>>From the Cube Studios in Palo Alto in Boston, bringing you data-driven insights from the cube and E T R. This is breaking analysis with Dave Valante. >>Making technology predictions in 2022 was tricky business, especially if you were projecting the performance of markets or identifying I P O prospects and making binary forecast on data AI and the macro spending climate and other related topics in enterprise tech 2022, of course was characterized by a seesaw economy where central banks were restructuring their balance sheets. The war on Ukraine fueled inflation supply chains were a mess. And the unintended consequences of of forced march to digital and the acceleration still being sorted out. Hello and welcome to this week's weekly on Cube Insights powered by E T R. In this breaking analysis, we continue our annual tradition of transparently grading last year's enterprise tech predictions. And you may or may not agree with our self grading system, but look, we're gonna give you the data and you can draw your own conclusions and tell you what, tell us what you think. >>All right, let's get right to it. So our first prediction was tech spending increases by 8% in 2022. And as we exited 2021 CIOs, they were optimistic about their digital transformation plans. You know, they rushed to make changes to their business and were eager to sharpen their focus and continue to iterate on their digital business models and plug the holes that they, the, in the learnings that they had. And so we predicted that 8% rise in enterprise tech spending, which looked pretty good until Ukraine and the Fed decided that, you know, had to rush and make up for lost time. We kind of nailed the momentum in the energy sector, but we can't give ourselves too much credit for that layup. And as of October, Gartner had it spending growing at just over 5%. I think it was 5.1%. So we're gonna take a C plus on this one and, and move on. >>Our next prediction was basically kind of a slow ground ball. The second base, if I have to be honest, but we felt it was important to highlight that security would remain front and center as the number one priority for organizations in 2022. As is our tradition, you know, we try to up the degree of difficulty by specifically identifying companies that are gonna benefit from these trends. So we highlighted some possible I P O candidates, which of course didn't pan out. S NQ was on our radar. The company had just had to do another raise and they recently took a valuation hit and it was a down round. They raised 196 million. So good chunk of cash, but, but not the i p O that we had predicted Aqua Securities focus on containers and cloud native. That was a trendy call and we thought maybe an M SS P or multiple managed security service providers like Arctic Wolf would I p o, but no way that was happening in the crummy market. >>Nonetheless, we think these types of companies, they're still faring well as the talent shortage in security remains really acute, particularly in the sort of mid-size and small businesses that often don't have a sock Lacework laid off 20% of its workforce in 2022. And CO C e o Dave Hatfield left the company. So that I p o didn't, didn't happen. It was probably too early for Lacework. Anyway, meanwhile you got Netscope, which we've cited as strong in the E T R data as particularly in the emerging technology survey. And then, you know, I lumia holding its own, you know, we never liked that 7 billion price tag that Okta paid for auth zero, but we loved the TAM expansion strategy to target developers beyond sort of Okta's enterprise strength. But we gotta take some points off of the failure thus far of, of Okta to really nail the integration and the go to market model with azero and build, you know, bring that into the, the, the core Okta. >>So the focus on endpoint security that was a winner in 2022 is CrowdStrike led that charge with others holding their own, not the least of which was Palo Alto Networks as it continued to expand beyond its core network security and firewall business, you know, through acquisition. So overall we're gonna give ourselves an A minus for this relatively easy call, but again, we had some specifics associated with it to make it a little tougher. And of course we're watching ve very closely this this coming year in 2023. The vendor consolidation trend. You know, according to a recent Palo Alto network survey with 1300 SecOps pros on average organizations have more than 30 tools to manage security tools. So this is a logical way to optimize cost consolidating vendors and consolidating redundant vendors. The E T R data shows that's clearly a trend that's on the upswing. >>Now moving on, a big theme of 2020 and 2021 of course was remote work and hybrid work and new ways to work and return to work. So we predicted in 2022 that hybrid work models would become the dominant protocol, which clearly is the case. We predicted that about 33% of the workforce would come back to the office in 2022 in September. The E T R data showed that figure was at 29%, but organizations expected that 32% would be in the office, you know, pretty much full-time by year end. That hasn't quite happened, but we were pretty close with the projection, so we're gonna take an A minus on this one. Now, supply chain disruption was another big theme that we felt would carry through 2022. And sure that sounds like another easy one, but as is our tradition, again we try to put some binary metrics around our predictions to put some meat in the bone, so to speak, and and allow us than you to say, okay, did it come true or not? >>So we had some data that we presented last year and supply chain issues impacting hardware spend. We said at the time, you can see this on the left hand side of this chart, the PC laptop demand would remain above pre covid levels, which would reverse a decade of year on year declines, which I think started in around 2011, 2012. Now, while demand is down this year pretty substantially relative to 2021, I D C has worldwide unit shipments for PCs at just over 300 million for 22. If you go back to 2019 and you're looking at around let's say 260 million units shipped globally, you know, roughly, so, you know, pretty good call there. Definitely much higher than pre covid levels. But so what you might be asking why the B, well, we projected that 30% of customers would replace security appliances with cloud-based services and that more than a third would replace their internal data center server and storage hardware with cloud services like 30 and 40% respectively. >>And we don't have explicit survey data on exactly these metrics, but anecdotally we see this happening in earnest. And we do have some data that we're showing here on cloud adoption from ET R'S October survey where the midpoint of workloads running in the cloud is around 34% and forecast, as you can see, to grow steadily over the next three years. So this, well look, this is not, we understand it's not a one-to-one correlation with our prediction, but it's a pretty good bet that we were right, but we gotta take some points off, we think for the lack of unequivocal proof. Cause again, we always strive to make our predictions in ways that can be measured as accurate or not. Is it binary? Did it happen, did it not? Kind of like an O K R and you know, we strive to provide data as proof and in this case it's a bit fuzzy. >>We have to admit that although we're pretty comfortable that the prediction was accurate. And look, when you make an hard forecast, sometimes you gotta pay the price. All right, next, we said in 2022 that the big four cloud players would generate 167 billion in IS and PaaS revenue combining for 38% market growth. And our current forecasts are shown here with a comparison to our January, 2022 figures. So coming into this year now where we are today, so currently we expect 162 billion in total revenue and a 33% growth rate. Still very healthy, but not on our mark. So we think a w s is gonna miss our predictions by about a billion dollars, not, you know, not bad for an 80 billion company. So they're not gonna hit that expectation though of getting really close to a hundred billion run rate. We thought they'd exit the year, you know, closer to, you know, 25 billion a quarter and we don't think they're gonna get there. >>Look, we pretty much nailed Azure even though our prediction W was was correct about g Google Cloud platform surpassing Alibaba, Alibaba, we way overestimated the performance of both of those companies. So we're gonna give ourselves a C plus here and we think, yeah, you might think it's a little bit harsh, we could argue for a B minus to the professor, but the misses on GCP and Alibaba we think warrant a a self penalty on this one. All right, let's move on to our prediction about Supercloud. We said it becomes a thing in 2022 and we think by many accounts it has, despite the naysayers, we're seeing clear evidence that the concept of a layer of value add that sits above and across clouds is taking shape. And on this slide we showed just some of the pickup in the industry. I mean one of the most interesting is CloudFlare, the biggest supercloud antagonist. >>Charles Fitzgerald even predicted that no vendor would ever use the term in their marketing. And that would be proof if that happened that Supercloud was a thing and he said it would never happen. Well CloudFlare has, and they launched their version of Supercloud at their developer week. Chris Miller of the register put out a Supercloud block diagram, something else that Charles Fitzgerald was, it was was pushing us for, which is rightly so, it was a good call on his part. And Chris Miller actually came up with one that's pretty good at David Linthicum also has produced a a a A block diagram, kind of similar, David uses the term metacloud and he uses the term supercloud kind of interchangeably to describe that trend. And so we we're aligned on that front. Brian Gracely has covered the concept on the popular cloud podcast. Berkeley launched the Sky computing initiative. >>You read through that white paper and many of the concepts highlighted in the Supercloud 3.0 community developed definition align with that. Walmart launched a platform with many of the supercloud salient attributes. So did Goldman Sachs, so did Capital One, so did nasdaq. So you know, sorry you can hate the term, but very clearly the evidence is gathering for the super cloud storm. We're gonna take an a plus on this one. Sorry, haters. Alright, let's talk about data mesh in our 21 predictions posts. We said that in the 2020s, 75% of large organizations are gonna re-architect their big data platforms. So kind of a decade long prediction. We don't like to do that always, but sometimes it's warranted. And because it was a longer term prediction, we, at the time in, in coming into 22 when we were evaluating our 21 predictions, we took a grade of incomplete because the sort of decade long or majority of the decade better part of the decade prediction. >>So last year, earlier this year, we said our number seven prediction was data mesh gains momentum in 22. But it's largely confined and narrow data problems with limited scope as you can see here with some of the key bullets. So there's a lot of discussion in the data community about data mesh and while there are an increasing number of examples, JP Morgan Chase, Intuit, H S P C, HelloFresh, and others that are completely rearchitecting parts of their data platform completely rearchitecting entire data platforms is non-trivial. There are organizational challenges, there're data, data ownership, debates, technical considerations, and in particular two of the four fundamental data mesh principles that the, the need for a self-service infrastructure and federated computational governance are challenging. Look, democratizing data and facilitating data sharing creates conflicts with regulatory requirements around data privacy. As such many organizations are being really selective with their data mesh implementations and hence our prediction of narrowing the scope of data mesh initiatives. >>I think that was right on J P M C is a good example of this, where you got a single group within a, within a division narrowly implementing the data mesh architecture. They're using a w s, they're using data lakes, they're using Amazon Glue, creating a catalog and a variety of other techniques to meet their objectives. They kind of automating data quality and it was pretty well thought out and interesting approach and I think it's gonna be made easier by some of the announcements that Amazon made at the recent, you know, reinvent, particularly trying to eliminate ET t l, better connections between Aurora and Redshift and, and, and better data sharing the data clean room. So a lot of that is gonna help. Of course, snowflake has been on this for a while now. Many other companies are facing, you know, limitations as we said here and this slide with their Hadoop data platforms. They need to do new, some new thinking around that to scale. HelloFresh is a really good example of this. Look, the bottom line is that organizations want to get more value from data and having a centralized, highly specialized teams that own the data problem, it's been a barrier and a blocker to success. The data mesh starts with organizational considerations as described in great detail by Ash Nair of Warner Brothers. So take a listen to this clip. >>Yeah, so when people think of Warner Brothers, you always think of like the movie studio, but we're more than that, right? I mean, you think of H B O, you think of t n t, you think of C N N. We have 30 plus brands in our portfolio and each have their own needs. So the, the idea of a data mesh really helps us because what we can do is we can federate access across the company so that, you know, CNN can work at their own pace. You know, when there's election season, they can ingest their own data and they don't have to, you know, bump up against, as an example, HBO if Game of Thrones is going on. >>So it's often the case that data mesh is in the eyes of the implementer. And while a company's implementation may not strictly adhere to Jamma Dani's vision of data mesh, and that's okay, the goal is to use data more effectively. And despite Gartner's attempts to deposition data mesh in favor of the somewhat confusing or frankly far more confusing data fabric concept that they stole from NetApp data mesh is taking hold in organizations globally today. So we're gonna take a B on this one. The prediction is shaping up the way we envision, but as we previously reported, it's gonna take some time. The better part of a decade in our view, new standards have to emerge to make this vision become reality and they'll come in the form of both open and de facto approaches. Okay, our eighth prediction last year focused on the face off between Snowflake and Databricks. >>And we realized this popular topic, and maybe one that's getting a little overplayed, but these are two companies that initially, you know, looked like they were shaping up as partners and they, by the way, they are still partnering in the field. But you go back a couple years ago, the idea of using an AW w s infrastructure, Databricks machine intelligence and applying that on top of Snowflake as a facile data warehouse, still very viable. But both of these companies, they have much larger ambitions. They got big total available markets to chase and large valuations that they have to justify. So what's happening is, as we've previously reported, each of these companies is moving toward the other firm's core domain and they're building out an ecosystem that'll be critical for their future. So as part of that effort, we said each is gonna become aggressive investors and maybe start doing some m and a and they have in various companies. >>And on this chart that we produced last year, we studied some of the companies that were targets and we've added some recent investments of both Snowflake and Databricks. As you can see, they've both, for example, invested in elation snowflake's, put money into Lacework, the Secur security firm, ThoughtSpot, which is trying to democratize data with ai. Collibra is a governance platform and you can see Databricks investments in data transformation with D B T labs, Matillion doing simplified business intelligence hunters. So that's, you know, they're security investment and so forth. So other than our thought that we'd see Databricks I p o last year, this prediction been pretty spot on. So we'll give ourselves an A on that one. Now observability has been a hot topic and we've been covering it for a while with our friends at E T R, particularly Eric Bradley. Our number nine prediction last year was basically that if you're not cloud native and observability, you are gonna be in big trouble. >>So everything guys gotta go cloud native. And that's clearly been the case. Splunk, the big player in the space has been transitioning to the cloud, hasn't always been pretty, as we reported, Datadog real momentum, the elk stack, that's open source model. You got new entrants that we've cited before, like observe, honeycomb, chaos search and others that we've, we've reported on, they're all born in the cloud. So we're gonna take another a on this one, admittedly, yeah, it's a re reasonably easy call, but you gotta have a few of those in the mix. Okay, our last prediction, our number 10 was around events. Something the cube knows a little bit about. We said that a new category of events would emerge as hybrid and that for the most part is happened. So that's gonna be the mainstay is what we said. That pure play virtual events are gonna give way to hi hybrid. >>And the narrative is that virtual only events are, you know, they're good for quick hits, but lousy replacements for in-person events. And you know that said, organizations of all shapes and sizes, they learn how to create better virtual content and support remote audiences during the pandemic. So when we set at pure play is gonna give way to hybrid, we said we, we i we implied or specific or specified that the physical event that v i p experience is going defined. That overall experience and those v i p events would create a little fomo, fear of, of missing out in a virtual component would overlay that serves an audience 10 x the size of the physical. We saw that really two really good examples. Red Hat Summit in Boston, small event, couple thousand people served tens of thousands, you know, online. Second was Google Cloud next v i p event in, in New York City. >>Everything else was, was, was, was virtual. You know, even examples of our prediction of metaverse like immersion have popped up and, and and, and you know, other companies are doing roadshow as we predicted like a lot of companies are doing it. You're seeing that as a major trend where organizations are going with their sales teams out into the regions and doing a little belly to belly action as opposed to the big giant event. That's a definitely a, a trend that we're seeing. So in reviewing this prediction, the grade we gave ourselves is, you know, maybe a bit unfair, it should be, you could argue for a higher grade, but the, but the organization still haven't figured it out. They have hybrid experiences but they generally do a really poor job of leveraging the afterglow and of event of an event. It still tends to be one and done, let's move on to the next event or the next city. >>Let the sales team pick up the pieces if they were paying attention. So because of that, we're only taking a B plus on this one. Okay, so that's the review of last year's predictions. You know, overall if you average out our grade on the 10 predictions that come out to a b plus, I dunno why we can't seem to get that elusive a, but we're gonna keep trying our friends at E T R and we are starting to look at the data for 2023 from the surveys and all the work that we've done on the cube and our, our analysis and we're gonna put together our predictions. We've had literally hundreds of inbounds from PR pros pitching us. We've got this huge thick folder that we've started to review with our yellow highlighter. And our plan is to review it this month, take a look at all the data, get some ideas from the inbounds and then the e t R of January surveys in the field. >>It's probably got a little over a thousand responses right now. You know, they'll get up to, you know, 1400 or so. And once we've digested all that, we're gonna go back and publish our predictions for 2023 sometime in January. So stay tuned for that. All right, we're gonna leave it there for today. You wanna thank Alex Myerson who's on production and he manages the podcast, Ken Schiffman as well out of our, our Boston studio. I gotta really heartfelt thank you to Kristen Martin and Cheryl Knight and their team. They helped get the word out on social and in our newsletters. Rob Ho is our editor in chief over at Silicon Angle who does some great editing for us. Thank you all. Remember all these podcasts are available or all these episodes are available is podcasts. Wherever you listen, just all you do Search Breaking analysis podcast, really getting some great traction there. Appreciate you guys subscribing. I published each week on wikibon.com, silicon angle.com or you can email me directly at david dot valante silicon angle.com or dm me Dante, or you can comment on my LinkedIn post. And please check out ETR AI for the very best survey data in the enterprise tech business. Some awesome stuff in there. This is Dante for the Cube Insights powered by etr. Thanks for watching and we'll see you next time on breaking analysis.

>>Oh, welcome back to the Cube here at aws Reinvent 22. As we continue our coverage here, the AWS Global Showcase, the Startup Showcase, John Wall is here hosting for the Cube as we've been here all week. Hope you're enjoying our coverage here. This is day three, by the way. We're wrapping it up shortly with us to talk about what's going on in the, kind of the hotel world in it and what's going on in the cloud, especially at I hg is Eric Norman, head of infrastructure, architecture, and innovation at I H G Hotels and Resorts. Eric, good to see you, >>Sir. Oh, thank you. And thank you for inviting me. Yeah, >>You bet. Glad to have you board here on the queue. First time, I think too, by the way, right? >>It is. And can I just tell you who IHG is >>Real quick? Yeah, wait a second. First I want another rest. I got Introduc to Rod Stuller, who is the Vice president and of Solutions marketing at Aviatrix and Rod. Good to see you, sir. Thanks a lot. Now let's talk about I ih. >>Great. Well, IHGs a a hospitality company, it's been around for 200 years, that has 17 brands globally in over a hundred countries. We sleek, you know, up could up to 888,000 people a night. So it's a pretty large company that we compete with, you know, all the hotel companies globally. >>So let's talk about your, your footprint right now in, in terms of what your needs are, because you've mentioned obviously a lot of, you have a lot of customers needs, you have a lot of internal stakeholder needs. Yeah. So just from that perspective, how are you balancing out, you know, the products you wanna launch as opposed to the, on the development side and the maintenance side? >>Yeah, I mean we, we have focused our, our attention to our, our guests and our hotels globally and, and taking technology and from a foundation, getting it at, at the edge so that way the consumer and the hotel owner can deliver a quality product to a guest experience. You know, we've have moved larger, a large deployment of our mission critical applications over the last five years really, of moving into more SaaS and infrastructure like AWS and GCP and, and leveraging their global scale to be able to deliver at the edge or get closer to the edge. And so we've, you know, I'm pretty sure you've seen, you know, kind of people building, you know, mission critical apps. You know, probably in the last three years it's probably escalating and more of like a hockey stick of moving stuff. I'd love to hear what AVIA is seeing. Oh >>Yeah. Now we're, we're seeing that quite a bit, right? As people move into the cloud, it's now business critical applications that are going there. So good enough isn't good enough anymore, right? It has to be, you know, a powerful capability that's business critical, can support that, give people the ability to troubleshoot it when something goes wrong. And then multi-cloud, you mentioned a couple different cloud companies, a lot of enterprises are moving to multiple clouds and you don't want to have to do it differently in every cloud. You want a infrastructure management layer that allows you to do that across >>Clouds. So how do you go about that, you know, deciding what goes where. I mean, it sounds like a simple question, but, but if you are dealing in a lot of different kinds of environments, different needs and different requirements, whatever, you know, how are you sorting out, delegating, you know, you know, you're, you're you're gonna be working here, you're gonna be >>Working there. Yeah. So we built some standards base that says, you know, certain types of apps, you know, transactional base, you know, go to this cloud provider and data analytics that's gonna go to another, another cloud provider based on our decision of key capability, native capability, and, and also coverage. You know, cuz we are in China, right? You know, you know, I, I've gotta be able to get into China and, and build not only a network that can support that, but also business apps locally to meet, compete with compliance, regulatory type activities. I mean, even in, in the US market, I got, you know, California privacy laws, you know, you have globally, you've gotta deal with getting data applications into compliance for those globally, right? >>Yeah. So, so you got that compliance slash governance Yeah. Issue. Huge issue. Yeah. I would think for you, you gotta decide who's gonna get to what when, and also we have to meet certain regulatory standards as you pointed out. And not just there, but you got European footprint, right? I mean, you're global. Yeah. So, so you know, handling that kind of scope or scale, what kind of nightmares or challenges does that provide you and how's Aviatrix helping you solve >>That? Yeah, in the early days, you know, we were using cloud native, you know, constructs for networking and a little bit of a security type angle to it. What we found was, you know, you can't get the automation you need. You can't get the, the scalability, you know, cuz we're, we're trying to shift left our, you know, our DevOps and our ability to deploy infrastructure. Aviatrix had come in and, and provided a, a solution that gets us there quicker than anybody else. It's allow us to, you know, build a mesh network across all our regions globally. I'm able to deploy, you know, new landing zones or, you know, public cloud fairly quickly with my, you know, networking construct. We also, we found that because we are a multi hybrid cloud, we, we introduced on the edge a a new network. We had to introduce a performance hub architecture that's using Equinix that sits in every region in every public cloud and partner. Cuz all our partners, you know, we, we've moved a lot of stuff to sas. You know, Amadeus is our centralized reservation system. That's our key, you know? Sure. You know, reservation tool, it's so sourced out. I need to bring them in and I need to get data that's closer to where, in a region to where it needs the land so I can process it. Right. >>And it's a big world out there too. I mean, you're, you're not in your head Rod. So talk about if you would share some of the, the aviatrix experience in that regard. When you have a client like this that has these, you know, multinational locations and, and yet you're looking for some consistency and some uniformity. You don't, you know, you can't be reinventing the wheel every time something pops up, right? >>Right. No. And then, and it's about agility and speed and, you know, being able to do it with less people than you used to have to do things, right? You, you want to be able to give the developers what they need when they need it. There was a time when people were going around it, swiping their credit card and, and saying, it doesn't give me what I need. And so cloud is supposed to change that. So we're trying to deliver the ability to do that for the developers a lot faster than had been done in the past. But at the same time, giving the enterprise the controls, the security, the compliance that they need. And sometimes those things got in the way, but now we're building systems that allow that to happen at, at the piece that developers needed to happen. >>But what Rod said about, you know, one of the big things you sparked my thinking is it also, you know, building a overlay of the cloud native construct allows for visibility that, you know, you didn't have, you know, from a developer or even a operations day two operations, now you get that visibility into the network space and controls and management of that space a lot easier now, you know? >>Yeah. I mean, business critical applications, right? People, the people, the business does not care about networking, right? They see it as electricity and if it's down somebody else's problem to fix it. But the people who do need to keep it up, they need the telemetry. They need the ability to understand, are we trending in the wrong direction? Should we be doing something so that we don't get to the point where it goes down? And that's the kind of information that we're providing in this multi-cloud environment. You mentioned Equinix, we, we just have a partnership with Equinix where we're extending the cloud operational model that Aviatrix delivers all the way out to Equinix and that global fabric that you're talking about. So this is allowing the, the comp companies to have that visibility, that operational ability all the way globally. >>Yeah. Because you know, when you start building all these clouds now and multi regions, multiple AZs or different cloud providers or SaaS providers, you're moving data all over the place. And if you, if you don't have a single pane of glass to see that entire network and be able to route stuff accordingly, it's gonna be a zoo. It's not gonna >>Work. We were, I was talking earlier with, with another guest and we were just talking about companies in your case, I, I IHG kind of knowing what you have and it's not like such a basic thing he said, but yeah, you'd be surprised how many people don't know what they have. Oh, yeah. And so they're trying to provide that visibility and, and, and awareness. So, so I'm kind of curious because you were just the next interview up, so sorry Ken, but, but do you know what you have, I mean, are you learning what you have or is how do you identify, prioritize? How valuable is this asset as opposed to this can wait? I mean, is that still an ongoing process for >>You? It, it's definitely an ongoing process. I mean, we've done over the last three years of constantly assessing all our inventory of what we have, making sure we have the right mo roadmaps for each of the apps and products that we have. Cause we've turned to more of a product driven organization and a DevOps and we're, we're moving more and more product teams onto that DevOps process. Yep. So we can shift left a lot of the activities that developer in the past had to go over a fence to ask for help and, and, you know, kind of the automation of the network and the security built in allows us to be able to shift that left. >>Did that, I, you were saying too three years, right? You've been on, on this path Yep. Going back then to 2019 right. Pandemic hits, right. The world changes. How has that affected this three year period for you? And where are you in terms of where you expected to be and, and Yep. And then what's your, what are your headlights seeing down the road as to what your, your eventual journey, how you want that to end? >>I probably, the biggest story that we have a success story is when the pandemic did happen, you know, all our call centers, all agents had to go home. We were able within 30 days be able to bring up remote desktops, you know, workspaces an a uws and give access to globally in China and in Singapore and in the Americas. There's >>No small task there, >>That's for sure. So we built a desktop, certified it, and, and agents were able to answer calls for guests, you know, you know, so it was a huge success to us. Sure. It did slow down. I mean, during the pandemic it did slow us down from what gets migrated. You know, our focus is, you know, again, back to what I was saying earlier is around our guests and our loyalty and, you know, how do we give value back to our hotel owners and our guests? >>And how do you measure that? I mean, how do you know that what you're doing is working with, with that key audience? >>We'd measured by, you know, one occupa >>There so many, how many people do we have in the rooms? Right? But in terms of the interface, in terms of the effectiveness, the applications, in terms of what you're offering. Yeah. >>It gets back to uptime of our systems and you know, being able to deploy an application in multiple regions elevates the availability of the product to our guest. You know, the longer I'm up, the more revenue I can produce. Right. So, you know, so we, we try to, you know, we measure also guest satisfaction at the properties, you know, them using our tech and that kind of stuff to >>Be so you surveying just to find out what, how they feel about, so some, >>Cause we have a lot of tech inside of our hotels that allow for, we have ISG connect, which allows for people to go from one hotel another and not ask for passwords and, you know, that kind of stuff. >>That would not be made by the way. I'd be begging for help. Let's talk about skills, because I hear that a lot. Talk a lot about that this week. Hearing that, that, you know, the advancement of knowledge is obviously a very powerful thing, but it's also a bit of a shortcoming right now in terms of, of having a need for skills and not having that kind of firepower horsepower on your bench. What, what do you see in that regard? And, and first off, what did you see about it? And then I'll follow >>Up with Yeah, I mean, over our journey, it started off where you didn't have the skills, you know, you didn't have the skill from an operations engineering architecture. So we went on a, you know, you know, how do we build training programs? How do we get, you know, tools to, to either virtual training, bringing teachers, we built, you know, daily, our weekly calls where we bring our experts from our vendors in there to be able to ask questions to help engineering people or architecture people or operations to ask questions and get answers. You know, we, we've been on a role of, you know, upscaling over the last three years and we continue to drive that, you know, we have lunch and learns that we bring people to. Yep. You know, and, and we, and we, we ta tailor the, the content for that training based on what we are consuming and what we're using as opposed to just a, you know, a broad stroke of, of public cloud or, it's >>Almost like you don't have to be holistic about it. You just need to, what do you need to know to >>Make >>Them successful, to be better at what you're doing here? Right. Sure. >>And that's been huge. And, >>And yeah, we, and we have a program called ace, which is AVIATRIX certified engineer. And there's a bunch of different types of classes. So if you're a networking person in the past it's like A C C I E, but we have about 18,000 people over the last three years who have gone through that training. One of them. One of them, right? Is that right? Yeah. Yeah. And, and this is not necessarily about aviatrix. What we're doing is trying to give multi-cloud, you know, networking expertise because a lot of the people that we're talking about are coming from the data center world. And networking is so different in the cloud. We're helping them understand it's not as scary as they might think. Right. If your whole career has been networking in the data center and all of a sudden there's this cloud thing that you don't really understand, you need somebody to help you sort of get there. And we're doing that in a multi-cloud way. And we have all kinds of different levels to teach people how to do, do infrastructure as code. That's another thing, you know, data center guys, they never did infrastructure as code. It was, you had to bolt it in and plug stuff in. Right. But now things are being done much faster with infrastructure as code. And we're teaching people how >>To do that. Yeah. I mean, yesterday, one of the keynotes is about the partner in the, the marketplace. And they use the image imagery of, of marathon runner, you know, a marathon runner. Yeah. You could do a marathon by yourself, but if you want to improve and become a, a great marathon runner, you need a coach, you need nutritionist, you need people running with you to, to make that engine go faster a little bit. Yeah, exactly. And you know, having a partner like Aviatrix helps you know the team to be successful. >>Well, it is, it is a marathon, not a sprint. That's for sure. And you've been on this kind of three year jog. You might feel like you've been running a marathon a little bit, but it sounds like you're really off to a great start and, and have a pretty good partnership here. So thank you. Congratulations on that, Eric. Thank you for being with us. And Rod, same to you. Thank you. Appreciate the time here on the AWS Global Showcase. I'm John Wal, you're watching The Cube. We're out in Las Vegas and of course the cube, as you well know, is the leader in high tech coverage.

>>We're back at Super Computing, 22 in Dallas, winding down the final day here. A big show floor behind me. Lots of excitement out there, wouldn't you say, Dave? Just >>Oh, it's crazy. I mean, any, any time you have NASA presentations going on and, and steampunk iterations of cooling systems that the, you know, it's, it's >>The greatest. I've been to hundreds of trade shows. I don't think I've ever seen NASA exhibiting at one like they are here. Dave Nicholson, my co-host. I'm Paul Gell, in which with us is Satish Ier. He is the vice president of emerging services at Dell Technologies and Satit, thanks for joining us on the cube. >>Thank you. Paul, >>What are emerging services? >>Emerging services are actually the growth areas for Dell. So it's telecom, it's cloud, it's edge. So we, we especially focus on all the growth vectors for, for the companies. >>And, and one of the key areas that comes under your jurisdiction is called apex. Now I'm sure there are people who don't know what Apex is. Can you just give us a quick definition? >>Absolutely. So Apex is actually Dells for a into cloud, and I manage the Apex services business. So this is our way of actually bringing cloud experience to our customers, OnPrem and in color. >>But, but it's not a cloud. I mean, you don't, you don't have a Dell cloud, right? It's, it's of infrastructure as >>A service. It's infrastructure and platform and solutions as a service. Yes, we don't have our own e of a public cloud, but we want to, you know, this is a multi-cloud world, so technically customers want to consume where they want to consume. So this is Dell's way of actually, you know, supporting a multi-cloud strategy for our customers. >>You, you mentioned something just ahead of us going on air. A great way to describe Apex, to contrast Apex with CapEx. There's no c there's no cash up front necessary. Yeah, I thought that was great. Explain that, explain that a little more. Well, >>I mean, you know, one, one of the main things about cloud is the consumption model, right? So customers would like to pay for what they consume, they would like to pay in a subscription. They would like to not prepay CapEx ahead of time. They want that economic option, right? So I think that's one of the key tenets for anything in cloud. So I think it's important for us to recognize that and think Apex is basically a way by which customers pay for what they consume, right? So that's a absolutely a key tenant for how, how we want to design Apex. So it's absolutely right. >>And, and among those services are high performance computing services. Now I was not familiar with that as an offering in the Apex line. What constitutes a high performance computing Apex service? >>Yeah, I mean, you know, I mean, this conference is great, like you said, you know, I, there's so many HPC and high performance computing folks here, but one of the things is, you know, fundamentally, if you look at high performance computing ecosystem, it is quite complex, right? And when you call it as an Apex HPC or Apex offering offer, it brings a lot of the cloud economics and cloud, you know, experience to the HPC offer. So fundamentally, it's about our ability for customers to pay for what they consume. It's where Dell takes a lot of the day to day management of the infrastructure on our own so that customers don't need to do the grunge work of managing it, and they can really focus on the actual workload, which actually they run on the CHPC ecosystem. So it, it is, it is high performance computing offer, but instead of them buying the infrastructure, running all of that by themself, we make it super easy for customers to consume and manage it across, you know, proven designs, which Dell always implements across these verticals. >>So what, what makes the high performance computing offering as opposed to, to a rack of powered servers? What do you add in to make it >>Hpc? Ah, that's a great question. So, I mean, you know, so this is a platform, right? So we are not just selling infrastructure by the drink. So we actually are fundamentally, it's based on, you know, we, we, we launch two validated designs, one for life science sales, one for manufacturing. So we actually know how these PPO work together, how they actually are validated design tested solution. And we also, it's a platform. So we actually integrate the softwares on the top. So it's just not the infrastructure. So we actually integrate a cluster manager, we integrate a job scheduler, we integrate a contained orchestration layer. So a lot of these things, customers have to do it by themself, right? If they're buy the infrastructure. So by basically we are actually giving a platform or an ecosystem for our customers to run their workloads. So make it easy for them to actually consume those. >>That's Now is this, is this available on premises for customer? >>Yeah, so we, we, we make it available customers both ways. So we make it available OnPrem for customers who want to, you know, kind of, they want to take that, take that economics. We also make it available in a colo environment if the customers want to actually, you know, extend colo as that OnPrem environment. So we do both. >>What are, what are the requirements for a customer before you roll that equipment in? How do they sort of have to set the groundwork for, >>For Well, I think, you know, fundamentally it starts off with what the actual use case is, right? So, so if you really look at, you know, the two validated designs we talked about, you know, one for, you know, healthcare life sciences, and one other one for manufacturing, they do have fundamentally different requirements in terms of what you need from those infrastructure systems. So, you know, the customers initially figure out, okay, how do they actually require something which is going to require a lot of memory intensive loads, or do they actually require something which has got a lot of compute power. So, you know, it all depends on what they would require in terms of the workloads to be, and then we do havet sizing. So we do have small, medium, large, we have, you know, multiple infrastructure options, CPU core options. Sometimes the customer would also wanna say, you know what, as long as the regular CPUs, I also want some GPU power on top of that. So those are determinations typically a customer makes as part of the ecosystem, right? And so those are things which would, they would talk to us about to say, okay, what is my best option in terms of, you know, kind of workloads I wanna run? And then they can make a determination in terms of how, how they would actually going. >>So this, this is probably a particularly interesting time to be looking at something like HPC via Apex with, with this season of Rolling Thunder from various partners that you have, you know? Yep. We're, we're all expecting that Intel is gonna be rolling out new CPU sets from a powered perspective. You have your 16th generation of PowerEdge servers coming out, P C I E, gen five, and all of the components from partners like Invidia and Broadcom, et cetera, plugging into them. Yep. What, what does that, what does that look like from your, from your perch in terms of talking to customers who maybe, maybe they're doing things traditionally and they're likely to be not, not fif not 15 G, not generation 15 servers. Yeah. But probably more like 14. Yeah, you're offering a pretty huge uplift. Yep. What, what do those conversations look >>Like? I mean, customers, so talking about partners, right? I mean, of course Dell, you know, we, we, we don't bring any solutions to the market without really working with all of our partners, whether that's at the infrastructure level, like you talked about, you know, Intel, amd, Broadcom, right? All the chip vendors, all the way to software layer, right? So we have cluster managers, we have communities orchestrators. So we usually what we do is we bring the best in class, whether it's a software player or a hardware player, right? And we bring it together as a solution. So we do give the customers a choice, and the customers always want to pick what you they know actually is awesome, right? So they that, that we actually do that. And, you know, and one of the main aspects of, especially when you talk about these things, bringing it as a service, right? >>We take a lot of guesswork away from our customer, right? You know, one of the good example of HPC is capacity, right? So customers, these are very, you know, I would say very intensive systems. Very complex systems, right? So customers would like to buy certain amount of capacity, they would like to grow and, you know, come back, right? So give, giving them the flexibility to actually consume more if they want, giving them the buffer and coming down. All of those things are very important as we actually design these things, right? And that takes some, you know, customers are given a choice, but it actually, they don't need to worry about, oh, you know, what happens if I actually have a spike, right? There's already buffer capacity built in. So those are awesome things. When we talk about things as a service, >>When customers are doing their ROI analysis, buying CapEx on-prem versus, versus using Apex, is there a point, is there a crossover point typically at which it's probably a better deal for them to, to go OnPrem? >>Yeah, I mean, it it like specifically talking about hpc, right? I mean, why, you know, we do have a ma no, a lot of customers consume high performance compute and public cloud, right? That's not gonna go away, right? But there are certain reasons why they would look at OnPrem or they would look at, for example, Ola environment, right? One of the main reasons they would like to do that is purely have to do with cost, right? These are pretty expensive systems, right? There is a lot of ingress, egress, there is a lot of data going back and forth, right? Public cloud, you know, it costs money to put data in or actually pull data back, right? And the second one is data residency and security requirements, right? A lot of these things are probably proprietary set of information. We talked about life sciences, there's a lot of research, right? >>Manufacturing, a lot of these things are just, just in time decision making, right? You are on a factory floor, you gotta be able to do that. Now there is a latency requirement. So I mean, I think a lot of things play, you know, plays into this outside of just cost, but data residency requirements, ingress, egress are big things. And when you're talking about mass moments of data you wanna put and pull it back in, they would like to kind of keep it close, keep it local, and you know, get a, get a, get a price >>Point. Nevertheless, I mean, we were just talking to Ian Coley from aws and he was talking about how customers have the need to sort of move workloads back and forth between the cloud and on-prem. That's something that they're addressing without posts. You are very much in the, in the on-prem world. Do you have, or will you have facilities for customers to move workloads back and forth? Yeah, >>I wouldn't, I wouldn't necessarily say, you know, Dell's cloud strategy is multi-cloud, right? So we basically, so it kind of falls into three, I mean we, some customers, some workloads are suited always for public cloud. It's easier to consume, right? There are, you know, customers also consume on-prem, the customers also consuming Kohler. And we also have like Dell's amazing piece of software like storage software. You know, we make some of these things available for customers to consume a software IP on their public cloud, right? So, you know, so this is our multi-cloud strategy. So we announced a project in Alpine, in Delta fold. So you know, if you look at those, basically customers are saying, I love your Dell IP on this, on this product, on the storage, can you make it available through, in this public environment, whether, you know, it's any of the hyper skill players. So if we do all of that, right? So I think it's, it shows that, you know, it's not always tied to an infrastructure, right? Customers want to consume the best thumb and if we need to be consumed in hyperscale, we can make it available. >>Do you support containers? >>Yeah, we do support containers on hpc. We have, we have two container orchestrators we have to support. We, we, we have aner similarity, we also have a container options to customers. Both options. >>What kind of customers are you signing up for the, for the HPC offerings? Are they university research centers or is it tend to be smaller >>Companies? It, it's, it's, you know, the last three days, this conference has been great. We probably had like, you know, many, many customers talking to us. But HC somewhere in the range of 40, 50 customers, I would probably say lot of interest from educational institutions, universities research, to your point, a lot of interest from manufacturing, factory floor automation. A lot of customers want to do dynamic simulations on factory floor. That is also quite a bit of interest from life sciences pharmacies because you know, like I said, we have two designs, one on life sciences, one on manufacturing, both with different dynamics on the infrastructure. So yeah, quite a, quite a few interest definitely from academics, from life sciences, manufacturing. We also have a lot of financials, big banks, you know, who wants to simulate a lot of the, you know, brokerage, a lot of, lot of financial data because we have some, you know, really optimized hardware we announced in Dell for, especially for financial services. So there's quite a bit of interest from financial services as well. >>That's why that was great. We often think of Dell as, as the organization that democratizes all things in it eventually. And, and, and, and in that context, you know, this is super computing 22 HPC is like the little sibling trailing around, trailing behind the super computing trend. But we definitely have seen this move out of just purely academia into the business world. Dell is clearly a leader in that space. How has Apex overall been doing since you rolled out that strategy, what, two couple? It's been, it's been a couple years now, hasn't it? >>Yeah, it's been less than two years. >>How are, how are, how are mainstream Dell customers embracing Apex versus the traditional, you know, maybe 18 months to three year upgrade cycle CapEx? Yeah, >>I mean I look, I, I think that is absolutely strong momentum for Apex and like we, Paul pointed out earlier, we started with, you know, making the infrastructure and the platforms available to customers to consume as a service, right? We have options for customers, you know, to where Dell can fully manage everything end to end, take a lot of the pain points away, like we talked about because you know, managing a cloud scale, you know, basically environment for the customers, we also have options where customers would say, you know what, I actually have a pretty sophisticated IT organization. I want Dell to manage the infrastructure, but up to this level in the layer up to the guest operating system, I'll take care of the rest, right? So we are seeing customers who are coming to us with various requirements in terms of saying, I can do up to here, but you take all of this pain point away from me or you do everything for me. >>It all depends on the customer. So we do have wide interest. So our, I would say our products and the portfolio set in Apex is expanding and we are also learning, right? We are getting a lot of feedback from customers in terms of what they would like to see on some of these offers. Like the example we just talked about in terms of making some of the software IP available on a public cloud where they'll look at Dell as a software player, right? That's also is absolutely critical. So I think we are giving customers a lot of choices. Our, I would say the choice factor and you know, we are democratizing, like you said, expanding in terms of the customer choices. And I >>Think it's, we're almost outta our time, but I do wanna be sure we get to Dell validated designs, which you've mentioned a couple of times. How specific are the, well, what's the purpose of these designs? How specific are they? >>They, they are, I mean I, you know, so the most of these valid, I mean, again, we look at these industries, right? And we look at understanding exactly how would, I mean we have huge embedded base of customers utilizing HPC across our ecosystem in Dell, right? So a lot of them are CapEx customers. We actually do have an active customer profile. So these validated designs takes into account a lot of customer feedback, lot of partner feedback in terms of how they utilize this. And when you build these solutions, which are kind of end to end and integrated, you need to start anchoring on something, right? And a lot of these things have different characteristics. So these validated design basically prove to us that, you know, it gives a very good jump off point for customers. That's the way I look at it, right? So a lot of them will come to the table with, they don't come to the blank sheet of paper when they say, oh, you know what I'm, this, this is my characteristics of what I want. I think this is a great point for me to start from, right? So I think that that gives that, and plus it's the power of validation, really, right? We test, validate, integrate, so they know it works, right? So all of those are hypercritical. When you talk to, >>And you mentioned healthcare, you, you mentioned manufacturing, other design >>Factoring. We just announced validated design for financial services as well, I think a couple of days ago in the event. So yep, we are expanding all those DVDs so that we, we can, we can give our customers a choice. >>We're out of time. Sat ier. Thank you so much for joining us. Thank you. At the center of the move to subscription to everything as a service, everything is on a subscription basis. You really are on the leading edge of where, where your industry is going. Thanks for joining us. >>Thank you, Paul. Thank you Dave. >>Paul Gillum with Dave Nicholson here from Supercomputing 22 in Dallas, wrapping up the show this afternoon and stay with us for, they'll be half more soon.

>>The Cube Presents UI Path Forward five. Brought to you by UI Path, >>Everybody. We're back in Las Vegas. The cube's coverage we're day one at UI Path forward. Five. Pascal Borne is here. He's an expert and bestselling author in the topic of AI and automation and the book Intelligent Automation. Welcome to the world of Hyper Automation, the first book on the topic. And of course, Ray Wong is back on the cube. He's the founder, chairman and principal analyst, Constellation Reese, also bestselling author of Everybody Wants To Rule the World. Guys, thanks so much for coming on The Cubes. Always a pleasure. Ray Pascal, First time on the Cube, I believe. >>Yes, thank you. Thanks for the invitation. Thank you. >>So what is artificial about artificial intelligence, >>For sure, not people. >>So, okay, so you guys are both speaking at the conference, Ray today. I think you're interviewing the co CEOs. What do you make of that? What's, what are you gonna, what are you gonna probe with these guys? Like, how they're gonna divide their divide and conquer, and why do you think the, the company Danielle in particular, decided to bring in Rob Sland? >>Well, you know what I mean, Like, you know, these companies are now at a different stage of growth, right? There's that early battle between RPA vendors. Now we're actually talking something different, right? We're talking about where does automation go? How do we get the decisioning? What's the next best action? That's gonna be the next step. And to take where UI path is today to somewhere else, You really want someone with that enterprise cred and experience the sales motions, the packages, the partnership capabilities, and who else better than Roblin? He, that's, he's done, he can do that in his sleep, but now he's gotta do that in a new space, taking whole category to another level. Now, Daniel on the other hand, right, I mean, he's the visionary founder. He put this thing from nothing to where he is today, right? I mean, at that point you want your founder thinking about the next set of ideas, right? So you get this interesting dynamic that we've seen for a while with co CEOs, those that are doing the operations, getting the stuff out the door, and then letting the founders get a chance to go back and rethink, take a look at the perspective, and hopefully get a chance to build the next idea or take the next idea back into the organization. >>Right? Very well said. Pascal, why did you write your book on intelligent automation and, and hyper automation, and what's changed since you've written that book? >>So, I, I wrote this book, An Intelligent Automation, two years ago. At that time, it was really a new topic. It was really about the key, the, the key, the key content of the, of the book is really about combining different technologies to automate the most complex end to end business processes in companies. And when I say capabilities, it's, we, we hear a lot about up here, especially here, robotic process automation. But up here alone, if you just trying to transform a company with only up here, you just fall short. Okay? A lot of those processes need more than execution. They need language, they need the capacity to view, to see, they need the capacity to understand and to, and to create insights. So by combining process automation with ai, natural language processing, computer vision, you give this capability to create impact by automating end to end processes in companies. >>I, I like the test, what I hear in the keynote with independent experts like yourself. So we're hearing that that intelligent automation or automation is a fundamental component of digital transformation. Is it? Or is it more sort of a back office sort of hidden in inside plumbing Ray? What do you think? >>Well, you start by understanding what's going on in the process phase. And that's where you see discover become very important in that keynote, right? And that's where process mining's playing a role. Then you gotta automate stuff. But when you get to operations, that's really where the change is going to happen, right? We actually think that, you know, when you're doing the digital transformation pieces, right? Analytics, automation and AI are coming together to create a concept we call decision velocity. You and I make a quick decision, boom, how long does it take to get out? Management committee could free forever, right? A week, two months, never. But if you're thinking about competing with the automation, right? These decisions are actually being done a hundred times per second by machine, even a thousand times per second. That asymmetry is really what people are facing at the moment. >>And the companies that are gonna be able to do that and start automating decisions are gonna be operating at another level. Back to what Pascal's book talking about, right? And there are four questions everyone has to ask you, like, when do you fully intelligently automate? And that happens right in the background when you augment the machine with a human. So we can find why did you make an exception? Why did you break a roll? Why didn't you follow this protocol so we can get it down to a higher level confidence? When do you augment the human with the machine so we can give you the information so you can act quickly. And the last one is, when do you wanna insert a human in the process? That's gonna be the biggest question. Order to cash, incident or resolution, Hire to retire, procure to pay. It doesn't matter. When do you want to put a human in the process? When do you want a man in the middle, person in the middle? And more importantly, when do you want insert friction? >>So Pascal, you wrote your book in the middle of the, the pandemic. Yes. And, and so, you know, pre pandemic digital transformation was kind of a buzzword. A lot of people gave it lip service, eh, not on my watch, I don't have to worry about that. But then it became sort of, you're not a digital business, you're out of business. So, so what have you seen as the catalyst for adoption of automation? Was it the, the pandemic? Was it sort of good runway before that? What's changed? You know, pre isolation, post isolation economy. >>You, you make me think about a joke. Who, who did your best digital transformation over the last years? The ceo, C H R O, the Covid. >>It's a big record ball, right? Yeah. >>Right. And that's exactly true. You know, before pandemic digital transformation was a competitive advantage. >>Companies that went into it had an opportunity to get a bit better than their, their competitors during the pandemic. Things have changed completely. Companies that were not digitalized and automated could not survive. And we've seen so many companies just burning out and, and, and those companies that have been able to capitalize on intelligent automation, digital transformations during the pandemic have been able not only to survive, but to, to thrive, to really create their place on the market. So that's, that has been a catalyst, definitely a catalyst for that. That explains the success of the book, basically. Yeah. >>Okay. Okay. >>So you're familiar with the concept of Stew the food, right? So Stew by definition is something that's delicious to eat. Stew isn't simply taking one of every ingredient from the pantry and throwing it in the pot and stirring it around. When we start talking about intelligent automation, artificial intelligence, augmented intelligence, it starts getting a bit overwhelming. My spy sense goes off and I start thinking, this sounds like mush. It doesn't sound like Stew. So I wanna hear from each of you, what is the methodical process that, that people need to go through when they're going through digital trans transmission, digital transformation, so that you get delicious stew instead of a mush that's just confused everything in your business. So you, Ray, you want, you want to, you wanna answer that first? >>Yeah. You know, I mean, we've been talking about digital transformation since 2010, right? And part of it was really getting the business model, right? What are you trying to achieve? Is that a new type of offering? Are you changing the way you monetize something? Are you taking existing process and applying it to a new set of technologies? And what do you wanna accomplish, right? Once you start there, then it becomes a whole lot of operational stuff. And it's more than st right? I mean, it, it could be like, well, I can't use those words there. But the point being is it could be a complete like, operational exercise. It could be a complete revenue exercise, it could be a regulatory exercise, it could be something about where you want to take growth into the next level. And each one of those processes, some of it is automation, right? There's a big component of it today. But most of it is really rethinking about what you want things to do, right? How do you actually make things to be successful, right? Do I reorganize a process? Do I insert a place to do monetization? Where do I put engagement in place? How do I collect data along the way so I can build better feedback loop? What can I do to build the business graph so that I have that knowledge for the future so I can go forward doing that so I can be successful. >>The Pascal should, should, should the directive be first ia, then ai? Or are these, are these things going to happen in parallel naturally? What's your position on that? Is it first, >>So it, so, >>So AI is part of IA because that's, it's, it's part of the big umbrella. And very often I got the question. So how do you differentiate AI in, I a, I like to say that AI is only the brain. So think of ai cuz I'm consider, I consider AI as machine learning, Okay? Think of AI in a, like a brain near jar that only can think, create, insight, learn, but doesn't do anything, doesn't have any arms, doesn't have any eyes, doesn't not have any mouth and ears can't talk, can't understand with ia, you, you give those capabilities to ai. You, you basically, you create a cap, the capability, technological capability that is able to do more than just thinking, learning and, and create insight, but also acting, speaking, understanding the environment, viewing it, interacting with it. So basically performing these, those end to end processes that are performed currently by people in companies. >>Yeah, we're gonna get to a point where we get to what we call a dynamic scenario generation. You're talking to me, you get excited, well, I changed the story because something else shows up, or you're talking to me and you're really upset. We're gonna have to actually ch, you know, address that issue right away. Well, we want the ability to have that sense and respond capability so that the next best action is served. So your data, your process, the journey, all the analytics on the top end, that's all gonna be served up and changed along the way. As we go from 2D journeys to 3D scenarios in the metaverse, if we think about what happens from a decentralized world to decentralized, and we think about what's happening from web two to web three, we're gonna make those types of shifts so that things are moving along. Everything's a choose your end venture journey. >>So I hope I remember this correctly from your book. You talked about disruption scenarios within industries and within companies. And I go back to the early days of, of our industry and East coast Prime, Wang, dg, they're all gone. And then, but, but you look at companies like Microsoft, you know, they were, they were able to, you know, get through that novel. Yeah. Ibm, you know, I call it survived. Intel is now going through their, you know, their challenge. So, so maybe it's inevitable, but how do you see the future in terms of disruption with an industry, Forget our industry for a second, all industry across, whether it's healthcare, financial services, manufacturing, automobiles, et cetera. How do you see the disruption scenario? I'm pretty sure you talked about this in your book, it's been a while since I read it, but I wonder if you could talk about that disruption scenario and, and the role that automation is going to play, either as the disruptor or as the protector of the incumbents. >>Let's take healthcare and auto as an example. Healthcare is a great example. If we think about what's going on, not enough nurses, massive shortage, right? What are we doing at the moment? We're setting five foot nine robots to do non-patient care. We're trying to capture enough information off, you know, patient analytics like this watch is gonna capture vitals from a going forward. We're doing a lot what we can do in the ambient level so that information and data is automatically captured and decisions are being rendered against that. Maybe you're gonna change your diet along the way, maybe you're gonna walk an extra 10 minutes. All those things are gonna be provided in that level of automation. Take the car business. It's not about selling cars. Tesla's a great example. We talk about this all the time. What Tesla's doing, they're basically gonna be an insurance company with all the data they have. They have better data than the insurance companies. They can do better underwriting, they've got better mapping information and insights they can actually suggest next best action do collision avoidance, right? Those are all the things that are actually happening today. And automation plays a big role, not just in the collection of that, that information insight, but also in the ability to make recommendations, to do predictions and to help you prevent things from going wrong. >>So, you know, it's interesting. It's like you talk about Tesla as the, the disrupting the insurance companies. It's almost like the over the top vendors have all the data relative to the telcos and mopped them up for lunch. Pascal, I wanna ask you, you know, the topic of future of work kind of was a bromide before, but, but now I feel like, you know, post pandemic, it, it actually has substance. How do you see the future of work? Can you even summarize what it's gonna look like? It's, it's, Or are we here? >>It's, yeah, it's, and definitely it's, it's more and more important topic currently. And you, you all heard about the great resignation and how employee experience is more and more important for companies according to have a business review. The companies that take care of their employee experience are four times more profitable that those that don't. So it's a, it's a, it's an issue for CEOs and, and shareholders. Now, how do we get there? How, how do we, how do we improve the, the quality of the employee experience, understanding the people, getting information from them, educating them. I'm talking about educating them on those new technologies and how they can benefit from those empowering them. And, and I think we've talked a lot about this, about the democratization local type of, of technologies that democratize the access to those technologies. Everyone can be empowered today to change their work, improve their work, and finally, incentivization. I think it's a very important point where companies that, yeah, I >>Give that. What's gonna be the key message of your talk tomorrow. Give us the bumper sticker, >>If you will. Oh, I'm gonna talk, It's a little bit different. I'm gonna talk for the IT community in this, in the context of the IT summit. And I'm gonna talk about the future of intelligent automation. So basically how new technologies will impact beyond what we see today, The future of work. >>Well, I always love having you on the cube, so articulate and, and and crisp. What's, what's exciting you these days, you know, in your world, I know you're traveling around a lot, but what's, what's hot? >>Yeah, I think one of the coolest thing that's going on right now is the fact that we're trying to figure out do we go to work or do we not go to work? Back to your other point, I mean, I don't know, work, work is, I mean, for me, work has been everywhere, right? And we're starting to figure out what that means. I think the second thing though is this notion around mission and purpose. And everyone's trying to figure out what does that mean for themselves? And that's really, I don't know if it's a great, great resignation. We call it great refactoring, right? Where you work, when you work, how we work, why you work, that's changing. But more importantly, the business models are changing. The monetization models are changing macro dynamics that are happening. Us versus China, G seven versus bricks, right? War on the dollar. All these things are happening around us at this moment and, and I think it's gonna really reshape us the way that we came out of the seventies into the eighties. >>Guys, always a pleasure having folks like yourself on, Thank you, Pascal. Been great to see you again. All right, Dave Nicholson, Dave Ante, keep it right there. Forward five from Las Vegas. You're watching the cue.

>>Yeah. Hey, everyone, Welcome to the cubes. Continuous coverage of AWS Re invent 2021. I'm Lisa Martin with John Furrier were running one of the industry's largest and most important hybrid tech events with AWS and massive ecosystem of partners. Right now there are two live cube sets to remote sets over 100 guests on the programme and we're pleased to welcome back one of our alum I to talk about the next generation and cloud innovation. Georgia Lisa is joins John to me, the director of product management for EC two edge at A. W S George. Welcome to the programme. >>Glad to be here in person. Thanks Great to be here in person. Awesome to be here in person. Finally, >>one of the things that is very clear is the US flywheel of innovation and there was no slowdown with what's happened in the last 22 months. Amazing announcements, new leadership. We talked a little bit about five g yesterday, but let's talk more about that. Everyone is excited about five g consumers businesses. What's going on? >>So, yeah, I wanted to talk to you today about the new service that we launched called AWS Private. Five g. Essentially, it's a service that allows any AWS customer to build their own private five g network and what we try to do with the services make it that simple and cost effective for anyone without any telco experience or expertise, really, to build their own private five g network. So you just have to go to your AWS console. Um, describe the parameters for network simple stuff like, Where do you want it to be located? The throughput, the number of devices and AWS will build a plan for your network and seep you everything that you need. Just plug it together. Uh, turn it on and the network automatically configures itself. All you got to do is popular sim cards that we send you into your mobile devices and you have a private five g network working in your your premise is >>one of the things that we know and love about AWS is its customer obsession. It's focused on the customer's that whole flywheel of all the innovation that comes out as Adam was saying yesterday to the customers, we deliver this, but but you wanted more. We said we deliver this, but you wanted more. Talk to me a little bit about some of the customer catalysts for private five G. >>Actually, one of the good examples is where we are right now. More and more AWS customers need to connect an increased number of devices, and these devices become more data hungry. You know they need to push data around. They also become more and more wireless, right? Uh, so when you are trying to connect devices in the manufacturing floor, bit sensors, you know, connect the tracks, forklifts or in a convention centre. You look at how many devices there are around us. When you're trying to connect these devices with a wired network, you quickly run into physical problems like it's. It's hard to lay cable anywhere, and customers try to use for many of these use cases. But as a number of devices grows into the thousands and you know you need to put more and more data around, you quickly reach the limitations of what the WiFi technology and also WiFi is not really great at covering really open, large space. So that's where these customers, you know, think of college campuses, convention centres, manufacturing floors, all of these customers. Really? What they need to be able to do is to level the power of the mobile networks. However, doing that by yourself is pretty hard. So that's what we aim to to enable here we are waiting to enable these customers to build very easily and cost effectively their own. Uh, >>Okay, George. So I have to ask. I'm truly curious. I love this announcement. Um, because it brings together kind of the edge story. But also, I'm a band with love. I love more broad. Give me more broadband. Faster, cheaper and more broadband. How does it work? So take me through the use case of what do I need to deploy? Do I need to have a back haul connection? What does that look like? Is there a certain band with requirements? How big is the footprint? What's the radius? Just walk me through. How do I roll this out? >>Yeah, sure. Some of that stuff actually depends on your requirements, right. How How big? How much of a space do you want to cover? Basically, what we see, if you were in preview right now, so we're sipping you. The simplest configuration, which is basically these things called small cells there, you know, radio units and antennas. And all you have to do is connect them to your local. The network has Internet access. These things connect and automatically had, you know, connect home to the cloud and basically integrate and build up your whole network. All all you need is that Internet connection, and I don't know what to do. Now, how big is the network? You can You can make it pretty big. You can cover hundreds of thousands of square feet with with cellular networks with mobile networks. Um, you know, the bigger you they especially want to cover the more of these radio units. We're gonna stop you, uh, >>classic wireless radios. >>Yes. You >>light up the area with five g connected to the network. That's your choke point. The big of the pipe >>took the bigger pipe. That toxic. I mean, well, there, there's two. There's two things to consider here. There is local connectivity. So devices talking to each other, and there was connectivity back to somewhere else, like the Internet or the cloud. There are use cases, for example. Let's say data video feeds that you want to push up to do some inference in the cloud. In these use cases, you're basically pushing all of the data up. There is no left. There's no East West connectivity locally, and that's where our simplest configuration works best. There are other, uh, use cases where there is a lot of connectivity and devices talk to each other locally, like in this place, for example, right in this. In these cases, we can sip you that second configuration where we actually see Pew, a managed hardware WS managed hardware on premises, and that runs the smart of the network and allows all of your data traffic to remain local. That's >>wavelength Outpost, or both. >>A different configuration of A. W s private five G. It's a managed service. We take. We take care of it. You basically it's very It has a pricing model, which is very customer friendly because you like multi W services. You can start with no upfront fees. You can scale and pay as you scale because >>it's designed to deploy easily. >>Yep, deploys the >>footprint. Just I'm just curious if the poll is it like, it's like an antenna. Is it like so and >>yeah, well, the antenna is, you know, the small cell. They call them small cells in, you know, in in cellular land there, this big. And you can you can hide this. There is actually a demo in the Venetian of the private service. So you can you can actually see it in action, but yeah, that thing can cover 10,000 square feet, just one of them. So you can >>go out and put a five g network downtown and be like the king. >>You could Yes. You could have your own private network. You can monetise that next >>on the Q. >>Great stuff. >>So in terms of industries adopting this, you gave us some examples. Obviously. Convention centres, campuses, universities. I'm just curious, given the amount of acceleration that we've seen in every industry the last 22 months where organisations must become digital. They depend on that for their livelihood. And we saw this all these pivots, right? 22 months ago. How do we survive this? How do we thrive? Are consumers now are whether it's an injury or consumer or enterprise. Have this expectation that we're gonna be able to communicate no matter where we are 24 by seven. Whether it's health care, financial services. I'm just curious if you're seeing any industries in particular that you think are really prime for this private five >>G. Yeah. So manufacturing is a is a really great example because you have to cover large spaces. You have thousands of devices, sensors, etcetera and using other solutions like WiFi does not provide you the depth of capabilities like, for example, you know, advanced security capabilities or even capabilities to prioritise traffic from some devices over others, which is what a five G network can do for you. But also, you know, it involves large spaces both indoors and outdoors. We, you know, actually, Amazon is a really great example of you know of using this. We're working with Amazon fulfilment centres. These are the warehouses that fulfil your orders when you order online. Um, and they are a mix of indoor space and outer space, and you can think of, you know, I don't know if you've seen pictures or videos. There's robots running around their sensors everywhere. There is packing lines, etcetera, all of these things in order to operate performantly, but also securely and safely for the people that are around. You need to be well connected at a very high reliability rate. Right? So, uh, Amazon for two networks is actually using private A W s private five G to connect all of these devices. The really key thing here is you don't have to go drop 1000 of these access points we're talking about you. Can you can. You can probably cover your space with 5 10 of these. So your operational expenses, your maintenance goes down and there is less interruption of your normal operations like you can't. You don't have to stop your manufacturing line for someone to come in and fix your WiFi access. >>It's great for campuses like college campuses, college >>campuses, a great one. We you know, we've worked with college campuses, including the CME University in the past two, you know, with some of our partners to, uh, to to deploy. So >>that's how close you have these distribution, gas systems, distribution, whatever they call it accelerate whatever amplifies into get extra coverage, this seems to be a good fit. Um, for that how you mentioned in the preview? How do people get involved? Is there like a criteria. How was it going to >>be available to get priority? Don't get you >>tell them ready to jump in. Take us through the programme. What's the plants? >>So currently we're you know, we're in that preview mode. So we're keeping you this small configuration, the simpler configuration. You can sign up on the AWS website and you know, we, as we scale our operations are supply chain. Because this involves also, you know, hardware, etcetera. We're gonna go to general availability g A over the next few months and we have both configurations open. So I I encourage everyone who is interested go to the W s website and sign up. We're asking to get that in customers' hands because we're getting overwhelmingly positive feedback on what we built. >>This is transformative. I mean, clearly what you're talking about here is going to transform industry and help organisations transform themselves and outpaced the competitors that are in the rear view mirror Aren't going to be able to take advantage of this were on the show floor. We've got lots of people here. Where can people actually go and see this preview tested up? >>There is an actual demo in the Venetian. I can't remember. Sorry, I can't remember the room. I think it's on the Yes, actually, it's on the floor on the third floor where the meeting rooms are on outside 35 or one. If anyone wants to go, we're >>going to start buying lunch time. >>Yes. Yeah, you can see it in action. And, you know, you could You could see a future where everything, You know, you look around. There's thousands of devices here. You could power all of these devices with a single cell and, you know, really scaled throughput >>in the five G. Just curious, um on the range is better than wifi >>ranges. Better outdoors, >>obviously, or factories. What's the throughput on the >>depending on the spectrum that you choose? And that's actually a really good save way. The device, the service that we built, its spectrum agnostic so it can be used on right now. We're using it on what we call C BRS spectrum, which is the free for all you can. You know, you can you can use it yourself. But also, customers can bring their own spectrum. And we're working with a batch of, uh, CSP operators to build advanced bundles where you can work this on licence spectrum. So if you're going up the spectrum in what they called millimetre wave >>spectrum owner to bring your own licence, >>you could So telco right? You could be a telco, bring your, you know, and work with us as a partner or some actually, actually, manufacturing customers have purchased rights to small spectrum bands so they can use those in combination with this service to deploy. So to your original question, as you're going back up the spectrum, you can drive more and more throughput. You it's not. It's not unheard of to drive one gig. You know what's so >>The low hanging fruit is the the use cases that have critical need for edge connectivity manufacturing? Um, certainly the retail or whatever that they help do the deployment >>we can. We can. We can see this being applicable because because you can start super small. You can see this being applicable even to branch offices, right? Like, uh, let's say I was talking to a customer yesterday. They were thinking or have all these branch offices. I don't even I don't even want to have I thought either he just wants something that's very quickly and easily. You know, I can manage centrally and it just connects. >>Can I should have fixed wireless shot to the wavelength order to have back all with wire >>too. Oh, they actually we are planning to. You know, I talked about where the smarts of the network live in the they can live in a region, they can live in the locals, and they can live in a wave election. So we're combining more and more of these products as well. And it's computing, obviously, is a is an obvious thing that, you know, we should be working on >>incredible work, George, that you and the team have done transforming industries. And I don't know if a feeling there might be a cube to Is it? Would it be too dot >>Oh, John, >>he's ready. Big George, Thank you so much for joining joining me today. It's great >>to be here. Thanks for having that >>for John Ferrier. I'm Lisa Martin. You're watching the Cube, the global leader in live coverage. Mhm

>>Welcome to the Cubes Coverage of Splunk.com 2021. My name is Dave Atlanta and the Cube has been covering.com events since 2012 and I've personally hosted many of them. And since that time we've seen the evolution of Splunk as a company and also the maturation in the way customers analyzed, protect and secure their organizations, data and applications. But the forced march to digital over the past 19 months has brought more rapid changes to sec UP teams than we've ever seen before. The adversary is capable. They're motivated and they're deploying very sophisticated techniques that have pressured security pros like never before. And with me to talk about these challenges and how Splunk is helping customers respond as jane wang is the vice president of security products that Splunk jane. Great to have you on the cube. Thanks for coming on. >>Very nice to meet you. Thank you for having me. >>You're very welcome. So how d how can you think about or how do you think about the fact that the imperative to accelerate digital transformation has impacted security teams? How has it impacted sec ops teams in your view? >>Yeah. Well, just going back to our customers and what I've learned from all the customer conversations I have every every week many of our customers are under a massive digital transformation. They're moving to the cloud and the cloud opens up more attack surface, more attack work surface, there's more threats that come over cloud, new workspaces to attack services, new api is to manage secure and protect and our customers are really struggling to gain the visibility they need to really manage and secure across all that infrastructure. >>Yeah. And we've also seen the whole, obviously the work from home trend, the hybrid work movement, you know, people aren't set up for that. I mean, you remember people were ripping out literally ripping out desktops and bringing them home and you know, the home network had to be upgraded. So lots of changes there. And we've we've talked a lot in the cube jane about the fragmentation of tooling and the lack of qualified talent when we talked to see. So as you ask him, the number one problem, I can't get, I can't hire enough talent in the field of of cybersecurity. So I wonder if you can address how this has made it more difficult for security teams to maintain end to end visibility across their environments. What's the fundamental challenge there? >>Yeah, well you're really you're really nailing this. The fundamental challenges that many security products are not built to integrate seamlessly with one another. When I'm talking to customers, their frontline security operations teams often have 30 different consoles open on their monitor at one time and there really manual disjointed processes, the copying and pasting hash names and iP addresses from one consults the other. It slows them down. It really slows them down in protecting those threats. So because those products aren't assigned to integrate together and all that data from each of those security tools isn't brought into one place. It just exacerbates the challenge for security operations seems makes their job really, really hard to do. Which takes time. It takes time. It makes it harder to detect and respond to threats quickly and today more than ever we need to be able to detect and respond to threats quickly. >>Yeah, I do a weekly program called Breaking Analysis and once a quarter I look at the cyberspace and I use a chart to emphasize this complexity. It's it's a from a company called operative, I don't know if you've ever seen it but it's this eye chart, it's this taxonomy of the security landscape and it's mind blowing how much complexity there is. So how to Splunk help organization organizations address these challenges. >>Yeah, so I think bringing, we have one security operations platform cloud native cloud delivered. There are many parts of being able to streamline workflows for when you're first detect a threat or a potential threat right through to when teams close and immediate that threatened the changes in their environment to ensure they're protected. So the whole thing is helping security teams detects faster, investigate faster and respond faster to threat. There are four parts to that in our security operations, platform Splunk security cloud. The first one is advanced security analytics. So the nature of threats is evolving. They're becoming more sophisticated. We have very smart, well funded Attackers whose day job who spend all their time trying to break into organizations. So you need really advanced security analytics to detect those threats, then we need to automate security operations so that it's not so manual, so you don't have poor folks sitting in front of multiple consoles doing manual tasks to respond to those threats and make sure their organizations are protected. One key thing is that this year Splunk acquired true Star so that we can bring in d do rationalize multiple sources of threat intelligence and apply that threat intelligence both to our analytics and our operations so that you have broader insights from the security community outside Splunk and that intelligence can really help and speed both detection and response. And the last thing that's been true about Splunk since spunk became Splunk many many years ago is that we are committed to partners and we deeply integrate with many other security tools uh in a very seamless way. So whatever investments customers have made within their security operations center, we will integrate and bring together those tools in one workspace. So there's the big advantages I think you get when, when you run your security operations said transplant security cloud, >>that's a nice little description. And having followed Splint for so many years, it's sort of, it tracks the progression of your ascendancy. You know, you started you you we we used to have log analytics that were just impossible. You sort of made that much easier took that to advanced kind of use big data techniques even though Splunk really never used that term. But but you were like the leader and big data um in terms of being able to analyze um uh data to help remediate issues. The automation key is p pieces key the acquisitions. You've made a very interesting um you mentioned around de doop threat intelligence but also you've done some cool stuff in the cloud and we always used to say jane watch for the ecosystem. We early too early, you know, last decade we saw you as a really hot company. We said one of the keys to your growth is going to be the ecosystem. And you've you've clearly made some progress there. I wonder if you could tell us more About the announcements that you're making here at.com. >>Yeah. Well we're going back everything that we do on the security team, every line of code every engineer writes is all around helping detect, investigate and respond faster to really secure organizations. So if I look at those intern I start with faster time to detect what have we done. So bringing in the threat intelligence that I mentioned again, that's really gonna help to take new threats and to take them really, really quickly. You don't have to spend time going and looking manually at external sources of threat intelligence. It will be brought right in to enterprise security at your fingertips. So that that's pretty huge. We're bringing other more advanced content right into our stem enterprise security. So that will help detect threats that our research team sees as emerging again. This is going to just bring bring that intelligence right to customers where they work every day, um faster time to investigate. So this is this is really exciting uh back in november we reduced and we are really something called risk based alerting. That is an amazing new capability that we've iterated on ever since. And we have more iterations that we're announcing um tomorrow actually. And so risk based alerting pulls together what may have been single atomic alerts that can often be overwhelming to a sock brings those together into one overarching alert that helps you see the whole pattern of an attack, the whole series of things that happened over time. That might be an attack on your organization. One customer told us that that reduced the time it took for them to do an investigation from eight hours down to 10 minutes to really helping faster time to investigate. And then the next one is faster time to respond. So we have a new visual playbook editor for our sore security orchestration and response to which is in the cloud but also available on prayer. But that new visual playbook editor really reduces the need for custom code. Makes playbooks more modular, so it can help anyone in the security operations team respond to threats really, really quickly. So faster time to detect, investigate and respond those are, those are really cool for us. And then there's some exciting partnerships that I want to talk about just to really focus on reducing the burden of all those disparate tools on consoles and bringing them down and and integrating them together. So we'll have some announcements. There are new integrations that we're releasing with Mandiant Aziz scalar and detects. I'm personally very excited about a fireside chat that Kevin Mandia, the Ceo and president of Mandiant, we'll be having tomorrow with our Ceo Doug merit. So those are some of the things we're announcing. It's a big year for security. Very excited >>to tell you that's, that's key. I want to just kind of go through and follow up on some of the faster time to detect with the threat intelligence. That's so important because we read about how long it takes sometimes for for organizations to even find out that somebody has infiltrated their environment. This risk based learning, it sounds like and you're so right, it's like paper cuts having a bottoms up analysis. It's almost overwhelming. You don't have a sense as to really where the focus should be. So if you can have more of a top down, hey start here and sort of bucket ties things. It's gonna, it's gonna accelerate and then the faster response time. The thing that strikes me jane with your visual playbook editor is as you well know, the the way in which bad guys get in now they're very stealthy, you almost have to be stealthy in your response. So if you have to write custom code that's going to alert the bad guys that they're they're seeing now seeing code that they've never seen before, they must have detected us and then they escalate, you know, they get you in a harder, tighter headlock. Uh and I love the partnerships, you know, we, we followed the trend toward remote security. Cloud security, where's the scale is a big player, Amanda you mentioned. So that's that's great too. I mean it feels like the puzzle pieces are coming together. It's it's almost like a game of constant, you know, you're never there but you've got to stay vigilant. >>I really think so today. I mean it's been a great 12 months that's blank. We have done so much over the past year leading up to this.com. I'm very excited to talk to folks about it. I think one thing I didn't really mention that I kind of touched on earlier in the talk that we're having was around cloud security monitoring. So holistic cloud security monitoring. We've got some updates there as well with deeper integrations into G C P A W S Azure, one dr SharePoint box net G drive. Like customers are using many, many cloud services today and they don't have a holistic view across all those services I speak to see so every week that tell me they just really need one view. Not to go into each of those cloud service providers or cloud services, one at a time to look at the security posture, they need that all in a central location. So we normalize, we ingest and normalize data from each of those cloud services so you can see threats consistently across each of them. I think that's really, really something different that Splunk is doing um that other security offerings are not doing. >>I think that's a super important point and I do hear that a lot from CsoS where they say look we have so many different environments, so many different tools and they each have their own little framework so we have to go in and and investigate and then come back out and then our teams have to go into a new sort of view and come back out and and they just run out of time and they just don't again, lack of lack of skills to actually do this, can't hire half fast enough, can't train fast enough. So so that higher level view but still the ability to drill down and understand what those root causes. That's it's a it's a it's a top down bottoms up type of approach and and so as opposed to just throwing grains of sand at the second teams and then hoping, you know, they find the pearl, so jane, I'll give you the last word, Maybe some final thoughts. >>No, I just wanted to thank everyone for listening. I want to thank everyone for joining dot com 21. We're very excited to hear from you and speak with you. So thank you very much. >>Excellent. Great having you in the cube, keep it right there, everybody for more coverage of the cube. Splunk dot com 21. We'll be right back, >>Yeah.

>>Hello and welcome to the power of and where H P E Aruba and Pensando are changing the game the way customers scale at the cloud and what's next in the evolution in switching everyone. I'm john ferrier with the Cuban. I'm here with Shane Corbyn, Director of Technical Product management. Pensando Williams show vice president Product management, Aruba HP Gentlemen, thank you for coming on and doing a deep dive and and going into the big news. So the first question I want to ask you guys is um, what do you guys see from a market customer perspective that kicked this project off? Amazing results over the past year or so. Where did it all come from? >>It's a great question, John So when we were doing our homework, there were actually three very clear customer challenges. First, security threats were largely spawned with from within the perimeter. In fact, four star highlights that 80% of threats originate within the internal network. Secondly, workloads are largely distributed, creating a ton of east west traffic and then lastly, network services such as firewalls load balancers. VPN aggregators are expensive. They're centralized and then ultimately result in service changing complexity. So everyone, >>so go ahead. Change. >>Yeah. Additionally, when we spoke to our customers after launching initially the distributed services platform, these compliance challenges clearly became apparent to us and while they saw the architectural value of adopting what the largest public cloud providers have done by putting a smart making each compute note to provide these state full services. Enterprise customers were still were struggling with the need to upgrade fleets and Brownfield servers and the associated per node cost of adding a spark nick to every compute node. Typically the traffic volumes for on a personal basis within an enterprise data center are significantly lower than cloud. Thus we saw an opportunity here to in conjunction with Aruba developed a new category of switching product um, to share the crossing capabilities of our unique intellectual property around our DPU across a rack of servers that Net Net delivers the same set of services through a new category of platform, enabling a distributed services architecture and ultimately addressing the compliance and uh, TCO generating huge TCO and ri for customers. >>You know, one of the things that we've been reporting on with you guys as well as the cloud scale, this is the volume of data and just the performance and scale I think the timing of the, of this partnership and the product development is right on point. You got the edge right around the corner more, more distributed nature of cloud operations, huge, huge change in the marketplace. So great timing on the origination story there. Great stuff. Tell me more about the platform itself. The details what's under the hood, the hardware. Os, what are the specs? >>Yeah, so we started with a very familiar premise, Ruba customers are already leveraging C X with an edge to cloud, common operating model and deploying Leaf and spy networks. Plus we're excited to introduce the industry's first distributed services switch where the first configuration has 48 25 gig ports with 100 gig uplinks running Aruba C X cloud native operating system. Pensando A six and software inside enabling layer four through seven staple services you want to elaborate on. >>Let me elaborate on that a little further. Um, you know, as we spoke, existing platforms and how customers were seeking to address these challenges were inherently limited by the diocese and that thus limited their scale and performance and ability in traditional switching platforms to deliver truly stable functions in in a switching platform. This was, you know, architecturally from the ground up. When we developed our DPU 1st and 2nd generation, we delivered it or we we we built it with staples services in in mind from the Gecko. We we leverage to clean state designed with RP four program with GPU, we evolved to our seven nanometer based DPU right now, which is essentially enabling software and silicon and this has generated a new level of performance scale flexibility and capability in terms of services this serves as the foundation for or 200 gig card where we're taking the largest cloud providers into production for. And the DPU itself is designed inherently to process state track state connections and state will flow is a very, very large scale without impacting performance. And in fact, the two of these deep you component service, their services foundation of the C X 10-K And this is how we enable states of functions in a switching platform. Functions like stable network network fire walling, stable segmentation, enhance programmable telemetry. Which we believe will bring a whole lot of value to our customers. And this is a, a platform that's inherently programmable from the ground up. We can we can build and and leverages platform to build new use cases around encryption, enabling state for load balancing, stable nash to name a few. But the key message here is this is this is a platform with the next generation of architecture is in mind is programmed but at all levels of the stack and that's what makes it fundamentally different than anything else. >>I want to just double click on that if you don't mind before we get to the competitive question because I think you brought up the state thing, I think this is worth calling out if you guys don't mind commenting more on this state issue because this is big cloud. Native developers right now want speed, they're shifting left at the Ci cd pipeline with program ability. So going down and having the program ability and having state is a really big deal. Can you guys just expand on that a little bit more and why it's important and how hard it really is to pull off. >>I I can start I guess. Well um it's very hard to pull off because of the sheer amount of connections you need to track when you're developing something like a state, full firewall or state from load balancer. A key component of that is managing the connections at very, very large scale and understanding what's happening with those connections at scale without impacting application performance. And this is fundamentally different. A traditional switching platform regardless of how it's deployed today in a six don't typically process and manage state like this. Memory resources within the shape aren't sufficient. Um the policy scale that you can implement on a platform aren't sufficient to address and fundamentally enable deployable fire walling or load balancing or other state services. >>That's exactly right. So the other kind of key point here is that if you think about the sophistication of different security threats, it does really require you to be able to look at the entire packet and more so be able to look at the entire flow and be able to log that history so that you can get much better heuristics around different anomalies. Security threats that are emerging today. >>That's a great great point. Thanks for bringing that extra extra point out, I would just add to this, we're reporting this all the time when silicon angle in the cube is that you know, the you know, the the automation wave that's coming with around data, you know, it's the center of data now, not date as soon as we heard earlier on with the presentation data drives automation having that enabled with state is a real big deal. So I think that's really worth calling out now. I got to ask the competition question, how is this different? I mean this is an evolution, I would say it's a revolution you guys are being humble um but how is this different from what customers can deploy today >>architecturally, if you take a look at it? So we've, we've spoken about the technology and fundamentally in the platform, what's unique in the architecture but foundational e when customers deploy stable services, they're typically deployed leveraging traditional big box appliances for east west or workload based agents which seek to implement stable security for each East west architectural, what we're enabling is staples services like fire walling, segmentation can scale with the fabric and are delivered at the optimal point for east west which is through the Leaf for access their of the network and we do this for any type of workload. Being deployed on a virtualized compute node being deployed on a containerized, our worker node being deployed on bare metal agnostic of topology. It can be in the access layer of a three tier design and a data center. It can be in the leaf layer of the excellent VPN based fabric. But the goal is an all centrally managed to a single point of orchestration control which William we'll talk about shortly. The goal of this is to to drive down the TCO of your data center as a whole by allowing you to retire legacy appliances that are deployed in in east west role, not utilized host based agents and thus save a whole lot of money. And we've modeled on the order of 60 to 70% in terms of savings in terms of the traditional data center pod design of 1000 compute nodes which will be publishing and as as we go forward, additional services as we mentioned like encryption, this platform has the capability to terminate up to 800 gigs of line, right encryption, I P sec VPN per platform state will not load balancing and this is all functionality will be adding to this existing platform because it's programmable as we mentioned from the ground up. >>What are some of the use cases lead and one of the top use case. What's the low hanging fruit? And where does this go? Service providers enterprise, what are the types of customers you guys see implementing? >>Yeah, that's what's really exciting about the C X 10,000 we actually see customer interest from all types of different markets, whether it be higher education service providers to financial services, basically all enterprises verticals with private cloud or edge data centers for example, could be a hospital, a big box retailer or Coehlo. Such as an equity. It's so it's really the 6 10,000 that creates a new switching category enabling staple services in that leaf node, right at the workload, unifying network and security automation policy management. Second, the C X 10,000 greatly improved security posture and eliminates the need for hair pinning east west traffic all the way back to the centralized plants. Lastly, a Shane highlighted there's a 70% Tco savings by eliminating that appliance brawl and ultimately collapsing the network security operations. >>I love the category creation vibe here. Love it. And obviously the technical and the cloud line is great. But how do the customers manage all this? Okay. You got a new category. I just put the box in, throw away some other one. I mean how does this all get down? How does the customers manage all this? >>Yeah. So we're looking to build on top of the ribbon fabric composer. It's another familiar sight for our customers which already provides for compute storage and network automation with a broad ecosystem integrations such as being where the sphere be center as with Nutanix prison And so aligned with the c. x. 10,000 at G. A. now the aruba fabric composer unifies security and policy orchestration and management with the ability to find firewall policies efficiently and provide that telemetry to collectors such a slump. >>So the customer environments right now involve a lot of multi vendor and new frameworks cloud native. How does this fit into the customer's existing environment? The ecosystem. How do they get that get going here? >>Yeah, great question. Um our customers can get going is we we built a flexible platform that can be deployed in either Greenfield or brownfield. Obviously it's a best of breed architecture for distributed services were building in conjunction with the ruble but if customers want to gradually integrate this into their existing environments and they're using other vendors, spines or course this can be inserted seamlessly as a leaf or an access access to your switch to deliver the exact same set of services within that architecture. So it plugs seamlessly in because it supports all the standard control playing protocols, VX, Lenny, VPN and traditional attitude three tier designs easily. Now for any enterprise solution deployment, it's critical that you build a holistic ecosystem around it. It's clear that this will get customer deployments and the ecosystem being diverse and rich is very, very important and as part of our integrations with the controller, we're building a broad suite of integrations across threat detection application dependency mapping, Semen sore develops infrastructure as code tools like ants, Poland to answer the entire form. Um, it's clear if you look at these categories of integrations, you know XDR or threat detection requires full telemetry from within the data center. It's been hard to accomplish to date because you typically need agents on, on your compute nodes to give you the visibility into what's going on or firewalls for east west flaws. Now our platform can natively provide full visibility in dolphins, East west in the data center and this can become the source of telemetry truth that these Ml XT or engines required to work. The other aspects of ecosystem are around application dependency mapping the single core challenge with deploying segmentation. East West is understanding the rules to put in place right first, is how do you insert the service uh service device in such a way that it won't add more complexity. We don't add any complexity because we're in line natively. How do we understand that allow you to build the rules are necessary to do segmentation. We integrate with tools like guard corps, we provide our flow logs a source of data and they can provide rural recommendations and policy recommendations for customers around. We're building integrations around steve and soar with tools like Splunk and elastic elastic search that will allow net hops and sec ops teams to visualize, train and manage the services delivered by the C X 10-K. And the other aspect of ecosystem from a security standpoint is clearly how do I get policy from these traditional appliances and enforce them on this next generation architecture that you've built that can enable state health services. So we're building integrations with tools like toughen analgesic third party sources of policy that we can ingest and enforcing the infrastructure allowing you to gradually migrate to this new architecture over time >>it's really a cloud native switch, you solve people's problems pain points but yet positioned for growth. I mean it sounds that's my takeaway. But I gotta ask you guys both what's the takeaway for the customers because it's not that simple for that. We have a complicated >>Environment. I think, I think it's really simple every 10 years or so. We see major evolutions in the data center in the switching environment. We do believe we've created a new category with the distributed services, distributed services, switch, delivering cloud scale distribute services where the local where the workloads were side greatly simplifying network security provisions and operations with the Yoruba fabric composer while improving security posture and the TCO. But that's not all folks. It's a journey. Right. >>Yeah, it's absolutely a journey. And this is the first step in in a long journey with a great partner like Aruba, there's other platforms, 100 or four gig hardware platforms we're looking at and then there's additional services that we can enable over time allowing customers to drive even more Tco value out of the platform and the architectural services like encryption for securing the cloud on ramp services like state for load balancing to deploy east west in the data center and you know, holistically that's that's the goal, deliver value for customers and we believe we have an architecture and a platform and this is the first step in a long journey. It's >>a great way. I just ask one final final question for both of you. As product leaders, you've got to be excited having a category creation product here in this market, this big wave. What's what's your thoughts? >>Yeah, exactly. Right. It doesn't happen that often. And so we're all in, it's it's exciting to be able to work with a great team like Sandu and chain here. And so we're really excited about this launch. >>Yeah, it's awesome. The team is great. It's a great partnership between and santo and Aruba and you know, we we look forward to delivering value for john customers. >>Thank you both for sharing under the hood and more details on the product. Thanks for coming on. >>Thank you. Okay, >>the next evolution of switching, I'm john furrier here with the power of An HP, Aruba and Pensando, changing the game the way customers scale up in the cloud and networking. Thanks for watching. Mhm.

>>Mhm Welcome back to Los Angeles. The Cubans live, I can't say that enough. The Cubans live. We're at cu con cloud Native Con 21. We've been here all day yesterday and today and tomorrow talking with lots of gas. Really uncovering what's going on in the world of kubernetes, lisa martin here with Dave Nicholson. We've got some folks. Next we're gonna be talking about a customer use case, which is always one of my favorite things to talk about. Please welcome Michael Coletti, the principal platform engineer at CHG Healthcare and then cat from a christian VP of products from port works by pure storage. Guys, welcome to the program, Thank you. Happy to be here. Yeah. So Michael, first of all, let's go ahead and start with you, give the audience an overview of CHG healthcare. >>Yeah, so CHG Healthcare were a staffing company so we sure like a locum pen and so our clients are doctors and hospitals, so we help staff hospitals with temporary doctors or even permanent placing. So we deal with a lot of doctors, a lot of nursing and we're were a combination of multiple companies to see if she is the parents. So and uh yeah, we're known in the industry is one of the leaders in this, this field and providing uh hospitals with high quality uh doctors and nurses and uh you know, our customer services like number one and one of these are Ceos really focused on is now how do we make that more digital, how we provide that same level of quality of service, but a digital experience as rich for >>I can imagine there was a massive need for that in the last 18 months alone. >>Covid definitely really raised that awareness out for us and the importance of that digital experience and that we need to be out there in the digital market. >>Absolutely. So your customer report works by pure storage, we're gonna get into that. But then can talk to us about what's going on. The acquisition of port works by peer storage was about a year ago I talked to us about your VP of product, what's going on? >>Yeah, I mean, you know, first of all, I think I could not say how much of a great fit for a port works to be part of your storage. It's uh uh Pure itself is a very fast moving large start up that's a dominant leader in a flash and data center space. And you know, pure recognizes the fact that Cuban it is is the new operating system of the cloud is now how you know, it's kind of virtualizing the cloud itself and there is a, you know, a big burgeoning need for data management in communities and how you can kind of orchestrate work lords between your on prem data centers in the cloud and back. So port books fits right into the story as complete vision of data management for our customers and uh spend phenomenal or business has grown as part of being part of Pure and uh you know, we're looking at uh launching some new products as well and it's all exciting times. >>So you must have been pretty delighted to be acquired as a startup by essentially a startup because because although pure has reached significant milestones in the storage business and is a leader in flash storage still, that, that startup mindset is there, that's unique, that's not, that's not the same as being acquired by a company that's been around for 100 years seeking to revitalize >>itself. Can >>you talk a little bit about that >>aspect? So I think it will uh, Purest culture is highly innovation driven and it's a very open flat culture. Right? I mean everybody impure is accessible, it can easily have a conversation with folks and everybody has his learning mindset and Port works is and has always been in the same way. Right? So when you put these teams together, if we can create wonders, I mean we, right after that position, just within a few months we announced an integrated solution that Port works orchestrates volumes and she file shares in Pure flash products and then delivers as an integrated solution for our customers. And Pure has a phenomenal uh, cloud based monitoring and management system called Pure one that we integrated well into. Now we're bringing the power of all of the observe ability that Purest customers are used to for all of the partners customers and having super happy, you know, delivering that capability to our customers and our customers are delighted now they can have a complete view all the way from community is an >>app to the >>flash and I don't think any one company on the planet can even climb, they can do that. >>I think, I think it's fair to acknowledge that pure one was observe ability before observe ability was a word. Exactly one used regularly. So that's very interesting. >>I could talk to us about obviously you are a customer CHD as a customer of court works now Port works by peer storage. Talk to us about the use case, what what was the compelling? It was their compelling event and from a storage perspective that that led you to Port works in the >>first so we be, they began this our Ceo basically in the vision, we we need to have a digital presence, we need and hazards and this was even before Covid, so they brought me on board and my my manager read uh glass or he we basically had this task to how are we going to get out into the cloud, how we're going to make that happen And we we chose to follow very much cloud native strategy and the platform of choice. I mean it just made sense with kubernetes and so when we were looking at kubernetes, we're starting to figure out how we're doing, we knew that data is going to be a big factor, you know, um being to provide data, we're very much focused on an event driven, were really pushing to event driven architecture. So we leverage Kafka on top of kubernetes, but at the time we were actually leveraging Kafka with M S K down out in a W S and that was just a huge cost to us. So I came on board, I had experienced with poor works prior company before that and I basically said we need to figure out a great storage away overlay. And the only way to do is we gotta have high performance storage, we've got to have secure, we gotta be able to back up and recover that storage and the poor works was the right match and that allowed us to have a very smooth transition off of M S K onto kubernetes, saving us, it's a significant amount of money per month and just leverage that already existing hardware that are existing, compute memory and just in the and move right to port works, >>leveraging your existing investments. >>Exactly which is key. Very, very key. So, >>so been kept, how common are the challenges that when you guys came together with the HD, how common are the challenges? It's actually, >>that's a great question, you know, this is, I'll tell you the challenges that Michael and his team are running into is what we see a lot in the, in the industry where people pay a ton of money, you know, to, you know, to to other vendors or especially in some cases use some cloud native services, but they want to have control over the data. They want to control the cost and they want higher performance and they want to have, you know, there's also governance and regulatory things that they need to control better. So they want to kind of bring these services and have more control over them. Right? So now we will work very well with all of our partners including the cloud providers as well as uh, you know, an from several vendors and everybody but different customers are different kinds of needs and port works gives them the flexibility if you are a customer who want, you know, have a lot of control over your applications, the performance of the agency and want to control cars very well in leveraging existing investments board works can deliver that for you in your data center right now you can integrate it with pure slash and you get a complete solution or you won't run it in cloud and you still want to have leverage the agility of the cloud and scale for books delivers a solution for you as well. So it kind of not only protects their investment in future proves their architecture, you get future proving your architecture completely. So if you want to tear the cloud or burst the cloud, you have a great solution that you can continue to leverage >>when you hear a future proof and I'm a marketer. So I always go, I love to know what it means to different people, what does that mean to you in your environment? >>My environment. So a future proof means like one of the things we've been addressing lately, that's just a real big challenge and I'm sure it's a challenge in the industry, especially Q and A's is upgrading our clusters ability to actually maintain a consistent flow with how fast kubernetes is growing, you know, they they're out I think yes, we leverage eks so it's like 1 21 or 1 22 now, uh that effort to upgrade a cluster, it can be a daunting one with port works. We actually were able to make that to where we could actually spin up a brand new cluster and with port work shift, all our application services, data migrated completely over poor works, handles all that for us and stand up that new cluster in less than a day. And that effort, it would take us a week, two weeks to do so not even man hours the time spent there, but just the reliability of being able to do that and the cost, you know, instead of standing up a new cluster and configuring it and doing all that and spending all that time, we can just really, we move to what we call blue green cut over strategy and port works is an essential piece of that. >>So is it fair to say that there are a variety of ways that people approach port works from a, from a value perspective in terms of, I I know that one area that you are particularly good in is the area of backups in this environment, but then you get data management and there's a third kind of vector there. What is the third vector? >>Yeah, it's all of the data services. Data services, like for example, database as a service on any kubernetes cluster paid on your cloud or you're on from data centers, which >>data, what kind of databases >>you were talking about? Anything from Red is Kafka Postgres, my sequel, you know, council were supporting, we just announced something called port books, data services offering that essentially delivers all these databases as a service on any kubernetes cluster uh that that a customer can point to unless than kind of get the automated management of the database on day one to day three, the entire life cycle. Um you know, through regular communities, could curdle experience through Api and SDK s and a nice slick ui that they can, you know, just role based access control and all of that, that they can completely control their data and their applications through it. And, you know, that's the third vector of potatoes Africans >>like a question for you. So what works has been a part of peer storage? You've known it since obviously for several years before you were a c h G, you brought up to see H G, you now know it a year into being acquired by a fast paced startup. Talk to me about the relationship and some of the benefits that you're getting with port works as a part of pure storage. >>Well, I mean one of the things, you know, when, when I heard about the accusation, my first thing was I was a little bit concerned is that relationship going to change and when we were acquiring, when we're looking at a doctor and Poor works, One thing I would tell my management is poor works is not just a vendor that wants to throw a solution on you and provide some capability there, partner, they want to partner with you and your success in your journey and this whole cloud native journey to provide this rich digital experience for not only our platform engineering team, but our dev teams, but also be able to really accelerate the development of our services so we can provide that digital portal for our end users and that didn't change. If anything that accelerated that that relationship did not change. You know, I came to the cat with an issue we just, we're dealing with, he immediately got someone on the phone call with me and so that has not changed. So it's really exciting to see that now that they've been acquired that they still are very much invested in the success of their customers and making sure we're successful. You know, it's not all of a sudden I was worried I was gonna have to do a whole different support process and it's gonna go into a black hole didn't happen. They still are very much involved with their customers. And >>that sounds kind of similar to what you talked about with the cultural alignment I've known here for a long time and they're very customer centric. Sounds like one of the areas in which there was a very strong alignment with port works. >>Absolutely important works has always taken pride in being customer. First company. Our founders are heavily customer focused. Uh, you know, they are aligned. They want, they have always aligned uh, the portraits business to our customers needs. Uh Pure is a company that's men. I actually focused on customers, right? I mean, that's all, you know, purist founder cause and everybody care about and so, you know, bringing these companies together and being part of the pure team. I kind of see how synergistic it is. And you know, we have, you know, that has enabled us to serve our customers customers even better than before. >>So, I'm curious about the two of you personally, in terms of your histories, I'm going to assume that you didn't both just bounce out of high school into the world of kubernetes, right? So like lisa and I your spanning the generations between the world of, say, virtualization based on X 86 architecture and virtualization where you can have microservices, you have a full blown operating system that you're working with, that kind of talk about, you know, Michael with you first talk about what that's been like navigating that change. We were in the midst of that, Do you have advice for others that are navigating that change? >>Don't be afraid of it, you know, a lot of people want to, you know, I call it, we're moving from where we're uh naming, we still have cats and dogs, they have a name, the VMS either whether or not their physical boxes or their VMS to where it's more like it's a cattle, you know, it's like we don't own the Os and not to be afraid afraid of that because change is really good. You know, the ability for me to not have to worry about patching and operating system is huge, you know, where I can rely on someone like the chaos and and the version and allow them to, if CV comes out, they let me know I go and I use their tools to be able to upgrade. So I don't have to literally worry about owning that Os and continues the same thing. You know, you, you, you know, it's all about being fault tolerant, right? And being able to be changed where you can actually brought a new version of a container, a base image with a lot of these without having to go and catch a bunch of servers, I mean patch night was held, I'm sorry if I could say that, but it was a nightmare, you know, but this whole world has just been a game changer >>with that. So Van cut from your perspective, you were coming at it, going into a startup, looking at the landscape in the future and seeing opportunity, um what what what's that been like for you? I guess the question for you is more something lisa and I talk about this concept of peak kubernetes, where are we in the wave, is this just is this just the beginning, are we in the thick of it? >>Yeah, I think I would say we're kind of transitioning from earlier doctors too early majority face in the whole, you know, um crossing the chasm analogy. Right, so uh I would say we're still the early stages of this big wave that's going to transform how infrastructure is built, apps are, apps are built and managed and run in production. Um I think some of the uh pieces, the key pieces are falling in place and maturing, uh there are some other pieces like observe ability and security, uh you know, kind of edge use cases need to be, you know, they're kind of going to get a lot more mature and you'll see that the cloud as we know today and the apps as we know today, they're going to be radically different and you know, if you're not building your apps and your business on this modern platform, on this modern infrastructure, you're gonna be left behind. Um, you know, I, my wife's birthday was a couple of days ago. I was telling this story a couple of friends is that I r I used another flowers delivery website. Uh they missed delivering the flowers on the same day, right? So when they told me all kinds of excuses, then I just went and looked up, you know, like door dash, which delivers uh, you know, and then, you know, like your food, but there's also flower delivery, indoor dash and I don't do it, I door dash flowers to her and I can track the flower does all the way she did not eat them, okay, You need them. But my kids love the chocolates though. So, you know, the case in point is that you cannot be, you know, building a modern business without leveraging the moral toolchain and modern toolchain and how the business is going to be delivered. That that thing is going to be changing dramatically. And those kind of customer experience, if you don't deliver, uh, you're not gonna be successful in business and communities is the fundamental technology that enables these containers. It's a fundamental piece of technology that enables building new businesses, you know, modernizing existing businesses and the five G is gonna be, there's gonna be new innovations that's going to get unleashed. And uh, again, communities and containers enable us to leverage those. And so we're still scratching the surface on this, it's big now, it's going to be much, much bigger as we go to the next couple of years. >>Speaking of scratching the surface, Michael, take us out in the last 30 seconds or so with where CHG healthcare is on its digital transformation. How is port works facilitating that? >>So we're right in the thick of it. I mean we are we still have what we call the legacy, we're working on getting those. But I mean we're really moving forward um to provide that rich experience, especially with inventing driven platforms like Kafka and Kubernetes and partnering with port works is one of the key things for us with that and a W s along with that. But we're, and I remember I heard a talk and I can't, I can't remember me but he he talked about how, how kubernetes just sort of like 56 K. Modem, You're hearing it, see, but it's got to get to the point where it's just there, it's just the high speed internet and Kelsey Hightower, That's who Great. Yeah, and I really like that because that's true, you know, and that's where we're on that transition, where we're still early, it's still that 50. So you still want to hear a note, you still want to do cube Cto, you want to learn it the hard way and do all that fun stuff, but eventually it's gonna be where it's just, it's just there and it's running everything like five G. I mean stripped down doing Micro K. It's things like that, you know, we're gonna see it in a lot of other areas and just proliferate and really accelerate uh the industry and compute and memory and, and storage and >>yeah, a lot of acceleration guys, thank you. This has been a really interesting session. I always love digging into customer use cases how C H. G is really driving its evolution with port works Venkat. Thanks for sharing with us. What's going on with port works a year after the acquisition. It sounds like all good stuff. >>Thank you. Thanks for having us. It's been fun, our >>pleasure. Alright for Dave Nicholson. I'm lisa martin. You're watching the cube live from Los Angeles. This is our coverage of Yukon cloud native Con 21 mhm

>>mm Welcome back to the huge covered cubes coverage of VM world 2021. The virtual edition tom gillis is back on the cube. He's in S. V. P at VM ware and the GM of network and advanced security at the company. Tom. Always a pleasure to see you. Thanks for coming on. >>Hey, thanks for having me. It's always a pleasure to be back here on the cube. I really enjoyed it. We've we've been, we've known each other for I don't want to count how many years but more than a few. Uh it's always an interesting conversation. >>We've had a lot of face to face interactions a couple years in a row were virtual. We'll be back together at some point. I'm >>calling. Yeah. Yeah. I'm actually on the road with customers. So it's starting to happen. >>Yeah, us too. We did uh we did public sector summit in D. C. This week. I'm heading out to Vegas next week for a show. So it is, it is starting to happen. So just a matter of time hey, >>when I start >>with with your your scope of responsibilities? Network and advanced security, you're kind of putting those two areas together. Very important. It makes sense synergistically. But how are you guys thinking about that? Maybe you could add some color. >>Yeah, sure thing. Um So network in advance security means all things security of Myanmar. So it's carbon black with our endpoint product, NsX in the data center. It's our tons of service mesh for cloud native applications to all the security stuff that goes into our anywhere workspace. Um and you know, I think you you probably get the message here dave at the end where there's three big waves that we're trying to ride. You know, multi cloud computing platform, which is our hallmark, is what we're known for running out across every cloud. It's the cloud native applications, building tools for new modern apps. And then really kind of the future of both networking and compute is being defined by this anywhere workspace. Our mission is to put security and connectivity into all of that. That makes it work. That makes it work well at scale. And so it made sense to put all that under one roof. Uh, I'm the guy and that's what we're doing. >>Yeah, you talk about that anywhere workspace, which, You know, it was always kind of a great vision and then it was somewhat aspirational, but then it became not only reality, but a mandate over the past 15, 18 months and that has that ripples through two implications on networking, even getting flatter and the security implications. So, all those things are coming together >>there really are. You know, I think we can't under estimate the profound impact that covid and the kind of work from home has had on our lives on society were still turning through what those implications are, but in networking it's cause for a fundamental rethink and for 20 years I've been doing networking and for 20 years we had this notion of a demarcation point networks defined as something that it was a DMZ, right? And, and on one side of that, TMZ was a dirty, untrusted internet, who would scary the other side is the clean, blissful corporate network where you know, only butterflies and unicorns exist and you know, wherever you were in the world, your traffic would be back hauled through that dems so that it could be scrubbed. And if you ever used tools like we're using now zoom, you know, you realize that that experience of back hauling traffic through traditional VPN is pretty simple. And so, so across the industry, enterprises are saying, you know what, there's got to be a different way instead of moving by traffic to the security services. What if I turn that upside down, That's what we're doing a VM ware, which we're taking those security services that we live in the DFc. We're doing what VM ware does well, which is defined them as software and then running them in hundreds of points of presence around the world. Hundreds. And so we effectively moved the security close to the users wherever the users are instead of the other way around. And that's the way we think we'll be building networks in a post pandemic world. >>Yeah. And that talks to the trend of this hyper decentralized system that's basically everywhere now, you know, even even out to the edge. And so, so you now have this, you know, zero trust used to be a buzzword and, and again, it's become this, this mandate. You guys actually did some, I think it was you who did some really interesting research post the solar winds hack on. Talking about things like island hopping and explaining how malware was getting in self forming and some of the insidious ways in which the, the adversaries and, and that is a function of a lot of things. The adversaries are obviously highly capable. Uh, they're motivated because it's lucrative and, and, and they keep upping the game on the good guys if you will. >>Yeah, it's nuts. But, and so so think about the impact that ransomware has had. Uh, and also to your point about the anywhere workspace. I'm right now in boston, I could, you know, tomorrow I'm going to be in texas and the day after that I'll be in san Francisco. So I'm popping all over the place, you know, we're back meeting customer's going wherever they want us to be. But wherever I am, I'm able to connect and, and my traffic needs to be protected. Now in boston it was a ransomware attack against the ferry. We're not talking about a bank or like a sophisticated, you know, sort of organization, it's a ferry that moves people from Cape Cod to an island across the water and it disrupted that ferry for days. So so at VM ware, we're measuring all the inner workings of what's happening in the data center and we collect more than eight trillion with a T eight trillion events per week and that allows us to be able to identify these anomalies like ransomware. And so just in the last 90 days we've stopped more than a million ransomware attacks. 1.1 million ransomware attacks that we stopped within six seconds, More than a million ransomware attacks in the last 90 days. To give you a sense of the magnitude of this problem it's everywhere. And you you reference Zero Trust. Zero Trust is a concept, it's a philosophy, is not a product by Zero Trust. You implement a Zero Trust model which says in a deep perimeter Rised world in a world where people like tom or hopscotch on all over the place and Dave's in boston and you know, I could be in san Francisco, we have to make the assumption that somehow some way, you know, our machine or a user has been compromised. And so you wrap each little piece of the infrastructure, each little piece of the application, you wrap it a protective armor to assume that everything around it is hostile and that's how we stop somewhere. That's how we can keep your infrastructure safe. And this is something you have and where does very uniquely because of the intrinsic attributes of our platform, our virtualization platform and our multi cloud platform. >>Yeah. You talk about the ferry anybody who's ever taken the ferry to Nantucket knows it's a pretty low tech operation and when that ferry goes down, it's one thing, it's, it's whether you can kind of understand that but people's lives get ruined, their vacations get ruined, they can't get off the island. Commerce comes to a grinding halt. It's extremely, extremely expensive really. >>For days, >>for days it was >>Like it wasn't a 20 minute outage. You know, it was like a fairy is not running for a couple things like that. That is a huge, huge, very high impact thing. And the fact that it was so pedestrian, like they don't have billions of dollars in the bank and you know, sort of super secret defense technologies, it's a ferry, you know, right, come on rental cars everywhere. So everywhere >>talk about your software approach two networking and security a little bit more. How that changes the experience for organizations generally, and developers specifically. >>So in a multi cloud world you can't always count on having physical infrastructure that you can touch. And in fact, do you really want to touch that stuff. And so our idea is that if you think about infrastructure, its job is to support the needs of the application. And so for example, in Kubernetes, we have the ability for developers say, look, here's my cool new application and this peace talks to this peace talks to this piece and nothing else. And so we can implement those types of controls using what we call a service smash, which allows us to, to make those connections smooth and seamless across clouds. Some of it could run on amazon, some of them could be running in a private cloud infrastructure. Some of them could be running in the traditional VM and in fact many complication applications do just that. So we can facilitate that communication back and forth and we have the ability to look for stuff that you just never happened because when you understand how an application is supposed to work, it allows you to spot, hey, wait a minute. That's not right. That's that, that's that, that don't like someone trying to manipulate the ferry system rather than somebody trying to board the ferry and get off. And I think, you know, there's a really interesting observation here, which is when you, when you, if you can see the inner workings of an application, like it looks for example, let's think about a mortgage payment application filed, a mortgage payment application and the Attackers has stolen a credential. They're going to get in. It's really hard to figure out a friend from foe. But once they get into mortgage payment application, I'm not going to pay my mortgage right? They do crazy anomalous things like wildly anomalous things. If you can see them, you can stop them and we have the unique ability to see them because we put the telemetry, the observation into our virtualization platform that runs on every cloud that runs wherever the user is. Right and pulling all that together into a central issue. That's something I think the N word to do uniquely and this is why we're having such success insecurity. >>I wonder if you could talk a little bit more about securing containers. You just sort of reference that but containers are moving target just a few short years ago, containers are ephemeral. You weren't you weren't gonna be running you know, your mission critical or business critical postgres in containers. But now that's changed. You're getting state. But so that's a moving target. How are you thinking about handling? You know, those kind of changes And what about the architecture allows you to be kind of future proof if you will. Sorry to use that >>word? No, no, it's a good question. So you've articulated right. So if you think about a traditional application, we used to always talk about three tiered web app, there's a web server is app server and the database a little more complicated than that. But you can usually go in and you could touch those three tiers. This box is the web tier. This box step here. This big box, is that it. And so security controls were built around this idea that you could you could wrap that relatively easily. We talk about a container based application And all these microservices. It's not three tiers anymore. It's 300 tears or maybe 3000 tears. Bitty little things, these little services that turn up and turn down and they all have a piece and so our view is that the A P is the new endpoint, the ap is where the action happens and not just the ap that faces the internet but all the inner workings, all the internal apps. And so because we put that application together, because we help the developers create those apaches, we have a unique understanding of how those apps are used and we're just introducing the ability to provide visibility around how are these epi is being used and then we can do anomaly detection and we are seeing a whole new set of attacks that are using legitimate apiece. They're not appease that are that are that are broken or malformed but the Attackers are finding ways to extract data from an API that maybe they shouldn't remember some of the facebook stuff where they had these Attackers were profiling users and there's no limit to how they could profile users and they were just expecting huge amounts of data that's an ap breach. These are the kind of problems that we can solve for our customers with these built in Tan Xue uh service mesh and api security controls >>you think about all these trends we're talking about and I want to ask you about how it's affected go to market because kind of the old days you had box sellers, they, you know, they would integrate VM ware or whatever. They you might have a specialist that was really good at ST for instance, S. A. P. And they were good partners. So that kind of value add developers have become a new channel for you and I wonder how you think about that, how they're now influencing their go to market. >>Yeah, that's that's a clear trend in the industry are absolutely right on, we call it moving left, right. So it's getting earlier and earlier in the development process. And so one of the things that renouncing at the show here is that the tons of community edition that makes it super easy for developers without putting down a credit card or making a big expensive commitment. They can start using these tools and get productive right away. And so so on top of that we build security controls that understand the total life cycle. So as the developers writing code, we're checking that code to make sure is this compliant doesn't have any known vulnerabilities. This is gonna break something. If you if you put it out there and then when you go to hit commit and say, all right, I'm ready to go, we've already done the homework to make sure the code is clean, we'll put it in the right place. So placing it into production in a way that is wrapped with the security that it needs the guardrails are in place and now we have this this X ray vision, this ability to look at the inner workings and understand the Ap is what's happening inside the application and identify anomalies. And lastly, once the thing is up and running we actually have the ability to measure we called posture and make sure that it doesn't drift from its intended configuration. All of this is done across every cloud. So this is, this is how we think we have a kind of new and very holistic approach to securing collaborative applications. >>Tom I want to ask you about telco transformation, I mean N F V kind of just barely scratched the surface in my view and now we're seeing with the edge and five G and the cloud there's some oh ransom. Really interesting opportunities going on in in telco say what you want about telcos? Yeah, there, you know the connectivity and Okay, fine. But one thing you say about the telco networks as they work, you know, and it actually did a great job during the pandemic. They had to pivot to landlines and and so when it comes to reliability and rock solid nous, those guys kinda kinda get it but they've got to be more flexible. So you see those two worlds colliding what's going on in in telco and and where does VM ware play? >>Yeah, sure thing. A huge amount of emphasis on telco, we've won some very large telco deals. Five G is not just a faster version of four G. 5G is a new take on what an edge network can do. It has the ability to run extremely high performance network connections and the ability to control the performance. So this idea of what's called network slicing, so you can guarantee a certain amount of latency or a certain amount of bandwidth. So combine that with this explosion of IOT devices. We're going to have an infinite number of devices. Every device you can imagine has a computer in it and it's spitting off giant amounts of data. We keep coming up with new and interesting ways to analyze that data to do things like, you know, control the self driving car to do things like create a customized retail experience to do things like help guide research for an oil company on the oil platform. Okay. These are all examples of edge computing. Now, the infrastructure that you need to protect those workloads is what we're defining and software. And putting it everywhere, Not just in the traditional data center where you might be in 1020 locations, we're talking about hundreds going into thousands of locations. And this is what the industry is calling sassy or secure access services. Edge. So where's your firewall? Your web proxy the controls that you need to protect those apps, where do they live? They're gonna live in the telco infrastructure And that stuff all runs on X 86 servers. So if you put in the data center services into this distributed architecture and you've got tons and tons of data that's being produced produced locally. Why would you want to remove the compute there and we think you can and will and this is this is why VM ware with our telco partners is uniquely suited to build the groundwork for this edge computing infrastructure. And I think edge computing is going to be the next big wave. So we went from private clouds to public clouds and public cloud was built on, you know, the scale out fault tolerant model as we move to edge computing, edge computing is going to be around applications that need huge amounts of data, very low latency and they're highly distributed. So they're going to run not in 10 or 20 locations but in 1000 more. And we can do all of this with our tons of kubernetes with our virtual networking infrastructure and our anywhere workspace and the secure access services, Edge, the pops that we're building and I think VM ware is probably one of the few if any companies that have all of these pieces that we can put together to make the Edge actually work. >>Yeah, exciting times and and all that data ai influencing at the edge of new processor models and you guys are thinking about all that stuff tom we got to leave it there. Thanks so much for coming back in the queue. Great conversation. >>Always a pleasure. Thanks very much. David, Take care >>Alright you to keep it right there, everybody. This is Dave Volonte. For the Cubes coverage of VM World 2021. The virtual edition will be right back.

>>Mhm Hello and welcome back to the cubes coverage of 80 of his public sector summit live for two days in D. C. In person. CuBA's here is an expo floor that people face to face down here. Adriana guest co founder and Ceo of Girls in tech cube alumni friend of the cube. We've known her for a long time. Watch their success really making an impact. Great to see you. Thanks for coming on. >>Wonderful to see you, john, thanks so much for having me. >>You know, one of the things that Sandy carter talks about matt max Peter talks about all of the Amazonian leadership that's about is skills training. Okay, this is a big deal. Okay, so getting talented to the industry is critical and also diversity and women attacking underrepresented minority groups are key. This has been a look at constant focus, you've been successful and and convincing folks about tech and working hard, what's the update, >>wow. So the reason why we're here, not only as Sandy carter are amazing chairman of the board of six plus years, but I heard we heard so many pain points from several of our partners as well as our good friends over at the White House and the Department of State and many other public sector agencies that there is a deficit. It's been very difficult to find diverse groups of talent and talent period to join their companies and populate those important I. T. Jobs stem jobs, whether it's very very technical or more data driven or more sort of design focus, product development focus across the board it's been very hard for them to find talent for those jobs. So girls in tech has partnered with AWS to create an initiative called the next generation public sector leaders and really focusing on creating awareness on career development opportunities for up and coming talent diverse talent that is curious and interested in job opportunities and educational opportunities within the public sector. So it has multi tiers, right? And it's something that we've devised based on the need and based on a lot of data and a lot of interviews from a lot of our partners and within the A. P. N. Network and we're doing a mentorship program which is a six month long program matching these amazing public sector executives, really accomplished leaders as well as our members from around the world um to connect and expose them and provide that nurturing, fostering mentality so that they can succeed in their careers. So >>eight of us getting behind this mission. Yes. And public sector is really fast growing changing. You start to see a lot of public private partnerships go on. So not just the old school public sector business, I mean the pandemic has shown the impact of society. So what does that do for the melting pot of talent out there? Have you seen anything out there? And how does that relate to this? Is that helped you at all or what's that does that mean for the mission? >>So there is a melting pot of talent. I just think we need to do a better job of creating awareness and really knowing where that talent lives. Like what are the blogs that they read? What are the videos that they watch and listen to? Where are they? Right. And we need to do the hard work and investigating and understanding like taking a more empathetic approach to really finding out what um how we can access them what their needs are. What are the things that interest piqued their interest within these jobs within the public sector um And customize it and market it so that they'll be eager and excited. Um And it would be more appealing to them. >>So I looked at the press release I just want to get your reaction to something you got evening with the experts. It's an in person event. >>Yes. When >>is that? Is that here is that going to be on your own event? What's that about? >>All the events that are going to be in person? Will be in D. C. Um There will be some virtual events as well. Our mentorship program is all virtual six month long program with curriculum and matchmaking on a platform that we use the evening with the experts which is a panel discussion with experts from a A. W. S. And beyond the A. P. N. Network. We'll talk about challenges and technology opportunities within a career development and also jobs. Um Well do recruitment like on the fly type of activities as well. Speed and speed interviewing, speed networking? Um We also have a few other programs, our webinar which is about the next gen public sector opportunities and this is more about the challenges that people face that companies face and the new technologies that will be launched very soon. And we're doing a widget on our jobs board to highlight the new career opportunity, new job opportunities from all of the public sector partners. We work with >>a very comprehensive, >>It's very comprehensive on the six >>month guided mentorship program. How does someone get involved in applications? How what's that going on there? >>It will be an application process and we will promote it to anyone who signs up to our newsletter. So go to Girls in tech dot org. Sign up for our newsletter and we will be posting and sharing more information on how people get involved. But we'll definitely send custom uh E. D. M essentially promoting to the people who are here at the conference and also through our Girls in tech D. C. Chapter as well. >>So I have to ask you, I know you've been really busy, been very successful. You've been out and about what's the trend line looked like? Well >>not for the last few years though, >>you've >>been in lockdown now. >>You've been working hard, you know have not not about now. You >>are not >>about what's the temperature like now in terms of the pulse of the industry relative to progress, what's what's what are you finding, what's the current situation >>progress for women in tech in the industry. So Since I started girls in tech in 2007, we've made A lot of progress, I would say it's a lot slower than I thought it would be, but you do see more and more women and people representing bipac actually apply for those jobs. We it is astronomically different than 2006, when I started in my first startup and there's a lot more mentorship, There are a lot more organizations out there that companies are more accountable with the R. G. Groups and they're changing their policies, are changing their training programs are having more off sites, there's now technologies that focus on tracking uh productivity and happiness of employees so that like all of that did not exist or I should say none of that existed, you know? And so we worked hard, we've worked hard, but it takes a village, it takes a lot of different people to create that change. And now one of girls in text mission is not just providing that education that community, that mentorship, we want to get the corporate involved, we want to teach the corporate about D and I training the importance of diversity, different tactics to recruit uh so on and so forth. And and it's been so amazing, so inspirational, I love, I started working more in partnerships and having our monthly calls with partners because I love it. I love collaborating to >>recruit good peer group around you to accelerate and create more territory of awareness and impact more people can get their hands involved. And I think to me that's what I think you're starting to see that with podcasts and media people are starting to go direct to tell their story, apps are out there now as you mentioned. So, but I feel like we're on a crossover point coming soon, totally thinks it's different. Um, but it's still a >>lot more work to do a lot more. We just got the service. I know, I know you've just scratched the surface, but we're so excited to be here. Aws is a huge supporter thanks to Sandy carter and her team. Um, it's been an amazing experience. >>Sandy's got great vision, she takes risks. So she's actually got the Amazonian concept of experiment, try something double down if it works and that's great to see that you guys have extended that relationship with, with her and the team. I like this idea of the fellowship cohort model of the or that program, you have the mentorship program. I think that's super cool. Um, that's something I think will be very successful. >>Uh, it's been successful so far. We typically over sell our mentorship are mentee spots. Uh, we only have 500 spots and last one we had over 2300 like a crazy amount, so we know that our members are really hungry for it around the world. And we know it will just be as just as popular for the public sector. So >>what's next for you? What's the vision? What's the next step was events are coming back in person? We're here in person. >>Yeah, there's just so much going on. I wish I could clone myself and we're busting at the seams. And I think the things that are really exciting to me are being able to produce our programs internationally, specifically in developing countries. So we're working um we haven't made an official announcement yet or anything, but we are working on expanding in african countries with Aws. They're doing some efforts and making some movements there. So places like Cameroon Ghana Nigeria Egypt. Uh we are looking to create chapters there for Girls in Tech and then expand our programming. Uh we're also, as mentioned earlier, we're working a lot with corporations to provide DNA training. So, training about policies, Inclusive leadership. Making sure they have the tools and policies to succeed and for their employees to feel comfortable, safe and productive in their work environment >>is great to see you. Congratulations Girls in tech dot org. Yes. Is the U. R. L. Check it out a great mission, very successful. Making progress any stats you can throw out there, you can share. >>Yeah, of course, you >>wrap it up. >>Yeah. So right now, girls in tech has 58 active chapters in 38 countries with over 70,000 active members. And by the end of the year we will have close to 100 active members. So hopefully we'll see you next year and that number will double or triple sign >>up. Tell him johN sent, you know, don't say that because you won't get no. Great to see you. >>Thank you. Nice to see you too. Thanks so >>much, john. Great to have you on cube coverage here at AWS public Sector summit in Washington, D. C. Is a live event. Were face to face. We had some remote guests. It's a hybrid event. Everything is being streamed. I'm john Kerry with the cube. Thanks for watching. Mhm. Mhm

value in jobs is probably the most rewarding >>things I've ever been involved >>in And I bring that energy to the queue because the cube is where all the ideas are and where the experts are, where the people are And I think what's most exciting about the cube is that we get to talk to people who are making things happen, entrepreneurs ceo of companies, venture capitalists, people who are really on a day in and day out basis, building great companies and the technology business is just not a lot of real time live tv coverage and and the cube is a non linear tv operation. We do everything that the T. V guys on cable don't do. We do longer interviews. We asked tougher questions. We >>ask sometimes some light questions. We talked about the person and what >>they feel about it's not prompted and scripted. It's a conversation authentic and for shows that have the cube coverage and makes the show buzz that creates excitement. More importantly, it creates great content, great digital assets that can be shared instantaneously to the world. Over 31 million people have viewed the cube and that is the result of great content, great conversations and I'm so proud to be part of a Q with great team. Hi, I'm john barrier, Thanks for watching the cube boy. >>Okay, welcome back everyone cube coverage of AWS amazon web services public sector summit in person here in Washington D. C. I'm john Kerry host of the cube with Sandy carter and Lynn martin Vm ware Vice president of government education and healthcare. Great to see you both cube alumni's although she's been on since 2014 your first time in 2018 18 2018. Great to see you. Great to see you. Thanks for coming on. Yeah, thanks for having us. So VM ware and 80 of us have a huge partnership. We've covered that announcement when Andy and Pat nelson was the Ceo. Then a lots happened, a lot of growth. A lot of success. Congratulations. Thank you. What's the big news with AWS this year in >>public sector. So we just received our authorization to operate for Fed ramp high. Um and we actually have a lot of joint roadmap planning. You are kicking off our job today with the Department of Defense and I. L five for the defense customers is also in process. So um a lot of fruits of a long time of labor. So very excited, >>awesome. So explain what does the Fed ramp authority to operate mean? What is >>that all about? So I would say in a nutshell, it's really putting a commercial offering through the security protocols to support the federal government needs. Um and there's different layers of that depending on the end user customers. So Fed ramp i across this, across all the civilian and non classified workloads in the federal government. Um probably applicability for state, local government as well with the new state Gramp focus. Um Fed ramp. I will meet or exceed that. So it will be applicable across the other parts of the government as well and all operated, you know, in a controlled environment jointly. So you get the VM ware software stack on top of the platform from A W. S and all the services that is more VM >>ware, faster deployed usage, faster acceleration. >>Yeah, so I would say um today the government operates on VM ware across all of the government, state, local and federal, um some workloads are still on prem many and this will really accelerate that transformation journey to the cloud and be able to move workloads quicker onto the BMC on AWS platform without free architect in your >>application, without giving away any kind of VM World Secret because that's next week. What is the value proposition of VM ware cloud, on AWS? What is the, what is the, what is the main value proposition you guys see in the public >>sector? So I see three and then Sandy chime in their two, I would say, you know, the costs in general to operate In the Cloud vs on prem or significant savings, we've seen savings over 300% on some customers. Um the speed on the application movement I think is a >>huge >>unique benefit on BMC on AWS. So traditionally to move to native cloud, you have to really do a lot of application were to be able to move those workloads where on BMC on AWS to move them pretty fast. And it also leverages the investments that the government agencies have already made in their operational tools and things of that nature. So it's not like a full reinvestment for something new but really leveraging both the skill sets in the data center in the I. T. Shops and the tools and investments you've bought over the past. And then the third area I would say is really getting the agility and flexibility and speed of a cloud experience. >>What's your, what's your reaction to the partnership? >>You know, we were just talking uh in a survey to our customers and 67% of them said that the velocity of the migration really matters to them. And one of the things that we do really well together is migrate very quickly, so we have workloads that we've migrated that have taken you know weeks months uh as opposed to years as they go over, which is really powerful. And then also tomorrow VM ware is with us in a session on data led migration. We were talking about data earlier and VM ware cloud on Aws also helps to migrate over like sequel server, database oracle databases so that we can also leverage that data now on the cloud to make better decisions and >>real time decisions as >>well. It's been really interesting to watch the partnership and watching VM ware transform as well, not only the migrations are in play with the public sector, there's a lot of them, believe me, healthcare, you name every area. It's all, all those old systems are out there. You know, I'm talking about out there. But now with microservices and containers, you've got tansy and you got the whole cloud, native VM ware stack emerging that's going to allow customers to re factor This is a dynamic that is kind of under reported >>Migration is one thing. But I think, I think that the whole Tan Xue portfolio is one of the most interesting things going on in VM ware. And we also have some integration going on on D. M. C on AWS with tan to we don't have that pentagram. Yeah. For the government market, but it's on the road mapping plans and we have other customers And I would say, you know, some of my non federal government customers were able to move workloads in hours, not even days or weeks. There you go, literally back and forth. And very impressive on the BMC on AWS platform. So, um, as we expand things in with the Tan Xue platform is, you know, Sandy talked about this yesterday and our partners summit, Everyone's talking about containers and things like that. VM ware is doing a lot of investment around the cooper Netease plus the application migration work and things of that nature. >>I'd love to get you guys reaction to this comment because I've seen a lot of change. Obviously we're all seeing it. I've actually interviewed a bunch of aWS and VM ware customers and I would call um some of the categories skeptics the old school cloud holding the line. And then when the pandemic hit those skeptics flip over because they see the value. In fact I actually interviewed a skeptic who became an award winner who went on the record and said I love hey w I love the cloud. I was a skeptic because you saw the value the time to value. This is really a key dynamic. I know it's kind of thrown out a lot of digital transformation or I. T. Modernization but the agility and that kind of speed. It becomes the number one thing. What's your reaction to the skeptics converting? And then what happens >>next? Um So I think there's still a lot of folks in I. T. That our tree huggers or I call him several huggers uh um pick your term. And I think that um there is some concern about what their role will be. So I think one of the differences delivering cloud services to your internal constituents is really understand the business value of the applications and what that delivers from a mission perspective back to your client. And that's a shift for data center owners to really start thinking more from the customer mission perspective than or my servers running you know, do you have enough storage capacity blah blah blah. So I think that creates that skepticism and part of that's around what's my role going to be. So in the cloud transformation of a customer, there's all this old people part that becomes really the catalyst and I think the customers that have been very sad and really leverage that and then retool the business value back to the end users around the mission have done the best job. >>I mean we talk about this all the time, it's really hard to get the best debris partners together and then make it all work cloud, it becomes easier than doing it very bespoke or waterfall way >>Yeah, I have to say with the announcement yesterday, we're going to have a lot more partner with partners. So you and I have talked about this a few times where we bring partners together to work with each other. In fact, Lynn is going to go meet with one of those partners right after the interview um that want to really focus in on a couple of particular areas to really drive this and I think, you know, part of the, you know, as your re factoring or migrating VMro over the other big benefit is skills, people have really strong, these fear skills, the sand skills, >>operation >>operation tools Yeah. And so they want to preserve those, I think that's part of the beauty of doing VM ware cloud on Aws is you get to take those skills with you into the new world as well, >>you know, I was going to just ask the next question ai ops or day two operations, a big buzzword Yeah and that is essentially operation mindset, that devoPS DEVOps two is coming. Emily Freeman gave a keynote with our last event we had with with amazon public showcase revolution and devops devoPS 2.0 is coming which is now faster, security is built in the front end, so all these things are happening so now it's coming into the public sector with the GovCloud. So I have to ask you Lynn what are some of the big successes you've had with on the gulf cloudy, just Govcloud. >>So I would say we've had a lot of customers across the state local side especially um that weren't waiting for fed ramp and those customers were able to move like I mentioned this earlier and you guys just touched on it. So I think the benefit and the benefit, one of our best customers is Emmett Right? Absolutely mitt, God bless them. They've been on every cloud journey with VM ware since 2014 we moved in my three years now and talk about a skeptic. So although Mark is very revolutionary and tries new things, he was like oh who knows and literally when we moved those workloads it was minutes and the I. T shop day one there was no transformation work for them, it was literally using all the tools and things in that environment. So the progress of that and the growth of the applications that have been able to move their things. That took 2 to 3 years before we're all done within six months and really being able to expand those business values back out for the services that he delivers to the customers. So I think you'll see quite a bit across state, local federal government. You know, we have U. S. Marshals, thank them very much. They were our sponsor that we've been working with the last few years. We have a defense customer working with us around aisle five. >>Um you know, if we could also thank Coal Fire because Cold Fire is one of our joint partners talking about partner partners and they were played a critical role in helping BM We're cloud on AWS and get the fed ramp high certifications. >>They were R three p. O. We hired them for their exercise expertise with AWS as well as helping the BMR. >>Well the partnership with the war has been a really big success. Remember the naysayers when that was announced? Um it really has worked out well for you guys. Um I do want to ask you one more thing and we don't mind. Um One of the biggest challenges that you see the blockers or challenges from agencies moving to the cloud cover cloud because you know, people are always trying to get those blockers out of the way but it's an organizational culture is a process technology. What's your what's your take on that land. Um >>I think a lot does have to do with the people and the organizational history. I think somewhere you need a leader and a champion that really wants to change for good. I call Pat, used to call a tech for good. I love that. Right to really, you know, get things moving for the customers. I mean one of the things I'm most proud about supporting the government business in general though is really the focus on the mission is unparalleled, you know, in the sectors we support, you say, education or government or healthcare. Right? All three of those sectors, there's never any doubt on what that focuses. So I think the positives of it are like, how do you get into that change around that? And that could be systems, there's less what's VMC ON AWS as we mentioned, because the tools already in the environment so they know how to use it. But I do think there's a transformation on the data center teams and really becoming moving from technology to the business aspects a little bit more around the missions and things of that. >>What's interesting is that it's so, I mean, I actually love this environment even though it's kind of hard on everyone. Education and health care have been disrupted unprecedented ways and it's never gonna change back? Remember healthcare, hip data silos, silos, education don't spend on it. >>That education was the most remarkable part. Unbelievable. I started working in february before school started with one of the large cities everyone can guess and just the way they were able to pivot so fast was amazing and I don't think anybody, I think we did like five years of transformation in six months and it's never going to go back. >>I completely a great yes education. We just did a piece of work with CTS around the world and education is one of the most disrupted as you said health care and then the third one is government and all three of those are public sector. So the three most disruptive sectors or mission areas are in public sector which has created a lot of opportunity for us and our partnership to add value. I mean that's what we're all about right customer obsession working backwards from the customer and making sure that our partnership continues to add value to those customers >>while we love the tech action on the cube. Obviously we'd like to document and pontificate and talk about it. Digital revolution. Every application now is in play globally. Not just for I. T. But for society, public sector more than ever is the hottest area on the planet. >>Absolutely. And I would say that now our customers are looking at E. S. G. Environmental, they want to know what you're doing on sustainability. They want to know what you're doing for society. We just had a bid that came in and they wanted to understand our diversity plan and then open governance. They're looking for that openness. They're not just artificial intelligence but looking at explainable AI as well. So I think that we have a chance to impact environment societies and governance >>and you mentioned space earlier. Another way I talked with closure. I mean I'm an interview today too, but what's happening with space and what you can monitor disasters, understand how to deploy resources to areas that might have challenges, earthquakes or fires or other things. All new things are happening. >>Absolutely. And all that data people like to say, why are you spending money on space? There's so many problems here, but that data that comes from space is going to impact us here on earth. And so all the things that we're doing, all that data could be used with VM ware cloud on AWS as well. >>Well, you watch closely we got some space coverage coming. I got a big scoop. I'm gonna release soon about something behind the dark side of the moon on in terms of space sovereignty coming a lot of action, cybersecurity in space. That's really heavy right now. But >>aren't you glad that VMC cloud on AWS isn't hidden on the dark side of the moon. It's >>right on the congratulations. Thanks for coming on. You guys are doing great. Thanks for >>thanks for sharing. Congratulations. >>Okay, cube coverage here continues. AWS public sector summit in Washington D. C live for two days of coverage be right back. Thank you. Mhm. Mhm mm mm hmm.

>>Hello and welcome back to the cubes live coverage of A W. S. Public sector summit. I'm john Kerry hosting CUBA. We're live in Washington D. C. For two days, an actual event with an expo floor with real people face to face and of course we're streaming it digitally on the cube and cube channels. And so our next guest, Mark Francis chief digital health integration officer Electronic caregiver, Mark great to see you tech veteran and former intel back in the day. You've seen your ways of innovation. Welcome to the cube. >>Thanks so much. It's a pleasure to be here. >>So we were talking before we came on camera about all the innovation going back in the computer industry but now with health care and delivery of care telemedicine and how the structural systems are changing and how cloud is impacting that. You guys have an interesting solution on AWS that kind of, to me connect the dots for many tell us what you guys do and take us through the product. >>Sure. Happy to do so uh our company is electronic caregiver were actually founded back in 2009. We're based in Los cruces new Mexico so off the grid. Um but since that time we have been spending a lot of time and money doing foundational R and D pilots and product development work. Really say how do you bridge that chasm between the doctor's office and the patient home in a way that you can put a patient facing device and equipment in a patient's home that's going to drive high level of engagement, obtain actionable curated data that's presented out to caregivers and the caregivers can then act upon that to help direct and deliver high quality care. >>So basically is the future of medicine, >>the future of medicine. Right. Right. We look at medicine, we look at the future of medicine as being a hybrid model of in person care plus remote care. And we really see ourselves at the epicenter of providing a platform to help enable that. >>You know the big story here at the public sector. Some and we've been reporting on a digitally for the previous year is the impact the pandemic has had on the industry and and not just normal disruption, you know technology and start ups, disruption happens, structural changes being forced upon industries by the force majeure. That is the pandemic education, health care and so video and data and connected oriented systems are now the thing structurally that's changing it. That's causing all kinds of business model, innovations and challenges. Yeah. What's your take on that? Because this is real. >>Yeah. It is real. It it's funny that this is actually my third digital health company. Um First one was in in uh Silicon Valley early remote patient monitoring company. We end up selling it to bosh uh when I joined intel to be part of our digital health group, we did that for five years and ended a joint venture with G. E. So people have been playing around in remote patient monitoring telehealth for some time until the pandemic though there wasn't really a strong business model to justify scaling of these businesses. Um uh the pandemic change that it forced adoption and force the government to allow reimbursement coach as well. And as a result of that we've seen this pure if aeration of different product offering service offerings and then payment models around telehealth broadly speaking >>well since you started talking the music started cranking because this is the new music of the industry, we're here on the expo floor, we have face to face conversations going on and uh turn the music down. Hey thanks guys, this is a huge thing and I want to uh highlight even further what is the driver for this? Because is it, I mean actually clouds got some benefits but as you guys do the R. And D. What's going on with what's the key drivers for medicine? >>Yeah, I would take two things from a from a technology perspective, the infrastructure is finally in place to enable this type of charity distance before that it really wasn't there now that's there and the products that folks are used are much more affordable about the provider's side and the patient side. The main driver is um uh there's a lot of underlying trends that were happening that we're just being ignored Whether it was 50% non adherence to treatment plans, massive medication mismanagement um lack of professional and informal caregivers, all those things were kind of happening underneath the surface and then with Kobe, it all hit everybody in the phase. People started using telehealth and then realize, hey, we can deliver high quality care, we can deliver value based care mixed with a hybrid model of tele care plus patient care. And it turned out that, that, that works out well. So I think it's now a realization that tell care not only connects patients but solve some of these other issues around adherents, compliance, staffing and a number of other >>things and that this is a structural change we were talking about. Exactly. All right, So talk about amazon, what do you guys are doing on AWS? How's that all work? >>That's working out great. So as we, as we launch at a 2.0, we built it on 24 foundational aws and Amazon services. It's a serverless architecture, um, uh, which is delivered. What enables us to do is we have a whole bunch of different patients facing devices which we now integrate all into one back end through which we can run our data analytics are machine learning and then present curated actual data to the providers on top of that. We've also been developing a virtual caregiver that's really, really innovative. So we're using the unity engine to develop a very, very realistic virtual caregiver that is with the patient 24 hours a day in their home, they develop a relationship with that individual and then through that they can really drive greater you know more intimate care plan and a more intimate relationship with their human caregivers that's built using basic technology behind Alexa pauline lacks as well as IOT core and a lot of other ai ml services from from amazon as well. >>Not to get all nerdy and kind of seeking out here because under the hood it's all the goodness of amazon. We've got a server list, you got tennis is probably in there doing something who knows what's going on there, You've got polly let's do this and that but it also highlights the edge the ultimate network edges the human and if you've got to care for the patient at home or wherever on the run whatever. Yeah you got to get the access to the data so yeah I can imagine a lot of monitoring involved too. Yeah can you take us through how that works? >>Yeah and for us we like to talk about intelligence as opposed to data because data for data sakes isn't actionable. So really what can we do through machine learning and artificial intelligence to be able to make that data more actionable before the human caregiver because you're never going to take a human out of the equation. Uh But uh we had a lot of data inputs, they're both direct data inputs such as vital signs, we also get subtle data input. So with our with our uh with Addison or virtual caregiver uh the product actually come to the camera away from intel called the real sense cameras. And with that we get to see several signs of changes in terms of gate which might be in the indicative of falls risk of falls. We can see body temperature, pulse, heart rate, signs of stress, lack of sleep. Maybe that's a sign of uh adverse reaction to a new medication. There's a bunch of different direct and indirect inputs. We can take run some analysis against and then say hey there's something here you might want to look at because it might be indicating a change in health. >>So this is where the innovation around these bots and ai come in because you're essentially getting pattern matching on other signals you already know. So using the cameras and or sensors in to understand and get the patients some signaling where they can maybe take action call >>fun or Yeah, that's exactly. And the other thing we get, we get to integrate information related to what are called social determinants of health. So there's a whole body of research now showing that 65% of someone's health is actually driven by non clinical issues. So again issues of food security, transportation, access to care, mental health type issues in terms of stress and stuff like we can start gathering some of that information to based upon people's behaviors or for you to assessments which can also provide insights to help direct care. >>So maybe when I'm doing the Cuban reviews, you guys can go to work and look at me. I'm stressed out right now, having a great time here public sector, this is really cool. So take a minute to explain the vision. What does this go from here? I'll see low hanging fruit, telemedicine, check data, observe ability for patient for optimizing care, check what happens next industry disruption, what how these dominoes have been kind of fall? >>Yeah, for us uh we really are seeing more providers and more payers system. Integrators looking now to say how do I put together a comprehensive solution from the doctor's office to inpatient hospital to home that can remove it. A lot of barriers to care addi which is our platform is designed to be interoperable to plug into electronic health care systems, whether it's Cerner, Epic or Athenahealth, whatever it might be to be able to create that you pick us seamless platform for provider to use. We can push all of the data to their platform if they want to use that or they could use our platform and dashboard as well. We make it available to healthcare providers but also a lot of people are trying to age in place and they're getting treated by private duty providers, senior housing providers and other maybe less clinical caregivers. But if you're there every day with somebody you can pick up signs which might prevent a major health episode down the road. So we want to close that circle our our vision is how do we close the circle of care so that people get the right information at the right time to deliver the right >>care. So it's kind of a health care stack of a new kind of stack. So I have to ask you if there was an eye as pass and sass category um infrastructure as a service platform as a service. And then says it sounds like you guys are kind of combine the lower parts of the stack and enable your partners to develop on top of. Is that how it >>works? Yes it does. Yeah. Yeah. So with addie, the interesting thing that we've done it's designed to have open a P. I. For a lot of modules as well. So if we're working with the american Heart Association and we want to do a uh cardiac care module from using their I. P. We could do that if we want to integrate with Uber health or lift we could do that as well if we want to do something in the amazon and pill pack, it's a plug in that we could do that. So if I'm a patient or or a loved one at home instead of going to 10 different places or use our platform and then pull up four different apps. Everything can be right there at their fingertips. You can either do it by touch or you can use this voice because it's all a voice or a touch of interaction. >>So just because I'm curious and and and for clarification, the idea of going past versus SAS platform versus software as a service is why flexibility or customization? Why not go SAS and be a SAS application? >>Uh we've talked mostly about, we've we've gone back and forth platform as a service or infrastructure as a service. So that's more the debate that we've had. It's more about the scalability that we can offer. Um uh not just in the United States, but globally as well. Um and really that's really the thing that we've been looking at, especially because there's so many different sources of data, if you want to provide high quality care that needs to be integrated. We want to make sure that we created a platform, not just for what we provide but for what others in the environment can provide. >>So you really want to enable other people to create that very much layer on top of you guys, do you have out of the box SAS to get people going or is that just >>With the release of adding 2.0, now we do. So now folks go to our website and they contact our development those tools and and those libraries are available. >>Now, this is an awesome opportunity. So for people out there who are wanting to innovate on you, they can just say, okay, I'll leverage your the amazon web services of healthcare essentially. >>That's a nice bold ambitious statement. Yeah, but I mean kind of but if we if we can achieve that, then we'd be quite happy and we think the industry, you're gonna partner >>benefit of that. It's an ecosystem play. Exactly, yeah. It's kind of like. >>Yeah, yeah, yeah, yeah. And for us, what we do covert is a perfect example going back to that. So when Covid hit um were based in las cruces, new Mexico last winter lost crew system to el paso and overwhelmed. They're at capacity. Different health care systems came to us, they asked if we partner with them to deliver a basically a triage program for folks that were coming into the er with Covid. So we designed a Kobe at home programs. So you get diagnosed, get a kit, go home and using telehealth virtual visits, remote monitoring. Be able to stay healthy at home without doing community spread. And by making sure that you were being watched over by a care professionals 24 hours a day. We did that um worked with 300 people Malcolm would all of them said healthy. We were able to expand uh inpatient capacity by 77%. We saved the system over $6 million in in three months. We've now been asked and we're actually replicating that in Memphis now and then also we've been asked to do so down in Mississippi >>mark, great conversation. Uh real quick. I only I don't have much time left but I want to ask you, does this mean that we're gonna see a clip of proliferation of in home kind of devices to assist? >>Yeah, we will. Uh, what we've seen is a big pivot now towards hospital at home model of care. So you have providers saying, you know, I'll see you in my facility but also extend capabilities so I can see you and treat you at home as well. We've also seen a realization that telehealth is more than a than an occasional video visit because if all you're doing is replacing an occasional in person visit with an occasional video visit. You're not really changing things now. There's a whole different sensors ai other integrations that come together to be able to enable these different models >>for all the business school folks out there and people who understand what's going on with structural change. That's when innovation really changes. Yeah, this is structural change. >>Absolutely. >>Mark, thanks for coming on. Mark Francis chief Digital Health Integration Officer Electronic Caregiver here on the Q. Thanks. Coming >>on. Thank you. My pleasure. >>Okay, more coverage after this short break. I'm john Kerry, your host Aws public Sector summit, We'll be right back mm mm mm

>>Hello and welcome today's cube presentation of eight of us startup showcase. I'm john for your host highlighting the hottest companies and devops data analytics and cloud management lisa martin and David want are here to kick it off. We've got a great program for you again. This is our, our new community event model where we're doing every quarter, we have every new episode, this is quarter three this year or episode three, season one of the hottest cloud startups and we're gonna be featured. Then we're gonna do a keynote package and then 15 countries will present their story, Go check them out and then have a closing keynote with a practitioner and we've got some great lineups, lisa Dave, great to see you. Thanks for joining me. >>Hey guys, >>great to be here. So David got to ask you, you know, back in events last night we're at the 14 it's event where they had the golf PGA championship with the cube Now we got the hybrid model, This is the new normal. We're in, we got these great companies were showcasing them. What's your take? >>Well, you're right. I mean, I think there's a combination of things. We're seeing some live shows. We saw what we did with at mobile world Congress. We did the show with AWS storage day where it was, we were at the spheres, there was no, there was a live audience, but they weren't there physically. It was just virtual and yeah, so, and I just got pained about reinvent. Hey Dave, you gotta make your flights. So I'm making my flights >>were gonna be at the amazon web services, public sector summit next week. At least a lot, a lot of cloud convergence going on here. We got many companies being featured here that we spoke with the Ceo and their top people cloud management, devops data, nelson security. Really cutting edge companies, >>yes, cutting edge companies who are all focused on acceleration. We've talked about the acceleration of digital transformation the last 18 months and we've seen a tremendous amount of acceleration in innovation with what these startups are doing. We've talked to like you said, there's, there's C suite, we've also talked to their customers about how they are innovating so quickly with this hybrid environment, this remote work and we've talked a lot about security in the last week or so. You mentioned that we were at Fortinet cybersecurity skills gap. What some of these companies are doing with automation for example, to help shorten that gap, which is a big opportunity >>for the job market. Great stuff. Dave so the format of this event, you're going to have a fireside chat with the practitioner, we'd like to end these programs with a great experienced practitioner cutting edge in data february. The beginning lisa are gonna be kicking off with of course Jeff bar to give us the update on what's going on AWS and then a special presentation from Emily Freeman who is the author of devops for dummies, she's introducing new content. The revolution in devops devops two point oh and of course jerry Chen from Greylock cube alumni is going to come on and talk about his new thesis castles in the cloud creating moats at cloud scale. We've got a great lineup of people and so the front ends can be great. Dave give us a little preview of what people can expect at the end of the fireside chat. >>Well at the highest level john I've always said we're entering that sort of third great wave of cloud. First wave was experimentation. The second big wave was migration. The third wave of integration, Deep business integration and what you're >>going to hear from >>Hello Fresh today is how they like many companies that started early last decade. They started with an on prem Hadoop system and then of course we all know what happened is S three essentially took the knees out from, from the on prem Hadoop market lowered costs, brought things into the cloud and what Hello Fresh is doing is they're transforming from that legacy Hadoop system into its running on AWS but into a data mess, you know, it's a passionate topic of mine. Hello Fresh was scaling they realized that they couldn't keep up so they had to rethink their entire data architecture and they built it around data mesh Clements key and christoph Soewandi gonna explain how they actually did that are on a journey or decentralized data >>measure it and your posts have been awesome on data measure. We get a lot of traction. Certainly you're breaking analysis for the folks watching check out David Landes, Breaking analysis every week, highlighting the cutting edge trends in tech Dave. We're gonna see you later, lisa and I are gonna be here in the morning talking about with Emily. We got Jeff Barr teed up. Dave. Thanks for coming on. Looking forward to fireside chat lisa. We'll see you when Emily comes back on. But we're gonna go to Jeff bar right now for Dave and I are gonna interview Jeff. Mm >>Hey Jeff, >>here he is. Hey, how are you? How's it going really well. So I gotta ask you, the reinvent is on, everyone wants to know that's happening right. We're good with Reinvent. >>Reinvent is happening. I've got my hotel and actually listening today, if I just remembered, I still need to actually book my flights. I've got my to do list on my desk and I do need to get my >>flights. Uh, >>really looking forward >>to it. I can't wait to see the all the announcements and blog posts. We're gonna, we're gonna hear from jerry Chen later. I love the after on our next event. Get your reaction to this castle and castles in the cloud where competitive advantages can be built in the cloud. We're seeing examples of that. But first I gotta ask you give us an update of what's going on. The ap and ecosystem has been an incredible uh, celebration these past couple weeks, >>so, so a lot of different things happening and the interesting thing to me is that as part of my job, I often think that I'm effectively living in the future because I get to see all this really cool stuff that we're building just a little bit before our customers get to, and so I'm always thinking okay, here I am now, and what's the world going to be like in a couple of weeks to a month or two when these launches? I'm working on actually get out the door and that, that's always really, really fun, just kind of getting that, that little edge into where we're going, but this year was a little interesting because we had to really significant birthdays, we had the 15 year anniversary of both EC two and S three and we're so focused on innovating and moving forward, that it's actually pretty rare for us at Aws to look back and say, wow, we've actually done all these amazing things in in the last 15 years, >>you know, it's kind of cool Jeff, if I may is is, you know, of course in the early days everybody said, well, a place for startup is a W. S and now the great thing about the startup showcases, we're seeing the startups that >>are >>very near, or some of them have even reached escape velocity, so they're not, they're not tiny little companies anymore, they're in their transforming their respective industries, >>they really are and I think that as they start ups grow, they really start to lean into the power of the cloud. They as they start to think, okay, we've we've got our basic infrastructure in place, we've got, we were serving data, we're serving up a few customers, everything is actually working pretty well for us. We've got our fundamental model proven out now, we can invest in publicity and marketing and scaling and but they don't have to think about what's happening behind the scenes. They just if they've got their auto scaling or if they're survivalists, the infrastructure simply grows to meet their demand and it's it's just a lot less things that they have to worry about. They can focus on the fun part of their business which is actually listening to customers and building up an awesome business >>Jeff as you guys are putting together all the big pre reinvented, knows a lot of stuff that goes on prior as well and they say all the big good stuff to reinvent. But you start to see some themes emerged this year. One of them is modernization of applications, the speed of application development in the cloud with the cloud scale devops personas, whatever persona you want to talk about but basically speed the speed of of the app developers where other departments have been slowing things down, I won't say name names, but security group and I t I mean I shouldn't have said that but only kidding but no but seriously people want in minutes and seconds now not days or weeks. You know whether it's policy. What are some of the trends that you're seeing around this this year as we get into some of the new stuff coming out >>So Dave customers really do want speed and for we've actually encapsulate this for a long time in amazon in what we call the bias for action leadership principle >>where >>we just need to jump in and move forward and and make things happen. A lot of customers look at that and they say yes this is great. We need to have the same bias fraction. Some do. Some are still trying to figure out exactly how to put it into play. And they absolutely for sure need to pay attention to security. They need to respect the past and make sure that whatever they're doing is in line with I. T. But they do want to move forward. And the interesting thing that I see time and time again is it's not simply about let's adopt a new technology. It's how do we >>how do we keep our workforce >>engaged? How do we make sure that they've got the right training? How do we bring our our I. T. Team along for this. Hopefully new and fun and exciting journey where they get to learn some interesting new technologies they've got all this very much accumulated business knowledge they still want to put to use, maybe they're a little bit apprehensive about something brand new and they hear about the cloud, but there by and large, they really want to move forward. They just need a little bit of >>help to make it happen >>real good guys. One of the things you're gonna hear today, we're talking about speed traditionally going fast. Oftentimes you meant you have to sacrifice some things on quality and what you're going to hear from some of the startups today is how they're addressing that to automation and modern devoPS technologies and sort of rethinking that whole application development approach. That's something I'm really excited to see organization is beginning to adopt so they don't have to make that tradeoff anymore. >>Yeah, I would >>never want to see someone >>sacrifice quality, >>but I do think that iterating very quickly and using the best of devoPS principles to be able to iterate incredibly quickly and get that first launch out there and then listen with both ears just >>as much >>as you can, Everything. You hear iterate really quickly to meet those needs in, in hours and days, not months, quarters or years. >>Great stuff. Chef and a lot of the companies were featuring here in the startup showcase represent that new kind of thinking, um, systems thinking as well as you know, the cloud scale and again and it's finally here, the revolution of deVOps is going to the next generation and uh, we're excited to have Emily Freeman who's going to come on and give a little preview for her new talk on this revolution. So Jeff, thank you for coming on, appreciate you sharing the update here on the cube. Happy >>to be. I'm actually really looking forward to hearing from Emily. >>Yeah, it's great. Great. Looking forward to the talk. Brand new Premier, Okay, uh, lisa martin, Emily Freeman is here. She's ready to come in and we're going to preview her lightning talk Emily. Um, thanks for coming on, we really appreciate you coming on really, this is about to talk around deVOPS next gen and I think lisa this is one of those things we've been, we've been discussing with all the companies. It's a new kind of thinking it's a revolution, it's a systems mindset, you're starting to see the connections there she is. Emily, Thanks for coming. I appreciate it. >>Thank you for having me. So your teaser video >>was amazing. Um, you know, that little secret radical idea, something completely different. Um, you gotta talk coming up, what's the premise behind this revolution, you know, these tying together architecture, development, automation deployment, operating altogether. >>Yes, well, we have traditionally always used the sclc, which is the software delivery life cycle. Um, and it is a straight linear process that has actually been around since the sixties, which is wild to me um, and really originated in manufacturing. Um, and as much as I love the Toyota production system and how much it has shown up in devops as a sort of inspiration on how to run things better. We are not making cars, we are making software and I think we have to use different approaches and create a sort of model that better reflects our modern software development process. >>It's a bold idea and looking forward to the talk and as motivation. I went into my basement and dusted off all my books from college in the 80s and the sea estimates it was waterfall. It was software development life cycle. They trained us to think this way and it came from the mainframe people. It was like, it's old school, like really, really old and it really hasn't been updated. Where's the motivation? I actually cloud is kind of converging everything together. We see that, but you kind of hit on this persona thing. Where did that come from this persona? Because you know, people want to put people in buckets release engineer. I mean, where's that motivation coming from? >>Yes, you're absolutely right that it came from the mainframes. I think, you know, waterfall is necessary when you're using a punch card or mag tape to load things onto a mainframe, but we don't exist in that world anymore. Thank goodness. And um, yes, so we, we use personas all the time in tech, you know, even to register, well not actually to register for this event, but a lot events. A lot of events, you have to click that drop down. Right. Are you a developer? Are you a manager, whatever? And the thing is personas are immutable in my opinion. I was a developer. I will always identify as a developer despite playing a lot of different roles and doing a lot of different jobs. Uh, and this can vary throughout the day. Right. You might have someone who has a title of software architect who ends up helping someone pair program or develop or test or deploy. Um, and so we wear a lot of hats day to day and I think our discussions around roles would be a better, um, certainly a better approach than personas >>lease. And I've been discussing with many of these companies around the roles and we're hearing from them directly and they're finding out that people have, they're mixing and matching on teams. So you're, you're an S R E on one team and you're doing something on another team where the workflows and the workloads defined the team formation. So this is a cultural discussion. >>It absolutely is. Yes. I think it is a cultural discussion and it really comes to the heart of devops, right? It's people process. And then tools deVOps has always been about culture and making sure that developers have all the tools they need to be productive and honestly happy. What good is all of this? If developing software isn't a joyful experience. Well, >>I got to ask you, I got you here obviously with server list and functions just starting to see this kind of this next gen. And we're gonna hear from jerry Chen, who's a Greylock VC who's going to talk about castles in the clouds, where he's discussing the moats that could be created with a competitive advantage in cloud scale. And I think he points to the snowflakes of the world. You're starting to see this new thing happening. This is devops 2.0, this is the revolution. Is this kind of where you see the same vision of your talk? >>Yes, so DeVOps created 2000 and 8, 2000 and nine, totally different ecosystem in the world we were living in, you know, we didn't have things like surveillance and containers, we didn't have this sort of default distributed nature, certainly not the cloud. Uh and so I'm very excited for jerry's talk. I'm curious to hear more about these moz. I think it's fascinating. Um but yeah, you're seeing different companies use different tools and processes to accelerate their delivery and that is the competitive advantage. How can we figure out how to utilize these tools in the most efficient way possible. >>Thank you for coming and giving us a preview. Let's now go to your lightning keynote talk. Fresh content. Premier of this revolution in Devops and the Freemans Talk, we'll go there now. >>Hi, I'm Emily Freeman, I'm the author of devops for dummies and the curator of 97 things every cloud engineer should know. I am thrilled to be here with you all today. I am really excited to share with you a kind of a wild idea, a complete re imagining of the S DLC and I want to be clear, I need your feedback. I want to know what you think of this. You can always find me on twitter at editing. Emily, most of my work centers around deVOps and I really can't overstate what an impact the concept of deVOPS has had on this industry in many ways it built on the foundation of Agile to become a default a standard we all reach for in our everyday work. When devops surfaced as an idea in 2008, the tech industry was in a vastly different space. AWS was an infancy offering only a handful of services. Azure and G C P didn't exist yet. The majority's majority of companies maintained their own infrastructure. Developers wrote code and relied on sys admins to deploy new code at scheduled intervals. Sometimes months apart, container technology hadn't been invented applications adhered to a monolithic architecture, databases were almost exclusively relational and serverless wasn't even a concept. Everything from the application to the engineers was centralized. Our current ecosystem couldn't be more different. Software is still hard, don't get me wrong, but we continue to find novel solutions to consistently difficult, persistent problems. Now, some of these end up being a sort of rebranding of old ideas, but others are a unique and clever take to abstracting complexity or automating toil or perhaps most important, rethinking challenging the very premises we have accepted as Cannon for years, if not decades. In the years since deVOps attempted to answer the critical conflict between developers and operations, engineers, deVOps has become a catch all term and there have been a number of derivative works. Devops has come to mean 5000 different things to 5000 different people. For some, it can be distilled to continuous integration and continuous delivery or C I C D. For others, it's simply deploying code more frequently, perhaps adding a smattering of tests for others. Still, its organizational, they've added a platform team, perhaps even a questionably named DEVOPS team or have created an engineering structure that focuses on a separation of concerns. Leaving feature teams to manage the development, deployment, security and maintenance of their siloed services, say, whatever the interpretation, what's important is that there isn't a universally accepted standard. Well, what deVOPS is or what it looks like an execution, it's a philosophy more than anything else. A framework people can utilize to configure and customize their specific circumstances to modern development practices. The characteristic of deVOPS that I think we can all agree on though, is that an attempted to capture the challenges of the entire software development process. It's that broad umbrella, that holistic view that I think we need to breathe life into again, The challenge we face is that DeVOps isn't increasingly outmoded solution to a previous problem developers now face. Cultural and technical challenge is far greater than how to more quickly deploy a monolithic application. Cloud native is the future the next collection of default development decisions and one the deVOPS story can't absorb in its current form. I believe the era of deVOPS is waning and in this moment as the sun sets on deVOPS, we have a unique opportunity to rethink rebuild free platform. Even now, I don't have a crystal ball. That would be very handy. I'm not completely certain with the next decade of tech looks like and I can't write this story alone. I need you but I have some ideas that can get the conversation started, I believe to build on what was we have to throw away assumptions that we've taken for granted all this time in order to move forward. We must first step back. Mhm. The software or systems development life cycle, what we call the S. D. L. C. has been in use since the 1960s and it's remained more or less the same since before color television and the touch tone phone. Over the last 60 or so odd years we've made tweaks, slight adjustments, massaged it. The stages or steps are always a little different with agile and deVOps we sort of looped it into a circle and then an infinity loop we've added pretty colors. But the sclc is more or less the same and it has become an assumption. We don't even think about it anymore, universally adopted constructs like the sclc have an unspoken permanence. They feel as if they have always been and always will be. I think the impact of that is even more potent. If you were born after a construct was popularized. Nearly everything around us is a construct, a model, an artifact of a human idea. The chair you're sitting in the desk, you work at the mug from which you drink coffee or sometimes wine, buildings, toilets, plumbing, roads, cars, art, computers, everything. The sclc is a remnant an artifact of a previous era and I think we should throw it away or perhaps more accurately replace it, replace it with something that better reflects the actual nature of our work. A linear, single threaded model designed for the manufacturer of material goods cannot possibly capture the distributed complexity of modern socio technical systems. It just can't. Mhm. And these two ideas aren't mutually exclusive that the sclc was industry changing, valuable and extraordinarily impactful and that it's time for something new. I believe we are strong enough to hold these two ideas at the same time, showing respect for the past while envisioning the future. Now, I don't know about you, I've never had a software project goes smoothly in one go. No matter how small. Even if I'm the only person working on it and committing directly to master software development is chaos. It's a study and entropy and it is not getting any more simple. The model with which we think and talk about software development must capture the multithreaded, non sequential nature of our work. It should embody the roles engineers take on and the considerations they make along the way. It should build on the foundations of agile and devops and represent the iterative nature of continuous innovation. Now, when I was thinking about this, I was inspired by ideas like extreme programming and the spiral model. I I wanted something that would have layers, threads, even a way of visually representing multiple processes happening in parallel. And what I settled on is the revolution model. I believe the visualization of revolution is capable of capturing the pivotal moments of any software scenario. And I'm going to dive into all the discrete elements. But I want to give you a moment to have a first impression, to absorb my idea. I call it revolution because well for one it revolves, it's circular shape reflects the continuous and iterative nature of our work, but also because it is revolutionary. I am challenging a 60 year old model that is embedded into our daily language. I don't expect Gartner to build a magic quadrant around this tomorrow, but that would be super cool. And you should call me my mission with. This is to challenge the status quo to create a model that I think more accurately reflects the complexity of modern cloud native software development. The revolution model is constructed of five concentric circles describing the critical roles of software development architect. Ng development, automating, deploying and operating intersecting each loop are six spokes that describe the production considerations every engineer has to consider throughout any engineering work and that's test, ability, secure ability, reliability, observe ability, flexibility and scalability. The considerations listed are not all encompassing. There are of course things not explicitly included. I figured if I put 20 spokes, some of us, including myself, might feel a little overwhelmed. So let's dive into each element in this model. We have long used personas as the default way to do divide audiences and tailor messages to group people. Every company in the world right now is repeating the mantra of developers, developers, developers but personas have always bugged me a bit because this approach typically either oversimplifies someone's career are needlessly complicated. Few people fit cleanly and completely into persona based buckets like developers and operations anymore. The lines have gotten fuzzy on the other hand, I don't think we need to specifically tailor messages as to call out the difference between a devops engineer and a release engineer or a security administrator versus a security engineer but perhaps most critically, I believe personas are immutable. A persona is wholly dependent on how someone identifies themselves. It's intrinsic not extrinsic. Their titles may change their jobs may differ, but they're probably still selecting the same persona on that ubiquitous drop down. We all have to choose from when registering for an event. Probably this one too. I I was a developer and I will always identify as a developer despite doing a ton of work in areas like devops and Ai Ops and Deverell in my heart. I'm a developer I think about problems from that perspective. First it influences my thinking and my approach roles are very different. Roles are temporary, inconsistent, constantly fluctuating. If I were an actress, the parts I would play would be lengthy and varied, but the persona I would identify as would remain an actress and artist lesbian. Your work isn't confined to a single set of skills. It may have been a decade ago, but it is not today in any given week or sprint, you may play the role of an architect. Thinking about how to design a feature or service, developer building out code or fixing a bug and on automation engineer, looking at how to improve manual processes. We often refer to as soil release engineer, deploying code to different environments or releasing it to customers or in operations. Engineer ensuring an application functions inconsistent expected ways and no matter what role we play. We have to consider a number of issues. The first is test ability. All software systems require testing to assure architects that designs work developers, the code works operators, that infrastructure is running as expected and engineers of all disciplines that code changes won't bring down the whole system testing in its many forms is what enables systems to be durable and have longevity. It's what reassures engineers that changes won't impact current functionality. A system without tests is a disaster waiting to happen, which is why test ability is first among equals at this particular roundtable. Security is everyone's responsibility. But if you understand how to design and execute secure systems, I struggle with this security incidents for the most part are high impact, low probability events. The really big disasters, the one that the ones that end up on the news and get us all free credit reporting for a year. They don't happen super frequently and then goodness because you know that there are endless small vulnerabilities lurking in our systems. Security is something we all know we should dedicate time to but often don't make time for. And let's be honest, it's hard and complicated and a little scary def sec apps. The first derivative of deVOPS asked engineers to move security left this approach. Mint security was a consideration early in the process, not something that would block release at the last moment. This is also the consideration under which I'm putting compliance and governance well not perfectly aligned. I figure all the things you have to call lawyers for should just live together. I'm kidding. But in all seriousness, these three concepts are really about risk management, identity, data, authorization. It doesn't really matter what specific issue you're speaking about, the question is who has access to what win and how and that is everyone's responsibility at every stage site reliability engineering or sorry, is a discipline job and approach for good reason. It is absolutely critical that applications and services work as expected. Most of the time. That said, availability is often mistakenly treated as a synonym for reliability. Instead, it's a single aspect of the concept if a system is available but customer data is inaccurate or out of sync. The system is not reliable, reliability has five key components, availability, latency, throughput. Fidelity and durability, reliability is the end result. But resiliency for me is the journey the action engineers can take to improve reliability, observe ability is the ability to have insight into an application or system. It's the combination of telemetry and monitoring and alerting available to engineers and leadership. There's an aspect of observe ability that overlaps with reliability, but the purpose of observe ability isn't just to maintain a reliable system though, that is of course important. It is the capacity for engineers working on a system to have visibility into the inner workings of that system. The concept of observe ability actually originates and linear dynamic systems. It's defined as how well internal states of a system can be understood based on information about its external outputs. If it is critical when companies move systems to the cloud or utilize managed services that they don't lose visibility and confidence in their systems. The shared responsibility model of cloud storage compute and managed services require that engineering teams be able to quickly be alerted to identify and remediate issues as they arise. Flexible systems are capable of adapting to meet the ever changing needs of the customer and the market segment, flexible code bases absorb new code smoothly. Embody a clean separation of concerns. Are partitioned into small components or classes and architected to enable the now as well as the next inflexible systems. Change dependencies are reduced or eliminated. Database schemas accommodate change well components, communicate via a standardized and well documented A. P. I. The only thing constant in our industry is change and every role we play, creating flexibility and solutions that can be flexible that will grow as the applications grow is absolutely critical. Finally, scalability scalability refers to more than a system's ability to scale for additional load. It implies growth scalability and the revolution model carries the continuous innovation of a team and the byproducts of that growth within a system. For me, scalability is the most human of the considerations. It requires each of us in our various roles to consider everyone around us, our customers who use the system or rely on its services, our colleagues current and future with whom we collaborate and even our future selves. Mhm. Software development isn't a straight line, nor is it a perfect loop. It is an ever changing complex dance. There are twirls and pivots and difficult spins forward and backward. Engineers move in parallel, creating truly magnificent pieces of art. We need a modern model for this modern era and I believe this is just the revolution to get us started. Thank you so much for having me. >>Hey, we're back here. Live in the keynote studio. I'm john for your host here with lisa martin. David lot is getting ready for the fireside chat ending keynote with the practitioner. Hello! Fresh without data mesh lisa Emily is amazing. The funky artwork there. She's amazing with the talk. I was mesmerized. It was impressive. >>The revolution of devops and the creative element was a really nice surprise there. But I love what she's doing. She's challenging the status quo. If we've learned nothing in the last year and a half, We need to challenge the status quo. A model from the 1960s that is no longer linear. What she's doing is revolutionary. >>And we hear this all the time. All the cube interviews we do is that you're seeing the leaders, the SVP's of engineering or these departments where there's new new people coming in that are engineering or developers, they're playing multiple roles. It's almost a multidisciplinary aspect where you know, it's like going into in and out burger in the fryer later and then you're doing the grill, you're doing the cashier, people are changing roles or an architect, their test release all in one no longer departmental, slow siloed groups. >>She brought up a great point about persona is that we no longer fit into these buckets. That the changing roles. It's really the driver of how we should be looking at this. >>I think I'm really impressed, really bold idea, no brainer as far as I'm concerned, I think one of the things and then the comments were off the charts in a lot of young people come from discord servers. We had a good traction over there but they're all like learning. Then you have the experience, people saying this is definitely has happened and happening. The dominoes are falling and they're falling in the direction of modernization. That's the key trend speed. >>Absolutely with speed. But the way that Emily is presenting it is not in a brash bold, but it's in a way that makes great sense. The way that she creatively visually lined out what she was talking about Is amenable to the folks that have been doing this for since the 60s and the new folks now to really look at this from a different >>lens and I think she's a great setup on that lightning top of the 15 companies we got because you think about sis dig harness. I white sourced flamingo hacker one send out, I oh, okay. Thought spot rock set Sarah Ops ramp and Ops Monte cloud apps, sani all are doing modern stuff and we talked to them and they're all on this new wave, this monster wave coming. What's your observation when you talk to these companies? >>They are, it was great. I got to talk with eight of the 15 and the amount of acceleration of innovation that they've done in the last 18 months is phenomenal obviously with the power and the fuel and the brand reputation of aws but really what they're all facilitating cultural shift when we think of devoPS and the security folks. Um, there's a lot of work going on with ai to an automation to really kind of enabled to develop the develops folks to be in control of the process and not have to be security experts but ensuring that the security is baked in shifting >>left. We saw that the chat room was really active on the security side and one of the things I noticed was not just shift left but the other groups, the security groups and the theme of cultural, I won't say war but collision cultural shift that's happening between the groups is interesting because you have this new devops persona has been around Emily put it out for a while. But now it's going to the next level. There's new revolutions about a mindset, a systems mindset. It's a thinking and you start to see the new young companies coming out being funded by the gray locks of the world who are now like not going to be given the we lost the top three clouds one, everything. there's new business models and new technical architecture in the cloud and that's gonna be jerry Chen talk coming up next is going to be castles in the clouds because jerry chant always talked about moats, competitive advantage and how moats are key to success to guard the castle. And then we always joke, there's no more moz because the cloud has killed all the boats. But now the motor in the cloud, the castles are in the cloud, not on the ground. So very interesting thought provoking. But he's got data and if you look at the successful companies like the snowflakes of the world, you're starting to see these new formations of this new layer of innovation where companies are growing rapidly, 98 unicorns now in the cloud. Unbelievable, >>wow, that's a lot. One of the things you mentioned, there's competitive advantage and these startups are all fueled by that they know that there are other companies in the rear view mirror right behind them. If they're not able to work as quickly and as flexibly as a competitor, they have to have that speed that time to market that time to value. It was absolutely critical. And that's one of the things I think thematically that I saw along the eighth sort of that I talked to is that time to value is absolutely table stakes. >>Well, I'm looking forward to talking to jerry chan because we've talked on the queue before about this whole idea of What happens when winner takes most would mean the top 3, 4 cloud players. What happens? And we were talking about that and saying, if you have a model where an ecosystem can develop, what does that look like and back in 2013, 2014, 2015, no one really had an answer. Jerry was the only BC. He really nailed it with this castles in the cloud. He nailed the idea that this is going to happen. And so I think, you know, we'll look back at the tape or the videos from the cube, we'll find those cuts. But we were talking about this then we were pontificating and riffing on the fact that there's going to be new winners and they're gonna look different as Andy Jassy always says in the cube you have to be misunderstood if you're really going to make something happen. Most of the most successful companies are misunderstood. Not anymore. The cloud scales there. And that's what's exciting about all this. >>It is exciting that the scale is there, the appetite is there the appetite to challenge the status quo, which is right now in this economic and dynamic market that we're living in is there's nothing better. >>One of the things that's come up and and that's just real quick before we bring jerry in is automation has been insecurity, absolutely security's been in every conversation, but automation is now so hot in the sense of it's real and it's becoming part of all the design decisions. How can we automate can we automate faster where the keys to automation? Is that having the right data, What data is available? So I think the idea of automation and Ai are driving all the change and that's to me is what these new companies represent this modern error where AI is built into the outcome and the apps and all that infrastructure. So it's super exciting. Um, let's check in, we got jerry Chen line at least a great. We're gonna come back after jerry and then kick off the day. Let's bring in jerry Chen from Greylock is he here? Let's bring him in there. He is. >>Hey john good to see you. >>Hey, congratulations on an amazing talk and thesis on the castles on the cloud. Thanks for coming on. >>All right, Well thanks for reading it. Um, always were being put a piece of workout out either. Not sure what the responses, but it seemed to resonate with a bunch of developers, founders, investors and folks like yourself. So smart people seem to gravitate to us. So thank you very much. >>Well, one of the benefits of doing the Cube for 11 years, Jerry's we have videotape of many, many people talking about what the future will hold. You kind of are on this early, it wasn't called castles in the cloud, but you were all I was, we had many conversations were kind of connecting the dots in real time. But you've been on this for a while. It's great to see the work. I really think you nailed this. I think you're absolutely on point here. So let's get into it. What is castles in the cloud? New research to come out from Greylock that you spearheaded? It's collaborative effort, but you've got data behind it. Give a quick overview of what is castle the cloud, the new modes of competitive advantage for companies. >>Yeah, it's as a group project that our team put together but basically john the question is, how do you win in the cloud? Remember the conversation we had eight years ago when amazon re event was holy cow, Like can you compete with them? Like is it a winner? Take all? Winner take most And if it is winner take most, where are the white spaces for Some starts to to emerge and clearly the past eight years in the cloud this journey, we've seen big companies, data breaks, snowflakes, elastic Mongo data robot. And so um they spotted the question is, you know, why are the castles in the cloud? The big three cloud providers, Amazon google and Azure winning. You know, what advantage do they have? And then given their modes of scale network effects, how can you as a startup win? And so look, there are 500 plus services between all three cloud vendors, but there are like 500 plus um startups competing gets a cloud vendors and there's like almost 100 unicorn of private companies competing successfully against the cloud vendors, including public companies. So like Alaska, Mongo Snowflake. No data breaks. Not public yet. Hashtag or not public yet. These are some examples of the names that I think are winning and watch this space because you see more of these guys storm the castle if you will. >>Yeah. And you know one of the things that's a funny metaphor because it has many different implications. One, as we talk about security, the perimeter of the gates, the moats being on land. But now you're in the cloud, you have also different security paradigm. You have a different um, new kinds of services that are coming on board faster than ever before. Not just from the cloud players but From companies contributing into the ecosystem. So the combination of the big three making the market the main markets you, I think you call 31 markets that we know of that probably maybe more. And then you have this notion of a sub market, which means that there's like we used to call it white space back in the day, remember how many whites? Where's the white space? I mean if you're in the cloud, there's like a zillion white spaces. So talk about this sub market dynamic between markets and that are being enabled by the cloud players and how these sub markets play into it. >>Sure. So first, the first problem was what we did. We downloaded all the services for the big three clowns. Right? And you know what as recalls a database or database service like a document DB and amazon is like Cosmo dB and Azure. So first thing first is we had to like look at all three cloud providers and you? Re categorize all the services almost 500 Apples, Apples, Apples # one number two is you look at all these markets or sub markets and said, okay, how can we cluster these services into things that you know you and I can rock right. That's what amazon Azure and google think about. It is very different and the beauty of the cloud is this kind of fat long tail of services for developers. So instead of like oracle is a single database for all your needs. They're like 20 or 30 different databases from time series um analytics, databases. We're talking rocks at later today. Right. Um uh, document databases like Mongo search database like elastic. And so what happens is there's not one giant market like databases, there's a database market And 30, 40 sub markets that serve the needs developers. So the Great News is cloud has reduced the cost and create something that new for developers. Um also the good news is for a start up you can find plenty of white speeds solving a pain point, very specific to a different type of problem >>and you can sequence up to power law to this. I love the power of a metaphor, you know, used to be a very thin neck note no torso and then a long tail. But now as you're pointing out this expansion of the fat tail of services, but also there's big tam's and markets available at the top of the power law where you see coming like snowflake essentially take on the data warehousing market by basically sitting on amazon re factoring with new services and then getting a flywheel completely changing the economic unit economics completely changing the consumption model completely changing the value proposition >>literally you >>get Snowflake has created like a storm, create a hole, that mode or that castle wall against red shift. Then companies like rock set do your real time analytics is Russian right behind snowflakes saying, hey snowflake is great for data warehouse but it's not fast enough for real time analytics. Let me give you something new to your, to your parallel argument. Even the big optic snowflake have created kind of a wake behind them that created even more white space for Gaza rock set. So that's exciting for guys like me and >>you. And then also as we were talking about our last episode two or quarter two of our showcase. Um, from a VC came on, it's like the old shelf where you didn't know if a company's successful until they had to return the inventory now with cloud you if you're not successful, you know it right away. It's like there's no debate. Like, I mean you're either winning or not. This is like that's so instrumented so a company can have a good better mousetrap and win and fill the white space and then move up. >>It goes both ways. The cloud vendor, the big three amazon google and Azure for sure. They instrument their own class. They know john which ecosystem partners doing well in which ecosystems doing poorly and they hear from the customers exactly what they want. So it goes both ways they can weaponize that. And just as well as you started to weaponize that info >>and that's the big argument of do that snowflake still pays the amazon bills. They're still there. So again, repatriation comes back, That's a big conversation that's come up. What's your quick take on that? Because if you're gonna have a castle in the cloud, then you're gonna bring it back to land. I mean, what's that dynamic? Where do you see that compete? Because on one hand is innovation. The other ones maybe cost efficiency. Is that a growth indicator slow down? What's your view on the movement from and to the cloud? >>I think there's probably three forces you're finding here. One is the cost advantage in the scale advantage of cloud so that I think has been going for the past eight years, there's a repatriation movement for a certain subset of customers, I think for cost purposes makes sense. I think that's a tiny handful that believe they can actually run things better than a cloud. The third thing we're seeing around repatriation is not necessary against cloud, but you're gonna see more decentralized clouds and things pushed to the edge. Right? So you look at companies like Cloudflare Fastly or a company that we're investing in Cato networks. All ideas focus on secure access at the edge. And so I think that's not the repatriation of my own data center, which is kind of a disaggregated of cloud from one giant monolithic cloud, like AWS east or like a google region in europe to multiple smaller clouds for governance purposes, security purposes or legacy purposes. >>So I'm looking at my notes here, looking down on the screen here for this to read this because it's uh to cut and paste from your thesis on the cloud. The excellent cloud. The of the $38 billion invested this quarter. Um Ai and ml number one, um analytics. Number two, security number three. Actually, security number one. But you can see the bubbles here. So all those are data problems I need to ask you. I see data is hot data as intellectual property. How do you look at that? Because we've been reporting on this and we just started the cube conversation around workflows as intellectual property. If you have scale and your motives in the cloud. You could argue that data and the workflows around those data streams is intellectual property. It's a protocol >>I believe both are. And they just kind of go hand in hand like peanut butter and jelly. Right? So data for sure. I. P. So if you know people talk about days in the oil, the new resource. That's largely true because of powers a bunch. But the workflow to your point john is sticky because every company is a unique snowflake right? Like the process used to run the cube and your business different how we run our business. So if you can build a workflow that leverages the data, that's super sticky. So in terms of switching costs, if my work is very bespoke to your business, then I think that's competitive advantage. >>Well certainly your workflow is a lot different than the cube. You guys just a lot of billions of dollars in capital. We're talking to all the people out here jerry. Great to have you on final thought on your thesis. Where does it go from here? What's been the reaction? Uh No, you put it out there. Great love the restart. Think you're on point on this one. Where did we go from here? >>We have to follow pieces um in the near term one around, you know, deep diver on open source. So look out for that pretty soon and how that's been a powerful strategy a second. Is this kind of just aggregation of the cloud be a Blockchain and you know, decentralized apps, be edge applications. So that's in the near term two more pieces of, of deep dive we're doing. And then the goal here is to update this on a quarterly and annual basis. So we're getting submissions from founders that wanted to say, hey, you missed us or he screwed up here. We got the big cloud vendors saying, Hey jerry, we just lost his new things. So our goal here is to update this every single year and then probably do look back saying, okay, uh, where were we wrong? We're right. And then let's say the castle clouds 2022. We'll see the difference were the more unicorns were there more services were the IPO's happening. So look for some short term work from us on analytics, like around open source and clouds. And then next year we hope that all of this forward saying, Hey, you have two year, what's happening? What's changing? >>Great stuff and, and congratulations on the southern news. You guys put another half a billion dollars into early, early stage, which is your roots. Are you still doing a lot of great investments in a lot of unicorns. Congratulations that. Great luck on the team. Thanks for coming on and congratulations you nailed this one. I think I'm gonna look back and say that this is a pretty seminal piece of work here. Thanks for sharing. >>Thanks john thanks for having us. >>Okay. Okay. This is the cube here and 81 startup showcase. We're about to get going in on all the hot companies closing out the kino lisa uh, see jerry Chen cube alumni. He was right from day one. We've been riffing on this, but he nails it here. I think Greylock is lucky to have him as a general partner. He's done great deals, but I think he's hitting the next wave big. This is, this is huge. >>I was listening to you guys talking thinking if if you had a crystal ball back in 2013, some of the things Jerry saying now his narrative now, what did he have a crystal >>ball? He did. I mean he could be a cuBA host and I could be a venture capital. We were both right. I think so. We could have been, you know, doing that together now and all serious now. He was right. I mean, we talked off camera about who's the next amazon who's going to challenge amazon and Andy Jassy was quoted many times in the queue by saying, you know, he was surprised that it took so long for people to figure out what they were doing. Okay, jerry was that VM where he had visibility into the cloud. He saw amazon right away like we did like this is a winning formula and so he was really out front on this one. >>Well in the investments that they're making in these unicorns is exciting. They have this, this lens that they're able to see the opportunities there almost before anybody else can. And finding more white space where we didn't even know there was any. >>Yeah. And what's interesting about the report I'm gonna dig into and I want to get to him while he's on camera because it's a great report, but He says it's like 500 services I think Amazon has 5000. So how you define services as an interesting thing and a lot of amazon services that they have as your doesn't have and vice versa, they do call that out. So I find the report interesting. It's gonna be a feature game in the future between clouds the big three. They're gonna say we do this, you're starting to see the formation, Google's much more developer oriented. Amazon is much more stronger in the governance area with data obviously as he pointed out, they have such experience Microsoft, not so much their developer cloud and more office, not so much on the government's side. So that that's an indicator of my, my opinion of kind of where they rank. So including the number one is still amazon web services as your long second place, way behind google, right behind Azure. So we'll see how the horses come in, >>right. And it's also kind of speaks to the hybrid world in which we're living the hybrid multi cloud world in which many companies are living as companies to not just survive in the last year and a half, but to thrive and really have to become data companies and leverage that data as a competitive advantage to be able to unlock the value of it. And a lot of these startups that we talked to in the showcase are talking about how they're helping organizations unlock that data value. As jerry said, it is the new oil, it's the new gold. Not unless you can unlock that value faster than your competition. >>Yeah, well, I'm just super excited. We got a great day ahead of us with with all the cots startups. And then at the end day, Volonte is gonna interview, hello, fresh practitioners, We're gonna close it out every episode now, we're going to do with the closing practitioner. We try to get jpmorgan chase data measures. The hottest area right now in the enterprise data is new competitive advantage. We know that data workflows are now intellectual property. You're starting to see data really factoring into these applications now as a key aspect of the competitive advantage and the value creation. So companies that are smart are investing heavily in that and the ones that are kind of slow on the uptake are lagging the market and just trying to figure it out. So you start to see that transition and you're starting to see people fall away now from the fact that they're not gonna make it right, You're starting to, you know, you can look at look at any happens saying how much ai is really in there. Real ai what's their data strategy and you almost squint through that and go, okay, that's gonna be losing application. >>Well the winners are making it a board level conversation >>And security isn't built in. Great to have you on this morning kicking it off. Thanks John Okay, we're going to go into the next set of the program at 10:00 we're going to move into the breakouts. Check out the companies is three tracks in there. We have an awesome track on devops pure devops. We've got the data and analytics and we got the cloud management and just to run down real quick check out the sis dig harness. Io system is doing great, securing devops harness. IO modern software delivery platform, White Source. They're preventing and remediating the rest of the internet for them for the company's that's a really interesting and lumbago, effortless acres land and monitoring functions, server list super hot. And of course hacker one is always great doing a lot of great missions and and bounties you see those success continue to send i O there in Palo alto changing the game on data engineering and data pipe lining. Okay. Data driven another new platform, horizontally scalable and of course thought spot ai driven kind of a search paradigm and of course rock set jerry Chen's companies here and press are all doing great in the analytics and then the cloud management cost side 80 operations day to operate. Ops ramps and ops multi cloud are all there and sunny, all all going to present. So check them out. This is the Cubes Adria's startup showcase episode three.