>>Hey everyone, welcome to this Cube's special program series Women of the Cloud, brought to you by aws. I'm your host for the series, Lisa Martin. Very pleased to be joined by Patty Jordan, the VP of enabling processes and technology at Optimus. My next guest, Patty, welcome to the program. >>Hi Lisa. Thank you for having me. >>Tell me a little bit about yourself, a little bit about your role so the audience gets that understanding of exactly who you are. >>Sure thing. Hi, my name is Patty Jordan. As we mentioned, I am originally from Cameroon, Central Africa, but I was raised in the DC area. I'm called and what you call a bank brat. My father worked for an international organization, the the World Bank. Lived in, like I said, grew up in dc, moved to Austin, Texas about seven years ago. Been with Optum for the last nine years of my working career. And I've had multiple roles, but currently my role as is with the enabling technologies and processes, which means that I manage teams that support the platform of a lot of analytics products in Optum. >>Got it. All right. Bank Brett, that's a new one to me. I hadn't heard that. I love that you're a bank, Brit and proud of it. I can tell. Talk to me a little bit about your, the career path that you have navigated and what are some of your sort of tactical and also strategic recommendations for the audiences looking to grow their career in tech? >>So the interesting thing is, I did not start in tech. My background is as an economist. I have a bachelor's of economics from the women, from the College of Women, Mary. I also have a financial master's in public policy from American University. However, I did take some IT classes and as a kid I'm probably dating myself a little bit, but I programmed in dos, so I, I was always excited by it and I had internships as a programmer that helped me pay for my master's degree in when I graduated. I just felt like I was having fun and I was getting paid very well and I was able to pay off my graduate schools. So I just stayed with tech. >>Love that. But it sounds like you had that interest from when you were quite young and as a lot of us and end up in tech, we didn't start there originally. There's a lot of zigzaggy paths to get there. Sounds like you had that as well. What are some of your recommendations for people, either those that are in tech now or aren't who want to get into it and really expand and climb that ladder? >>So definitely, so one of the things to understand is tech could be many different things. Like one of the things could be programming, which I started doing and now dislike intensely. And then another thing could be like being in the business analyst in tech, getting the business requirements versus product management or even, you know, management. And what I would encourage people to do is really focus on what you feel happy doing, which for me is problem solving and collaborating and getting the right people together to solve very complex problems. And if you focus on that then you'll find your, your the role for you even in tech. >>I love that problem solving is such an important skill to be able to have and to cultivate regardless of the industry that you're in. But I'd love to know a little bit more about some of the successes that you've had helping organizations really navigate their cloud journeys, their migration to cloud as we've seen the last couple of years, a massive acceleration to the cloud that was really born outta the pandemic. Talk to me about some of the successes that you've been able to achieve. >>So the first, I guess most obvious thing is understanding the technology. What do you have at your disposal? What do you need for your team to succeed in the cloud or even OnPrem? But what I've learned most in the last four to five years with the projects that I work on, whether it was migrating from a host data center to one that we owned ourselves or migrating from that data center to AWS recently was you really need to get the business organization engaged. And that's not just getting the sponsorship and getting them this to write that check, but really helping them understand how this journey to the cloud is a combined journey between both organizations, right? And they will be able to be more successful as well with us going to the cloud with improved processing with revenue protection because we, there's more tools available with revenue expansion because now we can now expand faster address client needs faster. And you know, so there's various different aspects of going to cloud that are more than just we're using the coolest technology. >>You're a problem solver, has there. And one of the challenges with organizations and from a cloud migration standpoint that we often talk about is it's a cultural migration as well, which is really challenging to do for any type of organization regardless of industry. Do you have a favorite example where as a, as the problem solver, you came in and really helped the organization, the business side understand, be able to transform their cultural direction, understand why cloud migration can be such a facilitator of the business from the top line in a bottom line perspective. >>So from a bottom line perspective, I think the hardest thing for them to understand or what does not compute for them is you can't give them a set. This is what you're gonna cost in the cloud, right? Because the benefit of being in the cloud is being able to scale shrink, et cetera. So that's one hurdle that we're still fighting to be a hundred percent candid. But from a a top line perspective, what's what's been great is we've been able to ramp up more clients with the same, right? So we haven't had to go out and procure more servers, more storage, hire more staff because we're in the cloud and we've actually been able to scale our teams as well because we incorporated the DevOps functions and we do not need a team to manage a data center anymore. So that they absolutely understood, you know, savings ratified, but really just how do we get to market faster? How do we get to revenue faster and how do we get more revenue with the same pool of resources is something that they've really, really resonated with. >>Well, you're starting to speak their language so that to your point that resonates well, but there's so much productivity improvements, efficiencies to be gained by leveraging cloud computing that that really hit the bottom line of an organization that businesses, if you put it in the right way. And it sounds like as the problem solver you have, they understand the immense value and competitive advantage that cloud can bring to their organization and become sort of a ah, the blinders are off. I get it. >>Exactly. Exactly. You're just not trying to, to play with the latest toys, you are actually solving a business problem even before it happens. >>And that's the key solving business problems before they happen. Being able to predict and forecast is huge for businesses, especially as we've seen the last couple of years. Everybody racing to digital, to to pivot, to survive Now to be competitive. If they don't do that and embrace that emerging technology suite, there's a competitor that's right back here that if they're more culturally willing and able to, to be more agile, they're gonna take the place of a competing organization. So yeah, so it absolutely is a huge differentiator for organizations. And it sounds like you've had some great successes there in helping organizations really navigate the challenges, the cultural challenges, but the benefits of cloud computing. Yes. I do wanna talk to you a little bit about in your expertise, diversity is something that is talked about in every industry. We talk about it in tech all the time, there's still challenges there. What are, what's, what are your thoughts on diversity? What are you seeing and what are some of those challenges that are still sitting on the table? >>So I guess the first thing I would say is there's multiple facets to diversity, right? The first one we always lean to is gender and race, but there's also diversity of thought. And being in the healthcare industry is very important for us to have a diversity of thought and experiences so that we can target a lot of these health equity issues that are, you know, that, that are ongoing. So that's one thing that we've, we've been trying to do is making sure that I don't just have people that think like me on the team. And typically that also means not having people that look like me. So making sure that we have the right pipelines to hire for partnering with our, with some of our vendors. AWS for example, is a good one where they had avenues and they had non-profits that they worked with and they connected us with some of our staff augmentation people also did the same thing, really just expanding the scope of where we're looking for talent and, and that helps also bring that diversity of thought and the diversity of gender race into the, into the full >>It is. And it and, and there's also, there's so much data if we follow the data and of course in tech we're all about data. Every company these days, regardless of industry needs to be a data company. If we follow the data, we can see that organizations with, for example, females within the C-suite are far more profitable than those organizations that don't have that even that element of diversity. So the data is demonstrating there's tremendous business value, tremendous competitive advantage, faster time to market, more products and services that can be delivered if there is thought diversity among the entire organization, not just the C-suite. >>Exactly. And and since we have an impact on what is being delivered as an engineering organization, we also need that in engineering, right? One of the things that's very keen right now is machine language and ai. If we don't have the right models for example, then we either introduced bias or perpetuate by it. So we definitely need people on our teams as well that understand how these technologies work, how we can leverage 'em on our data sets so that we could run counter to this bias >>And countering that bias is incredibly important. Machine learning ai, so driven by data, the volumes of data, but the data needs to be as clean and and non-biased as possible. And that's a big challenge for organizations to undertake. Is there advice that you have for those folks watching who might be, I, I don't see me in this organization, I don't feel represented. How can I change that? >>Well, one would be to speak up, right? Even if you don't see you apply for the job, right? And one of the things that we're trying to address even in the DEI space is making sure that our job descriptions are not introducing any biases so that people will eliminate themselves immediately, right? But really just if you have the skill set and you feel like you can ramp up to the talent, then just apply for the job. Talk to somebody. You do have a network whether you realize it or not. So leverage that network. But really like there's this expression that my kid taught me saying, you miss a hundred percent of the shots you don't take, right? So if you don't try, you're not gonna make it by default. If you do try, there's a chance to make it right. At the very least, you build a connection with someone who can potentially help you down the line. >>That is one of my absolute favorite sayings. You miss a hundred percent of the shots that you don't take. So encouraging people to raise their hand there, there are stats, data, speaking of data we've been talking about that, that demonstrate that women are far less likely to apply for jobs like on LinkedIn for example, unless they need 100% of the job requirements, which we all know are quite stringent and not necessary in a lot of cases. So I love your advice of just try raise your hand, ask the question. All the can say is no. And at the end of the day, what is that? It's a word but can also be directional and and really guiding for people on their journey to wherever that, if it's an engineering, cloud, engineering, DevOps, whatever happen that happens to be, raise your hand the question. And to your point, you have a network, it is there, open that up. There's so much potential for people that just raise, I think that's to raise their hand and ask the question. >>And the corollary to that though is I would also encourage people who are in leader leadership roles to be strong allies, right? Like we need to be aware of what biases we might be introducing or candidates that we might be leaving on the table because we're being too stringent because we're not expanding our, our our search, right? So definitely that's something that I've started doing about five, six years old shortly after I moved to Austin, which I kind of beat myself up about not having done before, is really contributing to that community, helping out, being a mentor, being a coach, being a guide. Sometimes it's just reviewing somebody's resume. Other times it's talking to 'em about a role that I have and helping them map their current state to that role. But really just being an ally to everyone and anyone who wants to come into this space. >>I love that. I, and I have a feeling, Patty, that you're a great mentor and ally for those in your organization across organizations and those out there that may not know yet. Patty can be an ally for me. I'd love to get your take in our final minutes on a couple things. One, the, what's next in cloud from your perspective, the things that you've seen, what you've been able to achieve, and how do you see your role evolving in the industry at Optum? >>So what's next in cloud, and we've talked about that a lot, is data. How do we manage all this data? How do we catalog this data, how to reuse this data, how to reshift this data? We have data in various different environments. We're a multi-cloud company. So how do we make sure that we don't have the same data everywhere? Or even if we do, how do we reconcile that? So data, data, data, right? And from data, get to information so that we can monetize it and we can share it. So that's the, that's for me is really next step. I mean we, we know the applications that we can build, we know the analytics that we can build, but if we don't have the right data, we're limiting ourselves. So that's definitely one aspect that I know that we wanna drive. And as far as my role, I was fortunate enough to be provided with the leadership of development of a platform for analytics, which yes, involves data. >>So I'm very excited about this, right? Cuz that's, that's next level for me. I've been typically in roles that protect revenue in the DevOps and operations role. And now I'm in a revenue generating role and it has a shift in mindset. But I, I really appreciate it and I'm really taking everything I've learned up to now as a DevOps team. I knew when the bad things came. So now I'm trying to prevent, prevent my team from pushing bad things down the pipe, right? So I'm just really excited about what's, what's, what's to come because there's so many opportunities for improving the products that we build. And I'm so excited to be part of this platform. >>There are the, the horizon of opportunities is really endless, which is exciting. And to your point about data, like I mentioned, for every company, whether it's your grocery store, a retailer, the postal service has to become a data driven company. Cuz as consumers we expect that we bring that into our business lives and we expect to be able to transact in business as easily as we do on the consumer side. And that all requires organizations to not just have access to data, but to be able to build the right data infrastructure, toing insights to act on that, to feed the AI and ML models so that products services can get better, more personalized and meet the demands of the ever demanding consumer, which I know I, one of them. I wanna ask you one more final question and that is, what do you think some of the biggest challenges have been with, with respect to tech innovation in the workforce over the past five years? What are some of those things that, that you've seen that you think we're on the right track moving forward to eliminate some of these? >>That is a good question. I think one of the biggest challenges for me has been not to remain in the status quo, right? Like not to do something because it's what we've been doing, but being in the cloud allows us with so many opportunities where we can fail fast. That let's give it a shot, let's do a quick sprint, let's figure out whether it is a possibility or not. Eliminate it if it's not, and then keep moving, right? Like we don't have the same development methodology before that we had to do three months, five months, six months. You can iterate in two week chunks, get it done, confirm your, your statement or not, or negate it, but at the very least have an answer, right? So that for me is the biggest challenge. We're aware of the thinking we're just not doing. So it'd be very exciting when we, when we pivot from that and really start innovating because we have the time >>Innovating because we have the time, as I mentioned, you know, with the demand of consumers, whether it's consumer in, in on the personal side, business side, those demands are there. But the, the exciting thing is to your point, the innovations are there. The capabilities are there, the data is there. We have a lot of what we need to be able to take advantage of that. So it's gonna be exciting to see what happens over the next few years. Patty, it's been such a pleasure having you on the cube today. Thank you so much for joining. You are clearly a, a leader in terms of women in the cloud. We appreciate what you're doing, your insights, your recommendations, and your insights as to what you see in the future. You've been a great guest. Thank you so much for joining me today. >>Thank you for having me Lisa. >>My pleasure For Patty Jordan, I'm Lisa Martin. You're watching The Cubes coverage of Women of the Cloud, brought to you by aws, a special program series. We thank you so much for watching. Take care.

>>Okay, welcome back everyone to the Cube's live coverage here in Monaco for the MoCo crypto summit. I'm John fur. You're host of the cube. We got a great guest Dustin plant Boltz who is a crypto advisor, but also the crypto editor for Forbes Monaco here. Seeing the official event, the AAL event of the Monaco crypto summit in Monaco, your coverage area for Forbes, your MCing. Welcome to the >>Cube. Thank you for having me. And it's, it's always fun when I get to have an event in our backyard, cuz I get to hear what others know. And to me I'm very curious. Yeah. Always >>Learning. So you're on the MC on the stage here, you know, queue in the program online great program. So it's innovative event, inaugural event, great name by the way. Crypto summit and mono crypto >>Summit. Yeah, the MoCo crypto summit. >>That sounds like I want to attend every year. >>You're you're more than welcome to attend next year. >>Well, I hope so. Either way. I'm at the Al event with you. So gimme the take on what's on stage. What's been the program, like what's your observations going on here at the event today? >>So what we're starting to see globally is this digitization of things and the people that are part of the innovation side. And so that's what we've been able to see this morning. We're we're now at the break is what sort of companies are out there, the good ones and what are they building? Is this innovation? Is it even innovative and figuring out how they're gonna do it and the roadmaps to getting there from the metaverses to NFTs and even to decentralized finance. >>Yeah, it's the number one question I get is what's legit. What's not legit. And then you're starting to see the, the, the wheat and the shaft separating here and you know, something called crypto winter. But I don't see it. I mean, I see correction for some of the bad things going on in terms of not having the right underpinning infrastructure, the creative ideas are amazing. We're also seeing like digital bits and other platforms kind of coming together to enable the creators and, and the NFT side for instance has been huge. What has been your observation on that enablement? Because you have two schools of thoughts. You have the total nerds we're up and down building everything. Then you have artists and creators, whether it's music, tech apps building, they don't necessarily want to get 'em to the covers. They don't want to deal with all that. Yeah. Have you seen, what's your, what's your take on that? >>So I I'm seeing that a lot of these major brands, you know, they they're striving for excellence. You know, they're being more careful of who they partner with and the types of companies and you know, they, they look at it from reality and a little tough love to figure out should they align their brand. So what we're seeing here is is that there is so much inertia moving forward. That we're just at the beginning of this thing. Yeah. McKinsey recently said that the ecosystem will be over $30 trillion. So when you recognize that we are so early and it's those right now, or some might say are the risk takers. But to me there, aren't taking risk. They're being a part of making history. >>Yeah. You get the pioneers and you get the financial. So as they come together, how do you see the market? Cause what I've noticed with crypto and here in, in this, this market is international. One lot of international finance us is kind of lag behind. You got all kinds of rules, but you got the, the combination of the, the future billionaires. Sure. Okay. The pioneers and then the financeers yeah. Coming the money, the money and the power coming together. What's your reporting show you that's going on right now? What should people know about on how this is evolving? What they shouldn't >>Expect? Well, so you have a group that wants to become cryers they're seeing these individuals globally. They're making lots and lots of money, but what they don't realize is that not everybody is gonna have that outcome, but looking at the technology aspect of it and how it's going to improve a system that many can agree is collectively broken legacy just can't move beyond. It was never designed to you'll see people take shots at certain card companies and I go, but you recognize they developed the assembly line. And so I'm seeing that the smart money they got in long ago, believe it or not. And those now they're looking out for their errors are the ones that saying, I will not have an excuse when my, my grandkids or my, my nieces or my nephews, when they come and ask, where were you when the greatest transformational shift in human history, from both education to jobs, to careers and even wealth was being shifted to a digital world, why were you on the sideline waiting? And so I think what we're gonna see is this tsunami coming, and it's gonna start with one big player and then two and five, you go, go alone. You go far, go together. You go further. And that's what we're seeing is that this collective is moving forward >>And the community, we just had Beth Kaiser on, I've known Beth for many, many years. And she's what she's her journey has done. She's had a great mission and then gets she's a data scientist and came to Analytica. Now she's doing work with Ukraine and the rallying support around it has been impressive. And it's a community vibe, but the community's not just like sympathetic they're hands on together to your point. >>Yeah. It, but it also takes courage. I mean, you look at Britney Kaiser and what she had, and to me, courage is not, not having fear. Courage is not allowing the fear to stop. You, you know, recently asked my executive coach, who's 85 and I'm turning 39. This question of, do you let fear stop you? How do you decide? And he said, you know, you can either let, you can either ride the dragon. And I said, or let the dragon chase you. And Brittany has been one of these that made a decision to do what was right. And it came down to integrity. Yeah. >>So what are you have to these days what's going on in your world? >>What is going on in my world? So I moderate events all over and I connect and I like to ask people questions. So I'm gonna ask you, I'm gonna turn at the interviewer on the >>Interview. It's good. Natural. >>What are you learning? >>I mean, I'm learning, I mean today or this week or this month or this year. Well, I was just talking with Brittany about this. The security world is converging cloud technology, cloud computing. That revolution has just been amazing. Amazon posted their earnings yesterday. They blew it away as far as I'm concerned. So they kind of show there's no tech recession. I've learned that this recession, that we're so called in is the first downturn in tech where there's been cloud players as hyperscalers as an economic engine. Okay. So from a, from a business perspective, Amazon web services, Microsoft Azure now Google cloud, Alibaba's now in, in international version. This is the first time at downturns ever happened with cloud computing as an economic engine. And so therefore what I'm seeing is the digital transformation that's happening across the world for enterprises and entrepreneurs is not stopping. >>It's actually accelerating. So although the GDPs down in inflation is down, you're seeing a massive shift continuing to accelerate, spending and transformation with cloud technologies and decentralized. So you can almost see it kind of in the, this event and other events, even some of the bigger events, the best smartest people are working on it. The applications in all the categories are transforming. If cloud is step one, decentralized gonna be step two. So I see that kind of bridge going from cloud computing, cloud native to decentralized native. And I think a D DAPP market's gonna just explode. I think NFTs are just scratched on the surface. I think that's kind of, I won't say gimmicky, but I think no, but you're right, much more of a much more of a, an illustration that there's more coming. >>There is a lot more coming because people are seeing that there's more to an NFT than an ugly luck and J you know, ugly and JP image that there's, that there's data in there. And that your avatar will be stored as just that as an NFT. And I learned today from go of sing, that decentralization is, is the key to innovation. And I agree with that statement. Holy. >>Yeah. I mean, I think access to stuff is gonna be multidimensional. Like you think about the NFT as, as an ID, whether it's him or UN unstoppable domains is that company just got financing another round where the billion dollars, their concept is like, Hey, one NFT is your access for all of your potential identities in context. >>And isn't that exciting that we're now gonna be at this stage where you travel with you. Yeah. Instead of someone else traveling with you, you get to decide who you will be. And to me, everything you're doing in this world, this reality is now becoming part of your digital asset as a whole. >>I remember when I started my podcasting company in 20 2004, early pioneers, Evan Williams was there with Odo and you had, you know, the blogging revolution going on that whole democratization wave actually didn't happen right then. But all the people that were involved in that web two oh, kind of CRAs was all about democratization. It's kind of happening now. I mean, 15, 20 years later at web services is transformed cloud the democratization for own your own data, putting users in control. And I think in the middle of that, the Facebook's the world, the world garden data, you know, manipulation kind of took it off track a little bit. So I think now I'm, I psych to see that it's back on track to where it was. I mean, Facebook made billions of dollars. Now you got LinkedIn. I mean, LinkedIn's great for your resume, but it's also become a wall's garden with no data export. >>Yeah. And then >>No APIs keep >>Changing. Think about this. That if you wanna apply for a job, just change something quickly. Yeah. Ah, now you're the senior VP. Yeah. Before you were, you're an office manager >>Like to see the immutable block change, >>You don't get to see when did the record change. Yeah. >>Reputation data. You're a digital exhaust people gonna wanna reign that in. And I think the user in charge message that Brit Kaiser was talks about is hugely a mess under, under, under amplified concept. Digital assets are key, but the data ownership is something that I think is, is >>Powerful. So I'm gonna be launching a brand new company in and around September called cryptos. And it's a crypto career center. Think of it like the, the crypto for LinkedIn, that it's an aggregator becoming the industry standard for education, becoming the industry standard for crypto ships, with partners like ledger and moon pay and Casper labs. >>Look at this, we got an exclusive scoop on the cube. This >>Is the first time I will tell you this the first time in, in an environment like this. Yeah. That I'm excited to, I'm excited to talk about, right. Because it's time to be part of the change. Yeah, exactly. You know, as a father, I look at, I know where it's headed in the world of business. I know in the world of this, that we're gonna call the internet of connected things. Yeah. That it's gonna require you to have a certain talent skill or a certain certification. And to me, it's important to have an industry that supports one >>Staff and also, and also history on misinformation, smear campaigns can happen and ruin a career >>Overnight. Can you imagine that one little thing and because the internet never forgets. Yeah. It stays around indefinitely. >>The truth has to come out. Dustin. Great to have you on the queue. Thank you so much. Final question. What have you learned in there is MC what's your takeaway real quick? >>What I've learned is I never tire of learning. Thank you again, to learn more. Dustin plan.com. >>All right. Thanks for coming. Thank you. Cube coverage here at Monaco. I'm Shawn furry. We'll back with more coverage after this short break.

>>The cube presents, Coon and cloud native con Europe, 2022, brought to you by red hat, the cloud native computing foundation and its ecosystem partners. >>Welcome to Licia Spain in Coon and cloud native con Europe, 2022. I'm Keith Townsend, along with my cohot Paul Gillon, who's been putting in some pretty good work talking to incredible people. And we have, I don't wanna call, heard the face of CNCF, but you kind of introduced me to, you don't know this, but you know, charmer executive director of CNCF. You introduced me to Kuan at Cuan San Diego's my one of my first CU coupons. And I was trying to get my bearings about me and you're on stage and I'm like, okay. Uh, she looks like a reasonable person. This might be a reasonable place to learn about cloud native. Welcome to the show. >>Thank you so much for having me. And that's so nice to hear >><laugh> it is an amazing show, roughly 7,500 people. >>Yes, that's right. Sold out >>Sold. That's a big show. And with that comes, you know, uh, so someone told me, uh, CNCF is an outstanding organization, which it, which it is you're the executive director. And I told them, you know what, that's like being the president of the United States without having air force one. <laugh> like you get home. I dunno >>About that. You >>Get, no, you get all of the, I mean, 7,500 people from across, literally across the world. That's true at Europe. We're in Europe, we're in, we're coming out of times that have been, you know, it can't be overstated. It, this, this is unlike any other times. >>Yes, absolutely >>Difficult decisions. There was a whole co uh, uh, I don't know the term, uh, uh, cuffa uh, or blow up about mask versus no mask. How do you manage just, just the diversity of the community. >>That is such a great question, because I, as I mentioned in my keynote a little bit, right? At this point, we're a community of what, 7.1 million developers. That's a really big group. And so when we think about how should we manage the diversity, the way I see it, it's essential to treat each other with kindness, professionalism, and respect. Now that's easy to say, right. Because it sounds great. Right. Old paper is awesome. Yeah. Yeah. Great >>Concept. 0.1 million people later. >><laugh> exactly. And so, uh, this is why like, uh, I phoned a friend on stage and, um, van Jones came and spoke with us. Who's the renowned CNN contributor, uh, commentator, sorry. And his advice was very much that in such a diverse community, there's always gonna be lots of perspectives, lots opinions. And we need to a always bring the version of ourselves, which we think will empower this ecosystem, BEC what are, what we are doing. If everybody did that, is that gonna be a good thing or a bad thing? And the other is we need to give each other space and grace, um, space to do what we need to do. Grace. If there are mistakes, if there are challenges. And so those are, those are some good principles for us to live by. And I think that in terms of how CNCF tries to enable the diversity, it's by really trying to hear from everybody possible, the vocal loud voices, as well as the folks who you need to reach out a little bit, pull in a little bit. So it's an ongoing, it's an ongoing challenge that we do our best with. >>How do you balance? And I've been to a lot of trade shows and conferences over the years, their trade organizers are very coin operated. You know, they're there, they're there for the money. Yeah. <laugh> and you have traditional trade shows and you have a situation here where an open source community that is motivated by very different, um, principles, but you need to make money. You need the show to be profitable. Uh, you need to sell some sponsorships, but you also need to keep it available and open to the people who, who don't have the big budgets. How are you balancing that? >>So I would actually like to, uh, share something that may not be obvious, which is that we don't actually do the shows to make money. We, um, as you said, like, uh, a lot of trade shows are coin up and the goal there is like, um, well actually they're different kinds of, I think if it's an independent event organization, it can be like, Hey, let's make as much revenue as possible. If it's part of a large, um, large company, like, like cloud provider, et cetera, the events tend to be lost leaders because they're like lead gen, I think, >>But they're, they're lost leaders, but they're profit makers ultimately >>Long term. Yeah. Yeah. It's like top of the funnel. I, I guess for us, we are only doing the events to enable the community and bring people from different companies together. So our goal is to try and break even <laugh> >>Well, that's, that's laudable. Um, the, how big does it get though? I mean, you're at the point with 7,500 attendees here where you're on the cusp of being a really big event, uh, would you limit it size eventually? Or are you just gonna let this thing run? Its course. >>So our inherent belief is that we want to be accessible and open to more and more and more people because the mission is to make cloud native ubiquitous. Right. Uh, and so that means we are excited about growth. We are excited about opening the doors for as everyone, but I think actually the one, one good thing that came out of this pandemic is that we've become a lot more comfortable with hybrid. So we have a virtual component and an in-person component. So combining that, I think makes it well, it's very challenging cause like running to events, but it's also like, it can scale a little bit better. And then if the numbers increase from like, if they double, for example, we're still, I think we're still not in the realm of south by Southwest, which, which feels like, oh, that's the step function difference. So linear increases in number of attendees, I think is a good thing. If, and when we get to the point where it's, um, you know, exponential growth at that point, we have to think about, um, a completely different event really. Right, >>Right. So 7 billion people in the world approaching 8 billion, 7.1 members in the community. Technology is obviously an enabler where I it's enabled me to, to be here and Licia Spain experiencing this beautiful city. There's so much work to be done. What mm-hmm <affirmative> what is the role of CNCF in providing access to education and technology for the rest of the world? >>Absolutely. So, you know, one of the key, uh, areas we focus on is learning and development in supporting the ecosystem in learners beginners to start their cloud native journey or expand their cloud native journey with training certifications, and actually shared this in the keynote every year. Uh, the increase in number of people taking certifications grows by 216% year over year growth. It's a lot, right? And every week about a thousand people are taking a certification exam. So, and we set that up primarily to bring people in and that's one of our more successful initiatives, but we do so many, we do mentorship programs, internship programs. We, uh, a lot of diversity scholarships, these events, it all kind of comes together to support the ecosystem, to grow >>The turning away from the events, uh, toward just toward the CNCF Brit large, you have a growing number of projects. The, the number of projects within CNCF is becoming kind of overwhelming. Is there an upper threshold at which you would, do you tighten the, the limits on, on what projects you will incubate or how big does that tent become? >>Right. I think, you know, when we had 50 projects, we were feeling overwhelmed then too, but we seem to have cop just fine. And there's a reason for that. The reason is that cloud native has been growing so fast with the world. It's a representative of what's going on in our world over the course of the pandemic. As you know, every company became a technology company. People had to like double their engineering staffs over without anybody ever having met in person mm-hmm <affirmative> right. And when that kind of change is going around the world cloud needing be being the scaffolding of how people build and deploy modern software just grew really with it. And the use cases we needed to support grew. That's why the types of projects and kinds of projects is growing. So there's a method. There's a reason to the madness I should say. And I think, um, as the world and, uh, the landscape of technology evolves cloud native will, will evolve and keep developing in either into new projects or consolidation of projects and everything is on the table. >>So I think one of these perceptions Riley Arone is that CNCF is kind of where the big people go to play. If you're a small project and you're looking at CNCF, you're thinking one day I'll get big enough. Like how should small project leaders or leaders of small projects, how should they engage CNCF? >>Totally. And, you know, I want to really change this narrative because, um, in CNCF we have three tiers of projects. There's the graduated ones, which are at the top. These are the most mature ones we really believe and put our sand behind them. They, uh, then there's the incubating projects, which are pretty solid technologies with good usage that are getting there. And then there's the sandbox, which is literally a sandbox and op open ground for innovation. And the bar to entry is low in that it's, uh, easy to apply. There's a mass boat to get you in. And once you're in, you have a neutral IP zone created by being a CNCF project that you can attract more maintainers, more companies can start collaborating. So we, we become an enabler for the small projects, so everybody should know that >>FYI. Yeah. So I won't be interested to know how that, so I have an idea. So let's say I don't have an idea, but let's say that idea have, >>I'm sure you have an idea. <laugh>, I'm >>Sure I have idea. And, and I just don't have the infrastructure to run a project. I need help, but I think it it's going to solve a pro problem. Yeah. What's that application process like, >>So, okay. So you apply after you already have let's a GitHub repo. Okay. Yeah. >>So you, I have a GI help repo. >>Yeah. As in like your pro you've started the project, you started the coding, you've like, put it out there on GitHub, you have something going. And so it's not at just ideal level. Mm-hmm, <affirmative>, it's at like early stage of execution level. Um, and so, and then your question was, how do you apply? >>Yeah. So how do I, so I have, let's say that, uh, let, let's talk about something I'm thinking about doing, and I actually do, is that we're thinking about doing a open store, a cloud native framework for people migrating to the public cloud, to, or to cloud native. There's just not enough public information about that. And I'm like, you know what? I wanna contribute what I know to it. So that's a project in itself, not necessarily a software project, but a IP project, or let's say I have a tool to do that migration. And I put that up on my GitHub report. I want people to iterate on that tool. >>Right. So it would be a simple process of literally there is when you go to, um, our, uh, online, uh, materials, there's a simple process for sandbox where you fill a Google form, where you put in your URL, explain what you're doing, or some basic information hit submit. And we batch process these, um, about every once a month, I think. And, uh, the TC looks at the, what you've filled in, takes a group vote and goes from there. >>When about your operating model, I mean, do, do you, you mentioned you don't look to make a profit in this show. Do you look, and I wanna be sure CNCF is a non-profit, is that correct? Correct. Do you look, what models do you look at in determining your own governance? Do you look at a commercial business? Do you look at a nonprofit? Um, like of ourselves? Yeah. What's your model for how you run CNCF. >>Oh, okay. So it's a nonprofit, as I said, and our model is very simple. We want to raise the funds that we are able to raise in order to then invest them into community initiatives that play the supporter enabler role to all these projects we just talked about. We're not, we are never the project. We are the top cheerleader of the project. Think of us like that. And in terms of, um, but interestingly, unlike, I, I mean, I don't know much about other found, uh, nonprofit session compare, but interestingly, the donating companies are relevant, not just because of their cash that they have put in, but because those companies are part of this ecosystem and they need to, um, them being in this ecosystem, they help create content around cloud native. They, they do more than give us money. And that's why we really like our members, uh, they'll provide contributing engineers to projects. They will help us with marketing with case studies and interviews and all of that. And so it, it becomes this like healthy cycle of it starts with someone donating to become a member, but they end up doing so many different things. Mm-hmm <affirmative> and ultimately the goal is make cloud native ubiquitous and all this goes towards >>That. So talk to me about conflict resolution, because there's some really big projects in CNC, but only some stuff that is changed, literally changing the world, but there's competing interest between some of the projects. I mean, you, you, there there's, if you look at service mesh, there's a lot of service mesh solutions Uhhuh. Yes. And there's just different visions. Where's the CNCF and, and kind of just making sure the community aspect is thought across all of the different or considered across all the different projects as they have the let's say inevitably bump heads. >>Yeah. So by design CNCF was never meant to be a king maker where you picked one project. Right. And I think that's been working out really well because, um, one is when you accept a project, you're not a hundred percent sure that specific one is gonna take over that technology space. Right. So we're leaving it open to see who works it out. The second is that as every company is becoming a technology company, use cases are different. So a service mesh service mesh a might work really well for my company, but it really may not be a fit for your code base. And so the diversity of options is actually a really good thing. >>So talk to me about, uh, saw an interesting note coming out of the keynote yesterday, 65% of the participants here at CU con are new to Kuan. I'm like, oh, I'm a, I'm a vet. You are, I went to two or three before this. So O GE yeah, OG actually, that's what I tweeted OG of Kuan, but, uh, who, who are they like, what's making up? Are they developers? Are they traditional enterprises? Are they contributing companies? Who's the 65%, >>Um, who's the 65%, >>Right? The new, new, >>Well, it's all kinds of C companies sending their developers, right? It's sometimes there's a lot of them are end users. I think at least half or a third, at least of attendees are end user companies. And, uh, then there is also like the new startups around town. And then there is like the, every big company or small has been hiring developers as fast as possible. And even if they've always been a player in cloud native, they need to send all these people to this ecosystem to start building the relationships start like learning the technology. So it's all kinds of folks are collecting to that here. >>As I, as I think about people starting to learn the technologies, learn the communities, the one thing the market change for this coupon for me over others is the number of customers, sharing stories, end user organizations. Mm-hmm, <affirmative>, mm-hmm, <affirmative> much of the cuon that I've been through many of the open source conferences. It's always been like vendors pushing their message, et cetera. What talk, tell me about that. C change. >>One thing that's like just immediate, um, and the case right now is that all the co-chairs for the event who are in charge of designing the agenda are end users. So we have Emily Fox from apple. We have Jasmine James from Twitter, and we have Ricardo Roka from se. So they're all end users. So naturally they're like, you know, picking talks that they're like, well, this is very relevant. Imma go for that and I'm here for it. Right? So that's one thing that's just happening. The other though is a greater trend, which is, as I was saying in the pandemic, so many companies has to get going and quickly that they have built expertise and users are no longer the passive recipients of information. They're equal contributors. They know what they need, what they want, they have experiences to share. And you're seeing that reflected in the conference. >>One thing I've seen at other conferences in the past that started out really for practitioners, uh, is that invariably, they want to go upscale and they wanna draw the CIOs and the, oh yeah. The, uh, you know, the executive, the top executives. Is that an objective, uh, for you or, or do you really want to keep this kind of a, a t-shirt crowd for the long term? >>Hey, everyone's welcome. That's really important, you know? Right. And, um, so we, and that's why we are trying to expand. It's like, you know, middle out as they had in the Silicon valley show the idea being, sorry, I just meant this a little. Okay. So the idea being that we've had the core developer crews, developer, DevOps, SRE crowd, right op over the course of the last virtual events, we actually expanded in the other direction. We put in a business value track, which was more for like people in the business, but not in as a developer or DevOps engineer. We also had a student thing where it's like, you're trying to get all the university crowd people, and it's been working phenomen phenomenally. And then actually this, this event, we went, uh, in the other direction as well. We hosted our inaugural CTO summit, which is for senior leadership and end user companies. And the idea is they're discussing topics of technology that are business relevant. So our topic this time was resiliency in multi-cloud and we're producing a research paper about it. That's gonna come out in some weeks. So BA so with, for us, it's about getting everybody under this tent. Right. And, but it will never mean that we deprioritize what we started with, which is the engineering crowd. It's just an expansion >>Stay true to your roots. >>Yes. Well, Prianca, we're going to talk to a lot of those startup communities tomorrow. Ah, tomorrow's coverage. It's all about startups. Why should CTOs, uh, new startups talk to these upstarts of as opposed to some of the bigger players here on the show floor, over 170 sponsoring companies, the show floor has been vibrant engaging. Yes. And we're going to get into that community tomorrow's coverage on the cube from Valencia Spain. I'm Keith Townson, along with Paul Gillon and you're watching the cube, the leader and high tech coverage.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum, World 2019 brought to you by the M Wear and its ecosystem partners. >> Hey, welcome back, everyone. Live Cube coverage of the emerald 2019 were here in San Francisco, California Mosconi North Lobby. Two sets Our 10th year covering the emerald in our 20th year of Of of our seasons of covering Me to be enterprised Tech. I'm Jeffrey Day Volonte student Justin Warren breaking down day to Cube insights segment. Dave's Do You Do You're on Set Valley set this the meadow set because it's got the steamboat chirping birds behind us. Justin, you've been doing some interviews out on the floor as well. Checking the story's out. All the news is out. Day one was all the big corporate stuff. Today was the product technology news stew. I'll go to you first. What's the assessment on your take on the M, where obviously they're reinventing themselves? Jerry Chen, who we interviewed, said this is Act three of'em where they keep on adding more and more prostitute their core, your thoughts on what's going on. >> So the biggest whore I've seen is the discussion of Tom Zoo, which really talking those cloud native applications. And if you break down VM wear, it's like many companies that said, There's the, you know, core product of the company. It is vey sphere. It is the legacy for what we have and it's not going anywhere, and it's changing. But, you know, then there's the modernization project Pacific howto a bridge to the multi cloud world. How do I bridge Kubernetes is going to come into the sphere and do that? But then there's the application world into the thing I've been. You know, the existential threat to VM, where I've been talking about forever is if we sas if I and cloud If I and all the APS go away, the data centers disappear in Vienna, where dominant, the data center is left out in the cold. So, you know, Pivotal was driving down that that path. They've done a lot of acquisitions, so love directionally where towns who's going time will tell whether they can play in that market. This is not a developer conference. We go to plenty of developer events, so, you know, that's you know, some of the places. I see you know, and and still, you know, >> narrator conference. You're right. Exactly Right. And just I want to get your thoughts, too, because you've been blocking heavily on this topic as well. Dev Ops in general, commenting on the Cube. You know, the reality and the reality, Uh, and the reality of situation from the the announcement. That's a vapor. They're doing some demos. They're really product directions. So product directions is always with VM. Where does it? It's not something that their shameful love, that's what they do. That's what they put out. It's not bakery >> company. It's a statement, A statement of >> direction. We were talking hybrid cloud in 2012 when I asked Pet guess it was a halfway house. He blew a gasket. And now, five years later, the gestation period for hybrid was that. But the end was happy to have the data center back in the back. In the play here, your thoughts on >> Yeah. So this conference is is, I think, a refreshing return to form. So, Vienna, where is as you say, this is an operators conference in Vienna. Where is for operators? It's not Four Dev's. There was a period there where cloud was scary And it was all this cloud native stuff in Vienna where tried to appeal to this new market, I guess tried to dress up and as something that it really wasn't and it didn't pull it off and we didn't It didn't feel right. And now Veum Way has decided that Well, no, actually, this is what they and where is about. And no one could be more Veum where than VM wear. So it's returning to being its best self. And I think you >> can software. They know software >> they know. So flick. So the addition of putting predict Enzo in and having communities in there, and it's to operate the software. So it's it's going to be in there an actual run on it, and they wanna have kubernetes baked into the sphere. So that now, yeah, we'll have new a new absent. Yeah, there might be SAS eps for the people who are consuming them, but they're gonna run somewhere. And now we could run them on van. Wait. Whether it's on Silent at the edge could be in the cloud your Veum wear on eight of us. >> David David so I want to get your thoughts just don't want to jump into because, you know, I love pivotal what they've done. I've always felt as a standalone company they probably couldn't compete with Amazon to scale what's going on in the other things. But bring it back in the fold in VM, where you mentioned this a couple of our interviews yesterday, Dave, and still you illuminate to to the fact of the cloud native world coming together. It's better inside VM wear because they can package pivotal and not have to bet the ranch on the outcome in the marketplace where this highly competitive statements out there so you get the business value of Pivotal. The upside now can be managed. Do your thoughts first, then go to date >> about Pivotal. Yeah, as >> an integrated, integrated is better for the industry than trying to bet the ranch on a pier play >> right? So, John, yesterday we had a little discussion about hybrid and multi cloud and still early about there, but the conversation of past five years ago was very different from the discussion. Today, Docker had a ripple effect with Containers and Veum. Where is addressing that and it made sense for Pivotal Cut to come home, if you will. They still have the Pivotal Labs group that can work with customers going through that transformation and a number of other pieces toe put together. But you ve m where is doing a good enough job to give customers the comfort that we can move you forward to the cloud. You don't have to abandon us and especially all those people that do VM Where is they don't have to be frozen where they are >> a business value. >> Well, I think you've got to start with the transaction and provide a historical context. So this goes back to what I used to call the misfit toys. The Federation. David Golden's taking bits and pieces of of of Dragon Pearl of assets in side of E, M. C and V M wear and then creating Pivotal out of whole cloth. They need an I P O. Michael Dell maintained 70% ownership of the company and 96% voting shares floated. The stock stock didn't do well, bought it back on 50 cents on the dollar. A so what the AIPO price was and then took a of Got a Brit, brought back a $4 billion asset inside of the M wear and paid $900 million for it. So it's just the brilliant financial transaction now, having said all that, what is the business value of this? You know, when I come to these shows, I'd liketo compare what they say in the messaging and the keynotes to what practitioners are saying in the practitioners last night were saying a couple of things. First of all, they're concerned about all the salmon. A like one. Practitioners said to me, Look, if it weren't for all these acquisitions that they announced last minute, what would we be hearing about here? It would have been NSX and V san again, so there's sort of a little concerns there. Some of the practitioners I talked to were really concerned about integration. They've done a good job with Nasasira, but some of the other acquisitions that they may have taken longer to integrate and customers are concerned, and we've seen this movie before. We saw the DMC. We certainly saw the tell. We're seeing it again now, at the end where Veum where? Well, they're very good at integrating companies. Sometimes that catches up to you. The last thing I'll say is we've been pushing You just mentioned it, Justin. On Dev's not a deaf show. Pivotal gives VM where the opportunity to whether it's a different show are an event within the event to actually attract the depths. But I would say in the multi cloud world, VM wears sitting in a good position. With the exception of developers pivotal, I think it's designed to solve that problem. Just tell >> your thoughts. >> Do you think that Veum, where is, is at risk of becoming a portfolio company just like a M A. M. C. Watts? Because it certainly looks at the moment to me like we look at all the different names for things, and I just look at the brand architecture of stuff. There are too many brands. There are too many product names, it's too confusing, and there's gonna have to be a culottes some point just to make it understandable for customers. Otherwise, we're just gonna end up with this endless sprawl, and we saw what the damage that did it. At present, I am saying >> it's a great point and Joseph Joe to cheese used to say that overlap is better than gaps, and I and I agree with him to appoint, you know better until it's not. And then Michael Dell came in and Bar came and said, Look, if we're gonna compete with Amazon's cost structure, we have to clean this mess up and that's what they've been doing it a lot of hard work on that. And so, yeah, they do risk that. I think if they don't do that integration, it's hard to do that. Integration, as you know, it takes time. Um, and so I have Right now. All looks good, right? Right down the middle. As you say, John, are >> multi cloud. Big topic gestation period is going to take five years to seven years. When the reality multi cloud a debate on Twitter last night, someone saying, I'm doing multi cloud today. I mean, we had Gelsinger's layout, the definition of multi cloud. >> Well, he laid out his definition definition. Everyone likes to define its. It's funny how, and we mentioned this is a stew and I earlier on the other set, cloud were still arguing about what cloud means exit always at multi cloud, which kind of multi cloud is a hybrid bowl over. And then you compare that to EJ computing, which computing was always going on. And then someone just came along and gave it a name and everyone just went, huh? OK, and go on with their lives. And so why is cloud so different and difficult for people to agree on what the thing is? >> There's a lot of money being made and lost, That's why >> right day the thing I've said is for multi cloud to be a real thing, it needs to be more valuable to a customer than the sum of its pieces on. And, you know, we know we're gonna be an Amazon reinvent later this year we will be talking, you know? Well, they will not be talking multi cloud. We might be talking about it, but >> they'll be hinting to hybrid cloud may or may not say >> that, you know, hybrid is okay in their world with outpost and everything they're doing in there partnering with VM wear. But you know, the point I've been looking at here is you know, management of multi vendor was atrocious. And, you know, why do we think we're going to any better. David, who hired me nine years ago. It was like I could spend my entire career saying, Management stinks and security needs to be, >> you know, So I want to share lawyers definition. They published in Wicked Bon on Multiply Multi Cloud Hybrid Cloudy, Putting together True Hybrid Cloud Multiply Any application application service can run on any node of the hybrid cloud without rewriting, re compiling or retesting. True hybrid cloud architectures have a consistent set of hardware. Software service is a P I is with integrated network security data and control planes that are native to and display the characteristics of public cloud infrastructure is a service. These attributes could be identically resident on other hybrid nodes independent of location, for example, including on public clouds on Prem or at the edge. That ain't happening. It's just not unless you have considered outposts cloud a customer azure stack. Okay, and you're gonna have collections of those. So that vision that he laid out, I just I think it's gonna >> be David. It's interesting because, you know, David and I have some good debates on this. I said, Tell me a company that has been better at than VM wear about taking a stack and letting it live on multiple hardware's. You know, I've got some of those cars are at a big piece last weekend talking about, you know, when we had to check the bios of everything and when blade Service rolled out getting Veum whereto work 15 years ago was really tough. Getting Veum were to work today, but the >> problem is you're gonna have outposts. You're gonna have project dimensions installed. You're gonna have azure stacks installed. You're gonna have roll your own out there. And so yeah, VM where is gonna work on all >> those? And it's not gonna be a static situation because, you know, when I talk to customers and if they're using V M where cloud on AWS, it's not a lift and shift and leave it there, Gonna modernize their things that could start using service is from the public cloud and they might migrate some of these off of the VM where environment, which I think, is the thing that I am talking to customers and hearing about that It's, you know, none of these situations are Oh, I just put it there and it's gonna live there for years. It's constantly moving and changing, and that is a major threat to VM wears multi clouds, >> Traffic pushes. Is it technically feasible without just insanely high degrees of homogeneity? That's that's the question. >> I I don't think it is and or not. I don't think it's a reasonable thing to expect anyway, because any enterprise you have any M and a activity, and all of a sudden you've got more than one that's always been true, and it will always be true. So if someone else makes a different choice and you buy them, then we'll have both. >> So maybe that's not a fair definition, but that's kind of what what? One could infer that. I think the industry is implying that that is hybrid multi club because that's the nirvana that everybody wants. >> Yeah, the only situation I can see where that could maybe come true would be in something like communities where you're running things on as an abstraction on top off everything else, and that that is a common abstraction that everyone agrees on and builds upon. But we're already seeing how that works out in real life. If >> I'm >> using and Google Antos. I can't easily move it to P. K s or open shift. There's English Kubernetes, as Joe Beta says, is not a magic layer, and everybody builds. On top of >> it, is it? Turns out it's actually not that easy. >> Well, and plus people are taken open source code, and then they're forking it and it building their own proprietary systems and saying, Hey, here's our greatest thing. >> Well, the to the to the credit of CNC, if Kubernetes. Does have a kind of standardized, agreed to get away away from that particular issue. So that's where it stands a better chance and say unfortunately, open stack. So because we saw a bit of that change of way, want to go this way? And we want to go that way. So there's a lot of seeing and zagging, at least with communities. You have a kind of common framework. But even just the implementation of that writing it, >> I love Cooper. I think I've been a big fan of committed from Day one. I think it's a great industry initiative. Having it the way it's rolling out is looking very good. I like it a lot. The comments that we heard on the Cube of Support. Some of my things that I'm looking at is for C N C s Q. Khan Come coop con Coming up is what happened with Kay, native and SDO because that's what I get to see the battleground for above Goober Netease. You see, that's what differentiates again. That's where that the vendors are gonna start to differentiate who they are. So I think carbonates. It could be a great thing. And I think what I learned here was virtualization underneath Kubernetes. It doesn't matter if you want to run a lot. Of'em Furat scale No big deal run Cooper's on top. You want to run in that bare metal? God bless you, >> Go for it. I think this use cases for both. >> That's why I particularly like Tenzer is because for those customers who wanna have a bit of this, cupidity is I don't want to run it myself. It's too hard. But if I trust Vienna where to be able to run that in to upgrade it and give me all of the goodness about operating it in the same way that I do the end where again we're in and I'll show. So now I can have stuff I already know in love, and I can answer incriminating on top of it. >> All right, But who's gonna mess up Multi clouds do. Who's the vendor? I'm not >> even saying it s so you can't mess up something that >> who's gonna think vision, this vision of multi cloud that the entire industry is putting forth who's gonna throw a monkey? The rich? Which vendor? Well, screw it. So >> you know, licensing usually can cause issues. You know, our friend Corey Crane with a nice article about Microsoft's licensing changes there. You know, there are >> lots of Amazon's plays. Oh, yeah. Okay. Amazon is gonna make it. >> A multi clock is not in the mob, >> but yet how could you do multi cloud without Amazon? >> They play with >> control. My the chessboard on my line has been Amazon is in every multi cloud because if you've got multiple clouds, there's a much greater than likely chance >> I haven't been. You know, my feeling is in looking at the history of how multi vendor of all from the I T industry from proprietary network operating systems, many computers toe open systems, D c P I P Web, etcetera. What's going on now is very interesting, and I think the sea so ce of the canary in the coal mine, not Cee Io's because they like multi vendor. They want multiple clouds. They're comfortable that they got staff for that si sos have pressure, security. They're the canary in the coal mine and all the seasons lights, while two are all saying multi clouds b s because they're building stacks internally and they want to create their own technology for security reasons and then build a P eyes and make a P. I's the supplier relationship and saying, Hey, supplier, if you want to work with me, me support my stack I think that is an interesting indication. What that means is that the entire multi cloud thing means we're pick one clown build on, have a backup. We'll deal with multiple clouds if there's workloads in there but primary one cloud, we'll be there. And I think that's gonna be the model. Yes, still be multiple clouds and you got azure and get office 3 65 That's technically multi cloud, >> but I want to make a point. And when pats on we joke about The cul de sac is hybrid cloud a cul de sac, and you've been very respectful and basically saying Yap had okay, But But But you were right, Really. What's hybrid would show me a hybrid cloud. It's taken all this time to gestate you where you see Federated Applications. It's happening. You have on prim workloads, and you have a company that has public cloud workloads. But they're not. Hybrid is >> the region. Some we'll talk about it, even multi. It is an application per cloud or a couple of clouds that you do it, but it's right. Did he follow the sun thing? That we might get there 15 years ago? Is >> no. You're gonna have to insist that this >> data moving around, consistent >> security, governance and all the organizational edicts across all those platforms >> the one place, like all week for that eventually and this is a long way off would be if you go with Serverless where it's all functions and now it's about service composition and I don't care where it lives. I'm just consuming a service because I have some data that I want to go on process and Google happens to have the best machine learning that I need to do it on that data. Also use that service. And then when I actually want to run the workload and host it somewhere else, I drop it into a CD in with an application that happens to run in AWS. >> Guys wrapping up day to buy It's just gonna ask, What is that animal? It must be an influence because hasn't said a word. >> Thistles. The famous blue cow She travels everywhere with me, >> has an INSTAGRAM account. >> She used to have an instagram. She now she doesn't. She just uses my Twitter account just in time to time. >> I learned a lot about you right now. Thanks for sharing. Great to have you. Great as always, Great commentary. Thanks for coming with Bay three tomorrow. Tomorrow. I want to dig into what's in this for Del Technologies. What's the play there when I unpacked, that is tomorrow on day three million. If there's no multi cloud and there's a big tam out there, what's in it for Michael Dell and BM where it's Crown Jewel as the main ingredient guys, thanks for coming stupid in Manchester words, David Want them? John, Thanks for watching day, too. Inside coverage here are wrap up. Thanks for watching

(upbeat music) >> Female: From our studios, in the heart of Silicon Valley, Palo Alto, California, this is a Cube conversation. >> Hey welcome back everybody. Jeffrey here with The Cube. We're in our Palo Alto studios today for a Cube conversation. Again, it's a little bit of a let down in the crazy conference season, so it gives us an opportunity to do more studio work, and check in with some folks. So we're really excited to have our next guest. We'd love to talk to practitioners, people out on the front lines that are really living this digital transformation experience. So we'd like to welcome in, all the way from Toronto, the NBA champion, Toronto, home of the Raptors, he's Phillip Armstrong, global C.I.O., and E.V.P. from Great-West Lifeco. Philip, great to see you. >> Thanks, Jeff, good afternoon. >> And I got to say congrats, you know, you took the title away from us this year, but a job well done, and we all rejoiced in Canada's happy celebration. I'm sure it was a lot of fun. >> Lots of excitement here in Toronto for sure. >> Great, so let's jump into it. A lot of conversations about digital transformations. You're right in the heart of it, you're running a big company that's complicated, it's old. So first off, give us a little bit of a background just for people that aren't familiar with Great-West Lifeco in terms of how long you've been around, the scale and size, and then we can get into some of the challenges and the opportunities that you're facing. >> Sure, I'd love to. Actually, one of probably the world's best kept secrets. So Great-West Lifeco is a holding company, and underneath that company, we have a number of companies. So for example in the U.S., you may have heard of Putnam Mutual Funds out of Boston, or Empower Retirement Services, the second largest pension administration company in the United States out of Denver. We have companies called Canada Life and Irish Life. We operate in Europe, the U.S., and Canada. We were formed in 1847, so we're 170 odd years old. Very old, established company, in fact, the first life insurance company to get its charter in Canada. So we were certainly not born digital, we were not born in the cloud. In fact, we weren't even born analog. I think our history goes back to parchment, green ink, and "I" shares. So this has been quite the digital transformation for our company. >> So when you think about digital transformation, insurance companies are always interesting, right? Because insurance companies, by their very nature, they created actuarials, and you guys have always been doing math, and you've always been forecasting, and building models. What does digital transformation mean for you, and that core business in the way you look at insurance and the products that you offer your customers? >> It's been massive, it's had a massive impact right across our company. We have 30 million customers around the globe. Customers' expectations are rising every single day. They want online access to their information. We're an insurance company, but we're also a wealth management company, so we're open to market timing and exposures to the market. Our pace in our business has accelerated dramatically. So just the expectation, the other companies, digitally-native companies are setting with our customers, has forced us to completely re-examine our traditional business models that have served us so well, almost to the point where you have to take a hand grenade and just blow it up and start again. This is very, very difficult when you've got actuarial tables that are working, that are built on hundreds of years of experience. We're moving into a completely new world now. We've come from a world where security has always been very important to us. We manage 1.4 trillion dollars of other people's money. We have traditional business models and traditional data centers, and we operate at a certain level, a certain pace, and all of that, all of that, now has to change. We have skill sets and people who are very, very technical in nature, in their jobs, and have we got the right skills to take us into the future? Can we future-proof our business? This has been, not just a technology transformation, but a massive cultural transformation for our company. A reinvention of all of our business models, the way we look at our customers. A lot of our business is done through advisors. We have half a million advisors around the world that give financial planning and advice to people, and allow them to have some financial security. Our relationship with them has to change, and their expectations in using technology has to change. So this digital transformation is only a thin sliver of the transformation that our company has been going through globally over the last few years. >> That's interesting, you talked on so many topics there I want to kind of break it down into three. One is the consumerization of IT that we've talked about over and over and over, and people's experience with Yahoo and Amazon, and shopping with Google and Google Maps, really drives their expectations of the way they want to interact with every application on their phone when they want to, how they want to. So that's interesting in terms of your customer engagement. The other piece I want to go in a little bit is your own employees. You've been around since 1847, the expectations of the kids that you're hiring out of college today, and what they expect in their work environment, also driven in a big part by the phones that they carry in their pockets. And then the third leg of the stool are these, I forget the word that you used, but your partners or associates, or these advisors that you are enabling with your technology stack, but they're, I assume, independent folks out there just like you see at the local insurance office, that you need to enable them in a very different way. You're sitting in the middle. How do you break down the problems across those three groups of people, or contingencies, or constituencies? That's the word I'm looking for. >> Let's start with our advisors. We have many relationships with advisors. We have a relationship with an advisory force that is almost like a tied sales force that is positioned just to sell our products. We have advisors who are quite independent, and yet they sell our products. And then we have advisors that occasionally sell our products, and everything in between. Companies that are advisors, sort of managing general agents. We have bank assurance arrangements. We have all kinds of distribution arrangements around the globe, with our company to distribute our products. But the heart of what we do is an advice-based channel with many variants. So what do those advisors want? The want tools, online tools, they want safe connectivity, they want fast access to the internet, they want to be able to pull in advice, they want video conferencing, they want to be able to be reachable by their customers, and really leverage technology to allow them to provide that timely advice and be responsive to market changes. Almost delivering a bespoke service to each individual, in yet a mass way that's simple and timely. When you look at our employees, our employees pretty much want the same thing. They want safe access to the internet, they want safe access to the cloud and our applications. We've had to go through massive amounts of cultural change and training and education to bring our employees into the new world with new skills and equip them, just ways of working. Video, introducing video into our company, upgrading our networks. The change behind all of this different way of working has been phenomenal. I wish you could see the building we're sitting in today, that I'm coming to you from today. It's a stone building that was built in the early 1930s, a prominent landmark here in Toronto. And from the outside, it looks archaic. When you walk into the lobby, it's all art deco and beautiful. They can't make buildings like this today. But in many ways, it epitomizes our company, because then you go up the elevators and walk onto the floors, and it's all open plan, all digitally enabled. We have Microsoft Teams in every meeting room. The floors are all modern and newly decorated and designed to allow us to collaborate and create new solutions for our customers. It's a real juxtaposition . And that, I feel, is a good analogy for our company right now, and what we're going through. >> So let's talk about how it's changed in terms of the infrastructure. Your job is to both provide tools to all these different constituents you talked about as well as protect it. So it's this interesting dynamic where before, you could build a moat, and keep everybody inside the brick building. But you can't do that anymore, and security has changed dramatically both with the cloud as well as all these hybrid business relationships that you described. So how did you address that? How have you seen that evolve over the last several years, and what are some of the top of mind issues that you have when you're thinking about I've got to give access to all these people. They want fast, efficient tools, they want really a great way for them to execute their job. At the same time, I've got to keep that $1.4 trillion and all that that represents secure. Not an easy challenge. >> Not easy at all. A few years ago, it was pretty trendy to say we're going to move everything to the cloud. I think now, especially for large, complex companies like ours, a hybrid cloud is the way to go. I think we're starting to see a lot more CIOs like myself say, yes I'd love to take advantage of the cloud, and I'm certainly moving a lot of my footprint to the cloud. To start with it was because of cost, but now I think it's because of agility and access to new technologies as well. But when you move things to the cloud, you have to be very cautious around how you do that. We have in-house data centers that we have systems, administration systems that are obfuscated from our clients by fancy front ends and easy-to-use experiences. And they're running on pennies on the dollar, and you can't make a business case to move that to the cloud. So a hybrid cloud is the way to go for us. But what we realized very quickly is that we need to push our Cyrus security and defenses out to the intelligent edge, out to the edge of the internet. Stop bad things happening, stop malware, stop infections coming into our organization before they even come into our organization. The cloud has complicated that. We're reducing our surface areas. I heard just the other day a colleague of mine said yeah the cloud is fabulous, it's a faster way to deliver your mistakes to your customers and in many ways, it is, if you're not careful with what you're doing. We've deployed technology like Zscaler and other types of sand-boxing technology. But it's always a cat and mouse game. The bad guys are putting artificial intelligence into their malware. We saw the other day a piece of malware coming into our organization through email, and when it was exploded, the first thing it did was try to check signatures to see if it was in a virtualized environment. And if it was, it just went back to sleep again and didn't activate. The nice thing about Zscaler and some of the technologies that I'm deploying is that they're proprietary. They don't have these signatures. And so we can screen out, we literally get hundreds of thousands, close to millions, of malware attempts coming into our organization on a daily basis. It is a constant fight. What we've also found is that organizations like ours are big targets. What companies are trying to do is not steal our data, because they know that we won't pay ransoms. What we'd like to do is spend that money protecting our customers with credit monitoring, or changing their passwords and helping them deal with if there is a breach. So the bad guys have changed their tactics. Instead of stealing our data, they'd like to try and penetrate our networks and our systems and cripple us. They would really like to bring us down. And that determines a different strategy and protection. >> You touch on so many things there, Philip. We could go for like three hours I think just on follow-ups to that answer. Let me drill in on a couple. One of them, I'm just curious to get your perspective on how you finance insurance. You made an interesting comment, you don't pay ransom, and you have a budget that you spend on security within all the other priorities you have on your plate. But you can't spend everything on insurance, you can't get ultimate 100% protection. So when you think about your trade-offs, when you think about security almost from like an insurance or business mindset, what's the right amount to spend? How do you think about the right amount to spend for security versus everything else that you have to spend on? >> That's a great question, and I've been talking to my peers around what is the right amount of money? You could spend tons and tons of money on Cyber and still be breached. You can do everything right and again, still be breached. You just have to be very pragmatic about where you direct your resources. For us, it was hardening the perimeter was the start. We wanted to stop things getting in as best we could, so we went out to the cloud and put defenses right at the edge, right at the intelligent edge, and extended our network out. Then we went and said, what is our weakest link, and through social engineering and through dropping things onto people's desktops and them trying to breach into our network, we got some pretty sophisticated technology in end point detection. We monitor our devices using our SIM, we have a dedicated monitoring center that is global, that is in-house and staffed. We've built up a lot of capabilities around that. So then it becomes prioritizing your crown jewels, your most sensitive data, trying to put that most sensitive data into protected zones on your network, and clustering even more defenses around that most sensitive data. I'm a big believer in a defense in depth strategy, so I would have multiple layers of cyber security that overlap. So if you can manage to circumvent some, you might get caught by others. And really that's about it. It's been a struggle. We have a lot of people who specialize in risk-management in our company. So everyone's got an opinion, but I think this is a common challenge for global CIOs. >> I'll share you a pro-tip in a couple of the security shows. It seems HVAC systems are ripe for attack, and the funniest one I've every heard was the automated thermometer in a lobby fish tank at a casino that was the access point. So IOT adds a different challenge. >> Or vending machines. >> Yeah, but HVAC came up like five times out of ten, so watch our for those HVAC systems. But, we're here as part of the Zscaler program, and you've already mentioned them before, their name is on this screen. You've talked before about leveraging partners, and Zscaler specifically, but you mentioned a whole host of really the top names in tech. I wonder if you could give us a bit more color on how do you partner? It's a very different way to look at people in a relationship with a company and the reps that you deal with, versus just buying a product and putting in their product. You really talk about partnering with these companies to help you take on this ever-evolving challenge that is security. >> That's a fabulous question. I know that I cannot match the research and development budgets of some of these very large tech companies. And I don't have the expertise. They're specialists, this is what they do. We were the first company I think to install Zscaler in Canada. We have a great relationship with that company, and Jay's onto something here. He's a thought leader in this space. We've been very pleased with our cooperation and support we got from Zscaler in helping us with our perimeter. When we look inside our company, the network played a big part of delivering cyber security and protection for our customers. We placed a phone call over to Cisco and said come on in and help us with this. We need to completely revamp our network, build a leaf and spine architecture, software-defined network, state of the art, we really want the best and the brightest to come in and help us design this network globally for us. So Cisco has been a superb partner. Cisco has one North American lab, where they try out their new technologies and they advance their technologies. It's just down the street here in Toronto, so we've been able to avail ourselves with some pretty decent thought-leadership in the space. And then also FireEye has been absolutely superb working with them, and we developed pretty close relationships with them. We support their activities, they come in and help us with ours. We've used their consulting agency, Mandiant, quite a bit, to give us advice and help us protect our organization. And I think aligning yourself with these quality companies, Microsoft, I have to call out Microsoft, have been superb, starting from the desktop and moving us through, vertically aligned into the cloud, and providing cyber security every step of the way. You can't rely on one vendor, you have to make sure that these suppliers are partners. You turn vendors into partners and you make sure that they play well together, and that they understand what your priorities are and where you want to go. We've been very transparent with them around what we like and what we don't like, and what we think is working well and what isn't working well. We just build this ecosystem that has to work well in this day and age. >> Well Phillip I think that's a great summary, that it's really important to have partners, and really have a deeper business relationship than simply exchanging money for services. The only way, in this really rapidly evolving world, to get by, because nobody can do it by themselves. I think you summarized that very, very well. So final question before I let you go back to the open floor plan, and all the hard working people over there at Great-West Lifeco. What are you priorities for the balance of the year? I can't believe it's July already, this year is just zooming by. What are some of the things, as you look down the road, that you've got your eye on? >> Well we're certainly watching some of the geo-political activities. We have large operations in Europe, from my accent you can probably tell I'm a Brit. So we're watching Brexit and how that plays out. We're certainly trying to develop new and innovative products for our customers, and certain segments are interesting. The millennial segment, the transference of wealth from people in the later generations into earlier generations, passing wealth down to their kids. Retirement is a really big category for us, and making sure that people have good retirement options and retirement products. And of course, we're always kicking tires, and we're looking out for any opportunities in the M&A market as well, as our industry consolidates and costs rise. So that's kind of what's keeping us busy, and of course rolling out really cool technology. >> All right well thanks for taking a few minutes in your very busy day to spend it with us, and give us your story on the global transformation, the digital transformation and Great-West Life Company. >> You're very welcome, Jeff. Nice chatting with you. >> You too, thanks again. So he's Phil, I'm Jeff, you're watching The Cube. Just had a Cube Conversation out of Palo Alto studios. Thanks for watching, we'll see you next time. (upbeat music)

>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, welcome back already, Geoffrey here with the Cube were in downtown San Francisco at the brand new Open. I think it's finally complete. Mosconi Center for our conference. Twenty nineteen were really excited this year. For the first time ever in the four Scout booth, we've been coming to our say for a long time. We had Mike on last last year by Caesar. President Seo >> for scout. I appreciate you having me >> because we had the last year and you're so nice. You You invited us to the way we must both done something right? Absolutely it Also, before we get too far into it, Congratulations. Doing some homework. The stock is going well. You're making acquisitions, You said it's the anniversary of going out in public. So things are things are looking good for Four. Scout >> things have been good. We've been public company now for four quarters. We've beaten, raised on every metric we had out there. So we're feeling good about >> life. So I don't think the security threats are going down. I don't think you're Tamas is shrinking by any stretch of the imagination. Definitely >> does not feel like the threat landscape is getting less challenging these days, right? I mean, when you look at all the geopolitical stuff going on between the US and China and Russia, that that usually spills into the cybersecurity world and kind of makes things a little bit more tense, >> right? So the crazy talk and all confidence now is machine learning an a I and obviously one of the big themes that came up, we had a great interview. A googol is you just can't hire enough professionals regardless of the field, especially in this one to take care of everything So automation, really key. Hey, I really key. But the same time the bad guys have access to many of the same tools so that you're in the middle of this arm raise. How are you? You kind of taken a strategic view of machine learning an A I in this world. >> So what's amazing about cyber security in two thousand nineteen is the fact that the pace of innovation is exploding at an unprecedented rate, Right? I mean, we're bringing Maur devices online every quarter now, then the first ten years of the Internet combined. So the pace of adoption of new technologies is really what is driving the need for machine learning and a I a human being. Historically, in the cybersecurity world, most corporations approach was, I'm gonna have a whole bunch of different cyber products. They all have their own dashboards. I'm going to build this thing called a cyber Operations Center of Sock. That is going to be the input of all those. But a human being is going to be involved in a lot of the research and prioritization of attacks. And I think just the volume and sophistication of the breaches these days and attacks is making those same companies turn towards automation. You have to be willing to let your cyber security products take action on their own and machine learning in a I play a very large roll back. >> Yeah, it's really interesting because there's very few instances where the eye in the M L actually generate an action. Oftentimes will generate a flag, though they'll bring in a human to try to make one of the final analysis. But it's not, not often that way, actually give them the power to do something. Is that changing? Do you see that changing are people more accepting of that when you can't give it up that >> control when you when you look at for scouts kind of core value Proposition the category that were in his device. Visibility in control device visibility. What's on the network control? When I find something that shouldn't be, there are customers. Want to block that so way? Have a front row seat on watching customers that for decades have been unwilling to allow cybersecurity products to actually take action, turning our product on everyday and allowing us to do exactly that. So when we look at the way that they approached the breaches in every one of these scenarios, they're trying to figure out how they can augment the personal staff they have with products that can provide that level of intelligence >> on nothing to >> see over and over is that people are so falih. Fallible interview to Gala Grasshopper A couple of years he was one hundred percent a social engineering her way into any company that she tried. She had a kind of cool trick. She looked at Instagram photos. He would see the kind of browser that you had, and you know the company picnic. Paige won't let me in. Can you please try this? You're one hundred percent success. So you guys really act in a very different way. You're kind of after the breaches happened. You're sensing and taking action, not necessarily trying to maintain that that print Big Mo >> we're actually on the front end were before the breach takes place. So the way our product works is way plug into the network and then we turned that network ten years ago. A CEO would would would control everything on their networks. They would buy servers and load them with products and put them in their data centers. And they bite, you know, end points and they give those to their to their employees. Those same CEOs now need to allow everything to connect and try to make sense of this growing number of devices. So both the role that we play is preventative. We are on the front end. When a device first joins that network, you need to make sure that device is allowed to be there. So before we worry about what credentials that device is trying to log in with, let's make sure that's a device that the company wants to be on the network to begin with. So to your point, exactly your right. I mean, I think my CFO and I probably every week have some very sophisticated email that makes it sound like one of us asked the other to approve a check request. But it's but they're getting good and you're right. They go on the They know that I went to Villanova, where I'm a Phish fan, and they'll leverage some form of thing. All Post online has tried to make that seem a little bit more personalized, but our philosophy is a company is very basic, which is you need situational awareness of what devices are allowed to be on that network to begin with. If you get that in place, there's a lot less examples that what you described a couple of minutes >> ago and that you said to really instinct philosophy, having kind of an agent list methodology to identify and profile everything that's connected to the network, as opposed to having having you know an OS or having a little bug on there, Which would put you in good shape for this operations technology thing, which is such a critical piece of the i O. T and the I O T transfer >> there. Now there's there's no doubt, You know, that's one of the most fourth sight ful things that, for Scout has ever done is we made the decision to go Agent Lis ten years ago, Way saw that the world was moving from you, Nick and and Lenox and Windows and all of these basic operating systems that were open and only a few of them to the world that we're in today, where every TV has a different operating system, every OT manufacturer has their own operating system, right? It's example I uses that is the Google, you know, the nest thermostat where you you, you buy that, you put it on the wall of your house, you pair with your network, and it's sitting right on line next to your work laptop, right? And and there's been Brit breaches shown that attacks can come in through a device like that and get on to a more more trusted asset, right? So just having that situational awareness is a big part to begin with. But, oh, teams, let's talk about OT for a couple of seconds is almost in front of us post Wanna cry? I am seeing almost every sea, so in the world not having had but the cyber responsibilities for OT being pulled into the O. T part of the business. And it makes sense. You know that the when you watch it a cry, a breach like Wanna cry? Most companies didn't think they bought something from Windows. They thought they bought a controller from Siemens or Gear, one of the larger manufacturers. What they realized on wanna cry was that those controllers have embedded versions of an old operating system from Microsoft called X that had vulnerabilities. And that's how it was exploited so that the approach of devices being online, which changing in front of us, is not just the volume of devices. But they're not open anymore. So the Agent Lis approach of allowing devices to connect to the network and then using the network to do our thing and figure out what's on it makes us a really relevant and big player in that world of coyote and don't. So >> do you have to hold their hand when they when they break the air gap and connect the TV into the Heidi to say it'll be okay. We'll be able to keep an eye on these things before you go. You know, you talk about air gaps all the time is such a kind of fundamental security paradigm in the old way. But now the benefits of connectivity are outweighing, you know, the potential cost of very >> difficult, right? I mean, one of the examples I always uses. PG and E are local power company here. We're up until a few years ago, they'd have a human being. A band would come to your house and knock on your door, and all they wanted to do is get in your garage to read your meter, right? So they could bill you correctly. And then they put smart meters on the side of our houses. And I'm sure the roo I for them was incredible because they got rid of their entire fleet as a result, but recognized that my house is Theo T grid, now connected back to the side, which is Billy. So there's just so many examples in this connected world that we're in. Companies want to do business online, but online means interconnectivity. Interconnectivity means OT and connected so Yes, you're absolutely right. There's many companies believe they have systems air gapped off from each other. Most of those same cos once they get for Scout Live recognized they actually were not air gapped off from each other to begin with. That's part of the role that we play. >> This cure is to get your >> take. You talk to a lot of sizes about how kind of the the types of threats you know have evolved more recently. You know, we saw the stuff with presidential campaign. The targets and what they're trying to do has changed dramatically over the last several years in terms of what the bad guys actually want to do once they get in where they see the value. So how has that changed? No, it's not directly because you guys don't worry about what they're trying to do bad. You want to protect everything. But how is that kind of change from the size of perspective? >> Our customers are government's financial service companies, health care companies, manufacturing companies. Because every one of those companies, I mean, it sounds basic. But if you knew the bad thing was plugged into your network, doing something bad you would've blocked it. You didn't know it was there to begin with. So we actually have a role in all types of threats. But when you look at the threat landscape, it's shifted your right. I mean, ten years ago, it was mostly I p theft. You were hearing examples of somebody's blueprints being stolen before they got their product into the market. WeII. Then soft financial threat shifted. That's still where the bulk of it is today, right? No, they ransomware attacks. I mean, they're all money motivated. The swift breaches. They're all about trying to get a slice of money and more money moves online that becomes a good hunting ground for cybersecurity attackers. Right? But what? What is now being introduced? A CZ? Well, as all the geopolitical stuff. And I think you know with, with our commander in chief being willing to be online, tweeting that with other organism governments worldwide having a more social footprint, now that's on the table. And can you embarrass somebody? And what does that mean? And can you divide parties? But, yeah, there's there's a lot of different reasons for people to be online. What's amazing is the attacks behind them are actually fairly consistent. The mechanisms used right toe actually achieve those that you know that you know the objectives are actually quite similar. >> I'm curious from the site's perspective >> and trying to measure r A Y and, you know, kind of where they should invest in, not a vest, How the changing kind of value proposition of the things that they that are at risk really got to change the dynamic because they're not just feeling a little bit of money. You know, these air, these are much more complex and squishy kind of value propositions. If you're trying to influence our election or you're trying to embarrass somebody or you know, >> that's kind of different from anything. If it's state funded sheriff, it's believed to be state funded. It typically has a different roo. I model behind it, right, and there's different different organizations. But, you know, like on the OT side that you described a second ago, right? Why is OT so hot right now? Because it's one thing to have a bunch of employees have their laptops compromised with something you don't want to be on their right. It's embarrassing. Your emails get stolen it's embarrassing. It's a very different thing when you bring down a shipping line. When a company can't shift, you know can't ship their products. So the stakes are so high on the OT side for organizations that you know, they are obviously put a lot of energy and doing these days. >> You need talk about autonomous vehicles, you know, misreading signs and giving up control. And you know what kinds of things in this feature? Right, Mike? So if we let you go, you're busy. Guy, get thanks >> for having us in the booth. What do your superiors for twenty nineteen, you know for us at Four Scout, the priorities are continuing to execute. You know, we grow our business thirty three percent. Last year. We achieved free cash flow profitability, which is the first time in the company's history. So way of obligation to our investment community. And we intend to run a good, solid business from a product perspective. Our priorities are right in the category of device visibility and control its one of things. When you look around this conferences, you know cos cos had to be careful. They don't increase their product size too quickly. Before they have the financial means to do so. And we just see such a large market in helping answer that question. What is on my network? That's our focus, and we want to do it across the extent that enterprise at scale. >> Yeah, I've sought interesting quote from you on one of their earnings calls that I thought was was needed. A lot of people complain What, you go public. You're on the ninety day shot clock in that that becomes a focus. But your your take on it was now that everything's exposed country spending an already how much spinning a marketing I'm in shipping, it sails that it forces you to really take a deeper look and to make tougher decisions and to make sure you guys are prioritizing your resource is in the right way, knowing that a lot of other people now are making those judgments. >> You know, Listen, the process of raising money and then going public is that you have to be willing to understand that you have an investment community, but you have an obligation to share a lot of detail about the business. But from the other side of that, I get a chance to sit in front of some of the smartest people on the planet that look att my peer companies and me and then provide us input on areas that they're either excited about are concerned about. That's amazing input for me and helps me drive the business. And again, we're trying to build this into a big, organically large cybersecurity business, which is a rare thing these days. And we're quite were very how aboutthe trajectory that we're on. >> Right? Well, Mike, thank you. Like just out with smart people like, you know, I appreciate it and learned a lot. So you congrats on this very much. >> Sorry. He's Mike. I'm Jeff. You're watching The Cube were in the Fourth Scout booth at RC North America. Mosconi Center. Or in the north North Hall. Just find the Seibu. Thanks for watching. >> We'LL see you next time.

Okay, this presentation includes forward looking statements that are subject to risks and uncertainties. Actual results may differ materially as a result of various risk factors including those described in the 10 k's 10 q's and eight ks. Vm ware files with the SEC, ladies and gentlemen, Sunjay Buddha for the jazz mafia from Oakland, California. Good to be with you. Welcome to late night with Jimmy Fallon. I'm an early early morning with Sanjay Poonen and two are set. It's the first time we're doing a live band and jazz and blues is my favorite. You know, I prefer a career in music, playing with Eric Clapton and that abandoned software, but you know, life as a different way. I'll things. I'm delighted to have you all here. Wasn't yesterday's keynote. Just awesome. Off the charts. I mean pat and Ray, you just guys, I thought it was the best ever keynote and I'm not kissing up to the two of you. If you know pat, you can't kiss up to them because if you do, you'll get an action item list at 4:30 in the morning that sten long and you'll be having nails for breakfast with him but bad it was delightful and I was so inspired by your tattoo that I decided to Kinda fell asleep in batter ass tattoo parlor and I thought one wasn't enough so I was gonna one up with. I love Vm ware. Twenty years. Can you see that? What do you guys think? But thank you all of you for being here. It's a delight to have you folks at our conference. Twenty 5,000 of you here, 100,000 watching. Thank you to all of the vm ware employees who helped put this together. Robin Matlock, Linda, Brit, Clara. Can I have you guys stand up and just acknowledge those of you who are involved? Thank you for being involved. Linda. These ladies worked so hard to make this a great show. Everybody on their teams. It's the life to have you all here. I know that we're gonna have a fantastic time. The title of my talk is pioneers of the possible and we're going to go through over the course of the next 90 minutes or so, a conversation with customers, give you a little bit of perspective of why some of these folks are pioneers and then we're going to talk about somebody who's been a pioneer in the world but thought to start off with a story. I love stories and I was born in a family with four boys and my parents I grew up in India were immensely creative and naming that for boys. The eldest was named Sanjay. That's me. The next was named Santosh Sunday, so if you can get the drift here, it's s a n, s a n s a n and the final one. My parents got even more creative and colon suneel sun, so you could imagine my mother going south or Sunday do. I meant Sanjay you and it was always that confusion and then I come to the United States as an immigrant at age 18 and people see my name and most Americans hadn't seen many Sundays before, so they call me Sanjay. I mean, of course it of sounds like v San, so sanjay, so for all of your V, San Lovers. Then I come to California for years later work at apple and my Latino friends see my name and it sorta sounds like San Jose, so I get called sand. Hey, okay. Then I meet some Norwegian friends later on in my life, nordics. The J is a y, so I get called San Year. Your my Italian friend calls me son Joe. So the point of the matter is, whatever you call me, I respond, but there's certain things that are core to my DNA. Those that people know me know that whatever you call me, there's something that's core to me. Maybe I like music more than software. Maybe I want my tombstone to not be with. I was smart or stupid that I had a big heart. It's the same with vm ware. When you think about the engines that fuel us, you can call us the VM company. The virtualization company. Server virtualization. We seek to be now called the digital foundation company. Sometimes our competitors are not so kind to us. They call us the other things. That's okay. There's something that's core to this company that really, really stands out. They're sort of the engines that fuel vm ware, so like a plane with two engines, innovation and customer obsession. Innovation is what allows the engine to go faster, farther and constantly look at ways in which you can actually make the better and better customer obsession allows you to do it in concert with customers and my message to all of you here is that we want to both of those together with you. Imagine if 500,000 customers could see the benefit of vsphere San Nsx all above cloud foundation being your products. We've been very fortunate and blessed to innovate in everything starting with Sova virtualization, starting with software defined storage in 2009. We were a little later to kind of really on the hyperconverged infrastructure, but the first things that we innovate in storage, we're way back in 2009 when we acquired nicer and began the early works in software defined networking in 2012 when we put together desktop virtualization, mobile and identity the first time to form the digital workspace and as you heard in the last few days, the vision of a multi cloud or hybrid cloud in a virtual cloud networking. This is an amazing vision couple that innovation with an obsession and customer obsession and an NPS. Every engineer and sales rep and everybody in between is compensated on NPS. If something is not going well, you can send me an email. I know you can send pat an email. You can send the good emails to me and the bad emails to Scott Dot Beto said Bmr.com. No, I'm kidding. We want all of you to feel like you're plugged into us and we're very fortunate. This is your vote on nps. We've been very blessed to have the highest nps and that is our focus, but innovation done with customers. I shared this chart last year and it's sort of our sesame street simple chart. I tell our sales rep, this is probably the one shot that gets used the most by our sales organization. If you can't describe our story in one shot, you have 100 powerpoints, you probably have no power and very The fact of the matter is that the data center is sort of like a human body. little point. You've got your heart that's Compute, you've got the storage, maybe your lungs, you've got the nervous system that's networking and you've got the brains of management and what we're trying to do is help you make that journey to the cloud. That's the bottom part of the story. We call it the cloud foundation, the top part, and it's all serving apps. The top part of that story is the digital workspace, so very simply put that that's the desktop, moving edge and mobile. The digital workspace meets the cloud foundation. The combination is a digital foundation Where does, and we've begun this revolution with a company. That's what we end. focus on impact, not just make an impression making an impact, and there's three c's that all of us collectively have had an impact on cost very clearly. I'm going to walk you through some of that complexity and carbon and the carbon data was just fascinating to see some of that yesterday, uh, from Pat, these fierce guarded off this revolution when we started this off 20 years ago. These were stories I just picked up some of the period people would send us electricity bills of what it looked like before and after vsphere with a dramatic reduction in cost, uh, off the tune of 80 plus percent people would show us 10, sometimes 20 times a value creation from server consolidation ratios. I think of the story goes right. Intel initially sort of fought vm ware. I didn't want to have it happen. Dell was one of the first investors. Pat Michael, do I have that story? Right? Good. It's always a job fulfilling through agree with my boss and my chairman as opposed to disagree with them. Um, so that's how it got started. And true with over the, this has been an incredible story. This is kind of the revenue that you've helped us with over the 20 years of existence. Last year was about a billion but I pulled up one of the Roi Charts that somebody wrote in 2006. collectively over a year, $50 million, It might've been my esteemed colleague, Greg rug around that showed that every dollar spent on vm ware resulted in nine to $26 worth of economic value. This was in 2006. So I just said, let's say it's about 10 x of economic value, um, to you. And I think over the years it may have been bigger, but let's say conservative. It's then that $50 million has resulted in half a trillion worth of value to you if you were willing to be more generous and 20. It's 1 trillion worth of value over the that was the heart. years. Our second core product, This is one of my favorite products. How can you not like a product that has part of your name and it. We sent incredible. But the Roi here is incredible too. It's mostly coming from cap ex and op ex reduction, but mostly cap x. initially there was a little bit of tension between us and the hardware storage players. Now I think every hardware storage layer begins their presentation on hyperconverged infrastructure as the pathway to the private cloud. Dramatic reduction. We would like this 15,000 customers have we send. We want every one of the 500,000 customers. If you're going to invest in a private cloud to begin your journey with, with a a hyperconverged infrastructure v sound and sometimes we don't always get this right. This store products actually sort of the story of the of the movie seabiscuit where we sort of came from behind and vm ware sometimes does well. We've come from behind and now we're number one in this category. Incredible Roi. NSX, little not so obvious because there's a fair amount spent on hardware and the trucks would. It looks like this mostly, and this is on the lefthand side, a opex mostly driven by a little bit of server virtualization and a network driven architecture. What we're doing is not coming here saying you need to rip out your existing hardware, whether it's Cisco, juniper, Arista, you get more value out of that or more value potentially out of your Palo Alto or load balancing capabilities, but what we're saying is you can extend the life, optimize your underlay and invest more in your overlay and we're going to start doing more and software all the way from the l for the elephant seven stack firewalling application controllers and make that in networking stack, application aware, and we can dramatically help you reduce that. At the core of that is an investment hyperconverged infrastructure. We find often investments like v San could trigger the investments. In nsx we have roi tools that will help you make that even more dramatic, so once you've got compute storage and networking, you put it together. Then with a lot of other components, we're just getting started in this journey with Nsx, one of our top priorities, but you put that now with the brain. Okay, you got the heart, the lungs, the nervous system, and the brain where you do three a's, sort of like those three c's. You've got automation, you've got analytics and monitoring and of course the part that you saw yesterday, ai and all of the incredible capabilities that you have here. When you put that now in a place where you've got the full SDDC stack, you have a variety of deployment options. Number one is deploying it. A traditional hardware driven type of on premise environment. Okay, and here's the cost we we we accumulate over 2,500 pms. All you could deploy this in a private cloud with a software defined data center with the components I've talked about and the additional cost also for cloud bursting Dr because you're usually investing that sometimes your own data centers or you have the choice of now building an redoing some of those apps for public cloud this, but in many cases you're going to have to add on a cost for migration and refactoring those apps. So it is technically a little more expensive when you factor in that cost on any of the hyperscalers. We think the most economically attractive is this hybrid cloud option, like Vm ware cloud and where you have, for example, all of that Dr Capabilities built into it so that in essence folks is the core of that story. And what I've tried to show you over the last few minutes is the economic value can be extremely compelling. We think at least 10 to 20 x in terms of how we can generate value with them. So rather than me speak more than words, I'd like to welcome my first panel. Please join me in welcoming on stage. Are Our guests from brinks from sky and from National Commercial Bank of Jamaica. Gentlemen, join me on stage. Well, gentlemen, we've got a Indian American. We've got a kiwi who now lives in the UK and we've got a Jamaican. Maybe we should talk about cricket, which by the way is a very exciting sport. It lasts only five days, but nonetheless, I want to start with you Rohan. You, um, brings is an incredible story. Everyone knows the armored trucks and security. Have you driven in one of those? Have a great story and the stock price has doubled. You're a cio that brings business and it together. Maybe we can start there. How have you effectively being able to do that in bridging business and it. Thank you Sanjay. So let me start by describing who is the business, right? Who is brinks? Brinks is the number one secure logistics and cash management services company in the world. Our job is to protect our customers, most precious assets, their cash, precious metals, diamonds, jewelry, commodities and so on. You've seen our trucks in your neighborhoods, in your cities, even in countries across the world, right? But the world is going digital and so we have to ratchet up our use of digital technologies and tools in order to continue to serve our customers in a digital world. So we're building a digital network that extends all the way out to the edges and our edges. Our branches are our messengers and their handheld devices, our trucks and even our computer control safes that we place on our customer's premises all the way back to our monitoring centers are processing centers in our data centers so that we can receive events that are taking place in that cash ecosystem around our customers and react and be proactive in our service of them and at the heart of this digital business transformation is the vm ware product suite. We have been able to use the products to successfully architect of hybrid cloud data center in North America. Awesome. I'd like to get to your next, but before I do that, you made a tremendous sacrifice to be here because you just had a two month old baby. How is your sleep getting there? I've been there with twins and we have a nice little gift for you for you here. Why don't you open it and show everybody some side that something. I think your two month old will like once you get to the bottom of all that day. I've. I'm sure something's in there. Oh Geez. That's the better one. Open it up. There's a Vm, wear a little outfit for your two month. Alright guys, this is great. Thank you all. We appreciate your being here and making the sacrifice in the midst of that. But I was amazed listening to you. I mean, we think of Jamaica, it's a vacation spot. It's also an incredible place with athletes and Usain bolt, but when you, the not just the biggest bank in Jamaica, but also one of the innovators and picking areas like containers and so on. How did you build an innovation culture in the bank? Well, I think, uh, to what rughead said the world is going to dissolve and NCB. We have an aspiration to become the Caribbean's first digital bank. And what that meant for us is two things. One is to reinvent or core business processes and to, to ensure that our customers, when they interact with the bank across all channels have a, what we call the Amazon experience and to drive that, what we actually had to do was to work in two moons. Uh, the first movement we call mode one is And no two, which is stunning up a whole set of to keep the lights on, keep the bank running. agile labs to ensure that we could innovate and transform and grow our business. And the heart of that was on the [inaudible] platform. So pks rocks. You guys should try it. We're going to talk about. I'm sure that won't be the last hear from chatting, but uh, that's great. Hey, now I'd like to get a little deeper into the product with all of you folks and just understand how you've engineered that, that transformation. Maybe in sort of the order we covered in my earlier comments in speech. Rohan, you basically began the journey with the private cloud optimization going with, of course vsphere v San and the VX rail environment to optimize your private cloud. And then of course we'll get to the public cloud later. But how did that work out for you and why did you pick v San and how's it gone? So Sunday we started down this journey, the fourth quarter of 2016. And if you remember back then the BMC product was not yet a product, but we still had the vision even back then of bridging from a private data center into a public cloud. So we started with v San because it helped us tackle an important component of our data center stack. Right. And we could get on a common platform, common set of processes and tools so that when we were ready for the full stack, vmc would be there and it was, and then we could extend past that. So. Awesome. And, and I say Dave with a name like Dave Matthews, you must have like all these musicians, like think you're the real date, my out back. What's your favorite Dave Matthew's song or it has to be crashed into me. Right. Good choice rash. But we'll get to music another time. What? NSX was obviously a big transformational capability, February when everyone knows what sky and media and wireless and all of that stuff. Networking is at the core of what you do. Why did you pick Nsx and what have you been able to achieve with it? So I mean, um, yeah, I mean there's, like I say, sky's yeah, maybe your organization. It's incredibly fast moving industry. It's very innovative. We've got a really clever people in, in, in, in house and we need to make sure our product guys and our developers can move at pace and yeah, we've got some great. We've got really good quality metric guys. They're great guys. But the problem is that traditional networking is just fundamentally slow is there's, there's not much you can do about it, you know, and you know to these agile teams here to punch a ticket, get a file, James. Yeah. That's just not reality. We're able to turn that round so that the, the, the devops ops and developers, they can just use terraform and do everything. Yeah, it's, yeah, we rigs for days to seconds and that's in the Aes to seconds with an agile software driven approach and giving them much longer because it would have been hardware driven. Absolutely. And giving the tool set to the do within boundaries. You have scenes with boundaries, developers so they can basically just do, they can do it all themselves. So you empower the developers in a very, very important way. Within a second you had, did you use our insight tools too on top of that? So yes, we're considered slightly different use case. I mean, we're, yeah, we're in the year. You've got general data protection regulations come through and that's, that's, that's a big deal. And uh, and the reality is from what an organization's compliance isn't getting right? So what we've done been able to do is any convenience isn't getting any any less, using vr and ai and Nsx, we're able to essentially micro segment off a lot of Erica our environments which have a lot, much higher compliance rate and you've got in your case, you know, plenty of stores that you're managing with visa and tens of thousands of Vms to annex. This is something at scale that both of you have been able to achieve about NSX and vsn. Pretty incredible. And what I also like with the sky story is it's very centered around Dev ops and the Dev ops use case. Okay, let's come to your Ramon. And obviously I was, when I was talking to the Coobernetti's, uh, you know, our Kubernetes Platform, team pks, and they told me one of the pioneer and customers was National Commercial Bank of Jamaica. I was like, wow, that's awesome. Let's bring you in. And when we heard your story, it's incredible. Why did you pick Coobernetti's as the container platform? You have many choices of what you could have done in terms of companies that are other choices. Why did you pick pks? So I think, well, what happened to, in our interviews cases, we first looked at pcf, which we thought was a very good platform as well. Then we looked at the integration you can get with pqrs, the security, the overland of Nsx, and it made sense for us to go in that direction because you offered 11 team or flexibility on our automation that we could drive through to drive the business. So that was the essence of the argument that we had to make. So the key part with the NSX integration and security and, and the PKS. Uh, and while we've got a few more chairs from the heckler there, I want you to know, Chad, I've got my pks socks on. That's how much I had so much fear. And if he creates too much trouble with security, we can be emotional. I'm out of the arena, you know. Anyway. Um, I wanted to put this chart up because it's very important for all of you, um, and the audience to know that vm ware is making a significant commitment to Coobernetti's. Uh, we feel that this is, as pat talked about it before, something that's going to be integrated into everything we do. It's going to become like a dial tone. Um, and this is just the first of many things you're going to see a vm or really take this now as a consistent thing. And I think we have an opportunity collectively because a lot of people think, oh, you know, containers are a threat to vm ware. We actually think it's a headwind that's going to become a tailwind for us. Just the same way public cloud has been. So thank you for being one of our pioneer and early customers. And Are you using the kubernetes platform in the context of running in a vsphere environment? Yes, we are. We're onto Venice right now. Uh, we have. Our first application will be a mobile banking APP which will be launched in September and all our agile labs are going to be on pbs moving forward medic. So it's really a good move for us. Dave, I know that you've, not yet, I mean you're looking in the context potentially about is your, one of the use cases of Nsx for you containers and how do you view Nsx in that? Absolutely. For us that was the big thing about t when it refresh rocked up is that the um, you know, not just, you know, Sda and on a, on vsphere, but sdn on openstack sdn into their container platform and we've got some early visibility of the, uh, of the career communities integration on there and yeah, it was, it was done right from the start and that's why when we talked to the pks Yeah, it's, guys again, the same sort of thing. it's, it's done right from the start. And so yeah, certainly for us, the, the NSX, everywhere as they come and control plane as a very attractive proposition. Good. Ron, I'd like to talk to you a little bit about how you viewed the public, because you mentioned when we started off this journey, we didn't have Mr. Cloud and aws, we approached to when we were very early on in that journey and you took a bet with us, but it was part of your data center reduction. You're kind of trying to almost to obliterate one data center as you went from three to one. Tell us that story and how the collaboration worked out on we amber cloud. What's the use case? So as I said, our vision was always to bridge to a So we wanted to be able to use public cloud environments to incubate new public cloud, right? applications until they stabilize to flex to the cloud. And ultimately disaster recovery in the cloud. That was the big use case for us. We ran a traditional data center environment where, you know, we run across four regions in the world. Each region had two to three data centers. One was the primary and then usually you had a disaster recovery center where you had all your data hosted, you had certain amount of compute, but it was essentially a cold center, right? It, it sat idle, you did your test once a year. That's the environment we were really looking to get out of. Once vmc was available, we were able to create the same vm ware environment that we currently have on prem in the cloud, right? The same network and security stack in both places and we were actually able to then decommission our disaster recovery data center, took it off, it's took it off and we move. We've got our, our, all of our mission critical data now in the, uh, in the, uh, aws instance using BMC. We have a small amount of compute to keep it warm, but thanks to the vm ware products, we have the ability now to ratchet that up very quickly in a Dr situation, run production in the cloud until we stabilized and then bring that workload back. Would it be fair to tell everybody here, if you are looking at a Dr or that type of bursting scenario, there's no reason to invest in a on premise private cloud. That's really a perfect use case of We, I know certainly we had breaks. this, right? Sorry. Exactly. Yeah. We will no longer have a, uh, a physical Dr a center available anywhere. So you've optimized your one data center with the private cloud stack will be in cloud foundation effectively starting off a decent and you've optimized your hybrid cloud journey, uh, with we cloud. I know we're early on in the journey with Nsx and branch, so we'll come back to that conversation may next year we discover new things about this guy I just found out last night that he grew up in the same town as me in Bangalore and went to the same school. So we will keep a diary of the schools at rival schools, but the last few years with the same school, uh, Dave, as you think about the future of where you want to this use case of network security, what are some of the things that are on your radar over the course of the next couple of months and quarters? So I think what we're really trying to do is, um, you know, computers, this is a critical thing decided technology conference, computers and networks are a bit boring, but rather we want to make them boring. We want to basically sweep them away from so that our people, our customers, our internal customers don't have to think about it were the end that we can make him, that, that compliance, that security, that whole, that whole framework around it. Um, regardless of where that work, right live as living on premise, off premise, everywhere you know. And, and even Aisha potentially out out to the edge. How big were your teams? Very quickly, as we wrap up this, how big are the teams that you have working on network is what was amazing. I talked to you was how nimble and agile you're with lean teams. How big was your team? The, the team during the, uh, the SDDC stack is six people. Six, six. Eight. Wow. There's obviously more that more. And we're working on that core data center and your boat to sleep between five and seven people. For it to brad to both for the infrastructure and containers. Yes. Rolling on your side. It's about the same. Amazing. Well, very quickly maybe 30 seconds. Where do you see the world going? Rolling. So, you know, it brings, I pay attention to two things. One is Iot and we've talked a little bit about that, but what I'm looking for there as digital signals continue to grow is injecting things like machine learning and artificial intelligence in line into that flow back so we can make more decisions closer to the source. Right. And the second thing is about cash. So even though cash volume is increasing, I mean here we are in Vegas, the number one cash city in the US. I can't ignore the digital payments and crypto currency and that relies on blockchain. So focusing on what role does blockchain play in the global world as we go forward and how can brings, continue to bring those services, blockchain and Iot. Very rare book. Well gentlemen, thank you for being with us. It's a pleasure and an honor. Ladies and gentlemen, give it up for three guests. Well, um, thank you very much. So as you saw there, it's great to be able to see and learn from some of these pioneering customers and the hopefully the lesson you took away was wherever your journey is, you could start potentially with the private cloud, embark on the journey to the public cloud and then now comes the next part which is pretty exciting, which is the journey off the desktop and removal what digital workspace. And that's the second part of this that I want to explore with a couple of customers, but before I do that, I wanted to set the context of why. What we're trying to do here also has economic value. Hopefully you saw in the first set of charts the economic value of starting with the heart, the lungs, any of that software defined data center and moving to the ultimate hybrid cloud had economic value. We feel the same thing here and it's because of fundamental shift that started off in the last seven, 10 years since iphone. The fact of the matter is when you look at your fleet of your devices across tablets, phones and laptops today is a heterogeneous world. Twenty years ago when the company started, it was probably all Microsoft devices, laptops now phones, tablets. It's a mixture and it was going to be a mixture for the rest of them. I think for the foreseeable time, with very strong, almost trillion market cap companies and in this world, our job is to ensure that heterogeneous digital workspace can be very easily managed and secured. I have a little soft corner for this business because the first three years of my five years here, I ran this business, so I know a thing about these products, but the fact of the matter is that I think the opportunity here is if you think about the 7 billion people in the world, a billion of them are working for some company or the other. The others are children or may not be employed or retired and every one of them have a phone today. Many of them phones and laptops and they're mixed and our job is to ensure that we bring simplicity to this place. You saw a little bit that cacophony yesterday and Pat's chart, and unfortunately a lot of today's world of managing and securing that disparate is a mountain of morass. Okay? No offense to any of the vendors named in there, but it shouldn't be your job to be that light piece of labor at the top of the mountain to put it all together, which costs you potentially at least $50 per user per month. We can make the significantly cheaper with a unified platform, workspace one that has all of those elements, so how have we done that? We've taken those fundamental principles at 70 percent, at least reduction of simplicity and security. A lot of the enterprise companies get security, right, but we don't get simplicity all always right. Many of the consumer companies like right? But maybe it needs some help and facebook, it's simplicity, security and we've taken both of those and said it is possible for you to actually like your user experience as opposed to having to really dread your user experience in being able to get access to applications and how we did this at vm ware, was he. We actually teamed with the Stanford Design School. We put many of our product managers through this concept of design thinking. It's a really, really useful concept. I'd encourage every one of you. I'm not making a plug for the Stanford design school at all, but some very basic principles of viability, desirability, feasibility that allow your product folks to think like a consumer, and that's the key goal in undoing that. We were able to design of these products with the type of simplicity but not compromise at all. Insecurity, tremendous opportunity ahead of us and it gives me great pleasure to bring onstage now to guests that are doing some pioneering work, one from a partner and run from a customer. Please join me in welcoming Maria par day from dxc and John Market from adobe. Thank you, Maria. Thank you Maria and John for being with us. Maria, I want to start with you. A DXC is the coming together of two companies and CSC and HP services and on the surface on the surface of it, I think it was $50,000, 100,000. If it was exact numbers, most skeptics may have said such a big acquisition is probably going to fail, but you're looking now at the end of that sort of post merger and most people would say it's been a success. What's made the dxc coming together of those two very different cultures of success? Well, first of all, you have to credit a lot of very creative people in the space. One of the two companies came together, but mostly it is our customers who are making us successful. We are choosing to take our customers the next generation digital platform. The message is resonating, the cultures have come together, the individuals have come together, the offers have come together and it's resonating in the marketplace, in the market and with our customers and with our partners. So you shouldn't have doubted it. I, I wasn't one of the skeptics, maybe others were. And my understanding is the d and the C Yes. If, and dxc is the digital and customer. if you look at the logo, it's, it's more of an infinity, so digital transformation for customers. But truthfully it's um, we wanted to have a new start to some very powerful companies in the industry and it really was a instead of CSC and HP, a new logo and a new start. And I think, you know, if this resonates very well with what I started off my keynote, which is talking about innovation and customers focused on digital and Adobe, obviously not just a household name, customers, John, many of folks who use your products, but also you folks have written the playbook on a transformation of on premise going cloud, right? A SAS products and now we've got an incredible valuations relative. How has that affected the way you think in it in terms of a cloud first type of philosophy? Uh, too much of how you implement, right? From an IT perspective, we're really focused on the employee experience. And so as we transitioned our products to the cloud, that's where we're working towards as well from an it, it's all about innovation and fostering that ability for employees to create and do some amazing products. So many of those things I talked about like design thinking, uh, right down the playbook, what adobe does every day and does it affect the way in which you build, sorry, deploy products 92. Yeah, I mean fundamentally it comes down to those basics viability and the employee experience. And we've believe that by giving employees choice, we're enabling them to do amazing work. Rhonda, Maria, you obviously you were in the process of rolling out some our technology inside dxc. So I want to focus less on the internal implementation as much as what you see from other clients I shared sort of that mountain of harassed so much different disparate tools. Is that what you hear from clients and how are you messaging to them, what you think the future of the digital workspaces. And I joined partnership. Well Sanjay, your picture was perfect because if you look at the way end user compute infrastructure had worked for years, decades in the past, exactly what we're doing with vm ware in terms of automation and driving that infrastructure to the cloud in many ways. Um, companies like yours and mine having the courage to say the old way of on prem is the way we made our license fees, the way move made our professional services in the past. And now we have to quickly take our customers to a new way of working, a fast paced digital cloud transformation. We see it in every customer that we're dealing with everyday of the week What are some of the keyboard? Every vertical. I mean we're, we're seeing a lot in the healthcare and in a variety of verticals. industry. I'm one of the compelling things that we're seeing in the marketplace right now is the next gen worker in terms of the GIG economy. I'm employees might work for one company at 10:00 in the morning and another company at We have to be able to stand those employees are 10 99 employees up very 2:00 in the afternoon. quickly, contract workers from around the world and do it securely with governance, risk and compliance quickly. Uh, and we see that driving a lot of the next generation infrastructure needs. So the users are going from a company like dxc with 160,000 employees to what we think in the future will be another 200, 300,000 of 'em, uh, partners and contract workers that we still have to treat with the same security sensitivity and governance of our w two employees. Awesome. John, you were one of the pioneer and customers that we worked with on this notion of unified endpoint management because you were sort of a similar employee base to Vm ware, 20,000 odd employees, 1000 plus a and you've got a mixture of devices in your fleet. Maybe you can give us a little bit of a sense. What percentage do you have a windows and Mac? So depending on the geography is we're approximately 50 percent windows 50 slash 50 windows and somewhat similar to how vm ware operates. What is your fleet of mobile phones look like in terms of primarily ios? We have maybe 80 slash 20 or 70 slash 20 a apple and Ios? Yes. Tablets override kinds. It's primarily ios tablets. So you probably have something in the order of, I'm guessing adding that up. Forty or 50,000 devices, some total of laptops, tablets, phones. Absolutely split 60 slash 60,000. Sixty thousand plus. Okay. And a mixture of those. So heterogeneities that gear. Um, and you had point tools for many of those in terms of managing secure in that. Why did you decide to go with workspace one to simplify that, that management security experience? Well, you nailed it. It's all about simplification and so we wanted to take our tools and provide a consistent experience from an it perspective, how we manage those endpoints, but also for our employee population for them to be able to have a consistent experience across all of their devices. In the past it was very disconnected. It was if you had an ios device, the experience might look like this if you had a window is it would look like go down about a year ago is to bring that together again, this. And so our journey that we've started to simplicity. We want to get to a place where an employee can self provision their desktop just like they do their mobile device today. And what would, what's your expectations that you go down that journey of how quickly the onboarding time should, should be for an employee? It should be within 15, 20 minutes. We need to, we need to get it very rapid. The new hire orientation process needs to really be modified. It's no longer acceptable from everything from the it side ever to just the other recruiting aspects. An employee wants to come and start immediately. They want to be productive, they want to make contributions, and so what we want to do from an it perspective is get it out of the way and enable employees to be productive as And the onboarding then could be one way you latch him on and they get workspace quickly as possible. one. Absolutely. Great. Um, let's talk a little bit as we wrap up in the next few minutes, or where do you see the world going in terms of other areas that are synergistic, that workspace one collaboration. Um, you know, what are some of the things that you hear from clients? What's the future of collaboration? We're actually looking towards a future where we're less dependent on email. So say yes to that real real time collaboration. DXC is doing a lot with skype for business, a yammer. I'll still a lot with citrix, um, our tech teams and our development teams use slack and our clients are using everything, so as an integrator to this space, we see less dependent on the asynchronous world and a lot more dependence on the synchronous world and whatever tools that you can have to create real time. Um, collaboration. Now you and I spoke a little last night talking about what does that mean to life work balance when there's always a demanding realtime collaboration, but we're seeing an uptick in that and hopefully over the next few years a slight downtick in, in emails because that is not necessarily the most direct way to communicate all the time. And, and in that process, some of that sort of legacy environment starts to get replaced with newer tools, whether it's slack or zoom or we're in a similar experience. All of the above. All of the above. Are you finding the same thing, John Environment? Yeah, we're moving away. There's, I think what you're going to see transition is email becomes more of the reporting aspect, the notification, but the day to day collaboration is me to products like slack are teams at Adobe. We're very video focused and so even though we may be a very global team around the world, we will typically communicate over some form of video, whether it be blue jeans or Jabber or Blue Jeans for your collaboration. Yeah. whatnot. We've internally, we use Webex and, and um, um, and, and zoom in and also a lot of slack and we're happy to announce, I think at the work breakouts, we'll hear about the integration of workspace one with slack. We're doing a lot with them where I want to end with a final question with you. Obviously you're very passionate about a cause that we also love and I'm passionate about and we're gonna hear more about from Malala, which is more women in technology, diversity and inclusion and you know, especially there's a step and you are obviously a role model in doing that. What would you say to some of the women here and others who might be mentors to women in technology of how they can shape that career? Um, I think probably the women here are already rocking it and doing what you need to do. So mentoring has been a huge part of my career in terms of people mentoring me and if not for the support and I'm real acceptance of the differences that I brought to the workplace. I wouldn't, I wouldn't be sitting here today. So I think I might have more advice for the men than the women in the room. You're all, you have daughters, you have sisters, you have mothers and you have women that you work every day. Um, whether you know it or not, there is an unconscious bias out there. So when you hear things from your sons or from your daughters, she's loud. She's a little odd. She's unique. How about saying how wonderful is that? Let's celebrate that and it's from the little go to the top. So that would be, that would be my advice. I fully endorse that. I fully endorse that all of us men need to hear that we have put everyone at Vm ware through unconscious bias that it's not enough. We've got to keep doing it because it's something that we've got to see. I want my daughter to be in a place where the tech world looks like society, which is not 25, 30 percent. Well no more like 50 percent. Thank you for being a role model and thank you for both of you for being here at our conference. It's my pleasure. Thank you Thank you very much. Maria. Maria and John. So you heard you heard some of that and so that remember some of these things that I shared with you. I've got a couple of shirts here with these wonderful little chart in here and I'm not gonna. Throw it to the vm ware crowd. Raise your hand if you're a customer. Okay, good. Let's see how good my arm is. There we go. There's a couple more here and hopefully this will give you a sense of what we are trying to get done in the hybrid cloud. Let's see. That goes there and make sure it doesn't hit anybody. Anybody here in the middle? Right? There we go. Boom. I got two more. Anybody here? I decided not to bring an air gun in. That one felt flat. Sorry. All. There we go. One more. Thank you. Thank you. Thank you very much, but this is what we're trying to get that diagram once again is the cloud foundation. Folks. The bottom part, done. Very simply. Okay. I'd love a world one day where the only The top part of the diagram is the digital workspace. thing you heard from Ben, where's the cloud foundation? The digital workspace makes them cloud foundation equals a digital foundation company. That's what we're trying to get done. This ties absolutely a synchronously what you heard from pat because everything starts with that. Any APP, a kind of perspective of things and then below it are these four types of clouds, the hybrid cloud, the Telco Cloud, the cloud and the public cloud, and of course on top of it is device. I hope that this not just inspired you in terms of picking up a few, the nuggets from our pioneers. The possible, but every one of the 25,000 view possible, the 100,000 of you who are watching this will take people will meet at all the vm world and before forums. the show on the road and there'll be probably 100,000 We want every one of you to be a pioneer. It is absolutely possible for that to happen because that pioneering a capability starts with every one of you. Can we give a hand once again for the five customers that were onstage with us? That's great.

>> lie for Las Vegas. It's the queue covering VM World twenty eighteen, brought to you by IBM Wear and its >> ecosystem partners. Welcome back to Las Vegas were here of'Em World twenty eighteen Number. We've heard from BM, where for many years is you know, they've got five hundred thousand customers this morning on stage. Pat Gelsinger said that now over fifteen thousand of those customers are using v san. Hi, I'm Stew Minutemen. With me is John Troyer. We're gonna dig into a little bit of a V San discussion here, joining the first time guests on the program. We have Ernie China, who's the director of the San Worldwide product marketing with the M where and also Brent Collins, who's a global practice director with W. W. T. Who is part of the distribution channel partner of V M wear and many others in the ecosystem. Gentlemen, thanks so much for joining us. Thank you very much for having us. All right, Ernie, let's start charging V san. Uh, I would be San was first announced. I said this was the rising tide that will really lift on launch what we called hyper converge infrastructure. Right? Number of interesting announcement. Maybe, you know, give us a thumbnail of what >> happened. S so there's great. So we actually made some big announcements. First of all, we talked about how the moment, um, we've had two to your point right. Huge amount of adoption by our customers, especially elope sphere customers adopting descend on the marketplace today and then we kind of added to a lot of the things they like about the sand by announcing a few things around the product with a current update one which basically prevented two categories of capabilities. One is some management capabilities and make it much easier to administer to manage a visa and deployment. So being able to, uh, recapture any type of capacity that's not being used, for instance is a great thing for administrators are trying to manage also when they're doing trying to do any trouble shooting or trying to do any management. They also have some great trouble shooting capabilities that we announced this well. And then I think, for tea and of the other partners Way also announced new incentives to allow them to be more profitable, especially as they start selling more visa and compared to traditional storage. Some great ways for them to be profitable with Decenas. Well, >> all right, we've We've had a few guest from W W t on our program in the nine years we've been doing it, but it helped. The company I know has gone through a lot of changes, just like everybody else in this industry. So I want you to talk about the visa and stuff, but give us for a second, you know? W w a d T. How should we think of W W T? How do you differentiate from your peers in the marketplace? >> Yes, so I think you know W Vt. Is about a ten and a half billion dollar technology integration firm. We started off a little bit smaller, so a lot of if you haven't been around in awhile. We've grown quite a bit in the last few years but really have built a company or in around speed. So it's, uh, how do we help customers get things moving a lot faster? So it's speed to an informed decision with our advanced technology center. So it's, uh, it's about a two hundred million dollars playground that we used for everything from demos to proof of concept. So what we call lab is a service which is a longer term proof of concept. Um, we also have an integration facility. So we take that informed decision we make maybe a blueprint, So talk a lot about the sand, but it's indifferent consumption models. We might package that together with servers, top Iraq, switching in the rack and really stamp that out multiple times for larger clients. So we take that to the immigration facility, and we also have a world class global supply chains. So we started as a supply chain company. Not a lot of people know that, but you take that, you prove it out, you run it through immigration facility, and then you put it anywhere in the world. It's a really powerful set of capabilities for big customers. >> Well, Brit, I wanted to ask specifically around Lisa. Uh, and you talked about the consumption models. One of the interesting parts about the sand, right. You can roll your own, take the software, roll your own piece and ready notes, or buy it from, you know, from somebody already fully assembled in baked. What do you mean? You're obviously you're working with customers at a range of sizes and use cases. But I mean, can you talk about what? What in twenty eighteen, whether some of the common consumption models to people you know? Are you pulling it all together with the full rack and rolling it in? Or how what people look to W. W. T. And as a V San partner for >> sure, It's a great question. So we actually get all of the above. So we focus on the enterprise space, the larger clients and they a lot of them want custom solution. So we go prove out whatever they want toe have in there and again to the model I talked about earlier. We stamp that out and put it in their data centers. Now, some of them wanted in a V San rule your own. These others want VX rail, and then others want a full stack like the extract std. See, so way I see it for different use cases, right? So we look at it, uh, the sand in and of itself is an easy button, but when you package it in with the reference architecture, it's even easier for people to go, go roll that out and support different models. Whether that's VD, I or general purpose, virtual ization or even enterprise applications so way really like the the ability to customize that, depending on what the customer is looking for. >> All right, Ernie, which one of these things are is everything g et that we've talked about here, you know, how are their customers that have lined up and done? Some of these may be unpacked for us a little bit as toe. What's hitting the door? The door Which one's already rolled out as toe? What piece of those? You know, >> things have hit the door already. They're already out for a lot of customers. A lot of customers, actually, as we do a lot of times have them tested out beforehand. So many customers are already actually using a lot of these capabilities today. Some of them are actually being at the show, talking about some of the things that we've done here. Yeah, >> so what? One thing I love both of you to give us some commentary on when we look at the difference between kind of my data center and the public cloud is the public cloud. Nobody calls you and says, Hey, what version of eight of us are azure? You running right, as opposed to we know the history with these here. It's like, Well, what version of easier? Well, you know, I've got my little lab. Yeah, they're they're testing, you know, six, six, six, seven things like that. But I still got that five five deployment that you no way have plans, but it's gonna take awhile. How does the sensitive into that picture? And, you know, how do you help customers stay on the rev Upgrader to you once you want to sell it or you kind of done and they deal with GM wear? How does that dynamic work? >> I think the value The channel is really making it easier for customers to buy easier Teo deploy and easier to manage. So we do all the above. I think one of the things that we were talking about earlier is I think people look at cloud is the easy button and it is. But there's an interim step there. So for customers to say, Hey, I want it easy. You have the option to do it on Prem as well as in the clouds. So it's really, you know, when I look at my business, it's I'm in the computation of data management business, and V San fits into the really that data management side. The different question when you incorporate Cloud is it's not a question of, you know, Are we still doing the same thing? It's it's Where is it? How do I buy it? So I really like h c. I think it's it really is that interim easy button for people that say I want the simplicity a cloud, but I wanted on prom So >> we're going to get a commentary on kind >> of the management from the manager perspective. We're making it very, very easy for customers to go from whatever version they need to. Obviously the fact that we have all these great new features coming in, it really gets sense a lot of customers to want to move to the latest capabilities, but in general, for them, for customers who make it really easy for them to be able to move up to whatever whatever level they need to >> Nice Brian, I wanted to ask you talk about H I V and the easy. But in a couple of years ago, when a chai architectures we're just coming in, it was The industry always has a little bit black and white. It's either gonna destroy everything or save everything, and it's gonna be one hundred percent one way or the other. Turns out, you know, there's a mix of use cases for traditional storage as well as a C I What? What do you particularly like a CZ use cases for for bee san, uh, your customer base that you roll out? When do you When do you really say you know what? You should really look at this hyper converged infrastructure that we can build you first is, um or, you know, a traditional, bigger, different ray. Bigger array, separate array, sort of storage. >> I'LL give you the answer to everybody hates, which is It depends, right? So I think you know the sands a great platform, and we see it for a lot of different use cases. A lot of it depends on you know, what's the customer looking to do, what's there, what investments that they already made and then where is the fifth best? So from a technical perspective, I mean, I think we all know that general purpose virtual ization of Edie I make their great use cases were v san, but we're starting to see that creep into other use cases. So you start here and then you could say, Well, you know what? I'm refreshing over here. Maybe it makes more sense to take a look at something different a same time. Some people say, Hey, maybe a traditional storage array still makes sense for us, so we kind of see it both ways. But again, as people turn Estes comment as people start with the sand, they try it out. The simplicity, the ease of management and the cost effectiveness they really look at it and also the integration. We don't talk about a lot, but the integration with all the other virtualization tools makes it really easy all in. So because of some reasons why people might take a hard look at that versus a traditional storage array. >> Just add to that start off with media. Everyone was in that particular use case. Then remote office came in, so the edge was a big one that started to grow. Now, majority of our use cases around business Critical lapse. Most of the customers Air sequel Oracle. They're starting to deploy their so actually expanding quite a bit. And the nice thing, actually for partners is in many cases, the services are now starting to catch up. As you start going to these, this is critical APS. Actually, the services get bigger. So going back to that hole profitability element, it makes it more profitable foreigners as well. Right? >> Front V san isn't just a standalone product or, you know it is, obviously is always with the hyper visor. But it's an important piece of the Via MacLeod Foundation is W W t involved in any of those solutions that you know, Uh, yeah, way Don't do anything. Okay? Yeah, that's real straight for itself. But somewhere, cloud Is that something You talk to your customers about her, >> Of course Way. Do all of the above and you know, significant investments in the cloud in general. So a lot of over finding actually not to pivot too hard off of what we're talking about today. But you know, when we look at, uh, v r automation, for example, a lot of customers of purchase it but aren't taken advantage all the different features. So when we look at the entire stack, part of our methodology is working with customers to figure out, what do you have? And then how do we deploy and help you take advantage of what you have and then come back to the real question, which is? Let's take a holistic view out of all of those things and figure out how to maximize it. So it might be vee are a might be vey san. But in general, let's style those things together into something that makes more sense as a platform for what that customers looking to do. >> Okay, Ernie, wanna give you the final word? You know a lot of pieces. People are always trying to do it through. What's one thing that people should look at from the sand that they might have missed? >> So I think, from from the sand perspective, as they start to look at modernizing their infrastructure, they started looking at this whole idea of digital business and how we've become more agile, I think, actually, kind of pivoting a litte bit off. The point that was just made decent is a great way to get started, so it's a great way to be able to bring in some of those capabilities. And then it's a great start than to bring in the rest of our portfolio. That really adds a whole stack solutions. I really make that a reality. And along the way we make it very easy for especially the Spear customers to be able to deploy that >> real important point. Thank you, Ernie. China Front. Collins. Appreciate all the updates and, uh, the user perspective for John Troyer on student and back with lots more content from Veum World twenty eighteen. Thanks for watching the cue. Thank you.