they do instance, storage. So at this point now, we've taken all of the components of that damn zero. We've moved it out into these You could call Cho processors. I almost think of them is like the Nitro controllers. The main processor and the Intel motherboard is a co processor where customer workloads run because the trust now is in these external all systems. And when you go to talk to the outside world from easy to now you're talking through these very trusted, very powerful co processors that do encryption. They do identity management for you. They do a lot of work that's off the main processor, but we can accelerate it. We could be more assured that it's trustworthy. It can it can protect itself from potential types of hacks that might have been exposed if that, say, an encryption key was in the and the main motherboard. Now it's not so it's a long story until one hour version and doing three minutes now. But overall we feel that we built a trustworthy system for virtual. What was the title of talk so people can find it online? So I was just called the night to architecture security implications of the night to architecture. So it's taking information that we had out there. But we're like highlighting the fact that if you're a security professional, you're gonna really like the fact that this system has it has no damn zero. It has no shell. You can't log into the system as a human being. It's impossible to log in. It's all software to find suffer driven, and all the encryption features air in these co processors so we can do like full line made encryption of 100 gigabits of network traffic. It's all encrypted like that's never been done before. Really, in the history of computing, what's the benefit of nitro architectural? Simply not shelter. More trust built into it a trusted root. That's not the main board encryption, off load and more isolation. Because even if I somehow we're toe managed to the impossible combination of facts to get sort of like ownership of that main board, I still don't have access to the outside world. From there, I have to go through a whole another layer of very secure software that mediates between the inner world of where customer were close run and the outside world where the actual cloud is. So it's just a bunch of layers that make things more secure, >> and I'm sure Outpost will have that as well. Can you waste on that? Seem to me to hear about that. Okay, Encryption, encrypt everything. Is it philosophy we heard in the keynote? You also talked about that as well. Um, encrypting traffic on the hour. I didn't talk about what that means. What was talked to you? What's the big conversation around? Encryption within a. W s just inside and outside. What's the main story there? >> There's a lot of pieces to the pie, but a big one that we were talking about this week is a pretty long term project we call Project lever. It was actually named after a ah female cryptographer. Eventually Park team that was help. You know, one of the major factors, including World War Two, are these mathematicians and cryptographers. So we we wanted to do a big scale encryption project. We had a very large scale network and we had, you know, all the features you normally have, but we wanted to make it so that we really encrypted everything when it was outside of our physical control. So we done that took a long time. Huge investment, really exciting now going forward, everything we build. So any time data that customers give to us or have traffic between regions between instances within the same region outside reaches, whenever that traffic leaves our physical control so kind of our building boundaries or gates and guards and going down the street on a fiber optic to another data center, maybe not far away or going inter continent intercontinental links are going sub oceanic links all those links. Now we encrypt all the traffic all the time. >> And what's the benefit of that? So the benefit of that is there. Still, you know, it's it's obscure, >> but there is a threat model where, you know, governments have special submarines that are known to exist that go in, sniff those transoceanic links. And potentially a bad guy could somehow get into one of those network junction points or whatever. Inspect traffic. It's not, I would say, a high risk, but it's possible now. That's a whole nother level of phishing attacks. Phishing attack, submarine You're highly motivated to sniff that line couldn't resist U. S. O. So that's now so people could feel comfortable that that protection exists and even things like here's a kind of a little bit of scare example. But we have customers that say, Look, I'm a European customer and I have a very strong sense of regional reality. I wanna be inside the European community with all my data, etcetera, and you know, what about Brexit? So now I've got all this traffic going through. A very large Internet peering point in London in London won't be part of Europe anymore according to kind of legal norms. So what are you doing in that case? Unless they Well, how about this? How about if yes, the packets are moving through London, but they're always encrypted all the time. Does that make you feel good? Yeah, that makes me feel good. I mean, I so my my notion of work as extra territorial extra additional congee modified to accept the fact that hey, if it's just cipher text, it's not quite the same as unscripted. >> People don't really like. The idea of encrypted traffic. I mean, just makes a lot of sense. Why would absolutely Why wouldn't you want to do that right now? Final question At this event, a lot of attendee high, high, high caliber people on the spectrum is from biz dab People building out the ecosystem Thio Hardcore check. He's looking under the hood to see SOS, who oversee the regime's within companies, either with the C i O or whatever had that was formed and every couple is different. But there's a lot of si SOS here to information security officers. You are in the office of the Chief Security Information officer. So what is the conversations they're having? Because we're hearing a lot of Dev ops like conversations in the security bat with a pretty backdrop about not just chest undead, but hack a phone's getting new stuff built and then moving into production operations. Little Deb's sec up So these kinds of things, we're all kind of coming together. What are you hearing from those customers inside Amazon? Because I know you guys a customer driven in the customers in the sea SOS as your customer. What are they saying? What are they asking for? So see, so's our first getting their own minds around >> this big technical transformations that are happening on dhe. They're thinking about risk management and compliance and things that they're responsible for. They've got a report to a board or a board committee say, Hey, we're doing things according to the norms of our industry or the regulated industries that we sit in. So they're building the knowledge base and the expertise and the teams that can translate from this sort of modern dev ops e thing to these more traditional frameworks like, Hey, I've got this oversight by the Securities Exchange Commission or by the banking regulators, or what have you and we have to be able to explain to them why our security posture not only is maintained, it in some ways improved in these in this new world. So they're they're challenge now is both developing their own understanding, which I think they're doing a good job at, but also kind of building this the muscle of the strength. The terminology translate between these new technologies, new worlds and more traditional frameworks that they sit within and people who give oversight over them. So you gotta risk. So there's risk committees on boards of these large publics organizations, and the risk committees don't know a lot about cloud computing. So s O they're part of what they do now is they do that translation function and they can say, Look, I've I've got assurance is based on my work that I do in the technology and my compliance frameworks that I could meet the risk profiles that we've traditionally met in other ways with this new technology. So it's it's a pretty interesting >> had translations with the C I A. Certainly in public sector, those security oriented companies, a cz well, as the other trend, they're gonna educate the boards and they're secure and not get hacked the obsolete. And then there's the innovation side of it. Yeah, we actually gotta build out. Yes. This is what we just talked about a big change for our C says. That we talk to and work with all the time is that hey, we're in engineering community now. We didn't used to write a lot of code, and now we do. We're getting strong in that way. Or else we're parting very closely with an engineering team who has dedicated teams that support our security requirements and build the tools. We need to know that things are going well from our perspective. So that's a really cool, I think, changing that. I think that is probably one >> of my favorite trends that I see because he really shows the criticality of security was pretty much all critically, only act. But having that code coding focus really shows that they're building in house use case that they care about and the fact that I can now get native network traffic. Yeah, and you guys are exposing new sets of service is with land and other things >> over the top. >> It just makes for a good environment to do these clouds. Security things. That seems to be the show >> in a nutshell. Yeah, I think that's one of the nice thing about this show. Is It's a very positive energy here. It's not like the fear and scary stuff sometimes hear it. Security conference is like a the sky's falling by my product kind of thing Here. It's much more of a collaborative like, Hey, we got some serious challenges. There's some bad guys out there. They're gonna come after us. But as a community using new tooling, new techniques, modern approaches, modernization generally like let's get rid of a lot of these crusty old systems we've never updated for 10 or 20 years. It's a positive energy, which is really exciting. Good Mark, get your insights out. So this is your wheelhouse Show. Congratulations. >> You got to ask you the question. Just take your see. So Amazon had off just as an industry participant riding this way, being involved in it. What is the most important story that needs to be told in the press? In the media that should be told what's as important. Either it's being told it, then should be amplified or not being told and be written out. What's the What's the top story? I don't think that even after all this time that you know when people >> hear public cloud computing. They still have this kind of instinctive reaction like, Oh, that sounds kind of scary or a little bit risky and, you know, way need to get to the point where those words don't elicit some sense of risk in people's minds, but rather elicit like, Oh, cool, that's gonna help me be secure instead of being a challenge. Now that's a journey, and people have to get there, and our customers who go deep, very consistently, say, And I'm sure you've had them say to you, Hey, I feel more confident in my cloud based security. Then I do my own premises security. But that's still not the kind of the initial reaction. And so were we still have a ways, a fear based mentality. Too much more >> of a >> Yeah. Modernization base like this is the modern way to get the results in the outcomes I want, and cloud is a part of that, and it doesn't not only doesn't scare me, I want to go there because it's gonna take a community as well. Yeah, Mark, thanks so much for coming back on the greatest. Be hearing great Mark Mark Riley, direct of the office of the chief information security at Amazon Web services here, sharing his inside, extracting the signal. But the top stories and most important things >> being being >> said and discussed and executed here, it reinforced on the Cube. Thanks for watching. We'll be right back with more after this short break.

>> From Boston Massachusets, it's the Cube, covering LiveWorx 18, brought to you by PTC. >> Welcome back to the seaport in Boston everybody, you're watching the Cube, the leader in live tech coverage and my name is Dave Vellante. We're here, this is day one of the PTC LiveWorx show, the confluence of internet of things, Edge Computing, AI, Block chains, security, a lot of innovation going on here in this new industry that's being formed out of a lot of older and existing incumbent industries. Lieutenant Bruce Litchfield is here, he's the VP of sustainment operations at Lockheed Martin. Bruce, thanks so much for coming on the Cube, appreciate you coming on. >> Thanks David, how are you today? >> I'm doing great thanks, it's a good show here, a lot of excitement, a lot of really interesting demos, we see you lot of movement here but I wonder if can talk about your military experience and how it relates to your current role at Lockheed Martin? >> Sure, so I spent 30 plus years in the military, and I retired as a lieutenant general so. >> Well, thank you for your service really. >> You know, it's an honor to serve and time when by fast and really got to work with some great people. And when you have that in your blood, it's hard to walk away and not continue service. I got a chance to work with Lockheed Martin who delivers the products and builds the products that I grew up with in the air force. Most of my career was in the sustainment and keeping them flying kind of aspect of the air force so now I get to work on them from a corporate perspective and continued to deliver products and capabilities and upgrade them so that tomorrow can be better than today. And that folks out in the field make sure that when the systems are needed and they have to use them, they're ready, capable, and, to go to, do whatever it is. >> Okay, sustainment is in your title and that's your current role, so by sustainment you mean, it works, when you need it to work, is that, describe that a little bit? That's right so, I use the simple term, keep them flying. And when you think about that, all over the world, 365 days a year, 27-7, you never know when a mission needs to take off or a soldier, sailor, eminent marine might need a capability to save a life, change the course of a battle, or otherwise make a difference. If a Lockheed Martin system's involved, I want to make sure it's there and ready to go and they don't have to worry about whether it's going to be able to succeed in the mission. >> So what's the role of technology in keeping systems up? I know in the IT world, it used to be just get two of everything, or three of everything, or four of everything, and just make things redundant. That kind of thinking's obviously evolved but what tech is Lockheed Martin bringing to this problem? >> If you look over the systems, and I'll just take, I came from the air force, and so the air force is flying weapon systems that are 50 plus years old along with we are delivering now the F35, which is the absolute latest in technology and capability. And so when I look at the evolution of technology over the time, it really is very impressive. I really do term sustainment as a systems engineering problem, it's making sure the part is there, it's making sure the system's reliable, it's making sure the tech data, it's making sure the support equipment. Anything that the maintenance person may need to get that jet airborne. Got to make sure it's there at the right time at the right place. And so if you look at the technology of how it's evolved over the year, it's much the same as our capability to go to war is, from what I would consider the command and control of World War Two or you just launched a jet. In fact we talked about it today. For one raid in World War Two, it took almost 200 bombers to hit one target, dropping over, almost a half a million tons of munitions, to today one aircraft can hit multiple targets with precision accuracy and keeping our air men safe, so the technology's evolved, along with how we sustain aircraft, which has really evolved over that time. >> So much more software obviously involved in aircraft today, how has the industry dealt with the increase in complexity as a result of things like software and code, but at the same time, it's clearly delivering more reliable systems and more efficient systems as you described? >> That's right, so think about in this way. Underpinning an inherent capability, such as the F35, is a reliability of this system. So if just take that one weapon system. So we have, right now, delivered over 300 aircraft and they're bedded down at over 14 locations, around the world. 74% of the items in that aircraft have never failed, over the time that they been out there, including over, about a hundred thousand hours worth of flight hours. Then when you start looking at that, almost 94% of them meet or exceed their liability requirements. So now we're just down to a few parts that we've got to make sure that we improve through regular upgrades that you would do under normal conditions to make the most reliable system. Then on top of that, you put the software embedded in the aircraft, it helps the folks on the flight line know what's failed, where it's failed and then know how to troubleshoot and so you've brought technology to a point of what I would call human interaction on the flight line. >> You talk a lot about predictive maintenance and anticipating failures. Presumably that is part of this capability, is that, I mean, how real is that? Is it in action today? Is it sort of a future thing or can you talk about that? >> So, it's very much in action today and we have a predictive health and what we're really trying to drive to is a condition based maintenance airplane. In other words, if you think about going to a commercial airline, you don't want it to fly to fail, you want to make sure that when ever you show up that it's ready, you board it and you take off. Well, we're evolving the technology that involves us to go to a condition based maintenance so we can do maintenance on the off time and when the aircraft not needed or what I would call a scheduled kind of time frame and that helps ensure that we don't just, it's mission ready whenever the pilots need it or when ever the sorty requirements call for it. >> Okay, so, let's talk about some of the challenges that you guys face in terms of bringing technology and sustaining this technology into whatever generation of aircraft? I think we're in fifth generation today? First of all what's fifth generation what are some of the challenges that you face? >> So let's start with fifth gen, so from an operational perspective, when someone says fifth gen technology, it's really taken into account what I would consider low visibility or in other words, making the aircraft hard to detect. It's putting avionic sensors on there so that the pilot knows what's going on around them and is able to fuse that information, to to give them very explicit information of what's happening on the battlefield and then be able to keep those that are supporting him informed of what's happening. It's a high maneuverability of the weapon system as well as speed that it goes. So there's the technology aspects of fifth gen and then what I like to refer to is fifth gen sustainment and that's really what we're doing at Lockheed Martin. What we want to be able to do is bring fifth gen sustainment capability to the field and drive the cost down so it's at a fourth gen or below the price of what current systems are. So get new technology, modern technology, sustain it at a very high readiness rate at a cost lower than what they currently see today. So fifth for fourth is one of the mantra's that we're trying to deliver, or at least drive the cost down, as low as possible. And one of the challenges that I would say is that balance between how do you have that capability and then keep the cost down? So you have to do things differently. You have to evolve to a new way of looking, so we talked about, a condition based maintenance or evolving to it and a capability where you don't fly to fail. You do it when the system's down when you do it on a scheduled basis to do that. At the same time you have to integrate all the capabilities together for software, to bring in analytics to the capabilities that you have and prognostics kind of maintenance to the field. And so it's a systems engineering, a complex instrument system's engineering problem so really that's what makes, kind of, I would call the strength of Lockheed Martin, which prides itself on being a technology company, making tomorrow better than today. >> Yeah, and a system's thinker. >> And a system's thinker. >> When you talk about these capabilities, observability, avionics capabilities, maneuverability, increased speeds, I just, it just jumps in my head, data. Let's talk about the role of data in analytics, I mean, the data explosion here, how are you dealing with all of that data? >> So we get close to a terabyte worth of information a day, and then how you exploit that really goes across the entirety of what I would call the sustainment ecosystem. And if you look at it, sustainment probably, we can break it down into about 11 different areas, whether it's supply chain, whether it's managing the inventory that we have within supply chain, whether it's in reliability, prognostics. Whether it's in the maintenance repair and overhaul capability. So we're bringing analytics across the entire spectrum of that and what we're out doing right now, is getting best of breed capabilities so that we can piece together a holistic picture to better sustain this weapon system, so data is the key to doing that. At the end of the day it's how do you bring that data and then bring it to what I would call the analog piece or the human being at the flight line that still has to maintain the parts. But we want to make sure the right parts at the right place at the right time. >> So the human is still the last mile. That terabyte a day, is the majority of that stored, it is persisted or is there a lot of it that's kind of throw away data? Can you? >> No, I mean, the great news id we capture that data and so we have a chance to go utilize it to improve not only what tomorrow is but if I look at analytics for sustainment piece, I look at it in three pieces. One is a dashboard, alright where are you? What's the status? Okay that's good, that's your speedometer. Then it is how do you do decision aids and tools, which means how do you make better decisions to affect maybe tomorrow's operation? Then there's a third part about it which is predictive analytics, how do I make decisions today that affect me three to five years apart and that I can make a decision today and have confidence that down the road that's absolutely going to be the right decision? >> And I mean, the first two, the status and the decision aids, those are real time or near real time. >> Very much so. >> Pretty much instantaneous types of things, that's a challenge obviously to deal with that. >> It is and then we are dealing with a defense. You got to be always cognizant of security, cyber security, and making sure that what you do keeps that data safe and make sure that no one be able to tamper with it so that your making real time decisions based on the known capabilities of the data and where it comes from. >> Well Bruce thank you very much for coming on the Cube. I hope you're enjoying the LiveWorx show. It was really a pleasure having you. >> David thank you, it's a great show and it's great to be here. >> Our pleasure. >> Okay, keep it right there everybody, we'll be back with our next guest. You're watching the Cube live, from LiveWorx in Boston. We'll be right back.