>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Worldwide Public sector Welcome to the cubes Coverage of AWS 2020. This is specialized programming for the worldwide public sector. I'm Lisa Martin, and I'm joined by Mick Boccaccio, the security advisor at Splunk Met. Welcome to the Q Virtual Oh, >>thank you for having me. It's great to be here. >>So you have a really interesting background that I wanted to share with our audience. You were the first see so in the history of U. S presidential campaigns with Mayor Pete, you were also branch shape of Threat intelligence at the executive office of the President. Tell us something about about your background is so interesting. >>Uh, yeah, those and I'm a gonna Def con and I teach lock picking for funds. Ease working for Mayor Pete A. C. So the campaign was really, really unique opportunity and I'm glad I did it. I'm hoping that, you know, on both sides of the aisle, no matter what your political preference, people realize that security and campaigns can only be married together. That was an incredible experience and worked with Mayor P. And I learned so much about how campaigns work and just the overall political process. And then previous to that being at the White House and a threat intelligence, role of branch chief they're working over the last election, the 2016 election. I think I learned probably more than any one person wants Thio about elections over that time. So, you know, I'm just a security nerd. That kind of fell into those things. And and and here I am and really, really, really just fortunate to have had those experiences. >>Your phone and your email must have been blowing up the last couple of weeks in the wake of the US presidential election, where the word fraud has brought up many times everyday. But election security. When I saw that you were the first, see so for Pete Buddha Judge, that was so recent, I thought, Really, Why? Why are they just now getting folks like yourself? And you are a self described a cybersecurity nerd? Why are they Why were they just recently starting to catch on to this? >>I think it's, uh like security on the campaign and security anywhere else on credit to the Buddha Judge campaign. There is no federal or mandate or anything like that that says your campaign has toe have a security person at the head of it or any standards to implement those security. So you know that the Buddha Judge campaign kind of leaned into it. We wanna be secure. We saw everything that happened in 2016. We don't want that to be us. And I think Mawr campaigns are getting on that plane. Definitely. You know, you saw recently, uh, Trump's campaign, Biden's campaign. They all had a lot of security folks in, and I think it's the normal. Now people realize how important security is. Uh, not only a political campaign, but I guess the political process overall, >>absolutely. We've seen the rise of cyber attacks and threats and threat vectors this year alone, Ransomware occurring. Everyone attack every 11 seconds or so I was reading recently. So give me an other view of what the biggest threats are right now. >>Two elections and I think the election process in general. You know, like I said, I'm just a security nerd. I've just got a weird background and done some really unique things. Eso I always attack the problems like I'm a security nerd and it comes down to, you know that that triumvirate, the people process and technology people need had to have faith in the process. Faith in the technology. You need to have a a clear source to get their information from the process. To me, I think this year, more than previous elections highlighted the lack of a federal uniforms standard for federal elections. State the state. We have different, different standards, and that kind of leads to confusion with people because, hey, my friend in Washington did it this way. But I'm in Texas and we do it this way. And I think that that standard would help a lot in the faith in the system. And then the last part of that. The technology, uh, you know, voting machines campaigns like I mentioned about campaigns. There's nothing that says a campaign has toe have a security person or a security program, and I think those are the kind of standards for, you know, just voting machines. Um, that needs to be a standard across the board. That's uniforms, so people will will have more faith because It's not different from state to state, and it's a uniformed process. >>E think whole country could have benefited from or uniformed processes in 2020. But one of the things that I like I did my first male and fellow this year always loved going and having that in person voting experience and putting on my sticker. And this year I thought in California we got all of our But there was this massive rise in mainland ballots. I mean, think about that and security in terms of getting the public's confidence. What are some of the things that you saw that you think needs to be uniforms going forward >>again? I think it goes back to when When you look at, you know, you voted by mail and I voted absentee and your ballot was due by this date. Um, you know where I live? Voting absentee. It's Dubai. This state needs we received by the state. Andi, I think this year really highlighted the differences between the states, and I'm hoping that election security and again everyone has done a super fantastic job. Um, sister has done incredible. If you're all their efforts for the working with election officials, secretaries of states on both sides of the aisle. It's an incredible work, and I hope it continues. I think the big problem election security is you know, the election is over, so we don't care again until 2022 or 2024. And I think putting something like a federalized standard, whether it be technology or process putting that in place now so that we're not talking about this in two or four years. I'm hoping that moment, um, continues, >>what would your recommendation be from building security programs to culture and awareness? How would you advise that they start? >>So, uh, one of the things that when I was on the Buddha Judge campaign, you know, like I said, we was the first person to do security for a campaign. And a lot of the staffers didn't quite have the background of professional background of work with security person. No, you know why? What I was doing there Eso my hallmark was You know, I'm trying to build a culture heavy on the cult. Um, you got to get people to buy in. I think this year when you look at what What Krebs and siesta and where the team over there have done is really find a way to tell us. Security story and every facet of the election, whether it be the machines themselves, the transporting the votes, counting the votes, how that information gets out to people websites I started like rumor control, which were were amazing amazing efforts. The public private partnerships that were there I had a chance to work with, uh, MJ and Tanya from from AWS some election project. I think everyone has skin in the game. Everyone wants to make it better. And I hope that moment, um, continues. But I think, you know, embracing that there needs to be a centralized, uniformed place, uh, for every state. And I think that would get rid of a lot of confusion >>when you talk about culture and you mentioned specifically called Do you think that people and agencies and politicians are ready to embrace the culture? Is there enough data to support that? This is really serious. We need to embrace this. We need to buy in a You said, um >>I hope right. I don't know what it could take. I'm hoping so after seeing everything you know, being at the White House from that aperture in 2016. Seeing all of that, I would, you know, think right away. Oh, my gosh. 2018, The midterms, We're gonna be on the ball. And that really didn't happen like we thought it would. 2020. We saw a different kind of technical or I guess, not as technical, uh, security problem. And I think I'm kind of shifting from that to the future. People realize. And I think, uh, both sides of the aisle are working towards security programs and security posture. I think there's a lot of people that have bought into the idea. Um, but I think it kind of starts from the top, and I'm hoping it becomes a standard, so there's not really an option. You will do this just for the security and safety of the campaigns and the electoral process. But I do see a lot more people leaning into it, and a lot more resource is available for those people that are >>talk to me about kind of the status of awareness of security. Needing to combat these issues, be able to remediate them, be able to defend against them where our folks in that awareness cycle, >>I think it ebbs and flows like any other process. Any other you know, incident, event. That happens. And from my experience in the info SEC world, normally there's a compromise. There's an incident, a bunch of money gets thrown at it and then we forget about it a year or two later. Um, I think that culture, that awareness comes in when you have folks that would sustain that effort. And again, you know, on the campaign, um, even at the White House, we try to make everyone apart of security. Security is and all the time thing that everyone has a stake in. Um, you know, I can lock down your email at work. I can make sure this system is super super secure, but it's your personal threat model. You know, your personal email account, your personal social media, putting more security on those and being aware of those, I think that's that awareness is growing. And I Seymour folks in the security community just kind of preaching that awareness more and more and something I'm really, really excited about. >>Yeah, the biggest thing I always think when we talk about security is people that were the biggest threat vector and what happened 89 months ago when so many businesses, um, in any, you know, public sector and private went from on site almost maybe 100% on site to 100% remote people suddenly going, I've got to get connected through my home network. Maybe I'm on my own personal device and didn't really have the time of so many distractions to recognize a phishing email just could come in and propagate. So it's that the people challenge e always seems to me like that might be the biggest challenge. Besides, the technology in the process is what do you think >>I again it goes back. I think it's all part of it. I think. People, um, I've >>looked at it >>slightly. Ah, friend of mine made a really good point. Once he was like, Hey, people gonna click on the link in the email. It's just I think 30% of people dio it's just it's just the nature of people after 20 some odd years and info sec, 20 some odd years and security. I think we should have maybe done a better job of making that link safer, to click on, to click on to make it not militias. But again it goes back, Thio being aware, being vigilant and to your point. Since earlier this year, we've seen a tax increase exponentially specifically on remote desktop protocols from Cove. It related themes and scams and, you know, ransomware targeting healthcare systems. I think it's just the world's getting smaller and we're getting more connected digitally. That vigilance is something you kind of have to building your threat model and build into the ecosystem. When we're doing everything, it's just something you know. I quit a lot, too. You've got junk email, your open your mailbox. You got some junk mail in there. You just throw it out. Your email inbox is no different, and just kind of being aware of that a little more than we are now might go a long way. But again, I think security folks want to do a better job of kind of making these things safer because malicious actors aren't going away. >>No, they're definitely not going away that we're seeing the threat surfaces expanding. I think it was Facebook and TIC Tac and Instagram that were hacked in September. And I think it was unsecured cloud database that was the vehicle. But talking about communication because we talk about culture and awareness communication from the top down Thio every level is imperative. How how do we embrace that and actually make it a standard as possible? >>Uh, in my experience, you know, from an analyst to a C So being able to communicate and communicate effectively, it's gonna save your butt, right? It's if you're a security person, you're You're that cyber guy in the back end, something just got hacked or something just got compromised. I need to be able to communicate that effectively to my leadership, who is gonna be non technical people, and then that leadership has to communicate it out to all the folks that need to hear it. I do think this year just going back to our elections, you saw ah lot of rapid communication, whether it was from DHS, whether it was from, you know, public partners, whether was from the team over Facebook or Twitter, you know, it was ah, lot of activity that they detected and put out as soon as they found it on it was communicated clearly, and I thought the messaging was done beautifully. When you look at all the work that you know Microsoft did on the block post that came out, that information is put out as widely as possible on. But I think it just goes back to making sure that the people have access to it whenever they need it, and they know where to get it from. Um, I think a lot of times you have compromised and that information is slow to get out. And you know that DeLay just creates a confusion, so it clearly concisely and find a place for people, could get it >>absolutely. And how do you see some of these challenges spilling over into your role as the security advisor for Splunk? What are some of the things that you're talking with customers about about right now that are really pressing issues? >>I think my Rolex Plunkett's super super weird, because I started earlier in the year, I actually started in February of this year and a month later, like, Hey, I'm hanging out at home, Um, but I do get a chance to talk to ah, lot of organizations about her security posture about what they're doing. Onda about what they're seeing and you know everything. Everybody has their own. Everybody's a special snowflakes so much more special than others. Um, credit to Billy, but people are kind of seeing the same thing. You know, everybody's at home. You're seeing an increase in the attack surface through remote desktop. You're seeing a lot more fishing. You're singing just a lot. People just under computer all the time. Um, Zoom WebEx I've got like, I don't know, a dozen different chat clients on my computer to talk to people. And you're seeing a lot of exploits kind of coming through that because of that, people are more vigilant. People are adopting new technologies and new processes and kind of finding a way to move into a new working model. I see zero trust architecture becoming a big thing because we're all at home. We're not gonna go anywhere. And we're online more than we're not. I think my circadian rhythm went out the window back in July, so all I do is sit on my computer more often than not. And that caused authentication, just, you know, make sure those assets are secure that we're accessing from our our work resource is I think that gets worse and worse or it doesn't. Not worse, rather. But that doesn't go away, no matter what. Your model is >>right. And I agree with you on that circadian rhythm challenge. Uh, last question for you. As we look at one thing, we know this uncertainty that we're living in is going to continue for some time. And there's gonna be some elements of this that air gonna be permanent. We here execs in many industries saying that maybe we're going to keep 30 to 50% of our folks remote forever. And tech companies that air saying Okay, maybe 50% come back in July 2021. As we look at moving into what we all hope will be a glorious 2021 how can businesses prepare now, knowing some amount of this is going to remain permanent? >>It's a really interesting question, and I'll beyond, I think e no, the team here. It's Plunkett's constantly discussions that start having are constantly evaluating, constantly changing. Um, you know, friends in the industry, it's I think businesses and those executives have to be ready to embrace change as it changes. The same thing that the plans we would have made in July are different than the plans we would have made in November and so on. Andi, I think, is having a rough outline of how we want to go. The most important thing, I think, is being realistic with yourself. And, um, what, you need to be effective as an organization. I think, you know, 50% folks going back to the office works in your model. It doesn't, But we might not be able to do that. And I think that constant ability Thio, adjust. Ah, lot of company has kind of been thrown into the fire. I know my backgrounds mostly public sector and the federal. The federal Space has done a tremendous shift like I never well, rarely got to work, uh, vert remotely in my federal career because I did secret squirrel stuff, but like now, the federal space just leaning into it just they don't have an option. And I think once you have that, I don't I don't think you put Pandora back in that box. I think it's just we work. We work remote now. and it's just a new. It's just a way of working. >>Yep. And then that couldn't be more important to embrace, change and and change over and over again. Make. It's been great chatting with you. I'd love to get dig into some of that secret squirrel stuff. I know you probably have to shoot me, so we will go into that. But it's been great having you on the Cube. Thank you for sharing your thoughts on election security. People processes technology, communication. We appreciate it. >>All right. Thanks so much for having me again. >>My pleasure for McClatchy. Oh, I'm Lisa Martin. You're watching the Cube virtual.

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.

>> Narrator: Live from San Juan, Puerto Rico. It's the CUBE, covering Blockchain Unbound. Brought to you by Blockchain Industries. (upbeat Spanish-style music) >> Hey, welcome back everyone. We're here in Puerto Rico for exclusive CUBE coverage, I'm John Furry, you're host. Here, with Blockchain Unbound, this is a global event. From everyone from Silicon Valley, New York, Miami, Russia, Eastern Europe, all over the world, and Puerto Rico coming together, talk about the future of the economy, Blockchain decentralized apps, and more. Our next guest is CUBE alumni, and part of our inaugural crypto currency coverage, from Polycon 18, back to give a command performance, Nithin Eapen Chief Investment Officer at Arcadia Crypto Ventures, good to see you. >> Good to see you too John. >> So, you had a great showing at our first crypto event, PolyCon, great to see you back in the trenches, you're out, hard-working, pounding the pavement, doing deals. What's your analysis here, I mean, you're here networking, you checked out the sessions. What's your take? >> We've met some really good founders, really good projects, so that's the key thing that we are looking for. The main idea as our tagline says, "We back Blockchain's best." We are looking for the best founders. We are looking for the teams, then for the idea. Anything that's decentralized, we are backing them. >> So, network effect has been a big part of the conference I've been having. We talked about security tokens, utility tokens. A lot of interesting things going on here, but there's a backdrop. You've got multiple events going on. You've have Blockchain Unbound, run by Blockchain Industries, great team, which put this event together in five weeks. So, shout out to those guys. >> (laughs) You have Coin Agenda, >> That's coming! going on, another event going next door, which is after this event. And then you have a lot of series of little events, meet-ups, the local community had a great crypto mixer, Puerto Rico, a lot of action. >> Too much action, and it's like at the same time, look at it, TokenFest in San Francisco, another 2,000 people over there, here people are on the waiting list, so much action. >> And that's going on this week, as well. You have anyone going to that event? >> I know, I've got a lot of friends going over there. For me, it made sense, this is closer. I thought I would meet a lot of them. Puerto Rico is better I found, you know? >> A lot of big money here, a lot of smart money. >> A lot of smart money, a lot of big money. >> John: Global? >> Global, and the greatest part of Puerto Rico is, it's bringing this concept like, they have reduced taxes for US people to zero percent for individuals, for the next, until 2036. Now that's a big difference. If you want to change your domicile to Puerto Rico, for your business it's 4% corporate taxes, and individual it's 0% now, that's... >> John: But you got to move here. >> You got to move here, okay. But you don't have to give up your US citizenship. Now, I think what's going to happen right now is they're going to be other states maybe going to compete for this, or other countries are going to compete for the capital to flow, where does capitol flow to? Capital will flow to cheaper places, or lesser taxes. >> So, I got to ask you, I was talking to you earlier this morning, here on the CUBE I said, "There's two killer apps, one of them is money." Money is the killer app. >> No doubt! >> Your reaction to that? >> It is, okay all of our lives, let's say for your son, or my kid, or for me, what my parents, when we went to school, why did they make us go to school or learn, they tell us, "Okay you got to go to college!" Why, they want us to have a better life, they want to have a better car. How do you get them, you want money for them. But in none of those years did somebody teach you, how does money originate? What is money, is it something you should buy the Garmin? So in everything that we go for, unless we're the Buddha or Jesus himself, we do it for money. >> Well you bring up a good point. I mean I have a immigrant background from my family, my wife's family as well. >> Where did you come from? >> Well I'm actually Native American, I mean American. >> Okay But two, three generations back they, Ireland, >> Ireland, okay! French Canadian, a little bit of Armenian in me but that's okay, all kind of blended. I'm in the melting pot, I'm not 1st generation but, in Boston where my parents were from, very much an immigrant town, and they didn't have any money. So if you look at now, what's gone through the financial dot-com bubble, which had some impact, but the financial crisis is 2018, if you look at what's happened since then, the generation of millennials there in more debt. They're not realizing college, it might not be the thing. So we went to school so that we can have a better life than our parents did. Now it's like everyone's realizing that, shit we're screwed. So watching as a path, of freedom. >> It is! A new way to create wealth, capture the value, but in a new way. >> Yes, because you have a chance to be a part of an economy without, a permission of a centralized organization. So, earlier if you wanted to work somewhere, you needed an organization to work. This is making it much easier to be a part of the economy. to contribute, to help people to get help, all this is happening and you don't have to go to school. Maybe school is overrated, our colleges overrated. It is too expensive, you spend 200 thousand dollars on college. What is your ROI, when is your ROI? Maybe some disciplines have it. But this is your chance to.. >> Well, you you know that we love media and our disruptive media at the CUBE is to do things differently, but lets talk about some current events that's been happening. So this week, John Oliver created a video trashing crypto currency, it was actually funny. But it got to the Brock Pierce part, and he really had it out for Brock Pierce. He absolutely destroyed him. >> He did! And since then, he lost his place EOS. They wiped away all his DNA of evidence with the company. This is a comedian, at John Oliver, you're a freaking comedian. What gives him the right to I have that kind of influence on someone's job when he's just telling a joke. There's no actually substance of any facts of any kind at what he's doing, So that's a central authority figure that took an editorial comedic routine, and put it out there, but people think that's news. >> See, >> That's not The power of media, that the power of all the old traditional media, is that they had a bigger reach. I think it's going to change, it is going to be the YouTube's. And it's going to become a decentralized YouTube equivalent, or a decentralized media equivalents. Like, a lot of people have made memes and you know, fun videos that go viral and they'll take things down. The same, John Oliver obviously, he has us laugh. >> He's funny as hell though. He is funny as hell! >> You got to admit, >> He's pretty funny! The bit was really good, >> But end of the day, but he really went after Brock Pierce. Something was going on there, he took him down. >> See the traditional industries or traditional media they want to take down everybody that they don't consider, the birds of a same feather, this is somebody weird, like Trump, they try to take down Trump. They will try to take down anything which doesn't fit their globalist, elitist agenda. End of the day, like Brock Pierce sitting on a billion, and John over with his comedy, who has the bigger laugh? I don't know, if you ask me. >> When you have F U money like Brock Pierce does, I'm sure it rolls off his shoulders. But it does impact the ecosystem a bit. Basically EOS has erased his name in any capacity. So, obviously this impacts to public opinion. So these comedians and news rep, they have an obligation to share the data. Editorializing, I mean I do it all the time, don't get me wrong. >> (laughs) But, there's a point, consensus is part of the algorithm now in these Blockchain and Crypto communities where you have Blockchain as a store, against him. >> Okay! But consensus and transparency is a huge deal. >> Nithin: Yes! >> This is part of the formula. >> I know but see, the whole thing... When John Oliver does something, it's not about consensus. He can do it, okay, it's going to change! It's like this, when Bitcoin came in 2009, the traditionalists were coming up at the story that, "it is fake money, it's not going to go anywhere." Then it became one dollar, they were just laughing at it. Then became 10 dollars, they said it's going to go down. Then it became hundred dollars, they did the same thing. And it's only after long time they will realize, "Oh my God, it's changed." The rock has been pulled under my leg. It's like when Amazon came, all the traditional retail guys said, "Nobody's going to go and buy a book without touching it." Now we have Toys "R" Us that just went bankrupt. There's no more Toys" R" Us, you know, you have to buy your toys pretty much from Amazon at this point. >> Well everything in the model of future will be all contexual so, videos, comedian, news articles, reports, editorial, all will roll into one thing. That's going to be a great thing. >> Yes! >> And media is going to take a lot of, natural language processing, it's going to get transcript link. I think you're already doing it right, you're going to take a transcript of what I speak, you're going to attach the words, you're going to attach it to brands, you can sell that, and that is going to be the future. >> Well lets get some of that intellectual property out of your head and into the camera, and for the audience. What are you hearing in the hallways here, obviously this is a great networking event here. Lot's of agendas, phenomenal, as well as we had over sold almost by double. There's people out in the hallways, it's sold out, so there's a lot of Lobby Con going on. There's a conference within the conference going on. >> Nithin: It is! We call it Lobby Con! >> (laughs) What are you hearing in the hallways, what is some of the cool things that's new to you, that you're discovering? >> So lot of people are now telling me they are very excited about security tokens. They're telling me they're buying security tokens. I asked them, which security tokens? It's not there yet, okay. See, that's where I tend to differ. If security tokens are going to be the big thing, I'm going to be buying it because we are informed. >> John: Buy everything that moves. >> We buy it as it moves, but, security token, my question is, so you're trying to make something that is a utility, now you're going to make it security? So that is equity markets, there is a CC for that. And you're going to fit this in over there, I'm like, I don't know, what are people trying achieve? This is a free market and they're trying to bring it into regulation. >> What's a red flag for you as a, security token implies directly that you're securing something. What are they, >> You're pretty much What are people securing, equity, future cash flows, dividends, what are some of the vehicles you've seen? >> At that time they are pretty much secure, or securing future cash flows as dividends. They're going to give dividends, they're saying if you're a token holder, you're going to get dividends. My question at that time is, then why do you want a token, why can't it be in equity? Oh, you think you can come with their argument that it's more liquid, but equity's a liquid. I don't think it isn't a liquid. But it is a great way to go around and secularize a lot of things. You can have a small business, think of it, you and me we have a small business, let's say we have a partnership We have a small... >> We have a small business, We have a small business, we have a partnership. It's very hard to exit out of a small business. If we can fractionalize the ownership of a business thru tokens, and there might be people are willing to buy, put thousand dollars in, and maybe I can exit at some point. Otherwise there's no exit for me. It's very hard to exit out of a small business. Now then, what's the difference between that and equity? I don't know you know, those lines are blurred but, I'm happy for the fact that something like that will give liquidity to a lot of small business owners. America is a country of small business owners. Across the globe it supports small business owners. If it brings liquidity, okay I'm happy with that. But it's really beating the purpose that we don't want a centralized power controlling us. Because now that you have Google and Facebook that banned crypto-currency ads. Why, Women's Day, all our data, they give us a free access but they hold a lot of our personal data. I'm thinking, the guy who brings in the, a decentralized search or a decentralized social media, I'm going to invest in them. I don't care if their a success or if the success will come later. There are going to be multiple libertarian investors like me that's going to invest in them. >> What I learned was that money is a killer app, and I'll stand by that. I think marketplaces are also the killer app. You ever think, >> Perfectly true! that this conference, that kind of validates where I was thinking was, the people who nailed a business model, that's the critical, critical pacing item. If you screw the business model up, you go sideways. The technology risk isn't as bad as the business model decision risk. So I'm seeing the successful ICOs, or plays, have a lock in on the structural value proposition and to be directionally correct, with an understanding of what the hedge is on the technology. >> Yep! >> So they can manage it. So it's like programmable plumbing. They're recognizing that dynamic. The other thing that I'm learning is that the money flow from other countries is massive. If you want a money launderer from Colombia, it's coming in from Metadine Narcos. It's coming in from Japan, and China. Bitcoin and Blockchain is a money transfer opportunity so, I'm seeing a massive amount of money, flowing in >> Capital is flowing, in massive waves. >> it's flowing in. >> And it's good, and even if these projects fail, it's a good thing because, you had all this money that was stuck somewhere, that flowed in, and as I said, many of those projects are going to fail. Let them fail, because this money has flowed in, you will have a lot of people come and work on these projects, and eventually the correct solution will emerge. >> And new structural dynamics are at play. And new investors are coming in. >> New investors, so many new investors. You know the funny thing John, after we met at Polycon, I think that 99% of the people I meet here are totally new. All the guys we met at Polycon in Bahamas, totally different. I only know very few people that I met over there. So that means a whole set of investors, or common people, who just want to learn about it, totally new. That's really good! And who wins here, the average citizen entrepreneur, the average citizen player that wants to start something whether it's a banking, a service provider of some sort, a entrepreneur, or a new financial instrument or firm, all have greenfield opportunity here. >> Because, see earlier when you wanted to raise money, I was talking to a founder the other day, I asked him, how hard it was for you to raise your first raise, like 10 years ago? He was telling me that he walked the doors across multiple VCs, to kind of scrap in one and a half million dollars. And then he did his second loan after eight years. >> He'd have to crawl on his knees to get that. >> And that too, you won't get the attention, you need to know reference, now you have a chance to go to the world, and monies were, so easy money coming in is a bad thing in a way that most entrepreneurs will feel the investors will lose their money. but that's different, but it at least you have access and you can try to think that you had any in mind earlier. You had no option, they would take a big stake. Now there's no dilution, this is pretty much cloud funding on steroids. You have a chance to go to market, you get the go to market money and see if it works. And if it doesn't work, let's fix it after that. >> Nithin, I got to get your thoughts on building a company, 'cause obviously, you're also not only in this as an investor, you're also doing strategic advisory work for people building the venture architecture and then the actual build up plans for their venture. So you've talked about this in the past, you have a relationship with some protocol guys, you can check with them, there's some good network there. But there's also a dynamic with this industry where the business development aspect of it is really important. People are partnering, >> Very very important. And there's a way to partner and a way not a partner. There's a way to do token economics and there's a way not to do token economics. What is your advice, to companies that have a good thing going on, they have a tail wind at their back, they got wind in their sails, but have to make some hot partnering decisions. Looking for fellows, fellowship in that ecosystem. How do you advise folks in this partnerships and then talk about token economics after? >> So the first thing I would tell founders is to reach out. This community is very very supportive. Like you can reach out to me, you can reach out to other guys, LinkedIn, Facebook, or come to these events, and in the hallways. Say your idea and you need help, because you will need help, you cannot run this alone. You are running a company, you are running your team. Have a good team, that's a first thing. Have a great team, great founders, vision, execution, you need that. The next key thing is, you have to think about marketing and how do you market, you need to get some big names on your board who can reach out to their network and tell them about your idea. And they reach out of the rest for you. >> So networks are super important. >> Super super important, like... >> So advisor, that their advisor selection should be based on their network that they bring to the table. >> Right, so the first advisor selection is the guy who will help you flush out your idea properly as tokens. The next advisor set is a marketing advisor or a technical advisor. The marketing advisers also very important because you need to market the product, get the money in, because end of the day, you need money to build it. You need to pay your employees, whether it's in Bitcoins or in fear, It doesn't matter, one of these is required. So you have these three things, then you need to build strategic partnerships in your business. Say, let's see your a loyalty points guy, like Al is doing, You know Al right? >> Al Burgio, >> From FuZe Chain now doing DigitalBits. Hot deal, hot deal! >> Hot deal, hot deal. >> Look at what Al did, he went out, he got his strategic partnerships with the loyalty guys, now he's got the brand, the strategic partnerships, he's built a product already. The money he needs is only for go to market so that he can push it to multiple companies and get them on the chain. Brilliant idea so, strategic partnerships, advisors, founding team, and then, show the idea to the people. Go out there, let them know that this is what you're doing, why this idea is great, how big is the market, there was a problem that you're solving, what is your solution. Explain yourself frankly and honestly, and I think the community will reward you, to go and find your dream. >> Great point, be honest, ask for help. Again, I can't reiterate my experience of, I'll share, is during the computer revolution, Internet revolution, Web.1.o, and now partnering in the early days when it's forming, can make or break a company. Make or break a company. >> Very True! So, note to that, okay now, token economics. >> Nithin: Sure! >> Sounds easy, but you really got to make sure that you have a good economic framework that matches the value proposition. Talk about what you advise there. >> So last day of the one founder restart to me, ICO is going on for our seventh day into the ICO. He's raised less than 300 thousand dollars. I meet him, and he needs help. After what, seven days into the ICO, all I could tell him is, shut off your ICO, it's not going to raise money. He's like, "Why," and I'm like, he said, "read this paper." I'm like, "There's nothing in this paper "I can put money into." And he's like, "Why is that?" So I asked him, so how many companies has he put his money into, how many points has he bought? Four years, he has not bought a single coin. And he's flustered something by himself. So he's never bought a coin, and he's expecting people to buy coins at his price. So I tell people, either you should notice, you should be an investor yourself. So there are different kinds of investors, there are institutional investors that are funds, family offices, and then are retail investors. If you're not any one of these, or any one of in this group, how do you know what these guys are buying it for? So reach out to them! >> That's where the advisory comes in, Know your customer! >> Know your customer! And not the KYC in a different way, but know 'em from a marketing standpoint. Know how the retail, >> Exactly! purchase is made. >> Because if... >> If you yourself are a buyer, at least you have some idea. If you've never bought a token, and if you're, I had another founder tell me that, my tokens are worth hundred million. I'm like, you don't have a user, you just have a product. You're tokens are worth shite, if you ask me. It's worth zero, I can tell my house is worth hundred million dollars. It's only worth as much as the top buyer. How much is he willing to pay for me? So I told the founder, I'll pay so much for this price because I think, if it's about that, there's a huge risk as the main investor coming in. He doesn't agree! >> So lets talk about some, how rounds are being done now. So one trend that I'm seeing, not, I shouldn't say trend, a few deals I've seen done, but it seems like a trend, I'm trying to get validation on this, Where people are avoiding the public ICO altogether, doing all privates. >> Yes! Basically over subscribed round. Trend, dynamic, real deal, what's your thoughts on reaction to that? >> It's just that the founders are adapting. Because if you go to the public, the moment you're going to the public, what's happening is, there's the SEZ component. Whether it's a utility and they can come after you, so they have made it private. And then they went after, and even further, a lot of the founders that I know, they just stopped accepting money from US entities or US individuals. Well it's a bad deal for a small investor. See the big investors are wealthy investors. They all have an external entity where they can invest into it. What about the small investor who was investing thousand dollars or 5,000 dollars? Now you have pretty much shut out his chance of getting into a great ICO. So the founder is going to raise his money from maybe Korea, Japan, China, and Singapore. He's going to form a company or a foundation in Cayman, or Lichtenstein, or Gibraltar. The small investor is a loser. The large institutional investor has no loss in this process, so, that is the founder adapting because he does not want, >> They want to manage, >> They don't want it to become lawsuits, basically. >> Compliance, audits, SEZ problems, they don't end fencing problems. >> So now let's compare, in contrast, different kind of companies. US based company, wants to raise money in the US, they do accredited. But they want to go outside, say Asia, or an Asia company wants to raise money in the US, what's that dynamic like, what are the issues? >> I think what's going to happen is they going to, some of them are going to register themselves as a security token, some of them are going to do just a reg D for very high net worth individuals. And the common, the the public round, they going to raise it from the China, the Korea, Japan, or is lobbying them. And that's what I think, multiple small countries are going to come into the space, which they know now, they can get the capital flowing into their company, and they going to allow their rules to be lax. They going to let capitol flow through. And then US will have to change, or maybe UK will have to change, whoever is against this will have to change. Capital means money, belt capital, and resource capital, like humans, we tend to move to places that are freer. Why did I move from India to US, or why did your parents or the earlier generation move to US? >> John: For a better life. >> It's a better life, the real better life is, you have the freedom over your property, the fruits of your labor. If the fruits of your labor are taxed at 50% or thirty, the more it goes up, you just don't want to work anymore, or you're going to to search for that place that will tax you less. >> Like Puerto Rico! >> Nithan: Puerto Rico! >> Are you bullish on Puerto Rico? >> I am bullish on Puerto Rico because, these, if they can sustain this, and have the rule of law, means they can protect people's wealth, like from crime and all those things, crime or being kidnapped. These two things happen, I'm telling you, most people will move or some of state will have to change their laws. >> They got to get >> the security up. Nithan, thanks so much for coming on the CUBE. Really appreciate your insight. Thanks for sharing! >> Thank you very much. This is the CUBEs exclusive coverage from Puerto Rico where we're getting on the ground here. Getting all the data from the Blockchain Unbound Conference. Part of restart week. I'm John Furry here, we've got more coverage after this break, thanks for watching! (upbeat electronic music)