>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Welcome back to the Cubes Live coverage of AWS reinvent 2020. It's virtual this year. We're not in person because of the pandemic. We're doing the remote Cube Cube Virtual were the Cube virtual. I'm your host, John for here with Andy Jassy, the CEO of Amazon Web services, in for his annual at the end of the show comes on the Cube. This year, it's virtual Andy. Good to see you remotely in Seattle or in Palo Alto. Uh, Dave couldn't make it in a personal conflict, but he says, Hello, great to see you. >>Great to see you as well, John. It's an annual tradition. On the last day of reinvent. I wish we were doing it in person, but I'm glad at least were able to do it. Virtually >>the good news is, I know you could arrested last night normally at reinvent you just like we're all both losing our voice at the end of the show. At least me more than you, your and we're just at the end of like okay, Relief. It happens here. It's different. It's been three weeks has been virtual. Um, you guys had a unique format this year went much better than I expected. It would go on because I was pretty skeptical about these long, um, multiple days or weeks events. You guys did a good job of timing it out and creating these activations and with key news, starting with your keynote on December 1st. Now, at the end of the three weeks, um, tell me, are you surprised by the results? Can you give us, Ah, a feeling for how you think everything went? What's what's your take So far as we close out reinvented >>Well, I think it's going really well. I mean, we always gnome or a Z get past, reinvent and you start, you know, collecting all the feedback. But we've been watching all the metrics and you know, there's trade offs. Of course, now I think all of us giving our druthers would be together in Las Vegas, and I think it's hard to replace that feeling of being with people and the excitement of learning about things together and and making decisions together after you see different sessions that you're gonna make big changes in your company and for your customer experience. And yeah, and there's a community peace. And there's, you know, this from being there. There's a concert. The answer. I think people like being with one another. But, you know, I think this was the best that any of us could imagine doing doing a virtual event. And we had to really reinvent, reinvent and all the pieces to it. And now I think that some of the positive trade offs are they. You get a lot mawr engagement than you would normally get in person So normally. Last year, with about 65,000 people in Las Vegas this year, we had 530,000 people registered to reinvent and over 300,000 participate in some fashion. All the sessions had a lot more people who are participating just because you remove the constraints of of travel in costs, and so there are trade offs. I think we prefer being together, but I think it's been a really good community event, um, in learning event for for our customers, and we've been really pleased with it so >>far. No doubt I would totally agree with you. I think a lot of people like, Hey, I love to walk the floor and discover Harry and Sarah Davis moments of finding an exhibit her and the exhibit hall or or attending a session or going to a party, bumping into friends and seeing making new friends. But I think one of the things I want to get your reaction to it. So I think this is comes up. And, you know, we've been doing a lot of Q virtual for the past year, and and everyone pretty much agrees that when we go back, it's gonna be a hybrid world in the sense of events as well as cloud. You know that. But you know, I think one of the things that I noticed this year with reinvent is it almost was a democratization of reinvent. So you really had to reinvent the format. You had 300,000 plus people attend 500 pending email addresses, but now you've got a different kind of beehive community. So you're a bar raiser thinker. It's with the culture of Amazon. So I gotta ask you do the economics does this new kind of extra epiphany impact you and how you raise the bar to keep the best of the face to face when it comes back. And then if you keep the virtual any thoughts on how to leverage this and kind of get more open, it was free. You guys made it free this year and people did show up. >>Yeah, it's a really good question, and it's probably a question will be better equipped to answer in a month or two after we kind of debrief we always do after reading that we spend. Actually, I really enjoy the meeting because the team, the Collective A. W s team, works so hard in this event. There's so many months across everything. All the product teams, um, you know, all the marketing folks, all the event folks, and I think they do a terrific job with it. And we we do about 2.5 3 hour debrief on everything we did, things that we thought was really well the things that we thought we could do better and all the feedback we get from our community and so I wouldn't be surprised if we didn't find things from what we tried this year that we incorporate into what we do when we're back to being a person again. You know, of course, none of us really know when we'll be back in person again. Re event happens to fall on the time of the year, which is early December. And so you with with a lot of people seemingly able to get vaccinated, probably by you know, they'd spring early summer. You could kind of imagine that we might be able to reinvent in person next year. We'll have to see e think we all hope we will. But I'm sure there are a number of pieces that we will take from this and incorporate into what we do in person. And you know, then it's just a matter of how far you go. >>Fingers crossed and you know it's a hybrid world for the Cube two and reinvent and clouds. Let's get into the announcement. I want to get your your take as you look back now. I mean, how many announcements is you guys have me and a lot of announcements this year. Which ones did you like? Which one did you think were jumping off the page, which ones resonated the most or had impact. Can you share kind of just some stats on e mean how many announcements launches you did this >>year? But we had about 100 50 different new services and features that we announced over the last three weeks and reinvent And there, you know the question you're asking. I could easily spend another three hours like my Kino. You know, answering you all the ones that I like thought were important. You know, I think that, you know, some of the ones I think that really stood out for people. I think first on the compute side, I just think the, um the excitement around what we're doing with chips, um, is very clear. I think what we've done with gravitas to our generalized compute to give people 40% better price performance and they could find in the latest generation X 86 processors is just It's a huge deal. If you could save 40% price performance on computer, you get a lot more done for less on. Then you know some of the chip work we're doing in machine learning with inferential on the inference chips that we built And then what? We announced the trainee, um, on the machine learning training ship. People are very excited about the chip announcements. I think also, people on the container side is people are moving to smaller and smaller units of compute. I think people were very taken with the notion of E. K s and D. C s anywhere so they can run whatever container orchestration framework they're running in A. W s also on premises. To make it easier, Thio manage their deployments and containers. I think data stores was another space where I think people realize how much more data they're dealing with today. And we gave a couple statistics and the keynote that I think are kind of astonishing that, you know, every every hour today, people are creating mawr content that there was in an entire year, 20 years ago or the people expect more data to be created. The next three years in the prior 30 years combined these air astonishing numbers and it requires a brand new reinvention of data stores. And so I think people are very excited about Block Express, which is the first sand in the cloud and there really excited about Aurora in general, but then Aurora surveillance V two that allow you to scale up to hundreds of thousands of transactions per second and saved about 90% of supervision or people very excited about that. I think machine learning. You know, uh, Sage Maker has just been a game changer and the ease with which everyday developers and data scientists can build, train, tune into play machine learning models. And so we just keep knocking out things that are hard for people. Last year we launched the first i D for Machine Learning, the stage maker studio. This year, if you look at things that we announced, like Data Wrangler, which changes you know the process of Data Prep, which is one of the most time consuming pieces in machine learning or our feature store or the first see, I see deeper machine learning with pipelines or clarify, which allow you to have explain ability in your models. Those are big deals to people who are trying to build machine learning models, and you know that I'd say probably the last thing that we hear over and over again is really just the excitement around Connect, which is our call center service, which is just growing unbelievably fast and just, you know, the the fact that it's so easy to get started and so easy to scale so much more cost effective with, you know, built from the ground up on the cloud and with machine learning and ai embedded. And then adding some of the capabilities to give agents the right information, the right time about customers and products and real time capabilities for supervisors. Throw when calls were kind of going off the rails and to be ableto thio, stop the the contact before it becomes something, it hurts. The brand is there. Those are all big deals that people have been excited about. >>I think the connecting as I want to just jump on that for a second because I think when we first met many, many years ago, star eighth reinvent. You know the trends are always the same. You guys do a great job. Slew of announcements. You keep raising the bar. But one of the things that you mentioned to me when we talked about the origination of a W S was you were doing some stuff for Amazon proper, and you had a, you know, bootstrap team and you're solving your own problems, getting some scar tissue, the affiliate thing, all these examples. The trend is you guys tend to do stuff for yourself and then re factor it into potentially opportunities for your customers. And you're working backwards. All that good stuff. We'll get into that next section. But this year, more than ever, I think with the pandemic connect, you got chime, you got workspaces. This acceleration of you guys being pretty nimble on exposing these services. I mean, connect was a call center. It's an internal thing that you guys had been using. You re factored that for customer consumption. You see that kind of china? But you're not competing with Zoom. You're offering a service toe bundle in. Is this mawr relevant? Now, as you guys get bigger with more of these services because you're still big now you're still serving yourself. What? That seems to be a big trend now, coming out of the pandemic. Can you comment on um, >>yeah, It's a good question, John. And you know we do. We do a bunch of both. Frankly, you know, there there's some services where our customers. We're trying to solve certain problems and they tell us about those problems and then we build new services for him. So you know a good example that was red shift, which is our data warehouse and service, you know, two or three very large customers of ours. When we went to spend time with them and asked them what we could do to help them further, they just said, I wish I had a data warehousing service for the cloud that was built in the AWS style way. Um and they were really fed up with what they were using. Same thing was true with relation databases where people were just fed up with the old guard commercial, great commercial, great databases of Oracle and Sequel Server. And they hated the pricing and the proprietary nature of them and the punitive licensing. And they they wanted to move to these open engines like my sequel and post dress. But to get the same performance is the commercial great databases hard? So we solve that problem with them. With Aurora, which is our fastest growing service in our history, continues to be so there's sometimes when customers articulate a need, and we don't have a service that we've been running internally. But we way listen, and we have a very strong and innovative group of builders here where we build it for customers. And then there are other cases where customers say and connect with a great example of this. Connect with an example where some of our customers like into it. And Capital One said, You know, we need something for our contact center and customer service, and people weren't very happy with what they were using in that space. And they said, You, you've had to build something just to manage your retail business last 15, 20 years Can't you find a way to generalize that expose it? And when you have enough customers tell you that there's something that they want to use that you have experienced building. You start to think about it, and it's never a simple. It's just taking that technology and exposing it because it's often built, um, internally and you do a number of things to optimize it internally. But we have a way of building services and Amazon, where we do this working backwards process that you're referring to, where We build everything with the press release and frequently asked questions document, and we imagine that we're building it to be externalized even if it's an internal feature. But our feature for our retail business, it's only gonna be used as part of some other service that you never imagine Externalizing to third party developers. We always try and build it that way, and we always try to have well documented, hardened AP eyes so that other teams can use it without having to coordinate with those teams. And so it makes it easier for us to think about Externalizing it because we're a good part of the way there and we connect we. That's what we did way generalized it way built it from the ground up on top of the cloud. And then we embedded a bunch of AI and it so that people could do a number of things that would have taken him, you know, months to do with big development teams that they could really point, click and do so. We really try to do both. >>I think that's a great example of some of the scale benefits is worth calling out because that was a consistent theme this past year, The people we've reported on interviewed that Connect really was a lifeline for many during the pandemic and way >>have 5000 different customers who started using connect during the pandemic alone. Where they, you know, overnight they had to basically deal with having a a call center remotely. And so they picked up connect and they spun up call center remotely, and they didn't really quickly. And you know, it's that along with workspaces, which are virtual desktops in the cloud and things like Chime and some of our partners, Exume have really been lifelines for people. Thio have business continuity during a tandem. >>I think there's gonna be a whole set of new services that are gonna emerge You talked about in your keynote. We talked about it prior to the event where you know, if this pandemic hit with that five years ago, when there wasn't the advancements in, say, videoconferencing, it'd be a whole different world. And I think the whole world can see on full display that having integrated video communications and other cool things is gonna have a productivity benefit. And that's kind >>of could you imagine what the world would have been like the last nine months and we didn't have competent videoconferencing. I mean, just think about how different it would have been. And I think that all of these all of these capabilities today are kind of the occult 1.5 capabilities where, by the way, thank God for them. We've we've all been able to be productive because of them. But there's so early stage, they're all going to get evolved. I'm so significantly, I mean, even just today, you know, I was spending some time with with our team thinking about when we start to come back to the office and bigger numbers. And we do meetings with our remote partners, how we think about where the center of gravity should be and who should be on video conferencing and whether they should be allowed to kind of video conference in conference rooms, which are really hard to see them. We're only on their laptops, which are easier and what technology doesn't mean that you want in the conference rooms on both sides of the table, and how do you actually have it so that people who are remote could see which side of the table. I mean, all this stuff is yet to be invented. It will be very primitive for the next couple few years, even just interrupting one another in video conferencing people. When you do it, the sound counsel cancels each other out. So people don't really cut each other off and rip on one another. Same way, like all that, all that technology is going to get involved over time. It's a tremendous >>I could just see people fighting for the mute button. You know, that's power on these meetings. You know, Chuck on our team. All kidding aside, he was excited. We talked about Enron Kelly on your team, who runs product marketing on for your app side as well as computer networking storage. We're gonna do a green room app for the Q because you know, we're doing so many remote videos. We just did 112 here for reinvent one of things that people like is this idea of kind of being ready and kind of prepped. So again, this is a use case. We never would have thought off if there wasn't a pandemic. So and I think these are the kinds of innovation, thinking that seems small but works well when you start thinking about how easy it could be to say to integrate a chime through this sdk So this is the kind of things, that kind thing. So so with that, I want to get into your leadership principles because, you know, if you're a startup or a big company trying to reinvent, you're looking at the eight leadership principles you laid out, which were, um don't be afraid to reinvent. Acknowledge you can't fight gravity. Talent is hungry to reinvent solving real customer problems. Speed don't complex. If I use the platform with the broader set of tools, which is more a plug for you guys on cloud pull everything together with top down goals. Okay, great. How >>do you >>take those leadership principles and apply them broadly to companies and start ups? Because I think start ups in the garage are also gonna be there going. I'm going to jump on this wave. I'm inspired by the sea change. I'm gonna build something new or an enterprise. I'm gonna I'm gonna innovate. How do you How do you see these eight principles translating? >>Well, I think they're applicable to every company of every size and every industry and organization. Frankly, also, public sector organizations. I think in many ways startups have an advantage. And, you know, these were really keys to how to build a reinvention culture. And startups have an advantage because just by their very nature, they are inventive. You know, you can't you can't start a company that's a direct copy of somebody else that is an inventive where you have no chance. So startups already have, you know, a group of people that feel insurgent, and they wanted their passionate about certain customer experience. They want to invent it, and they know that they they only have so much time. Thio build something before money runs out and you know they have a number of those built in advantages. But I think larger companies are often where you see struggles and building a reinvention and invention culture and I've probably had in the last three weeks is part of reinvent probably about 40 different customer meetings with, you know, probably 75 different companies were accomplished in those or so and and I think that I met with a lot of leaders of companies where I think these reinvention principles really resonated, and I think they're they're battling with them and, you know, I think that it starts with the leaders if you, you know, when you have big companies that have been doing things a certain way for a long period of time, there's a fair bit of inertia that sets in and a lot of times not ill intended. It's just a big group of people in the middle who've been doing things a certain way for a long time and aren't that keen to change sometimes because it means ripping up something that they that they built and they remember how hard they worked on it. And sometimes it's because they don't know what it means for themselves. And you know, it takes the leadership team deciding that we are going to change. And usually that means they have to be able to have access to what's really happening in their business, what's really happening in their products in the market. But what customers really think of it and what they need to change and then having the courage and the energy, frankly, to pick the company up and push him to change because you're gonna have to fight a lot of inertia. So it always starts with the leaders. And in addition to having access that truth and deciding to make the change, you've gotta also set aggressive top down goal. The force of the organization moved faster than otherwise would and that also, sometimes leaders decide they're gonna want to change and they say they're going to change and they don't really set the goal. And they were kind of lessons and kind of doesn't listen. You know, we have a term the principal we have inside Amazon when we talk about the difference between good intentions and mechanisms and good intentions is saying we need to change and we need to invent, reinvent who we are and everyone has the right intentions. But nothing happens. Ah, mechanism, as opposed to good intention, is saying like Capital One did. We're going to reinvent our consumer digital banking platform in the next 18 months, and we're gonna meet every couple of weeks to see where we are into problem solved, like that's a mechanism. It's much harder to escape getting that done. Then somebody just saying we're going to reinvent, not checking on it, you know? And so, you know, I think that starts with the leaders. And then I think that you gotta have the right talent. You gotta have people who are excited about inventing, as opposed to really, Justin, what they built over a number of years, and yet at the same time, you're gonna make sure you don't hire people who were just building things that they're interested in. They went where they think the tech is cool as opposed to what customers want. And then I think you've got to Really You gotta build speed into your culture. And I think in some ways this is the very biggest challenge for a lot of enterprises. And I just I speak to so many leaders who kind of resigned themselves to moving slowly because they say you don't understand my like, companies big and the culture just move slow with regulator. There are a lot of reasons people will give you on why they have to move slow. But, you know, moving with speed is a choice. It's not something that your preordained with or not it is absolutely a leadership choice. And it can't happen overnight. You can't flip a switch and make it happen, but you can build a bunch of things into your culture first, starting with people. Understand that you are gonna move fast and then building an opportunity for people. Experiment quickly and reward people who experiment and to figure out the difference between one way doors and two way doors and things that are too way doors, letting people move quick and try things. You have to build that muscle or when it really comes, time to reinvent you won't have. >>That's a great point in the muscle on that's that's critical. You know, one of things I want to bring up. You brought on your keynote and you talk to me privately about it is you gave attribute in a way to Clay Christensen, who you called out on your keynote. Who was a professor at Harvard. Um, and he was you impressed by him and and you quoted him and he was He was your professor there, Um, your competitive person and you know, companies have strategy departments, and competitive strategy is not necessarily departments of mindset, and you were kind of brought this out in a zone undertone in your talk, we're saying you've got to be competitive in the sense of you got to survive and you've got to thrive. And you're kind of talking about rebuilding and building and, you know, Clay Christians. Innovative dilemma. Famous book is a mother, mother teachings around metrics and strategy and prescriptions. If he were alive today and he was with us, what would he be talking about? Because, you know, you have kind of stuck in the middle. Strategy was not Clay Christensen thing, but, you know, companies have to decide who they are. Their first principles face the truth. Some of the things you mentioned, what would we be talking with him about if we were talking about the innovator's dilemma with respect to, say, cloud and and some of the key decisions that have to be made right now? >>Well, then, Clay Christensen on it. Sounds like you read some of these books on. Guy had the fortunate, um, you know, being able to sit in classes that he taught. And also I got a chance. Thio, meet with him a couple of times after I graduated. Um, school, you know, kind of as more of a professional sorts. You can call me that. And, uh, he he was so thoughtful. He wasn't just thoughtful about innovation. He was thoughtful about how to get product market fit. And he was thoughtful about what your priorities in life were and how to build families. And, I mean, he really was one of the most thoughtful, innovative, um, you know, forward thinking, uh, strategist, I had the opportunity Thio encounter and that I've read, and so I'm very appreciative of having the opportunity Thio learn from him. And a lot of I mean, I think that he would probably be continuing to talk about a lot of the principles which I happen to think are evergreen that he he taught and there's it relates to the cloud. I think that one of the things that quite talked all the time about in all kinds of industries is that disruption always happens at the low end. It always happens with products that seem like they're not sophisticated enough. Don't do enough. And people always pooh pooh them because they say they won't do these things. And we learned this. I mean, I watched in the beginning of it of us. When we lost just three, we had so many people try and compare it Thio things like e m. C. And of course, it was very different than EMC. Um, but it was much simpler, but And it and it did a certain set of activities incredibly well at 1 1/100 of the price that's disrupted, you know, like 1 1/100 of the price. You find that builders, um, find a lot of utility for products like that. And so, you know, I think that it always starts with simple needs and products that aren't fully developed. That overtime continue to move their way up. Thio addressing Maura, Maura the market. And that's what we did with is what we've done with all our services. That's three and easy to and party ass and roar and things like that. And I think that there are lots of lessons is still apply. I think if you look at, um, containers and how that's changing what compute looks like, I think if you look at event driven, serverless compute in Lambda. Lambda is a great example of of really ah, derivative plays teaching, which is we knew when we were building Lambda that as people became excited about that programming model it would cannibalize easy to in our core compute service. And there are a lot of companies that won't do that. And for us we were trying to build a business that outlasts all of us. And that's you know, it's successful over a long period of time, and the the best way I know to do that is to listen to what customers We're trying to solve an event on their behalf, even if it means in the short term you may cannibalize yourself. And so that's what we always think about is, you know, wherever we see an opportunity to provide a better customer experience, even if it means in the short term, make cannibalism revenue leg lambda with complete with easy to our over our surveillance with provisions or are we're going to do it because we're gonna take the long view, and we believe that we serve customers well over a long period of time. We have a chance to do >>that. It's a cannibalize yourself and have someone else do it to you, right? That's that's the philosophy. Alright, fine. I know you've got tight for time. We got a you got a hard stop, But let's talk about the vaccine because you know, you brought up in the keynote carrier was a featured thing. And look at the news headlines. Now you got the shots being administered. You're starting to see, um, hashtag going around. I got my shot. So, you know, there's a There's a really Momenta. Mit's an uplifting vibe here. Amazon's involved in this and you talked about it. Can you share the innovation? There can just give us an update and what's come out of that and this supply chain factor. The cold chain. You guys were pretty instrumental in that share your your thoughts. >>We've been really excited and privileged partner with companies who are really trying to change what's possible for all of us. And I think you know it started with some of the companies producing vaccines. If you look at what we do with Moderna, where they built their digital manufacturing sweet on top of us in supply chain, where they used us for computing, storage and data warehousing and machine learning, and and on top of AWS they built, they're Cove in 19 vaccine candidate in 42 days when it normally takes 20 months. I mean, that is a total game changer. It's a game changer for all of us and getting the vaccine faster. But also, you just think about what that means for healthcare moving forward, it zits very exciting. And, yeah, I love what carriers doing. Kariya is building this product on top of AWS called links, which is giving them end and visibility over the transportation and in temperature of of the culture and everything they're delivering. And so it, uh, it changes what happens not only for food, ways and spoilage, but if you think about how much of the vaccine they're gonna actually transport to people and where several these vaccines need the right temperature control, it's it's a big deal. And what you know, I think there are a great example to what carrier is where. You know, if you think about the theme of this ring and then I talked about in my keynote, if you want to survive as an organization over a long period of time, you're gonna have to reinvent yourself. You're gonna have to probably do it. Multiple times over and the key to reinventing his first building, the right reinvention culture. And we talk about some of those principles earlier, but you also have to be aware of the technology that's available that allows you to do that. If you look at Carrier, they have built a very, very strong reinvention culture. And then, if you look at how they're leveraging, compute and storage and I o. T at the edge and machine learning, they know what's available, and they're using that technology to reinvent what's what's possible, and we're gonna all benefit because of >>it. All right. Well, Andy, you guys were reinventing the virtual space. Three weeks, it went off. Well, congratulations. Great to go along for the ride with the cube virtual. And again. Thank you for, um, keeping the show alive over there. Reinvent. Um, thanks for your team to for including the Cube. We really appreciate the Cube virtual being involved. Thank you. >>It's my pleasure. And thanks for having me, John and, uh, look forward to seeing you soon. >>All right? Take care. Have a hockey game in real life. When? When we get back, Andy Jesse, the CEO of a W s here to really wrap up. Reinvent here for Cuba, Virtual as well as the show. Today is the last day of the program. It will be online for the rest of the year and then into next month there's another wave coming, of course. Check out all the coverage. Come, come back, It's It's It's online. It's all free Cube Cube stuff is there on the Cube Channel. Silicon angle dot com For all the top stories, cube dot net tons of content on Twitter. Hashtag reinvent. You'll see all the commentary. Thanks for watching the Cube Virtual. I'm John Feehery.

>>on the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hello and welcome back to the Cubes Live coverage Cube live here in Palo Alto, California, with the Virtual Cube this year because we can't be there in person. I'm your host, John Fairy year. We're kicking off Day two of the three weeks of reinvent a lot of great leadership sessions to review, obviously still buzzing from the Andy Jassy three. Our keynote, which had so many storylines, is really hard to impact. We're gonna dig that into into into that today with Jerry Chan, who has been a Cube alumni since the beginning of our AWS coverage. Going back to 2013, Jerry was wandering the hallways as a um, in between. You were in between vm ware and V C. And then we saw you there. You've been on the Cube every year at reinvent with us. So special commentary from you. Thanks for coming on. >>Hey, John, Thanks for having me and a belated happy birthday as well. If everyone out there John's birthday was yesterday. So and hardest. Howard's working man in technology he spent his entire birthday doing live coverage of Amazon re events. Happy birthday, buddy. >>Well, I love my work. I love doing this. And reinvent is the biggest event of the year because it really is. It's become a bellwether and eso super excited to have you on. We've had great conversations by looking back at our conversations over the Thanksgiving weekend. Jerry, the stuff we were talking about it was very proposed that Jassy is leaning in with this whole messaging around change and horizontal scalability. He didn't really say that, but he was saying you could disrupt in these industries and still use machine learning. This was some of the early conversations we were having on the Cube. Now fast forward, more mainstream than ever before. So big, big part of the theme there. >>Yeah, it z you Amazon reinvent Amazon evolution to your point, right, because it's both reinventing what countries are using with the cloud. But also what Amazon's done is is they're evolving year after year with their services. So they start a simple infrastructure, you know, s three and e c. Two. And now they're building basically a lot of what Andy said you actually deconstructed crm? Ah, lot of stuff they're doing around the call centers, almost going after Salesforce with kind of a deconstructed CRM services, which is super interesting. But the day you know, Amazon announces all those technologies, not to mention the AI stuff, the seminar stuff you have slack and inquired by Salesforce for $27.7 billion. So ah, lot of stuff going on in the cloud world these days, and it's funny part of it, >>you know, it really is interesting. You look up the slack acquisition by, um, by Salesforce. It's interesting, you know, That kind of takes slack out of the play here. I mean, they were doing really well again. Message board service turns into, um, or collaboration software. They hit the mainstream. They have great revenue. Is that going to really change the landscape of the industry for Salesforce? They've got to acquire it. It opens the door up from, or innovation. And it's funny you mention the contact Center because I was pressing Jassy on my exclusive one on one with him. Like they said, Andy, my my daughter and my sons, they don't use the phone. They're not gonna call. What's this? Is it a call center deal? And he goes, No, it's the It's about the contact. So think about that notion of the contact. It's not about the call center. It's the point of contact. Okay, Linked in is with Microsoft. You got slack and Salesforce Contact driven collaboration. Interesting kind of play for Microsoft to use voice and their data. What's your take on that? >>I think it's, um you know, I have this framework. As you know, I talked my friend systems of engagement over systems intelligence and systems record. Right? And so you could argue voice email slack because we're all different systems of engagement, and they sit on top of system of record like CRM customer support ticketing HR. Something like that. Now what sells first did by buying slack is they now own a system engagement, right? Not on Lee is slack. A system engagement for CRM, but also system engagement for E. R. P Service. Now is how you interact with a bunch of applications. And so if you think about sales for strategy in the space, compete against Marcus Soft or serves now or other large AARP's now they own slack of system engagement, that super powerful way to actually compete against rival SAS companies. Because if you own the layer engagement layer, you can now just intermediate what's in the background. Likewise, the context center its own voice. Email, chat messaging, right? You can just inter mediate this stuff in the back, and so they're trying to own the system engagement. And then, likewise, Facebook just bought that company customer a week ago for a billion dollars, which also Omni Channel support because it is chat messaging voice. It's again the system engagement between End User, which could be a customer or could be employees. >>You know, this really gonna make Cit's enterprise has been so much fun over the past 10 years, I gotta say, in the past five, you know, it's been even more fun, has become or the new fun area, you know, And the impact to enterprise has been interesting because and we're talking about just engaging system of record. This is now the new challenge for the enterprise. So I wanna get your thoughts, Jerry, because how you see the Sea, X O's and CSOs and the architects out there trying to reinvent the enterprise. Jassy saying Look and find the truth. Be on the right side of history here. Certainly he's got himself service interest there, but there is a true band eight with Cove it and with digital acceleration for the enterprise to change. Um, given all these new opportunities Thio, revolutionize or disrupt or radically improve, what's the C. C X's do? What's your take on? How do you see that? >>It's increasingly messy for the CXS, and I don't I don't envy them, right? Because back in the day they kind of controlled all the I t spend and kind of they had a standard of what technologies they use in the company. And then along came Amazon in cloud all of sudden, like your developers and Dio Hey, let me swipe my credit card and I'm gonna access to a bunch of a P I s around computing stories. Likewise. Now they could swipe the credit card and you strike for billing, right? There's a whole bunch of services now, so it becomes incumbent upon CSOs. They need Thio new set of management tools, right? So not only just like, um, security tools they need, they need also observe ability, tools, understanding what services are being used by the customers, when and how. And I would say the following John like CSOs is both a challenge for them. But I think if I was a C X, so I'll be pretty excited because now I have a bunch of other weapons and other bunch of services I could offer. My end users, my developers, my employees, my customers and, you know it's exciting for them is not only could they do different things, but they also changed how their business being done. And so I think both interact with their end users. Be a chat like slack or be a phone like a contact center or instagram for your for your for your kids. It's actually a new challenge if I were sick. So it's it's time to build again, you know, I think Cove it has said it is time to build again. You can build >>to kind of take that phrase from the movie Shawshank Redemption. Get busy building or get busy dying. Kinda rephrase it there. And that's kind of the theme I'm seeing here because covert kind of forced people saying, Look, this things like work at home. Who would have thought 100% people would be working at home? Who would have thought that now the workloads gonna change differently? So it's an opportunity to deconstruct or distant intermediate these services. And I think, you know, in all the trends that I've seen over my career, it's been those inflection points where breaking the monolith or breaking the proprietary piece of it has always been an opportunity for for entrepreneur. So you know, and and for companies, whether you're CEO or startup by decomposing and you can come in and create value E I think to me, snowflake going public on the back of Amazon. Basically, this is interesting. I mean, so you don't have to be. You could kill one feature and nail it and go big. >>I think we talked to the past like it's Amazon or Google or Microsoft Gonna win. Everything is winner take all winner take most, and you could argue that it's hard to find oxygen as a start up in a broad platform play. But we think Snowflake and other companies have done and comes like mongo DB, for example, elastic have shown that if you can pick a service or a problem space and either developed like I p. That's super deep or own developer audience. You can actually fight the big guys. The Big Three cloud vendors be Amazon, Google or or market soft in different markets. And I think if you're a startup founder, you should not be afraid of competing with the big cloud vendors because there there are success patterns and how you can win and you know and create a lot of value. So I have found Investor. I'm super excited by that because, you know, I don't think you're gonna find a company takedown Amazon completely because they're just the scale and the network effects is too large. But you can create a lot of value and build Valuable comes like snowflake in and around the Amazon. Google Microsoft Ecosystem. >>Yeah, I want to get your thoughts. You have one portfolio we've covered rock rock set, which does a lot of sequel. Um, one of your investments. Interesting part of the Kino yesterday was Andy Jassy kind of going after Microsoft saying Windows sequel server um, they're targeting that with this new, uh, tool, but, you know, sucks in the database of it is called the Babel Fish for Aurora for post Chris sequel. Um, well, how was your take on that? I mean, obviously Microsoft big. Their enterprise sales tactics are looking like more like Oracle, which he was kind of hinting at and commenting on. But sequel is Lingua Franca for data >>correct. I think we went to, like, kind of a no sequel phase, which was kind of a trendy thing for a while and that no sequel still around, not only sequel like mongo DB Document TV. Kind of that interface still holds true, but your point. The world speaks sequel. All your applications be sequel, right? So if you want backwards, compatibility to your applications speaks equal. If you want your tire installed base of employees that no sequel, we gotta speak sequel. So, Rock said, when the first public conversations about what they're building was on on the key with you and Me and vent hat, the founder. And what Rock said is doing their building real time. Snowflake Thio, Lack of better term. It's a real time sequel database in the cloud that's super elastic, just like Snowflake is. But unlike snowflake, which is a data warehouse mostly for dashboards and analytics. Rock set is like millisecond queries for real time applications, and so think of them is the evolution of where cloud databases air going is not only elastic like snowflake in the cloud like Snowflake. We're talking 10 15 millisecond queries versus one or two second queries, and I think what any Jassy did and Amazon with bowel officials say, Hey, Sequels, Legal frank of the cloud. There's a large installed base of sequel server developers out there and applications, and we're gonna use Babel fish to kind of move those applications from on premise the cloud or from old workload to the new workloads. And, I think, the name of the game. For for cloud vendors across the board, big and small startups thio Google markets, often Amazon is how do you reduce friction like, How do you reduce friction to try a new service to get your data in the cloud to move your data from one place to the next? And so you know, Amazon is trying to reduce friction by using Babel fish, and I think it is a great move by them. >>Yeah, by the way. Not only is it for Aurora Post Chris equal, they're also open sourcing it. So that's gonna be something that is gonna be interesting to play out. Because once they open source it essentially, that's an escape valve for locking. I mean, if you're a Microsoft customer, I mean, it ultimately is. Could be that Gateway drug. It's like it is ultimately like, Hey, if you don't like the licensing, come here. Now there's gonna be some questions on the translations. Um, Vince, um, scuttlebutt about that. But we'll see it's open source. We'll see what goes on. Um great stuff on on rocks that great. Great. Start up next. Next, uh, talk track I wanna get with you is You know, over the years, you know, we've talked about your history. We're gonna vm Where, uh, now being a venture capitalist. Successful, wanted Greylock. You've seen the waves, and I would call it the two ways pre cloud Early days of cloud. And now, with co vid, we're kind of in the, you know, not just born in the cloud Total cloud scale cloud operations. This is kind of what jazz he was going after. E think I tweeted Cloud is eating the world and on premise and the edges. What it's hungry for. It kind of goof on mark injuries since quote a software eating the world. This is where it's going. So it's a whole another chapter coming. You saw the pre cloud you saw Cloud. Now we've got basically global I t everything else >>It's cloud only I would say, You know, we saw pre cloud right the VM ware days and before that he called like, you know, data centers. I would say Amazon lawns of what, 6 4007, the Web services. So the past 14 15 years have been what I've been calling cloud transition, right? And so you had cos technologies that were either doing on migration from on premise and cloud or hybrid on premise off premise. And now you're seeing a generation of technologies and companies. Their cloud only John to your point. And so you could argue that this 15 year transitions were like, you know, Thio use a bad metaphor like amphibians. You're half in the water, half on land, you know, And like, you know, you're not You're not purely cloud. You're not purely on premise, but you can do both ways, and that's great. That's great, because that's a that's a dominant architecture today. But come just like rock set and snowflake, your cloud only right? They're born in the cloud, they're built on the cloud And now we're seeing a generation Startups and technology companies that are cloud only. And so, you know, unlike you have this transitionary evolution of like amphibians, land and sea. Now we have ah, no mammals, whatever that are Onley in the cloud Onley on land. And because of that, you can take advantage of a whole different set of constraints that are their cloud. Only that could build different services that you can't have going backwards. And so I think for 2021 forward, we're going to see a bunch of companies or cloud only, and they're gonna look very, very different than the previous set of companies the past 15 years. And as an investor, as you covering as analysts, is gonna be super interesting to see the difference. And if anything, the cloud only companies will accelerate the move of I t spending the move of mawr developers to the cloud because the cloud only technologies are gonna be so much more compelling than than the amphibians, if you will. >>Yeah, insisting to see your point. And you saw the news announcement had a ton of news, a ton of stage making right calls, kind of the democratization layer. We'll look at some of the insights that Amazon's getting just as the monster that they are in terms of size. The scope of what? Their observation spaces. They're seeing all these workloads. They have the Dev Ops guru. They launched that Dev Ops Guru thing I found interesting. They got data acquisition, right? So when you think about these new the new data paradigm with cloud on Lee, it opens up new things. Um, new patterns. Um, S o. I think I think to me. I think that's to me. I see where this notion of agility moves to a whole nother level, where it's it's not just moving fast, it's new capabilities. So how do you How do you see that happening? Because this is where I think the new generation is gonna come in and be like servers. Lambs. I like you guys actually provisioned E c. Two instances before I was servers on data centers. Now you got ec2. What? Lambda. So you're starting to see smaller compute? Um, new learnings, All these historical data insights feeding into the development process and to the application. >>I think it's interesting. So I think if you really want to take the next evolution, how do you make the cloud programmable for everybody? Right. And I think you mentioned stage maker machine learning data scientists, the sage maker user. The data scientists, for example, does not on provisioned containers and, you know, kodama files and understand communities, right? Like just like the developed today. Don't wanna rack servers like Oh, my God, Jerry, you had Iraq servers and data center and install VM ware. The generation beyond us doesn't want to think about the underlying infrastructure. You wanna think about it? How do you just program my app and program? The cloud writ large. And so I think where you can see going forward is two things. One people who call themselves developers. That definition has expanded the past 10, 15 years. It's on Lee growing, so everyone is gonna be developed right now from your white collar knowledge worker to your hard core infrastructure developer. But the populist developers expanding especially around machine learning and kind of the sage maker audience, for sure. And then what's gonna happen is, ah, law. This audience doesn't want to care about the stuff you just mentioned, John in terms of the online plumbing. So what Amazon Google on Azure will do is make that stuff easy, right? Or a starved could make it easy. And I think that the move towards land and services that moved specifically that don't think about the underlying plumbing. We're gonna make it easy for you. Just program your app and then either a startup, well, abstract away, all the all the underlying, um, infrastructure bits or the big three cloud vendors to say, you know, all this stuff would do in a serverless fashion. So I think serverless as, ah paradigm and have, quite frankly, a battlefront for the Big Three clouds and for startups is probably one in the front lines of the next generation. Whoever owns this kind of program will cloud model programming the Internet program. The cloud will be maybe the next platform the next 10 or 15 years. I still have two up for grabs. >>Yeah, I think that is so insightful. I think that's worth calling out. I think that's gonna be a multi year, um, effort. I mean, look at just how containers now, with ks anywhere and you've got the container Service of control plane built in, you got, you know, real time analytics coming in from rock set. And Amazon. You have pinned Pandora Panorama appliance that does machine learning and computer vision with sensors. I mean, this is just a whole new level of purpose built stuff software powered software operated. So you have this notion of Dev ops going to hand in the glove software and operations? Kind of. How do you operate this stuff? So I think the whole new next question was Okay, this is all great. But Amazon's always had this problem. It's just so hard. Like there's so much good stuff. Like, who do you hired operate it? It is not yet programmable. This has been a big problem for them. Your thoughts on that, >>um e think that the data illusion around Dev ops etcetera is the solution. So also that you're gonna have information from Amazon from startups. They're gonna automate a bunch of the operations. And so, you know, I'm involved to come to Kronos Fear that we talked about the past team kind of uber the Bilson called m three. That's basically next generation data dog. Next generation of visibility platform. They're gonna collect all the data from the applications. And once they have their your data, they're gonna know how to operate and automate scaling up, scaling down and the basic remediation for you. So you're going to see a bunch of tools, take the information from running your application infrastructure and automate exactly how to scale and manager your app. And so AI and machine learning where large John is gonna be, say, make a lot of plumbing go away or maybe not completely, but lets you scale better. So you, as a single system admin are used. A single SRE site reliability engineer can scale and manage a bigger application, and it's all gonna be around automation and and to your point, you said earlier, if you have the data, that's a powerful situations. Once have the data can build models on it and can start building solutions on the data. And so I think What happens is when Bill this program of cloud for for your, you know, broad development population automating all this stuff becomes important. So that's why I say service or this, You know, automation of infrastructure is the next battleground for the cloud because whoever does that for you is gonna be your virtualized back and virtualized data center virtualized SRE. And if whoever owns that, it's gonna be a very, very strategic position. >>Yeah, it's great stuff. This is back to the theme of this notion of virtualization is now gone beyond server virtualization. It's, you know, media virtualization with the Cube. My big joke here with the Q virtual. But it's to your point. It's everything can now be replicated in software and scale the cloud scale. So it's super big opportunity for entrepreneurs and companies. Thio, pivot and differentiate. Uh, the question I have for you next is on that thread Huge edge discussion going on, right. So, you know, I think I said it two years ago or three years ago. The data center is just a edges just a big fat edge. Jassy kind of said that in his keynote Hey, looks at that is just a Nedum point with his from his standpoint. But you have data center. You have re alleges you've got five G with wavelength. This local zone concept, which is, you know, Amazon in these metro areas reminds me the old wireless point of presence kind of vibe. And then you've got just purpose built devices like cameras and factory. So huge industrial innovation, robotics, meet software. I mean, whole huge edge development exploding, Which what's your view of this? And how do you look at that from? Is an investor in industry, >>I think edges both the opportunity for start ups and companies as well as a threat to Amazon, right to the reason why they have outposts and all the stuff the edges if you think about, you know, decentralizing your application and moving into the eggs from my wearable to my home to my car to my my city block edges access Super interesting. And so a couple things. One companies like Cloudflare Fastly company I'm involved with called Kato Networks that does. SAS is secure access service edge write their names and the edges In the category definition sassy is about How do you like get compute to the edge securely for your developers, for your customers, for your workers, for end users and what you know comes like Cloudflare and Kate have done is they built out a network of pops across the world, their their own infrastructure So they're not dependent upon. You know, the big cloud providers, the telco providers, you know, they're partnering with Big Cloud, their parting with the telcos. But they have their own kind of system, our own kind of platform to get to the edge. And so companies like Kato Networks in Cloud Player that have, ah, presence on the edge and their own infrastructure more or less, I think, are gonna be in a strategic position. And so Kate was seen benefits in the past year of Of of Cove it and locked down because more remote access more developers, Um, I think edge is gonna be a super great area development going forward. I think if you're Amazon, you're pushing to the edge aggressively without post. I think you're a developer startup. You know, creating your own infrastructure and riding this edge wave could be a great way to build a moat against a big cloud guy. So I'm super excited. You think edge in this whole idea of your own infrastructure. Like what Kato has done, it is gonna be super useful going forward. And you're going to see more and more companies. Um, spend the money to try to copy kind of, ah, Cloudflare Kato presence around the world. Because once you own your own kind of, um, infrastructure instead of pops and you're less depend upon them a cloud provider, you're you're in a good position because there's the Amazon outage last week and I think like twilio and a bunch of services went down for for a few hours. If you own your own set of pops, your independent that it is actually really, really secure >>if you and if they go down to the it's on you. But that was the kinesis outage that they had, uh, they before Thanksgiving. Um, yeah, that that's a problem. So on this on. So I guess the question for you on that is that Is it better to partner with Amazon or try to get a position on the edge? Have them either by you or computer, create value or coexist? How do you see that that strategy move. Do you coexist? Do you play with them? >>E think you have to co exist? I think that the partner coexist, right? I think like all things you compete with Amazon. Amazon is so broad that will be part of Amazon and you're gonna compete with and that's that's fair game, you know, like so Snowflake competes against red shift, but they also part of Amazon's. They're running Amazon. So I think if you're a startup trying to find the edge, you have to coexist in Amazon because they're so big. Big cloud, right, The Big three cloud Amazon, Google, Azure. They're not going anywhere. So if you're a startup founder, you definitely coexist. Leverage the good things of cloud. But then you gotta invest in your own edge. Both both figure early what? Your edge and literally the edge. Right. And I think you know you complement your edge presence be it the home, the car, the city block, the zip code with, you know, using Amazon strategically because Amazon is gonna help you get two different countries, different regions. You know you can't build a company without touching Amazon in some form of fashion these days. But if you're a star found or doing strategically, how use Amazon and picking how you differentiate is gonna be key. And if the differentiation might be small, John. But it could be super valuable, right? So maybe only 10 or 15%. But that could be ah Holton of value that you're building on top of it. >>Yeah, and there's a little bit of growth hack to with Amazon if you you know how it works. If you compete directly against the core building blocks like a C two has three, you're gonna get killed, right? They're gonna kill you if the the white space is interest. In the old days in Microsoft, you had a white space. They give it to you or they would roll you over and level you out. Amazon. If you're a customer and you're in a white space and do better than them, they're cool with that. They're like, basically like, Hey, if you could innovate on behalf of the customer, they let you do that as long as you have a big bill. Yeah. Snowflakes paying a lot of money to Amazon. Sure, but they also are doing a good job. So again, Amazon has been very clear on that. If you do a better job than us for, the customer will do it. But if they want Amazon Red Shift, they want Amazon Onley. They can choose that eso kind of the playbook. >>I think it is absolutely right, John is it sets from any jassy and that the Amazon culture of the customer comes first, right? And so whatever is best for the customer that's like their their mission statement. So whatever they do, they do for the customer. And if you build value for the customer and you're on top of Amazon, they'll be happy. You might compete with some Amazon services, which, no, the GM of that business may not be happy, but overall. Net Net. Amazon's getting a share of those dollars that you're that you're charging the customer getting a share of the value you're creating. They're happy, right? Because you know what? The line rising tide floats all the boats. So the Mork cloud usage is gonna only benefit the Big Three cloud providers Amazon, particularly because they're the biggest of the three. But more and more dollars go the cloud. If you're helping move more. Absolute cloud helping build more solutions in the cloud. Amazon is gonna be happy because they know that regardless of what you're doing, you will get a fraction of those dollars. Now, the key for a startup founder and what I'm looking for is how do we get mawr than you know? A sliver of the dollars. How to get a bigger slice of the pie, if you will. So I think edge and surveillance or two areas I'm thinking about because I think there are two areas where you can actually invest, own some I p owned some surface area and capture more of the value, um, to use a startup founder and, you know, are built last t to Amazon. >>Yeah. Great. Great thesis. Jerry has always been great. You've been with the Cube since the beginning on our first reinvented 2013. Um, and so we're now on our eighth year. Great to see your success. Great investment. You make your world class investor to great firm Greylock. Um great to have you on from your perspective. Final take on this year. What's your view of Jackie's keynote? Just in general, What's the vibe. What's the quick, um, soundbite >>from you? First, I'm so impressed and you can do you feel like a three Archy? No more or less by himself. Right then, that is, that is, um, that's a one man show, and I'm All of that is I don't think I could pull that off. Number one. Number two It's, um, the ability to for for Amazon to execute at so many different levels of stack from semiconductors. Right there, there there ai chips to high level services around healthcare solutions and legit solutions. It's amazing. So I would say both. I'm impressed by Amazon's ability. Thio go so broad up and down the stack. But also, I think the theme from From From Andy Jassy is like It's just acceleration. It's, you know now that we will have things unique to the cloud, and that could be just a I chips unique to the cloud or the services that are cloud only you're going to see a tipping point. We saw acceleration in the past 15 years, John. He called like this cloud transition. But you know, I think you know, we're talking about 2021 beyond you'll see a tipping point where now you can only get certain things in the cloud. Right? And that could be the underlying inference. Instances are training instances, the Amazons giving. So all of a sudden you as a founder or developer, says, Look, I guess so much more in the cloud there's there's no reason for me to do this hybrid thing. You know, Khyber is not gonna go away on Prem is not going away. But for sure. We're going to see, uh, increasing celebration off cloud only services. Um, our edge only services or things. They're only on functions that serve like serverless. That'll be defined the next 10 years of compute. And so that for you and I was gonna be a space and watch >>Jerry Chen always pleasure. Great insight. Great to have you on the Cube again. Great to see you. Thanks for coming on. >>Congrats to you guys in the Cube. Seven years growing. It's amazing to see all the content put on. So you think it isn't? Just Last point is you see the growth of the curve growth curves of the cloud. I'd be curious Johnson, The growth curve of the cube content You know, I would say you guys are also going exponential as well. So super impressed with what you guys have dealt. Congratulations. >>Thank you so much. Cute. Virtual. We've been virtualized. Virtualization is coming here, or Cubans were not in person this year because of the pandemic. But we'll be hybrid soon as events come back. I'm John for a year. Host for AWS reinvent coverage with the Cube. Thanks for watching. Stay tuned for more coverage all day. Next three weeks. Stay with us from around the globe. It's the Cube with digital coverage of aws reinvent 2020 sponsored by Intel >>and AWS. Welcome back here to our coverage here on the Cube of AWS.

>>the >>globe. It's the Cube with digital coverage of AWS >>reinvent 2020 >>sponsored by Intel, AWS and our community partners. Everyone welcome back to the cubes. Virtual coverage of AWS reinvent 2020 Virtual I'm John for your host. Got a great segment here with two analyst day Volonte and Zia's Carvell who's head principles of zk research dot com. Guys. Great to see you A W s Kino. Thanks for >>coming on. Let's be back in the cube. >>Welcome back. Great to see you guys. Wanna get your thoughts? Um, it's mainly you because we talked with the enterprise a lot. You are leading analyst. You cover a broad range from networking all the way up to the C suite for enterprise buyers and and technology trends. Um, Andy Jassy laid down, in my opinion, what was directionally his next 20 mile stare. The next conquest for Amazon. And that is global. I t spend they locked in the infrastructures of service pass kicking ass. There. Check check. Hello, Enterprise. Different ballgame. What's your thoughts? >>Yeah, they have so much in different areas, obviously. You know, they have dominated cloud instances right there. Mawr compute storage memory. You know insists that anybody but you can see him, um, spreading their wings now, right? I think one of the more interesting announcements was actually what they're doing with Amazon connect. That's their contact center platform. And this is something that I think, Even last year, a lot of people weren't really even sure if they'd be in a long primary in the pocket. People about this market, they were asking, If you really think Amazon's in this, there's something they're experimenting. But we're here to stay. And I think one of the interesting things that they bring to market is, you know, almost unprecedented scale with their cloud platform as well as all the machine learning algorithms. And I think if if you believe that machine learning artificial intelligence is changing, I t. Forever and that's everything from the infrastructure to the network through the applications, then they have an inherent advantage because they have all those machine learning albums built into this stuff that they dio and so they can constantly look at these different markets and disruptive, disruptive, disrupt and take more and more sharing that and that's what they've done. E think that's you know, the context and announcements were great example that they're not doing the telephony things, and, you know, they're kind of bare table stakes. They do that pretty well, but they've just unloaded a whole bunch of ai based features that >>Dave, what's your take on this context center? Because it's not just call centers. I mean, there was a whole industry around call center, unified communications. That whole world. This is about the contact. It's about the person. This is not just a nuanced thing like telephony or, you know, PBX is in the old days. Remember those days? Things is not about the call. It's about the contact. This is what Jazzy saying. >>I think that way had Diana or on early. And I said, I like the fact that their AWS specifically is going after these solutions because several years ago it was just sort of. Here's a bunch of tools. Go figure it out. I think the contact center is I mean, everybody can relate Thio the pains of going through getting rerouted, having to restate all your credentials, not knowing who you are. And so between machine learning, Alexa, Natural language processing, better work flows. I mean there's this huge opportunity toe reinvent the whole call center contact center. So, uh, yeah, I think you called it John. It's a no brainer for a W s toe Really disrupt that >>business. Well, it also puts him in a position. You know, news is breaking on the day of and yet his keynote here at reinvent that, uh, you got Salesforce spying slack for 27 close toe, $28 billion. That's a 55% premium over when they announced it. And that's like a 30 x or 50 x on on revenue. Massive number to confess the message board software. I mean, so So. So. If Amazon can come in and get the context center model, which is not just voice, it's chat, it's machine learning. It's bots. And the innovation to create a step function kind of brings it back into the that integration of user network compute. You know, I just think that it feels very edgy in the sense of edge computing, because if I'm a person, I'm mobile. If I'm a person at work or at home, so there's a whole redefinition Zs, what's your take on this edge? Play from Amazon in context toe the enterprise software landscape. That seems to be, you know, focus on buying companies like Salesforce. >>Well, I think edges really the next big foray for computing. If one of the things and you ask we talked about this, you know, was that the compute, the unit of Compute, has gotten smaller and smaller, Right? We went from data centers to servers to virtual machines, the virtual machines and clouds. Now we're talking about containers and containers on edges, and this requires, um if you if you believe in the world of distributed computing where we're gonna have mawr containers running in MAWR, places on MAWR edges, right. The value proposition where companies is now they can move their data closer to the customer. They could move data closer to the user. And so, if I'm a retailer and I'm trying to understand what a customer is doing, I could do that in store. If I'm Tesla and I'm trying to understand what the drivers doing, I could do that in car, right? If I'm a cellular provider, I could do it by cellular edge. So the edge, I think, is where a lot of the innovation is going to be at Amazon has the luxury of this massive global network. You know, they just announced the number another a number of other local nodes, including Boston and a few other places. So they've got the footprint in place. And this this is what makes Amazon's are difficult to compete with, right? They built this massive network and this all these, no doubt for their e commerce business. And now they're leveraging that deliver I t services. You can't just go build this from the ground up the variety, right? You have to be able to monetize it another way. And they've been doing that with the commerce for a long time. And so it makes them. It makes it very, very difficult for them to capture Google could with Daniel forget about the item. Oh, yeah, so good. Microsoft. Possibly. But they I think that the more distributed compute becomes the more favors Amazon, >>I would add to that if I could, John, I mean, look good. Look at the prevailing way in which many of the infrastructure the old guard is Andy. Jesse calls them. Companies have pursued the edge they've essentially taking, taking x 86 boxes and, you know, maybe made him rugged and throwing them over the fence to the edge. And that really is not gonna play the edges. Now there's not one edge. I mean, there's a very highly specific use cases and factories and windmills. And maybe maybe it's small retail organizations, and whatever it is that those are gonna be really unique situations. And I think the idea of putting a programmable infrastructure at the edge is gonna win. I also think that the edge architecture is gonna be different. It's going to require much more efficient processing to do a I Influencing a lot of the data is gonna be, uh, stay at the edge. A lot of it's not gonna be persisted. Some of it's gonna come back to the cloud. But I think most of it is actually gonna gonna either not be persisted or stay at the edge and be affected in real time. When you think of autonomous vehicles so totally different programming model, >>well, I think that's the point of what I was saying earlier Zeus was talking about Is that it's It's the edges is just different. I mean, you got purpose built stuff. I mean, they were talking by the way they have snowball. So they have, ah, hard edge device. And they got out outpost now in multiple flavors and sizes. But they also were talking about computer vision and machine learning. We're going together for that. The panoramic appliance. I think it was where there's all these different cases to your point, Dave, where it's just different. At the edge, you have the zones for five G. I mean, if you go to a five g tower, that's essentially an edge. Just there's equipment up to this. Radios is transceivers and other back haul equipment. So when you look at the totality of what it is, the diversity, I think that's why this whole idea of Lambda and Containers is interesting. Toe Zia's. When you were saying about the compute sizes being small, because if you could put compute at the edge on small pieces to match the form factor that becomes interesting. I think that's what this Lambda container announcement I found interesting because I see that playing directly into that your reaction to >>that. It actually, um, makes it. If not done correctly, it could make I t much more complex because, um, containers air interesting because they're not like virtual machines. First live in perpetuity. Containers you They're very ephemeral, right? You spin them up to 30 seconds, you spin them up for a couple of minutes that you deprecate them. So at any given point in time, you could have thousands of containers, a handful of containers, millions of containers, Right? But it necessitates a common management. Uh huh. Underlay that could be used to visualize where these containers are, what's running on them. And that's what AWS provides. You know, all the stuff they're doing Lambda and Eks and things like that that lends itself to that. So a customer can then go and almost create a container architecture that spans all their cloud's edges, even on Prem. Now, uh, when Amazon has but still be able to manage it and simplify it, I think somebody's trying to do it themselves. They're gonna find that the complexity almost becomes untenable. Unless you have a Nike organization the size of Amazon companies don't. So we're >>gonna here, we're gonna hear from Deepak singing in a few sessions. He did the eks anywhere. That's essentially kubernetes service on the data center. But look at what they did with eks anywhere and then CCS, which has a common control plane to your point, that's compelling. And so, you know, if you're a developer or you're an enterprise, you might not have If you want to go with this. I t world. We talked about earlier zeros before you came on on our last segment. Most I t is not that built out in terms of capabilities. So learning new stuff is hard, so operating Amazon might be foreign to most I t shops. This is a challenge. Did you agree with that? Or or how do you see that? >>Um, well, a lot of Amazon used, obviously just the interviews and numbers of fucked that right. Um, but I think the concept of in a world where you have that common operating layer that spans it's no longer geographically limited to a data center or to a server. You know, it's it's now distributed across your entire multi cloud or distributed cloud environment. And so one of the important things right people remember is the world is becoming more dynamic and or distributed, and your I t strategy has to follow that. If you're doing things that are counted that you're not only standing still, you're actually going backwards. And so what Amazon is doing is they're allowing companies to be is dynamic distributors. They need to be to be able to maintain that that common operating layer that actually makes it management, because without it, you just you wind up in a situation. Like I said, that's incredible. A lot of people facing that today. And that's why that's why there's this big divergence, right? This five native cos they're going fast and legacy companies that can. >>Guys, I want to spend the next 10 minutes we have getting into more of the business side from this keynote because because I know your research on digital transmission first. I know you know the networking side up and down the stack and all that good stuff, but you've been doing a lot of research around the digital transformation with the cloud. Dave, you just put out a great great breaking and else think your 55th, um, episode on digital transformation with the cloud. It's very clear that Jackie is basically preaching, saying, Hey, Clay Christensen is former professor who passed away. He brought up this whole innovator's dilemma kind of theme and saying, Hey, if you don't get the reality that you're in, you better wake up and smell the coffee. It's a wake up call. That's what he's basically saying That's my take away. This is really this business management lesson. Leadership thinking is super important, and I know we've We've talked about people process, technology. Uh, let's Covad eyes this real quick. Bottom line. What is the playbook? Do you agree with jazz? His point of view here? Um, he's pretty being hardcore. He's like, literally saying adapter die in his own way. What, you guys thoughts on this? This is a true forcing function. This cove, In reality, >>I mean I mean, if you talk about the business transformation, digital transformation, business transformation, you know, what does that mean? I, like, said earlier that the last 10 years about I t transformation, I think the next 10 is gonna be about business transformation, organizational industry transformation, and I think what that means is the entire operational stack is gonna get digitized. So your sales you're marketing your your customer support your logistics. You know you're gonna have one interface to the customer as opposed toe, you know, fragmented stovepipe siloed. You know, data sets all over the place, and that is a major change. And I think that's ultimately what a W. S is trying to affect with its model and has obviously big challenges in doing so. But But that, to me, is what digital transformation is ultimately all about. And I think you're going to see it unfold very rapidly over the next several >>years. What's your reaction? What's your view on on the on Jackie? >>And he talked about his eight steps toe reinvention. Um and e think what digital transformation to me is the willingness to re invent disruptive own business even in the face that it might look horrible for your business, right? But understanding he is there something that I think is true. And a lot of, um, business leaders don't fully by this that if something is good for your customer, they're going to do it, and you can either make it happen, or you gonna watch it happen and then have the market taken away from me because there's a lot of cases you look at how slow you know, A lot of the banks, you know, operated until you know, the a lot of these, uh, cloud native, uh, money exchange systems came around the cape. Alan Ben more and things like that, right? Even retailers Amazon completely disrupted that model. You could say that Amazon killed, you know, Toys R us, but 20 rescue Toys R Us E. And I think there's got to be this hard willingness to look at your business model and be willing to disrupt yourself. And what Kobe did, John, I think, is a taught us a lesson that you have to be prepared for anything because nobody saw this coming. And sure you can. And a lot of companies thrived out of this, and a lot of one's gone away, but that the ability to be agile has never been more important. But you're only is Angela's. Ike lets you be, and that's what that's what. The W. Is going to sell us the ability to do anything you want with your business. But the staff, you have to have the business because they're willing to do that. >>You know, that's a great point. That's so smart. It's crime that's worth calling out. And we were talking before we came on live about our business with the Cube. There's no virtual, there's no floor anymore. So we had to go virtual if we weren't in the cloud. If we weren't doing R and D and tinkering with some software and having our studio, we'd be out of business. Dave. Everyone knows it. Now Get the Cube virtual. We have some software were position, and this kind of speaks directly to what Andy Jassy said. He said. Quote. If you're not in the process of figuring out as a company, how you're going to reinvent your customer experience in your product and reinvent who you are, you are starting to unwind. You may not realize it, but you are. What he's saying is you better wake up and smell the coffee and I want to get your guys reacted. You, particularly you around your experience and research. I've noticed that some customers that had cloud going on did well with co vid and said ones that didn't are still struggling not to catch up. So you're kind of intense. You got some companies that were that were on the wave, Maybe kind of figuring it out, that we're in good position and some that were flat footed and are desperate. Um, seems to be a trend. Do you agree with that? And what's your view on this idea of being ready? What does that even mean to be? Have readiness or >>take, you don't get the data points that Andy threw up there, right? That 50% of the companies that were the global fortune $500.2000 or are no longer here, Right? That Zatz Pretty shocking statistic. And that does come, uh, you know, from the willingness to disrupt your business. And if you got you're right. The companies that had a good, solid class raging in place, we're able to adapt their business very quickly. You could you look at retailers. Some had a very strong online presence. They had online customer service set up those companies didn't find other ones, were really forced to try and figure out how to let people in the store had a mimic. You know, the in store experience, you know, through from, uh, you know, support interface or whatever. Those are the ones that really struggling. So you're right. I think companies that were on the offensive plug to Dover companies that were fully in the cloud really accelerated their business and ones that didn't buy into it. I think they're struggling to survive in a lot of They're gone. >>Yeah, and all that. John, When Jesus was talking about his view of digital transformation, I was just writing down some of the examples to your point. The folks that were sort of had were cloud ready, covert ready, if you will. And those that weren't But think about think about automobiles. You know, there's testily even a manufacturer of automobiles or they software company. Personal health has completely changed over the last nine months with remote. You know, uh, telehealth automated manufacturing. You think about digital cash, e commerce and retail is completely, you know, accelerated. Obviously toe online. Think about kids in college and kids in high school and remote learning farming. You know, we've done a great job in terms of mono crops and actually creating a lot of food. But now I think the next 10 years is gonna be how do we get more nutritious food to people and so virtually every industry is ripe for disruption, and the cloud is the underpinning of that disruption. >>Alright, guys, got a few more minutes left. I want to get your thoughts quickly on the keynote. What it means for the customers that we're watching again. This is not a sales and marketing conference as they talk about. But if you're sitting in the audience, you guys, we're watching and we're virtual um Did it hit home with you? If you're a customer, what did he what? Give us Give the grades. Where do you Where do you hit a home run? Where he missed. Did he leave anything out? What's your take Zia's? We'll start with you. >>Um, I thought it was actually really good Keynote. I thought you did a good job of making the case for AWS. They talked about the open. They have more instances than anybody. So you could do almost any kind of compute in their cloud. I think one of the important lessons variety to is the importance. You can't just do everything. The software right? Hardware Still important silicon still important that, and to meet the needs of very special he needs from things like machine learning and AI. Amazon's actually spending their own silicon very much like Athens doing with their computers. And so if you are going to be a customer service focused company, you need to think of the I T. Stack and everything from the silicon, the hardware through the software, and build that integrated experience to Amazon's giving a tools to do that Now E. Do I would like to see Amazon be a little more, um, a supposed the cloud competitive friendly. The one thing I hear from customers all the time is they love the Amazon tools. They love the optimization capabilities, but you know, if they are adopting some kind of multi cloud strategy, the Amazon tools don't work in Azure and the capital don't work in Amazon. The same with Google, and it would be well within the best interests of those three companies. They find a way to get together and allow their common framework to work across clouds. Amazon's already got a lead that they could do that, and I don't think it's gonna be, but that that is something I think that's still missing from this world is they make it very difficult for customers to move the multi cloud. >>Well, some would say some people are saying, saying that the number one in the cloud I mean, got cloud wars Bob Evans over there saying Microsoft is dominating number one position over everybody else, multiple quarters in a row Now he's looking at revenue and granted. You got a lot of propping up there you got. You know, Windows server and sequel. You got a bunch of professional services, But clearly the I as in past side of the market, Microsoft is, like, way behind um So, yeah, they've got the numbers little legacy in their Microsoft should, and they got a little base. If I'm Amazon, I'm not. I'm worried about Microsoft more than anybody. I think you know, I looking at the Civil War between the Seattle forces. I mean, this is really Microsoft's gotta greatest all base, and they could flip that license deals and >>the cloud is good enough. I mean, it's myself doing very, very well with its classic Microsoft. You know >>they your point. Microsoft is the king of good enough, right? They put out features. They market heavily to the I t pro on. They put out licensing packages, so you're almost foolish to not at least fry their products. And then they do roll it out. So it's good enough and then you live with it for a while. But ultimately, whenever people use Microsoft, they do have an alternative under in there for a very special case. But e don't wanna >>the king of good enough. That's a great line. I love that. I'm gonna use that. But this Babel fish thing for Aurora that is a huge dagger. Potentially, it's an escape valve for customers. They wanna leave Microsoft. But clearly, if Microsoft you're gonna get penalized by running your license on Amazon. >>If our CEO our i t c t, I'd say, Okay, I definitely want to do business with with Amazon. That's what I heard today from Jassy, and I would want to hedge my bets either with Microsoft, especially if I'm a Microsoft shop or with Google's from analytics heavy unquestionably. I'd want to hedge my bets and have some kind of 70 30 80 20 mix. >>Look, if you're Andy Jassy and he's told me my interview, do it directly. I asked this question. He was very forthright. He doesn't hide from the fact that, uh, customers have multiple clouds, but they have a primary and secondary, but they're not gonna have, like, five or six major clouds. Yeah, it's hard to get these teams trained at to begin with. So there's a hedge. There's a supplier leverage. I get that. He's totally gets that. But if you're Amazon, you're gonna have your annual conference. You really don't wanna be in the business of talking about the other guys cloud, you say hybrid, right? It's on my show. You know, like you're competing. This is there's definitely competition between Microsoft and A W s. So you gotta respect that. But yeah, of course. There's multiple clouds called hybrid eks everywhere. Uh, container service. I mean, >>especially global, right? Different cloud providers of different strengths in different regions. You know, Microsoft, very strong in the Gulf. AWS isn't you know. So if you're a global company, um, you know, then you almost by default, have to go multi cloud multiple cloud vendors because of geographic differences. Obviously, China, with its own set of cloud providers. So, you know, smaller midsize businesses could get away with one, but As soon as you become global, you have to use more. >>Well, I'm a big fan of distributed computing. I loved the large scale concept of distribute computing. You got regions. Now you've got local zones. You got I O t edge. You got cloud going on Prem Edge. It's really an edge game at this point. Greater now distributed hyper Put hyper next to anything hyper cloud on your sounds better Piper >>Cube. And the opportunities the cloud providers and Amazon, you know, certainly is leading. This is the ability to take this complex, hyper distributed world and use their management tools toe create a normalized operating simplify What would be an overly complex world about it? >>Okay, we got a break. Just quick plug. There's a big salesforce event coming up on December 10th. Check it out on the Amazon site that that plug in you watching the cube stay tuned for more coverage after this break

>>Hello, buddy. And welcome back to the cubes. Coverage of Snowflake Data Cloud Summer 2020. We're tracking the rise of the data cloud and fresh off the keynotes. Hear Frank's Luqman, the chairman and CEO of Snowflake, and Anita Lynch, the vice president of data governance at Disney Streaming Services. Folks. Welcome E Need a Disney plus. Awesome. You know, we signed up early. Watched all the Marvel movies. Hamilton, the new Pixar movie Soul. I haven't gotten to the man DeLorean yet. Your favorite, but I really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the data cloud because I never liked the term Enterprise Data Warehouse. What you're doing is is so different from the sort of that legacy world that I've known all these years. But start with why the data cloud? What problems are you trying to solve? And maybe some of the harder challenges you're seeing? >>Yeah, I know. You know, we have We've come a long way in terms of workload execution, right? In terms of scale and performance and, you know, concurrent execution. We really taking the lid off sort of the physical constraints that that have existed on these types of operations. But there's one problem, uh, that were not yet, uh solving. And that is the silo ing and bunkering of data. Essentially, you know, data is locked in applications. It's locked in data centers that's locked in cloud cloud regions incredibly hard for for data science teams to really, you know, unlocked the true value of data. When you when you can address patterns that that exists across data set. So we're perpetuate, Ah, status we've had for for ever since the beginning off computing. If we don't start Thio, crack that problem now we have that opportunity. But the notion of a data cloud is like basically saying, Look, folks, you know, we we have to start inside, lowing and unlocking the data on bring it into a place where we can access it. Uh, you know, across all these parameters and boundaries that have historically existed, it's It's very much a step level function. Customers have always looked at things won't workload at that time. That mentality really has to go. You really have to have a data cloud mentality as well as a workload orientation towards towards managing data. Yeah, >>Anita is great here in your role at Disney, and you're in your keynote and the work. You're doing the governance work, and you're you're serving a great number of stakeholders, enabling things like data sharing. You got really laser focused on trust, compliance, privacy. This idea of a data clean room is really interesting. You know, maybe you can expand on some of these initiatives here and share what you you're seeing as some of the biggest challenges to success. And, of course, the opportunities that you're unlocking. >>Sure. I mean, in my role leading data to governance, it's really critical to make sure that all of our stakeholders not only know what data is available and accessible to them, they can also understand really easily and quickly whether or not the data that they're using is for the appropriate use case. And so that's a big part of how we scale data governance. And a lot of the work that we would normally have to do manually is actually done for us through the data. Clean rooms. >>Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos. And I mean, obviously you can relate to that having been in the data business for a while, but I wonder if you could elucidate on that. >>Sure, I mean data complexities air going to evolve over time in any traditional data architecture. Er, simply because you often have different teams at different periods in time trying thio, analyze and gather data across Ah, whole lot of different sources. And the complexity that just arises out of that is due to the different needs of specific stakeholders, their time constraints. And quite often, um, it's not always clear how much value they're going to be able to extract from the data at the outset. So what we've tried to do to help break down the silos is allow individuals to see up front how much value they're going to get from the data by knowing that it's trustworthy right away. By knowing that it's something that they can use in their specific use case right away, and by ensuring that essentially, as they're continuing to kind of scale the use cases that they're focused on. They're no longer required. Thio make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world, >>for sure. I mean, copy creep, because it be the silent killer. Frank, I followed you for a number of years. You know, your big thinker. You and I have had a lot of conversations about the near term midterm and long term. I wonder if you could talk about you know, when you're Kino. You talk about eliminating silos and connecting across data sources, which really powerful concept. But really only if people are willing and able to connect and collaborate. Where do you see that happening? Maybe What are some of the blockers there? >>Well, there's there's certainly, ah natural friction there. I still remember when we first started to talk to to Salesforce, you know, they had discovered that we were top three destination off sales first data, and they were wondering, you know why that was. And and the reason is, of course, that people take salesforce data, push it to snowflake because they wanna overlay it with what data outside of Salesforce. You know, whether it's adobe or any other marketing data set. And then they want to run very highly skilled processes, you know, on it. But the reflexes in the world of SAS is always like, no, we're an island were planning down to ourselves. Everybody needs to come with us as opposed to we We go, you know, to a different platform to run these type of processes. It's no different for the for the public club. Venter Day didn't mean they have, you know, massive moats around there. Uh, you know, their stories to, you know, really prevent data from from leaving their their orbit. Eso there is natural friction in in terms off for this to happen. But on the other hand, you know, there is an enormous need, you know, we can't deliver on on the power and potential of data unless we allow it to come together. Uh, snowflake is the platform that allows that to happen. You know, we were pleased with our relationship with Salesforce because they did appreciate you know why this was important and why this was necessary. And we think you know, other parts of the industry will gradually come around to it as well. So the the idea of a data cloud has really come, right? People are recognizing, you know, why does this matters now? It's not gonna happen overnight, And there's a step global function of very big change in mentality and orientation. You know, >>it's almost as though the SAS ification of our industries sort of repeated some of the application silos, and you build a hardened top around it. All the processes are hardened around it, and Okay, here we go. And you're really trying to break that, aren't you? Yeah, Exactly. Anita. Again, I wanna come back to this notion of governance. It's so it's so important. It's the first role in your title, and it really underscores the importance of this. Um, you know, Frank was just talking about some of the hurdles, and and this is this is a big one. I mean, we saw this in the early days of big data. Where governance was this after thought it was like, bolted on kind of wild, Wild West. I'm interested in your governance journey, and maybe you can share a little bit about what role Snowflake has played there in terms of supporting that agenda. Bond. Kind of What's next on that journey? >>Sure. Well, you know, I've I've led data teams in a numerous, uh, in numerous ways over my career. This is the first time that I've actually had the opportunity to focus on governance. And what it's done is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >>Well, I mean a big part of what you were talking about, at least my inference in your your talk was really that the business folks didn't have to care about, you know, wonder about they cared about it. But they're not the wonder about and and about the privacy, the concerns, etcetera. You've taken care of all that. It's sort of transparent to them. Is that >>yeah, right. That's right. Absolutely. So we focus on ensuring compliance across all the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical to ensuring, you know, that we're able Thio do this. We don't We don't do it alone. But governance includes not just, you know, the compliance and the privacy. It's also about data access, and it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data. We focus on the infrastructure and making sure that we've architected for scale and all of these air really important components of our strategy. >>I got. So I have a question. Maybe each of you can answer. I I sort of see this our industry moving from, you know, products. So then the platforms and platforms even involving into ecosystems. And then there's this ecosystem of of data. You guys both talked a lot about data sharing. But maybe Frank, you could start in Anita. You can add on to Frank's answer. You're obviously both both passionate about the use of of data and trying to do so in a responsible way. That's critical, but it's also gonna have business impact. Frank, where's this passion come from? On your side. And how are you putting in tow action in your own organization? >>Well, you know, I'm really gonna date myself here, but, you know, many, many years ago, you know, I saw the first glimpse off, uh, multidimensional databases that were used for reporting. Really, On IBM mainframes on debt was extraordinarily difficult. We didn't even have the words back then. In terms of data, warehouses and business. All these terms didn't exist. People just knew that they wanted to have, um, or flexible way of reporting and being able Thio pivot data dimensionally and all these kinds of things. And I just whatever this predates, you know, Windows 3.1, which, really, you know, set off the whole sort of graphical in a way of dealing with systems which there's not a whole generations of people that don't know any different. Right? So I I've lived the pain off this problem on sort of been had a front row seat to watching this This transpire over a very long period of time. And that's that's one of the reasons um, you know why I'm here? Because I finally seen, you know, a glimpse off, you know, also as an industry fully fully just unleashing and unlocking the potential were not in a place where the technology is ahead of people's ability to harness it right, which we've We've never been there before, right? It was always like we wanted to do things that technology wouldn't let us. It's different now. I mean, people are just heads are spinning with what's now possible, which is why you see markets evolved very rapidly right now. Way we were talking earlier about how you can't take, you know, past definitions and concepts and apply them to what's going on the world. The world's changing right in front of your eyes right now. >>Sonita. Maybe you could add on to what Frank just said and share some of the business impacts and and outcomes that air notable since you're really applied your your love of data and maybe maybe touch on culture, your data culture. You know any words of wisdom for folks in the audience who might be thinking about embarking on a data cloud journey similar to what you've been on? >>Yeah, sure, I think for me. I fell in love with technology first, and then I fell in love with data, and I fell in love with data because of the impact the data can have on both the business and the technology strategy. And so it's sort of that nexus, you know, between all three and in terms of my career journey and and some of the impacts that I've seen I mean, I think with the advent of the cloud, you know before, Well, how do I say that before the cloud actually became, you know, so prevalent in such a common part of the strategy that's required? It was so difficult, you know, so painful. It took so many hours to actually be able to calculate, you know, the volumes of data that we had. Now we have that accessibility, and then on top of it with the snowflake data cloud, it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have toe have multiple copies of the data. And I think moving beyond some of the traditional mechanisms for for measuring business impact has has only been possible with the volumes of data that we have available to us today. And it's just it's phenomenal to see the speed at which we can operate and really, truly understand our customers, interests and their preferences, and then tailor the experiences that they really want and deserve for them. Um, it's It's been a great feeling. Thio, get to this point in time. >>That's fantastic. So, Frank, I gotta ask you if you're still in your spare time, you decided to write a book? I'm loving it. Um, I don't have a signed copy, so I'm gonna have to send it back and have you sign it. But you're I love the inside baseball. It's just awesome. Eso really appreciate that. So But why did you decide to write a book? >>Well, there were a couple of reasons. Obviously, we thought it was an interesting tale to tell for anybody you know who is interested in, You know what's going on. How did this come about, You know, where the characters behind the scenes and all this kind of stuff. But, you know, from a business standpoint, because this is such a step function, it's so non incremental. We felt like, you know, we really needed quite a bit of real estate to really lay out what the full narrative and context is on. Do you know we thought books titled The Rise of the Data Cloud. That's exactly what it ISS and We're trying to make the case for that mindset, that mentality, that strategy. Because all of us, you know, I think is an industry or were risk off persisting, perpetuating, You know, where we've been since the beginning off computing. So we're really trying to make a pretty forceful case for Look, you know, there is an enormous opportunity out there, The different choices you have to make along the way. >>Guys, we got to leave it there. Frank. I know you and I are gonna talk again. Anita. I hope we have a chance to meet face to face and and talking the Cube live someday. You're phenomenal, guest. And what a great story. Thank you both for coming on. And thank you for watching. Keep it right there. You're watching the Snowflake Data Cloud Summit on the Cube.

>>Hello, buddy. And welcome back to the cubes. Coverage of Snowflake Data Cloud Summer 2020. We're tracking the rise of the data cloud and fresh off the keynotes. Hear Frank's Luqman, the chairman and CEO of Snowflake, and Anita Lynch, the vice president of data governance at Disney Streaming Services. Folks. Welcome E Need a Disney plus. Awesome. You know, we signed up early. Watched all the Marvel movies. Hamilton, the new Pixar movie Soul. I haven't gotten to the man DeLorean yet. Your favorite, but I really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the data cloud because I never liked the term Enterprise Data Warehouse. What you're doing is is so different from the sort of that legacy world that I've known all these years. But start with why the data cloud? What problems are you trying to solve? And maybe some of the harder challenges you're seeing? >>Yeah. You know, we have We've come a long way in terms of workload, execution, right? In terms of scale and performance and concurrent execution. We really taking the lid off. Sort of the physical constraints that that have existed on these types of operations. But there's one problem, uh, that were not yet, uh solving. And that is the silo ing and bunkering of data essentially in the data is locked in applications. It's locked in data centers. It's locked in cloud cloud regions incredibly hard for for data science teams to really unlock the true value of data when you when you can address patterns that that exists across data set. So we're perpetuate, uh, status we've had for for ever since the beginning off computing. If we don't start Thio, crack that problem now we have that opportunity. But the notion of a data cloud is like basically saying, Look, folks, you know, we we have to start inside, lowing and unlocking the data on bring it into a place where we can access it. Uh, you know, across all these parameters and boundaries that have historically existed, it's very much a step level function. Customers have always looked at things won't workload at that time. That mentality really has to go. You really have to have a data club mentality as well as a workload orientation towards towards managing data. >>Anita is great here in your role at Disney and you're in your keynote and the work you're doing the governance work and you're you're serving a great number of stakeholders, enabling things like data sharing. You got really laser focused on trust, compliance, privacy. This idea of a data clean room is really interesting. You know, maybe you can expand on some of these initiatives here and share what you're seeing as some of the biggest challenges to success. And, of course, the opportunities that you're unlocking. >>Sure, I mean, in my role leading data to governance, it's really critical to make sure that all of our stakeholders not only know what data is available and accessible to them, they can also understand really easily and quickly whether or not the data that they're using is for the appropriate use case. And so that's a big part of how we scale data governance. And a lot of the work that we would normally have to do manually is actually done for us through the data Clean rooms. >>Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos. And I mean, obviously you can relate to that having been in the data business for a while, but I wonder if you could elucidate on that. >>Sure, I mean data complexities air going to evolve over time in any traditional data architecture. Er, simply because you often have different teams at different periods in time trying thio, analyze and gather data across Ah, whole lot of different sources. And the complexity that just arises out of that is due to the different needs of specific stakeholders, their time constraints. And quite often, um, it's not always clear how much value they're gonna be able to extract from the data at the outset. So what we've tried to do to help break down the silos is allow individuals to see up front how much value they're going to get from the data by knowing that it's trustworthy right away. By knowing that it's something that they can use in their specific use case right away, and by ensuring that essentially, as they're continuing to kind of scale, the use cases that they're focused on their no longer required Thio make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world, >>for sure. I mean, copy creep, because it be the silent killer. Frank, I've followed you for a number of years. Your big thinker. You and I have had a lot of conversations about the near term midterm and long term. I wonder if you could talk about you know, when you're Kino. You talk about eliminating silos and connecting across data sources, which really powerful concept. But really only if people are willing and able to connect and collaborate. Where do you see that happening? Maybe What are some of the blockers there? >>Well, there's there's certainly, ah, natural friction there. I still remember when we first started to talk to to Salesforce, you know, they had discovered that we were top three destination off sales first data, and they were wondering why that was. And the reason is, of course, that people take salesforce data, push it to snowflake because they wanna overlay it with what data? Outside of Salesforce, you know, whether it's adobe or any other marketing data set and then they want to run very highly skilled processes, you know, on it. But the reflexes in the world of SAS is always like, No, we're an island were planning down to ourselves. Everybody needs to come with us as opposed to we We go, you know, to a different platform to run these type of processes. It's no different for the for the public club. Better day didn't mean they have, you know, massive moats around there. Uh, you know, their stories to, you know, really prevent data from from leaving their their orbit. Eso there is natural friction in, uh, in terms off for this to happen. But on the other hand, you know, there is an enormous need, you know, we can't deliver on on the power and potential of data unless we allow it to come together. Uh, snowflake is the platform that allows that to happen. Uh, you know, we were pleased with our relationship with Salesforce because they did appreciate you know why this was important and why this was necessary. And we think you know, other parts of the industry will gradually come around to it as well. So the the idea of a data cloud has really come, right? Uh, people are recognizing, you know, why does this matter now? It's not gonna happen overnight. There's a step global function of very big change in mentality and orientation. >>Yeah. It's almost as though the SAS ification of our industry sort of repeated some of the application silos and you build a hardened top around it. All the processes are hard around. OK, here we go. And you're really trying to break that, aren't you? Yeah, Exactly. Anita. Again, I wanna come back to this notion of governance. It's so it's so important. It's the first role in your title, and it really underscores the importance of this. Um, you know, Frank was just talking about some of the hurdles, and this is this is a big one. I mean, we saw this in the early days of big data. Where governance was this after thought it was like, bolted on kind of wild, Wild West. I'm interested in your governance journey. And maybe you could share a little bit about what role snowflake has played there in terms of supporting that agenda. Bond. Kind of What's next on that journey? >>Sure. Well, you know, I've I've led data teams in a numerous, uh, in numerous ways over my career. This is the first time that I've actually had the opportunity to focus on governance. And what it's done is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >>Well, I mean a big part of what you were talking about. At least my inference in your talk was really that the business folks didn't have to care about, you know, wonder about they cared about it. But they're not the wonder about and and about the privacy, the concerns, etcetera. You've taken care of all that. It's sort of transparent to them. Is that >>yeah, right. That's right. Absolutely So we focus on ensuring compliance across all of the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical to ensuring, you know, that were ableto do this. We don't we don't do it alone. But governance includes not just, you know, the compliance and the privacy. It's also about data access, and it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data. We focus on the infrastructure and making sure that we've architected for scale and all of these air really important components of our strategy. >>I got. So I have a question. Maybe each of you can answer. I I sort of see this our industry moving from, you know, products toe, then two platforms and platforms, even involving into ecosystems. And then there's this ecosystem of data. You guys both talked a lot about data sharing, But maybe Frank, you could start in Anita. You can add on to Frank's answer. You're obviously both both passionate about the use of data and trying to do so in a responsible way. That's critical, but it's also gonna have business impact. Frank, where's this passion come from? On your side. And how are you putting in tow action in your own organization? >>Well, you know, I'm really gonna date myself here, but, you know, uh, many, many years ago, uh, I saw the first glimpse off, uh, multidimensional databases that were used for reporting really on IBM mainframes on git was extraordinarily difficult. We didn't even have the words back then in terms of data, warehouses and all these terms didn't exist. People just knew that they wanted to have, um, or flexible way of reporting and being able Thio pivot data dimensionally and all these kinds of things. And I just whatever this predates, you know, Windows 3.1, which really set off the whole sort of graphical in a way of dealing with systems which there's not a whole generations of people that don't know any different, Right? So I I've lived the pain off. This problem on sort of had a front row seat to watching this this transpire over a very long period of time. And that's that's one of the reasons you know why I'm here. Because I finally seen a glimpse off. You know, I also as an industry fully fully just unleashing and unlocking the potential were not in a place where the technology is ahead of people's ability to harness it right, which we've never been there before, right? It was always like we wanted to do things that technology wouldn't let us. It's different now. I mean, people are just heads are spinning with what's now possible, which is why you see markets evolved very rapidly right now. We were talking earlier about how you can't take, you know, past definitions and concepts and apply them to what's going on the world. The world's changing right in front of your eyes right now. >>Sonita. Maybe you could add on to what Frank just said and share some of the business impacts and and outcomes that are notable since you're really applied your your love of data and maybe maybe touch on culture, data, culture, any words of wisdom for folks in the audience who might be thinking about embarking on a data cloud journey similar to what you've been on? >>Yeah, sure, I think for me. I fell in love with technology first, and then I fell in love with data, and I fell in love with data because of the impact the data can have on both the business and the technology strategy. And so it's sort of that nexus, you know, between all three and in terms of my career journey and some of the impacts that I've seen. I mean, I think with the advent of the cloud you know before. Well, how do I say that before the cloud actually became, you know, so prevalent and such a common part of the strategy that's required It was so difficult, you know, so painful. It took so many hours to actually be able to calculate, you know, the volumes of data that we had. Now we have that accessibility, and then on top of it with the snowflake data cloud, it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have toe have multiple copies of the data. And I think moving beyond some of the traditional mechanisms for for measuring business impact has has only been possible with the volumes of data that we have available to us today. And it's just it's phenomenal to see the speed at which we can operate and really, truly understand our customers, interests and their preferences, and then tailor the experiences that they really want and deserve for them. Um, it's it's been a great feeling. Thio, get to this point in time. >>That's fantastic. So, Frank, I gotta ask you if you're still in your spare time. You decided to write a book? I'm loving it. Um, I don't have a signed copy, so I'm gonna have to send it back and have you sign it. But your love, the inside baseball, it's just awesome. Eso really appreciate that. So but why did you decide to write a book? >>Well, there were a couple of reasons. Obviously, uh, we thought it was an interesting tale to tell for anybody who's interested in, you know what's going on. How did this come about, You know, where the characters behind the scenes and all this kind of stuff. But, you know, from a business standpoint, because this is such a step function, it's so non incremental. We felt like, you know, we really needed quite a bit of real estate to really lay out what the full narrative in context is on. Do you know, we thought books titled The Rise of the Data Cloud. That's exactly what it iss. And we're trying to make the case for that mindset, that mentality, that strategy. Uh, because all of us, you know, I think it's an industry were risk off, you know, persisting, perpetuating. Uh, you know, where we've been since the beginning off computing. So we're really trying to make a pretty forceful case for Look, there's an enormous opportunity out there. The different choices you have to make along the way. >>Guys, we got to leave it there. Frank. I know you and I are gonna talk again. Anita. I hope we have a chance to meet face to face and and talking the Cube live someday. You're phenomenal guests. And what a great story. Thank you both for coming on. Thank you. All right, you're welcome. And keep it right there, buddy. We'll be back for the next guest right after this short break and we're clear. All right. Not bad.

>>live from Stanford University. It's the queue covering Stanford women in data Science 2020. Brought to you by Silicon Angle Media. >>Hi, and welcome to the Cube. I'm your host, Sonia today, Ari. And we're live at Stanford University covering wigs, Women in Data Science Conference 2020 And this is the fifth annual one. Joining us today is John Hoegger, who is the principal data scientist manager at Microsoft. John. Welcome to the Cube. Thanks. So tell us a little bit about your role at Microsoft. >>I manage a central data science team for myself. 3 65 >>And tell us more about what you do on a daily basis. >>Yeah, so we look at it across all the different myself. 365 products Office Windows security products has really try and drive growth, whether it's trying to provide recommendations to customers to end uses to drive more engagement with the products that they use every day. >>And you're also on the Weeds Conference Planning Committee. So tell us about how you joined and how that experience has been like, >>Yeah, actually, I was at Stanford about a week after the very first conference on. I got talking to Karen, one of this co organizers of that that conference and I found out there was only one sponsor very first year, which was WalMart Labs >>on. >>The more that she talked about it, the more that I wanted to be involved on. I thought that makes it really should be a sponsor, this initiative. And so I got details. I went back and my assessment sponsor. Ever since I've been on the committee trying it help with. I didn't find speakers on and review and the different speakers that we have each year. And it's it's amazing just to see how this event has grown over the four years. >>Yeah, that's awesome. So when you first started, how many people attended in the beginning? >>So it started off as we're in this conference with 400 people and just a few other regional events, and so was live streamed but just ready to a few universities. And ever since then it's gone with the words ambassadors and people around the world. >>Yes, and outwits has is over 60 countries on every continent except Antarctica has told them in the Kino a swell as has 400 plus attendees here and his life stream. So how do you think would has evolved over the years? >>Uh, it's it's term from just a conference to a movement. Now it's Ah, there's all these new Our regional events have been set up every year and just people coming together, I'm working together. So, Mike, self hosting different events. We had events in Redmond. I had office and also in New York and Boston and other places as well. >>So as a as a data scientist manager for many years at Microsoft, I'm I'm sure you've seen it increase in women taking technical roles. Tell us a little bit about that. >>Yeah, And for any sort of company you have to try and provide that environment. And part of that is even from recruiting and ensuring that you've got a diverse into s. So we make sure that we have women on every set of interviews to be able to really answer the question. What's it like to be a woman on this team and your old men contents of that question on? So you know that helps as faras we try, encourage more were parented some of these things demos on. I've now got a team of 30 data scientists, and half of them are women, which is great. >>That's also, um So, uh, um, what advice would you give to young professional women who are just coming out of college or who just starting college or interested in a stem field? But maybe think, Oh, I don't know if they'll be anyone like me in the room. >>Uh, you ask the questions when you interview I go for those interviews and asked, like Like, say, What's it like to be a woman on the team? All right. You're really ensuring that the teams that you're joining the companies you joined in a inclusive on and really value diversity in the workforce >>and talking about that as we heard in the opening address that diversity brings more perspectives, and it also helps take away bias from data science. How have you noticed that that bias becoming more fair, especially at your time at Microsoft? >>Yeah, and that's what the rest is about. Is just having those diverse set of perspectives on opinions in heaven. More people just looking like a data and thinking through your holiday to come. Views on and ensure has been used in the right way. >>Right. Um and so, um, what do you going forward? Do you plan to still be on the woods committee? What do you see with is going how DC woods in five years? >>Ah, yeah. I live in for this conference I've been on the committee on. I just expected to continue to grow. I think it's just going right beyond a conference. Dossevi in the podcasts on all the other initiatives that occurring from that. >>Great. >>John, Thank you so much for being on the Cube. It was great having >>you here. Thank you. >>Thanks for watching the Cube. I'm your host, Sonia, to worry and stay tuned for more. Yeah.

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back here to AWS reinvent 2019. Great show going on here in Las Vegas, where the Sands were live here on the Cube. Once again, covering it from wall to wall will be here until late tomorrow afternoon. David John Walls were doing by Joined by David. She coaches who is the vice president of product management for hybrid idea Century Lake. Good to see you, You guys and Brandon sweetie, who's the SPP of worldwide cloud sales at Veum With you be with you. This is gonna be a New England sports segment actually surrounded by ruin. Celtics, >>ESPN in Vegas, >>I remind you, the Washington Nationals are the reigning world. Serious shit. Wait a moment. Wait. Shark forever. A moment in time I got stuff. Let's talk about your relationship between via wearing set free like And what brings you here? A WSB offering. You're putting you guys that run on AWS. >>Maybe Maggie jumping and jumping. So look VM wear a long time player in the infrastructure space. Obviously incredible relationship with AWS. Customers want to transform their operations. They want to move to the cloud way have Vienna, where Claude, on a video B s. We continue to take tremendous ground helping customers build and build more agile infrastructure. Make that happen, Van. Where was built on our partners. Right centrally great partner MSP. And we think about helping customers achieve their business outcomes. Key partners like centrally make it happen. You've been a long term partner and done a lot of great things with us. >>Yeah, and really what? What Central Lincoln VM Where have done? I mean, really, we sort of created the manage private cloud market in the early days of managing the Empire solutions for customers, but really were and where we differentiate in other working with GM wear on AWS is really with elements of our network or the ability to take those kinds of solutions and make sure that they're connected to the right networks and that they're tied in and integrated with the customer's existing enterprise and where they want to go as they start to distribute the workload more widely. Because we run that network, we see a lot of the Internet traffic. We see a lot of threat patterns. We see a lot of things emerged with our cyber security capabilities and manage service is. So we add value there. And because of that history with BM wear and in sort of creating that hosted private cloud environment, there's There's a lot of complexity, friendliness inside of our service offer, where we can manage the inn where we can manage it in a traditional model that is cloud verified. And then you could manage it as it starts to move on to the AWS platform. Because, as we all know, and as even you know, Andy has referenced in different points, there's a just about every kind of workload can go to eight of us. But there are still certain things that can't quite go there. And building a hybrid solution basically puts customers in a position to innovate is what a hybrid solution is all about. >>That kind of moves the needle on some of those harder to move working in the M, where is such an obvious place to start? So you try to preserve that existing customer of'em, where customer experience but at the same time you want to bring the cloud experience. So how How is that evolving? >>Yes, it's a couple things, right? So l Tingley customers, they all want to move to the cloud for all the reasons we want security, agility, governance, et cetera. Right, but fundamentally need help. And so partners, like essentially help figure out which workloads are cloud ready, right? And figure that out and then to you, get to know the customer. Really well, begin the relationships that you have, right, and you can help them figure out which workloads am I gonna move right? And then that leads into more relationships on How do I set up d r. Right? How do I offer other service is through eight of us against those work clothes. >>There's a lot of things where being a manage service's provider for a V M were based platform or being. Amanda's service is provided for an AWS platform. There's a lot of things that you have in common, right? First and foremost is that ability toe run your operations securely. You've got to be secure. You know, you need to be able to maintain that bond of trust you need to be auditable. Your your your operations model needs to be something that transparent to the customer. You need to not just be about migrating workloads to the new and exciting environment, but also helping to transform it and take advantage of whether it's a V M where feature tool or next generation eight of us feature it's will. It's not just my great lift and shift, but then helped to transform what that that downstream, long term platform could do. You certainly want Teoh be in a posture where you're building a sense of intimacy with the customer. You're learning their acronyms. You're learning their business processes. You're building up that bond of trust where you can really be flexible with that customer. That's where the MSP community can also come in, because there's a lot of creative things we can do commercially. Contracting wise binding service's together into broader solutions and service level agreements that can go and give the customer something that they could just get by going teach individual technology platform under themselves >>and their ways >>where the service provider community really chips in. >>I think you're right and we think about helping Dr customers success manage service providers because of those engine relationship with customers. We've had tremendous success of moving those workloads, driving consumption of the service and really driving better business outcomes based on those relationships you have. >>So let's talk about workloads, guys. Course. Remember Paul Maritz when he was running the M word? He said Eddie Eddie Workload. Any application called it a device. He called it a software mainframe and Christian marketing people struck that from the parlance. But that's essentially what's happened pretty much run anything on somewhere. I heard Andy Jassy Kino talking about people helping people get off on mainframes. And so I feel like he's building the cloud mainframe. Any work less? But what kind of workloads are moving today? It's not. Obviously, he acknowledged, some of the hard core stuff's not gonna move. He didn't specify, but it's a lot of that hard core database ol TV transit transaction, high risk stuff. But what is moving today? Where do you see that going? >>Don't talk about some customers. >>Yeah, >>so a lot of joint customers we have that. I think you fall into that category. In fact, tomorrow on Thursday, we're actually leading a panel discussion that really dives into some customers. Success on the AWS platform that Central Lincoln are managed service is practice has been able to help them achieve what's interesting about that We have. We have an example from the public sector. We have an example from manufacturing and from from food and beverage example from the transportation industry and airlines. What's really interesting is that in all those use cases that will be diagramming out tomorrow, where VM Where's part of all of them, right? And sometimes it's because I am. Where is a critical part of their existing infrastructure? And so we're trying to be able to do is design, you know, sort of systems of innovation, systems of engagement that they were running inside of an AWS or broadly distributed AWS architecture. But it still needs network integration, security and activity back to the crown jewels and what's kept in a lot of those workloads that already running on the BM where platform So that's a lot of ways. See that a good deal with regards to your moving your sort of innovative workloads, your engagement workload, some of your digital experience, platforms you were working with an airline that wants to start building up a series of initiatives where they want to be able to sell vacation packages and and be very creative in how they market deliver those pulling through airline sails along the way. They're gonna be designing those digital initiatives in AWS, but they need access to flight flight information, schedule information, logistics information that they keep inside of there there. Bm where environment in the centralized data center. And so they're starting to look at workloads like that. We started to look at the N word cloud on eight of us being whereas it a zit in and of itself as a workload moving up to eight of us. There's a range of these solutions that we're starting to see, but a lot of it is still there, and he had the graphic up. There were still, in the very early days of clouded option. I still see a lot of work loads that are moving AWS theater in that system of engagement. How can I digitally engaged with my customers better? That's where a lot of the innovation is going on, and that's what a lot of the workload that are running in launching our >>I mean, we're seeing tremendous momentum and ultimately take any workload, wailed, moving to the cloud right and do it in an efficient and speedy path. And we've got custom moving thousands of workloads, right? They may decide over time to re factor them, but first and foremost, they could move them. They relocate them to the cloud. They can save a lot of costs. Out of that, they can use the exact same interface or pane of glass in terms. How they manage those work clothes, whether they're on Kramer, off Prem. It gives them tremendous agility. And if they decide over time, they have to re factor some workloads, which can be quite costly. They have that option, but there's no reason they shouldn't move. Every single worker today >>is their eyes, their disadvantage at all. If if you're left with ex workloads that have to stay behind, as opposed to someone who's coming up and getting up and running totally on the cloud and they're enjoying all those efficiencies and capabilities, are you a little bit of a disadvantage because you have to keep some legacy things lingering behind, or how do you eventually close that gap to enjoy the benefits of new technologies. Yeah, >>there's a sort of an old saying that, you know, if you're if you're if you're an enterprise, you know, that means you've had to make a lot of decisions along the way, right? And so presumably those decisions added value. It's your enterprise, or else she wouldn't be in enterprise. So it really comes out, too. Yeah, to those systems of records of those legacy systems way talk about legacy systems >>on Lian I t. Is the word legacy. I know it's a positive. United is the word legacy. A majority of >>your legacy is what the value you built up a lot of that, whether it's airline flight data or scheduling, best practices are critical. Crown jewels kind of data systems are really important. It really comes down to it. You're on enterprise and you're competing against somebody that is born in the cloud. How well integrated is everything. And are you able to take advantage of and pace layer your innovation strategy so that you can work on the cloud where it makes sense. You can still take advantage of all the data and intelligence you build up about your customers >>so talking earlier, You guys, it seems like you guys do you see that? That cloud is ultimately the destination of all these workloads. But, you know, Pac thinking about PacBell Singer, he talked about the laws of physics, the laws of economics and the laws of the land so that he makes the case for the hybrid >>Murphy's Law. >>Yeah, so that makes the case for the hybrid world. And it seems like Amazon. To a certain extent, it's capitulating on that, and it seems like we got a long way to go. So it's almost like the cloud model will go to your data wherever it iss. You guys, I think, helped facilitate that. How do you look at that? >>Yes. I mean, part of that answer is how much data centers are becoming sort of an antiquated model right there. There there is a need for computing and storage in a variety of different locations. Right, And there's that we've been sort of going through these cycles back and forth of you use the term software mainframe and the on the Palmer. It's kind, a model of the original mainframe decentralizing out the client server now centralizing again to the cloud as we see it starting to swing back on the other direction for towards devices that are a lot smarter. Processors that are, you know, finally tuned for whatever Internet of things use case that they're being designed for being able to put business logic a whole lot closer to those devices. The data. So I think that is what one of things that I think that said that one of the BM wears. A couple of years ago, data centers were becoming centers of data. And how are you able to go and work with those centers of data? First off, link them all together, networking lies, secure them all together and then manage them consistently. I think that's one of the things I am has been really great about that sort of control playing data plane separation inside your product design that makes that a whole lot more feet. >>I mean, it is a multi cloud, and it's a hybrid cloud world, and we want to give customers of flexibility and choice to move their workloads wherever they need, right based on different decisions, geographic implications, et cetera, security regimens and mean fundamentally. That's where we give customers a tremendous, tremendous amount of flexibility. >>And bringing the edge complicates >>edge, data center or cloud. >>It's so maybe it's not a swing back, you know, because it really has been a pendulum swing, mainframe, decentralized swing back to the cloud. It feels like it's now this ubiquitous push everywhere. >>Pendulum stops. >>Yeah, >>because there's an equal gravitational pull between the power of both locals >>and compute explodes everywhere. You have storage everywhere. So bring me my question of governance, governance, security in the edicts of the organization. You touched on that. So that becomes another challenge. How do you see that playing out what kind of roles you play solving that problem >>on the idea of data governance? Governance? Yeah. I mean the best way to think about our. In our opinion, the best way to think about data governance is that is really with abstraction. Layers and being ableto have a model driven approach to what you're deploying out into the cloud, and you can go all in with the data model that exists in the attraction layers in the date and the model driven architecture that you can build inside things like AWS cloud formations or inside things like answerable and chef and been puppet, their model, different ways of understanding what your application known state should be on. That's the foundational principle of understanding what your workloads are and how you can actually deliver governance over them. Once you've modelled it on and you then know how to deploy it against a variety different platforms, then you're just a matter of keeping track of what you've modelled, where you've deployed it and inventorying those number of instances and how they scale and how healthy there that certainly, from a workload standpoint, I think governance discipline that you need in terms of the actual data itself. Data governance on where data is getting stored There's a lot of innovation here at the show floor. In terms of software to find storage and storage abstractions, the embers got a great software to find storage capability called the San. We're working with a number of different partners within the core of our network, starting to treat storage as sort of a new kind of virtualized network function, using things like sifts and NFS and I scuzzy as V n F that you can run inside the network we want. We have had an announcement here earlier in the week about our central bank's network storage offer. We're actually starting to make storage and the data policy that allows you to control words replicated and where it's stored. Just part of the network service that you can add is a value add >>or even the metadata get the fastest path to get to it if I need to. If I prefer not to move it, you're starting to see you're talking about multiplied this multi cloud world. It seems like the connections between those clouds are gonna be dictated by that metadata and the intelligence tow. You know what the right path is, >>And I think we want to provide the flexibility to figure out where that data needs to reside. Cross cloud on, Prem off from, and you can just hear from the conversation, David, level of intimacy some of our partners have with customers to work through those decisions. Right, if you're gonna move those workloads effectively and efficiently, is where we get a lot of value for our joint customers. >>I mean, she's pretty fundamental to this notion of digital transformation that's ultimately what we've been talking about. Digital transformation is all about data putting data at the core, being able to access that, get insights from it and monetize, not directly, but understand how data affects the monetization of your business. That's what your customers >>and I think we >>wantto. Besides, I think we want to simplify how you want to spend more time looking up. Your applications are looking down your infrastructure, right? Based on all the jury, are drivers across the different business needs. And again, if we can figure out how to simplify that infrastructure, then people could spend more time on the applications because that's how they drive differentiation in the market, right? And so let's simplify infrastructure, put it where it needs to be. But we're going to give you time back to drive innovation and focus on differentiating yourself. >>You know, it's interesting on the topic of digital transformation reindeer. So right, sort of an interesting little pattern that plays out for those of us that have been in the service of writer community for a little while that a lot of the digital transformation success stories that you see that really get a lot of attention around the public cloud like eight of us. The big major moves into going all in on the public cloud tend to come from companies that went all in on the service provider model 10 years ago, the ones that adopted the idea. I'm just gonna have somebody do this non differentiating thing for me so that I can focus on innovation, are then in a better position to go start moving to the cloud as opposed to companies that have been downward focused on their infrastructure. Building up skill sets, building up knowledge base, building up career, path of people that, actually we're thinking about the technology itself as part of their job description have had a hard time letting go. It sort of the first step of trusting the service provider to do it for you lead you to that second step of being able to just leverage and go all in on the public lab. >>And customers need that help, right? And that's where if we can help activate moving those workloads more quickly, we provide that ability, put more focus on innovation to Dr Outcomes. >>I know you're talking about legacy a little bit ago and that the negative connotation, I think. Tom Brady, Don't you think I wanna run number seven? I haven't had a home smiling Would always do it back with more. We continue our coverage here. Live with the cube, where a w s rivet 2019.

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back to the Cube. Here live in Las Vegas for aws reinvent I'm John for a devil on the ads, always extracting the signal from the noise. We're here for 1/7 reinvent of the eight years that they've had at what a wave. One of the biggest waves is the modernization of procurement, the modernization of business, commercial business and the rapid acceleration of public sector. We're here with the chief of public sector for AWS. Teresa Carlson, vice president publics that globally great to have you >>so great to have the Q begin this year. We appreciate you being here, >>so we're just seeing so much acceleration of modernization. Even in the commercial side, 80 talks about transformation. It's just a hard core on the public sector side. You have so many different areas transforming faster because they haven't transformed before. That's correct. This is a lot of change. What's changed the most for you in your business? >>Well, again, I'll be here 10 years this mad that A B s and my eighth reinvent, and what really changed, which was very exciting this year, is on Monday. We had 550 international government executives here from 40 countries who were talking about their modernization efforts at every level. Now again, think about that. 40 different governments, 550 executives. We had a fantastic day for them planned. It was really phenomenal because the way that these international governments or think about their budget, how much are they going to use that for maintaining? And they want to get that lesson last. Beckett for Modernization The Thin John It's a Beckett for innovation so that they continue not only modernized, but they're really looking at innovation cycles. So that's a big one. And then you heard from somewhere customers at the breakfast this morning morning from from a T. F. As part of the Department of Justice. What they're doing out. I'll call to back on firearms. They completely made you the cloud. They got rid of 20 years of technical debt thio the Veterans Administration on what they're digging for V A benefits to educational institutions like our mighty >>nose, and he had on stages Kino, Cerner, which the health care companies and what struck me about that? I think it relates to your because I want to get your reaction is that the health care is such an acute example that everyone can relate to rising costs. So cloud helping reduce costs increase the efficiencies and patient care is a triple win. The same thing happens in public sector. There's no place to hide anymore. You have a bona fide efficiencies that could come right out of the gate with cloud plus innovation. And it's happening in all the sectors within the public sector. >>So true. Well, Cerner is a great example because they won the award at V a Veteran's administration to do the whole entire medical records modernization. So you have a company on stage that's commercial as I met, commercial as they are public sector that are going into these large modernization efforts. And as you sit on these air, not easy. This takes focus and leadership and a real culture change to make these things happen. >>You know, the international expansion is impressive. We saw each other in London. We did the health care drill down at your office is, of course, a national health. And then you guys were in Bahrain, and what I deserve is it's not like these organizations. They're way behind. I mean, especially the ones that it moved to. The clouds are moving really fast. So well, >>they don't have as much technical debt internationally. It's what we see here in the U. S. So, like I was just in Africa and you know what we talked about digitizing paper. Well, there's no technology on that >>end >>there. It's kind of exciting because they can literally start from square one and get going. And there's a really hunger and the need to make that happen. So it's different for every country in terms of where they are in their cloud journey. >>So I want to ask you about some of the big deals. I'll see Jet eyes in the news, and you can't talk about it because it's in protest and little legal issues. But you have a lot of big deals that you've done. You share some color commentary on from the big deals and what it really means. >>Yeah, well, first of all, let me just say with Department of Defense, Jet are no jet. I We have a very significant business, you know, doing work at every part of different defense. Army, Navy, Air Force in the intelligence community who has a mission for d o d terminus a t o N g eight in a row on And we are not slowing down in D. O d. We had, like, 250 people at a breakfast. Are Lantian yesterday giving ideas on what they're doing and sharing best practices around the fence. So we're not slowing down in D. O d. We're really excited. We have amazing partners. They're doing mission work with us. But in terms of some really kind of fend, things have happened. We did a press announcement today with Finn Rat, the financial regulatory authority here in the U. S. That regulates markets at this is the largest financial transactions you'll ever see being processed and run on the cloud. And the program is called Cat Consolidated Audit Trail. And if you remember the flash crash and the markets kind of going crazy from 2000 day in 2008 when it started, Finneran's started on a journey to try to understand why these market events were happening, and now they have once have been called CAT, which will do more than 100 billion market points a day that will be processed on the cloud. And this is what we know of right now, and they'll be looking for indicators of nefarious behavior within the markets. And we'll look for indicators on a continuous basis. Now what? We've talked about it. We don't even know what we don't know yet because we're getting so much data, we're going to start processing and crunching coming out of all kinds of groups that they're working with, that this is an important point even for Finn rep. They're gonna be retiring technical debt that they have. So they roll out Cat. They'll be retiring other systems, like oats and other programs that they >>just say so that flash crash is really important. Consolidated, honest, because the flash crash, we'll chalk it up to a glitch in the system. Translation. We don't really know what happened. Soto have a consolidated auto trail and having the data and the capabilities, I understand it is really, really important for transparency and confidence in the >>huge and by the way, thinner has been working with us since 2014. They're one of our best partners and are prolific users of the cloud. And I will tell you it's important that we have industries like thin red regulatory authorities, that air going in and saying, Look, we couldn't possibly do what we're doing without cloud computing. >>Tell me about the technical debt because I like this conversation is that we talk about in the commercial side and developer kind of thinking. Most businesses start ups, Whatever. What is technical debt meet in public sector? Can you be specific? >>Well, it's years and years of legacy applications that never had any modernization associated with them in public sector. You know now, because you've talked about these procurement, your very best of your very savvy now public sector >>like 1995 >>not for the faint of heart, for sure that when you do procurement over the years when they would do something they wouldn't build in at new innovations or modernizations. So if you think about if you build a data center today a traditional data center, it's outdated. Tomorrow, the same thing with the procurement. By the time that they delivered on those requirements. They were outdated. So technical debt then has been built up years of on years of not modernizing, just kind of maintaining a status quo with no new insides or analytics. You couldn't add any new tooling. So that is where you see agencies like a T F. That has said, Wow, if I'm gonna if I'm gonna have a modern agency that tracks things like forensics understands the machine learning of what's happening in justice and public safety, I need to have the most modern tools. And I can't do that on an outdated system. So that's what we kind of call technical death that just maintains that system without having anything new that you're adding to >>their capabilities lag. Everything's products bad. Okay, great. Thanks for definite. I gotta ask you about something that's near and dear to our heart collaboration. If you look at the big successes in the world and within Amazon Quantum Caltex partnering on the quantum side, you've done a lot of collaboration with Cal Cal Poly for ground station Amazon Educate. You've been very collaborative in your business, and that's a continuing to be a best practice you have now new things like the cloud innovation centers. Talk about that dynamic and how collaboration has become an important part of your business model. >>What we use their own principles from Amazon. We got building things in our plan. Innovation centers. We start out piloting those two to see, Could they work? And it's really a public private partnership between eight MPs and universities, but its universities that really want to do something. And Cal Poly's a great example. Arizona State University A great example. The number one most innovative university in the US for like, four years in a row. And what we do is we go in and we do these public sector challenges. So the collaboration happens. John, between the public sector Entity, university with students and us, and what we bring to the table is technical talent, air technology and our mechanisms and processes, like they're working backwards processes, and they were like, We want you to bring your best and brightest students. Let's bring public sector in the bowl. They bring challenges there, riel that we can take on, and then they can go back and absorb, and they're pretty exciting. I today I talked about we have over 44 today that we've documented were working at Cal Poly. The one in Arizona State University is about smart cities. And then you heard We're announcing new ones. We've got two in France, one in Germany now, one that we're doing on cybersecurity with our mighty in Australia to be sitting bata rain. So you're going to see us Add a lot more of these and we're getting the results out of them. So you know we won't do if we don't like him. But right now we really like these partnerships. >>Results are looking good. What's going on with >>you? All right. And I'll tell you why. That why they're different, where we are taking on riel public sector issues and challenges that are happening, they're not kind of pie in the sky. We might get there because those are good things to do. But what we want to do is let's tackle things that are really homelessness, opioid crisis, human sex trafficking, that we're seeing things that are really in these communities and those air kind of grand. But then we're taking on areas like farming where we talked about Can we get strawberries rotting on the vine out of the field into the market before you lose billions of dollars in California. So it's things like that that were so its challenges that are quick and riel. And the thing about Cloud is you can create an application and solution and test it out very rapidly without high cost of doing that. No technical Dan, >>you mentioned Smart Cities. I just attended a session. Marty Walsh, the mayor of Boston's, got this 50 50 years smart city plan, and it's pretty impressive, but it's a heavy lift. So what do you see going on in smart cities? And you really can't do it without the cloud, which was kind of my big input cloud. Where's the data? What do you say, >>cloud? I O. T is a big part at these. All the centers that Andy talked about yesterday in his keynote and why the five G partnerships are so important. These centers, they're gonna be everywhere, and you don't even know they really exist because they could be everywhere. And if you have the five G capabilities to move those communications really fast and crypt them so you have all the security you need. This is game changing, but I'll give you an example. I'll go back to the kids for a minute at at Arizona State University, they put Io TI centers everywhere. They no traffic patterns. Have any parking slots? Airfield What Utilities of water, if they're trash bins are being filled at number of seats that are being taken up in stadiums. So it's things like that that they're really working to understand. What are the dynamics of their city and traffic flow around that smart city? And then they're adding things on for the students like Alexis skills. Where's all the activity? So you're adding all things like Alexa Abs, which go into a smart city kind of dynamic. We're not shop. Where's the best activities for about books, for about clothes? What's the pizza on sale tonight? So on and then two things like you saw today on Singapore, where they're taking data from all different elements of agencies and presenting that bad to citizen from their child as example Day one of a birth even before, where's all the service is what I do? How do I track these things? How do I navigate my city? to get all those service is the same. One can find this guy things they're not. They're really and they're actually happening. >>Seems like they're instrumented a lot of the components of the city learning from that and then deciding. Okay, where do we double down on where do we place? >>You're making it Every resilient government, a resilient town. I mean, these were the things that citizens can really help take intro Web and have a voice in doing >>threes. I want to say congratulations to your success. I know it's not for the faint of heart in the public sector of these days, a lot of blockers, a lot of politics, a lot of government lockers and the old procurement system technical debt. I mean, Windows 95 is probably still in a bunch of PCs and 50 45 fighters. 15 fighters. Oh, you've got a great job. You've been doing a great job and riding that wave. So congratulations. >>Well, I'll just say it's worth it. It is worth it. We are committed to public sector, and we really want to see everyone from our war fighters. Are citizens have the capabilities they need. So >>you know, you know that we're very passionate this year about going in the 2020 for the Cube and our audience to do a lot more tech for good programming. This'll is something that's near and dear to your heart as well. You have a chance to shape technology. >>Yes, well, today you saw we had a really amazing not for profit on stage with It's called Game Changer. And what we found with not for profits is that technology can be a game changer if they use it because it makes their mission dollars damage further. And they're an amazing father. And send a team that started game changer at. Taylor was in the hospital five years with terminal cancer, and he and his father, through these five years, kind of looked around. Look at all these Children what they need and they started. He is actually still here with us today, and now he's a young adult taking care of other young Children with cancer, using gaming technologies with their partner, twitch and eight MPs and helping analyze and understand what these young affected Children with cancer need, both that personally and academically and the tools he has He's helping really permit office and get back and it's really hard, Warren says. I was happy. My partner, Mike Level, who is my Gran's commercial sales in business, and I ran public Sector Day. We're honored to give them at a small token of our gift from A to B s to help support their efforts. >>Congratulates, We appreciate you coming on the Cube sharing the update on good luck into 2020. Great to see you 10 years at AWS day one. Still, >>it's day one. I feel like I started >>it like still, like 10 o'clock in the morning or like still a day it wasn't like >>I still wake up every day with the jump in my staff and excited about what I'm gonna do. And so I am. You know, I am really excited that we're doing and like Andy and I say we're just scratching the surface. >>You're a fighter. You are charging We love you, Great executive. You're the chief of public. Get a great job. Great, too. Follow you and ride the wave with Amazon and cover. You guys were documenting history. >>Yeah, exactly. We're in happy holidays to you all and help seeing our seventh and 20 >>so much. Okay, Cube coverage here live in Las Vegas. This is the cube coverage. Extracting the signals. Wanna shout out to eight of us? An intel for putting on the two sets without sponsorship, we wouldn't be able to support the mission of the Cube. I want to thank them. And thank you for watching with more after this short break.

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back here in the Cube, we continue our coverage here Day one, a day Ws re invent 2019 were on the show floor You could probably see behind the city's packed is exciting. Great exhibits, great keynotes this morning, Dan. A lot from Andy Jassy, Justin Warren. John Walls were joined by Jasper Singh, who is the founder and CEO of DRUVA. Good to have you here on the Cube. Thank you very much. And I say a whiner whose principal technologist at a. W s and I say it Good to see you this morning. Thanks very much. Thanks for being here. First off, tell me a little bit about drove up for folks at home. Might not be familiar. And then we're gonna get into your relationship with a W s. And why the two of you are sitting in first. Just a little thumbnail about druva. >>Sure, as we all know, data is growing by leaps and bounds on dhe. Data management prediction has been a big challenge for all enterprises driven the SAS platform very long. AWS, which helps him manage to get up and do it from the center to deal in the cloud toe at the educations, simply console to manage protection governance management on a single pane of glass. All >>right, so the two of you together we were talking before the interview a little bit about maybe some of these common attributes or shared values which make your partnership. I wouldn't say unique, but certainly make it work. So go over that a little bit about maybe we're that synergy exists where you see that overlap in your mission and why you think it's working so well for you to reveal your partnership. Once you're Jeffrey, why don't you jump on that? Isaiah? I >>think we saw a big chain in the enterprise landscape Hunter team and I made personally met Fiona Vogel back then and understood that big change and enterprise buying when it comes to a public cloud, data belongs to public cloud, the weeds growing and eventually manage on rebuild the entire rocket picture around the whole notion off a centralized sort of a data lake to predict it manageable on Arab us. We thought about eight of us in public cloud of completely different operating system. It's not just not about our technology team kicked out of the business changes with people want to buy an S L. A. Across the global consistent price point so delivered already have toe, understand how they built differently, operate differently security point of view cost part of you and also sell differently. You're gonna market partnerships you're setting motion procurement. All changes to be redesigned, reactivated entire drove our experience around Public Cloud And Amazon is in a great partner all throughout to build a story on top of the platform not just to based technology on, but are breeding a printing model on selling motion on and course introduced to customer benefits on. >>So one of the things that customers tell us is that when they come to the cloud, they want less stuff to manage. And it can be difficult sometimes to deal the new set of primitives. You know, the way things worked in your data center understanding locality, these sorts of things. A lot of this stuff gets abstracted in the cloud, and so druva help sort of take away all of that and create a simple solution for customers. They've been doing this for a long time, actually, you know, offering full SAS solution to customers not only who want to protect data in the cloud, but also on Prem to the cloud. And the way that eight of us goes about an Amazon in general goes about creating things for customers is way. Have what we call a working backwards process. And it all ties back to our first of 14 leaders, principles, customer obsession. And so one of the things that's really nice about working with druva is that they also have a working backwards process. And so we get to do a lot of that stuff together there, also a customer. So, you know, it's not just a partnership there. Also a customer, because they operate this SAS platform. And so, for quite a long time, for example, they've been one of the larger dynamodb customers. They've developed tight relationships with our service teams way our field knows them, you know, if you ask the field, you know, name a backup provider, you know chances are pretty good. They're gonna know Drew right, so and because they're all in on eight of us, it gives us an opportunity to launch things together. So when we have new storage classes in the past and new devices, new offerings Drew has been a launch partner on multiple occasions. I >>was gonna ask about that. A lien on AWS, like as a customer if I'm buying some clouds. So it's like I want to buy an S l A a cz you mentioned. Just do it. Do it. Really care which cloud you you picked as a customer >>customer. You really cared about an SL for for data recovery, which you need a guarantee across the group. That's a simplest part. So in that context, they don't care. But it goes beyond that. Data and infrastructure is very connected to shoot for the enterprise they wanted, you know, just to be recovered. But integrated with other service is, for example, Panis is are they have other value. Our service is you want to be part of the whole story from that perspective because there is so integral to their lesson strategy. They do care about where we're building this new every center from my data management, but they are getting more and more fragmented in both centralized way to manage. The more centralized way happens to be on the best known of embroidery, which happens to have all the service is to surround it of it. You do start to care about you know how they're holding me may transform the journey of data for the customer >>Ueno from the Kino this morning that I think it's only about 3% of total spend is on clouds, and there is room for a cloud to grow here. But that also means that there's a lot of data that sitting out there that isn't actually in the cloud. So a cloud based backup service like how the customers who already have existing onsite data, How should they think about this? You mentioned that they need to think about it in a different way and change the way that you experienced backup. So how how the customers start to understand what they should be doing differently and how they should think about their data in a different way. To start looking at something like the river >>Absolutely reversal. Ashley's got people, plus one that typically customers have 3.1 bucket solutions in their in their environment. They don't accept it, but they do have multiple softness. They always are the new one to replace an old one, but it still keep their legacy on what they need to do. What I do when I was to look for meditators before driven were tons and tons of legacy being managing very cars. And then I was always very, very hard. You have to spend a lot of time to manage all throughout, withdrew. Our philosophy is that your next generation of workloads, your next edition of evolution towards loud used to happen in river for a legacy. You could still keep the legacy software's IBM better cars. Let's keep on doing what you do with them. You're next. Attrition off architecture refresh, Refresh should happen in >>a zone old back of admin Who's gone through that process multiple times. Managing tape is a nightmare. Yes, I can. I can absolutely attest that that is the process. That enterprise tends to go through it like you want to pick something that you want to put all the new stuff on. Do you? Do you see anyone actually bringing data from their old system that they migrated across. So they just go, You know what? We'll just wait for it to die. >>I think a lot of people do a mix of both right today. They may have a cold data with a more humanity move toe deep archive a glacier from active data management part if you want to see how do it, how do they change processes to impact date evolution From now on 1st 1st 1st and foremost before they started, Look at old arcade media could be born on a CZ. Well, I think with evolution of deep archive, evolution off other service is much cheaper than tapes. It's about time that people start now, look at older technology that how do you know Maybe encompasses? Well, >>yeah, To me, this stuff is kind of hard. All right, on down might be oversimplifying, but you've got your warm data. You got stuff, it's cold. That might sit there for years. And we're gonna work, you know, we're never gonna worry about it again. But I have to decide what's warmer. What's cold. If I've got legacy and I've got new, I've got to decide what I want to bring over what I don't and then I've got the edge. I've got a i ot I've got all this stuff. No exponential growth data scale. So to me, it's it's It's a confounding problem of I'm in enterprise. It's already got my stuff going, as opposed to. If I'm totally born on the cloud, right, that's a how do you deal with? It's easy to do it from scratch. It's a lot harder to do it when I've got I'm bringing all his baggage with me and why do I want to bring on that headache? >>So I want you to think about it, says that you know, where would you want to innovate and start their first like a zombie? This is said that this morning in Kenya, or that whenever someone tells you you have one tool for it all, they probably wrong about it. Right? You. It's all for the best tool for the best problems. So you look at the way you really wouldn't want it any way you start there first to bring in the cloud first, then it slowly insanity. Start to lower your workload by getting rid of legacy or by re factoring in overtime. >>You've been doing this for a little while, So I assume that this isn't This isn't something that only just a couple of people of dipping their toe in the water and trying out. You told us before they actually had quite a bit of success with this. >>I think whenever there's an interesting problem, this competition. So we do have some new age companies coming to tow. What we do for a living drama is heading scale we announced this morning. We're $100 revenue run rate of business. So you just thought about building it right? But as I mentioned, it's about operating unit scale will be run about six million back after a week, with more than with better than 0.1% efficiency. It successfully the amount of paranoia going into security cost optimization Dev Ops Mount Off Hardware goes into building a good market motion to buy from marketplace by consumption models is very different from from legacy. Technology for side is only the first body, but Amazon has done for industry, which we're leading with cheerleading and we're falling. Example off is how you transform the buying baby of customer was something radically simple than ever before. >>You know, as a that's been been really a topic, and he's talked about it a lot. This transformation versus transition. It's kind of like being a little bit pregnant, you know, you have to transform yourself right and maybe it's not dipping the toe, but it's diving in that deep end. So from the AWS perspective and from what we've been hearing, just free talk about put it in that in that context, if you will, about people who are, I guess, willing to make a full fledged commitment and jump in and go is supposed to dabble in a little bit and maybe being a little bit pregnant, >>I mean something you mentioned earlier about two people. Just let let stuff rot. Yes, there is some of that like, don't get me wrong. I talked with customers all the time and they have three different backup providers. But the fact is, is that when they go to the cloud they look at okay, where can I cut and run, you know, And when they look at their the things that not only matter in order for them to transition their operations into the cloud. But then they look at, like, the new rate of data creation that they've got going on in the cloud. They sort of a lot of customers. They look at the old models of of enterprise, back of sweets and they say, Okay, I know how to operate this, But do I want to? Or they look at it, You know, some of the finer things. Like, you know, am I doing all the right things from a security perspective? In all of the right connection points across all of the right pieces of software, the answer may not be yes. Or maybe the answer is yes. And they look at other things, like, you know, what is my r p o gonna be? What is my rto gonna be? Can I abandon my eight of us account because of about actor scenario and go to another account and do a restore without having to have infrastructure in there? First you can if it's in somebody else's infrastructure in this case druva right. So, like there's there's a hard way to do things in an easy way to do things and drew has done things. Arguably, I would say they've done things the hard way so that customers can do things the easy way. It's probably a good way to characterize it. Early on, Druva decided that they didn't want to be in the infrastructure business, so they built something on top of a platform that would allow them to stop having to worry about that stuff. And if you're trying to on board a lot of customers concurrently than that, something that you want to scale automatically right, you know these kinds of things. When we talk to customers and customers ask us questions like You know what? Our customers using toe back up in eight of us. They often ask qualifying questions like I'm in a certain region or I'm in govcloud or I have too much data on prim for my bandwidth capabilities. And I don't really want to get into a new three year contract because I want to shut down this data center in October and it's, you know, maybe it's September, you know, maybe I don't have a lot of runway on, so they're looking for things like support for Snowball Edge. They're looking for things like not having Thio worry about. Do I have to modify all of my traditional applications to take advantage of other storage tears or my cold data? How do I get it into something like Amazon has three glacier deep archives without having to really know how that works on DSO. When these folks look at the clouds, they think aws because of all of the things that AWS enables them to do without them having to have, ah, a massive learning curve. When it comes to data protection in the cloud, Dhruv is doing the same thing. >>Well, the good news for Justin and me and Isaiah's, Jasper said. You hit 100 million. So dinner's on you tonight. This is great. I look, congratulations. Thank you. That is a big number and congratulate great success. Wish you all the best down the road and thank you both for being with us here on the Q. We appreciate that. Thanks very much. Back with more live here in Las Vegas. You're watching the Cuban eight of us. Raven 2019

>>law from Las Vegas. It's the two covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners, >>everyone welcome to the Cubes Live coverage in Las Vegas For AWS Reinvent 2019 starts Seventh year of the Cube coverage. Watching the big wave of Amazon continue to pound the pound the beach with more announcements. I'm John Ferrier instructing the seal for the new ways with my partner, David Dante, our next guest. Brian Hall, vice president. Product market for all of AWS >>Brian. Thanks for coming on. The Cube is >>really a pleasure to be here. We've had ready, eh? We've >>had many conversations off camera around opportunities, innovation and watching Andy Jackson Kino, which is a marathon. Three hours, 30 announcements. He's hit his mark. Live music, well done. But he got a ton of stuff in there. Let's unpack the key points. Tell us what you think people should pay attention to. Of all the announcements, one of the three major or one of the major areas that are that stand out that are most notable that you wanna highlight. >>Okay, I'll give you I'll give you four areas that I think are most notable from the keynote. First is we continue to be very focused on how do we give the deepest and broadest platform for all the different things people want to be able to do with computing. And we had a big announcements around new instance instances of easy to that air based on custom design silicon that that we built one of them is called IMF one. These are instances that are focused on machine learning inference. Where it turns out, up to 90% of the cost for machine learning often is. And so we have. We have a brand new set of instances reduce costs by up to 90% for people doing inference in the cloud. We also last year announced a armed chip that we developed called Graviton, and we announced today grab it on two and that their new instances that are running on gravity on thio, including our general purpose computer instances, are compute intensive instances and high memory instances, and people will get up to 40% price performance improvement by using the instances that are based on the >>method of the messages faster more inexpensive. But also there's an architectural shift going on with Compute Way. Heard that with the I. O. T. And the Outpost stuff where computer is moving to the data because moving around is well recognized and now affirmed its expensive. Yeah, this is a big part of it. You got local zone. What's that local zone? Was it a local >>s? So they're kind of two ways that we're addressing that the first is but making it so that our infrastructure is closer to customers. We have outposts for customers that want to run a WS in their own environments. We announced today local zones which are essentially taking the computer storage database capabilities and putting it closer to metro areas where people want to have a single digit Leighton see for applications when going to the clouds over video rendering for gaming and like, that's gonna be very helpful. Is >>that gonna be like a regional point of presence was gonna be installed, Eleni, on any premise anyone wants, I could put my >>outpost can be put in any environment where you have the right power network infrastructure. Local zones are managed by Amazon, so I don't have to have it. I don't have to manage any data center. Anything. I could just choose to deploy to an environment that is geographically very >>smaller than a region. >>Small isn't an ability. Oh, yeah, >>Right. Okay. That's like a mini zone. Yeah, and and so what about the the availability component? It's sort of up to the customer to figure that out There >>it is connected to a region. So, for instance, we're releasing in Los Angeles with availability now, and that's connected to the US West region. So all of the data backup redundancy application duplication of people want to be able to do could do be done, do the region. >>All right, So graviton processor got onto those early press reports that leaked out prior to reinvent. I noticed that didn't match kind of what was announced. Just clarify what the grab it on ship is doing. What was the key? Grab it on a piece of the news here >>s O gravitas to is a arm based process lor designed and built by a W s. It is powering three different instance. Types are for those who know the types the see instances am instances and are instances on dhe available starting today with M six, which is one of our general purpose computing platforms. And so it gives up to 40% better price performance. And there's a whole ecosystem of platforms and APS Little run unarmed today. >>Are you pushing the envelope on computer? Which is great you continue to do That's the core of jewels of AWS, which we love and storage and everything else. Warm story. I get that a second, but I want your thoughts on the stage maker. A lot of time was spent on stage maker kind of levels of the stack infrastructure, machine, learning stage maker and tools. And a I service is. But the big announcement was this new I d frame environments, not a framework. You're taking an environment like an i d for all the different frameworks. Where did this come from? How I mean so obvious. Now, looking back that no one has this this was a big party announcement. You explain this. >>Yeah. So what you're referring to is sage Makers studio. One of the things that people have really liked about sage maker is it takes the whole process of building a model training a model ended up deploying a model and gives you the steps to do it, but there it hasn't been brought together into one environment before. And so sage maker Studio is a integrated development environment for machine learning that lets you spin up. No books. Run experiments test how your models performing. Deploy your model of detective. Your model is drifting all from one place, which gives me essentially a single dashboard for my whole machine learning work. Look, what do >>you think the impact's gonna be on this? Because if I'm just looking at that obvious awesomeness, it's like, OK, that means anyone can get start using machine learning, you know, be a guru or a total math. >>That's that's fundamentally a lot of what we're doing is trying to reduce the barrier for developers or anyone who has who has a desire to start using machine learning to be able to do that and say, you maker studios just another way that we're doing it. Another one we announced on Monday or on Sunday night, of course, a machine learning powered musical keyboard. Everyone knew that was coming right? That's that's just a example like Deep Racer, where we're taking machine learning. We're making it immediately practical and even fun. And then giving people a way to start experimenting does that they'll eventually become developers who are using machine learning for much >>things. Have a question. As you simplify machine learning, people are concerned about explain ability. You guys, I think, have some ways of helping people understand what's going on inside the algorithm. So that's not a pure black box. Is that correct interpretation? >>It is. It is way announced. Today s age maker experiments, which is one of the one of the things about machine learning, is your kind of constantly tuning the different variables that you're using in your model tow. Understand what works? What doesn't. That's all black box. It's really hard to tell with sage major studio and experiments in particular. Now I can see how models perform differently based on tweaking variables, which starts making it much easier to explain what's happening. >>I think you guys got it right, and he laid out the databases. Multiple databases pick your database. It's okay that multiple databases just create some abstracted layers on top. I totally agree with that philosophy and I think that's gonna be a nice haven for opportunity. We agree. >>Used to be that because so much of running a database was all of the operational expertise it took that you wouldn't wanna have too many databases because that's that many database administrators and people doing the undifferentiated heavy lifting now with the cloud. If you have a data set that's better suited for something like a uh uh, workload in Cassandra, we announced the Manage Cassandra service today. You can just been up that service, load your data and start going. And so it creates a lot more opportunity >>talk about quantum because I know you guys yesterday, which is always a signal from Amazon and didn't make the keynote cut, but a ray relevant quantum announcement, the joke was, is gonna be a quantum supremacy messaging. But no, is more of a humble approach from you guys is more. Hey, we're gonna put some quantum out there setting expectations on the horizon, not over playing your hand on that. But you also have an institute with Caltech humble academic thing going on. What's the quantum inside Inside conversation like an Amazon? What's the what's going on with you. What can we expect? >>We're really excited about what quantum computing's going to be able to do for customers, and we say a lot of Amazon on many things. It's date one, which means it's really early. When we look at Quantum somewhere between zero and one, we're not quite sure where. So just live saying it's really early days. And so what we're doing is providing a platform, a partnership with Caltech, to advance the state of the art and then also a Quantum Solutions lab to help customers start to experiment. To figure out how might. This enabled me to solve problems that I couldn't do before >>you? No one can ask. So Andy talked in a keynote about most of the spend is still on. So the early days of cloud were about, you know, infrastructures of service, storage, computer networking, and it seems like we're entering This era of this data is really sort of the driver where you're applying analytics and machine learning. Data's everywhere, and it seems to be driving sort of new forms of compute. It's not just in this sort of stovepipe anymore. You see that you see that sort of new emergence of new compute were close. >>Yeah. Yeah, we definitely do. And in particular, the way that people are starting to use data lakes, which is essentially a way of saying, Hey, I have my data and one place in a bunch of different formats. And I want different analytical tools, different machine learning tools, different applications toe all be able to build on that same data. And once you do that, you start unlocking opportunities for different application developers, different lines of business to take advantage of it. Brian, >>Thanks for coming on The Cube. Really appreciate your VP of all product. Mark. You get the keys to the kingdom, you kind of see what's going on. Take us home and finish the exit interview out by by talking about the best. Now that Jesse Safer last. The best for last was the outpost G A and the five G wavelength with CEO of Arise on. Yeah, I mean, that's gonna bring five G to stadiums for drones, immersive experiences. I mean, that's a big vision. Yeah, I think it's home >>people. People are rightfully excited about five G for having faster connections, but the thing that we're also very excited about is the fact that all these devices will have much lower laden see and the ability to run interactive applications that having a W s with AWS wavelength hosted with the five G providers is gonna give developers chances to melt. >>Brian Hall with With AWS I'm John David Lot. They were here on the Cube studios, sponsored by Intel's Our Signature sponsors of the Intel's Cube Studios. When it's to a shoutout for Intel to them for supporting our mission, bringing the best content from events and extracting the signal from the noise will be back with more after this short break.

>>live from Orlando, Florida It's the cue covering Microsoft Ignite Brought to you by Cohee City. >>Welcome back, everyone to the cubes. Live coverage of Microsoft ignite here in Orlando, Florida. I'm your host, Rebecca Night, along with my co host Stew Minimum. We are joined by David Noi. He is the VP of cloud at cohesively, which is where we are. We're in the Coe City boots. So I should say thank you for welcoming us. >>My pleasure they found over here. >>So you are pretty brand new to the company. Ah, long time Tech veteran but new newish to Cohee City. Talk a little bit about what made you want to make the leap to this company. >>Well, you know, as I was, it was it was time for me to move from. My prior company will go to the reasons they're but a CZ. I looked around and kind of see who were the real innovators, right? You were the ones who were disrupting because my successes in the past have all been around disruption. And when I really looked at what these guys were doing, you know, first, it's kinda hard to figure out that I was like, Oh my gosh, this is really something different, Like it's bringing kind of the cloud into the enterprise and using that model of simplification and then adding data service is and it is really groundbreaking. So I just like, and the other thing was, I'll just throw this point out there. I read a lot of the white papers of the technology, and I looked at it and having been, you know, Tech veteran for a while, it looked to me like a lot of people who have done this stuff before we got together and said, If I had to do it again and do it right, what were things I wouldn't d'oh! And one of the things I would do, right? Right, so that was just fascinating. >>So, David, I was reading a Q and A recently with Mohit, founder of Cohee City, and it really is about that data you mentioned. Data service is, Yeah, bring us inside a little bit way in the storage and I t industry get so bogged down in the speeds and feeds and how fast you can do things in the terabytes and petabytes and like here. But we're talking about some real business issues that the product is helping to solve. >>I totally agree. Look, I've been in the in the storage industry for a while now, and you know, multi petabytes of data. And the problem that you run into when you go and talk to people who use this stuff is like old cheese. I start to lose track of it. I don't know what to do with it. So the first thing is, how do you search it? Index it? That's, you know, so I can actually find out what I have. Then there's a question of being able to go in and crack the date open and provide all kinds of data. Service is from, you know, classifications. Thio. Uh oh. Is this Ah, threat or business? Have vulnerabilities in it. It's really a data management solution. Now, of course, we started with backup, right? But then we're very quickly moving into other. Service is back on target file an object. You'll see some more things coming out around testing dead. For example, if you have the world's data is one thing to just keep it and hold it. But then what do you do with it. How do you extract value out of it? Is you really gotta add data management Service is and people try to do it. But this hyper converge technology and this more of a cloud approach is really unique in the way that it actually goes about it. >>I speak a little bit of that. That that cloud approach? >>Yeah, So I mean, you know, But he comes from a cloud background, right? He wrote was big author of the Google foul system. The idea, basically is to say, Let's take a look at a global view of how data is kept. Let's basically be ableto actually abstract that with the management layer on top of that and then let's provide service is on top of that. Oh, by the way, people now have to make a decision between am I gonna keep in on premise or keep it in the cloud? And so the data service is how to extend not just to the on Prem, but actor actually spend Thio. Pod service is as well, which is kind of why I'm here. I think you know what we do with Azure is pretty fascinating in that data management space, too. So we'll be doing more data management. Is the service in the cloud as well? >>So let's get into that a little bit. And I'm sure a lot of announcements this week with your arc and another products and service is. But let's dig into how you're partnering and the kinds of innovative things that go he see a Microsoft are doing together >>what we do. A lot of things. First of all, we weave a very rapid cadence of engineering, engineering conversations. We do everything from archiving data and sending long term retention data into the cloud. But that's kind of like where people start right, which is just ship it all up there. You know, Harvard, it's held right. But then think about doing migrations. How do you take a workload and actually migrated from on Prem to the cloud hold? We could do wholesale migrations of peoples environments. You want to go completely cloud native, weaken, fail over and fill back if we want to as well so we can use the cloud is actually a D. R site. Now you startle it. Think about disaster. Recovery is a service. That's another service that you start to think about what? About backing up cloud native workloads? Well, you don't just want to back up your work Clothes that are in the on Prem data certainly want to back him up also in the cloud. And that includes even office 3 65 So you just look at all of what you know. That means that the ability then could practice that data open and then provide all these additional when I say service is I'm talking about classifications, threat analysis, being able to go in and identify vulnerabilities and things of that nature. That's just a huge, tremendous value on top of just a basic infrastructure capabilities. >>David, you've been in the industry. You've seen a lot of what goes on out there, help us understand really what differentiates Cohee City. Because a lot of traditional vendors out there that are all saying many of the same word I hear you're Clough defying enters even newer vendors. Then go he sitio out there >>totally get it. Look, I mean, here's here's kind of what I find really interesting and attractive about the product. I've been in the storage history for a long time, so many times, people ask me, Can I move my applications to the storage? Because moving the data to the application that's hard. But moving the application to the data Wow, that makes things a lot easier, right? And so that's one of the big things that actually we do that's different. It's the hyper converged platform. It's a scale out platform. It's one that really looks a lot more like some of the skill of platforms that we've done in the past. But it goes way beyond that. And then the ability. Then say, OK, let's abstract that a ways to make it as simple as possible so people don't have to worry about managing lots of different pools and lots of different products for, you know, a service one versus service to versus service three, then bringing applications to that data. That's what makes it really different. And I think if you look around here and you talk to other vendors, I mean don't provide a P eyes. That's one thing that's great and that's important. But it actually bring the applications to the data. That's you know, that's what all of the cloud guys dont look a Google Gmail on top. They put search on top. They put Google translate on top. Is all of these things are actually built on top of the data that they store >>such? Adela This morning in the Kino talked about that there's going to be 500 million knew at business applications built by 2023. How is cohesive? E position to, you know, both partner with Microsoft and everyone out there to be ready for that cloud native >>future. That's a great question. Look, we're not gonna put 500 million applications on the product, right? But we're gonna pick some key applications that are important in the top verticals, whether it's health care, financial service is public sector and so long life sciences, oil and gas. But in the same time, we will offer the AP eyes extensions to say anything about going into azure if we can export things is as your blobs, For example, Now we can start to tie a lot of the azure service's into our storage and make it look like it's actually native as your storage. Now we can put it on as your cold storage shed, a hot storage. We can decide how we want to tear things from a performance perspective, but we can really make it look like it's native. Then we can take advantage of not just our own service is, but the service is that the cloud provides is well on. That makes us extraordinarily powerful >>in terms of the differentiator of Cohee City from a service of standpoint. But what about from a cultural standpoint we had sought Nadella on? The main stage is turning. Talking a lot about trust and I'm curious is particularly as a newer entrants into this technology industry. How how do you develop that culture and then also that reputation. So >>here's one of the interesting things when when I joined the company and I've been around for a while and I've been in a couple of very large brand names, I started walking down the holes and I'm like, Oh, here, here. Oh, you're here. Wait, you're here. It's like an old star cast, and when you go into, you know, some of the customer base and it's like, Hey, we know each other for a long time. That relationship is just there. On top of that, I mean the product works, it's solid. People love it. It's easy to use, and it actually solves riel problems for them. On Dhe, you know, we innovate extraordinarily fast. So when customers find a problem, we're on such a fast release cadence. We can fix it for them in extraordinarily, uh, in times that I've never seen before. In fact, is a little bit scary how fast the engineering group works. It's probably faster than anything I've ever seen in the past. And I think that helps that build the customers trust because they see that if we recognize there's a problem, we're gonna be there to soldier for >>them. There's trust of the company when we talk about our data. There's also the security aspect. Yes, cohesive. He fit into the A story with Microsoft and beyond. >>The security part is extraordinarily important. So look, we've already, as I said, built kind of our app marketplace and we're bringing a lot of applications to do things like Ransomware detection, um, vulnerability detection day declassification. But Microsoft is also developing similar AP eyes, and you heard this morning that they're building capabilities for us to be able to go and interact with them and share information. So we find vulnerabilities because share it with Ambika. Share with us so we could shut them down. So way have the native capabilities built in. They have capabilities that they're building of their own. Imagine the power of it being able to tie those two together. I just think that that's extraordinarily powerful. >>What about Gross? This is a company that is growing like gangbusters. Can you give us a road map? What you can expect from Coach? >>Look, I've never seen growth like this. I mean, I joined specifically to look at a lot of the cloud, and the file on Object service is and, you know, obviously have a background in backup data protection as well. I haven't seen growth like this since my old days when I was a nice guy. Started in, like, Isil on back in the, you know, way, way old days, this is This is you know, I can't give you exact numbers, but I'll tell you, it's way in the triple digits. And I mean and it's extraordinarily fast to see from an an azure perspective. We're seeing, you know, close to triple digit growth as Well, so I love it. I mean, I'm just extraordinarily excited. All right, >>on the product side, Give us a little bit of a look forward as to what we should be expecting from cohesive. >>Absolutely so from a look forward perspective. As I said, we protect a lot of on premise workloads, and now and we protect, obviously, as your work clothes as well. So we protect observe e ems. But as we think about some of the azure native service is like sequel in other service is that air kind of built native within a azure. We'll extend our application to be able to actually do that as well will extend kind of the ease of use and the deployment models to make it easier for customers to go on, deploy and manage. It really seems like a seamless single pane of glass, right? So when you're looking at Cory City, you should think of it as even if it's in the cloud or if it's on premise. It looks the same to you, which is great. If I want to do search and index, I can do it across the cloud, and I can do it across the on Prem so that integration is really what ties it together makes it extraordinarily interesting. >>Finally, this is this is not your first ignite. I'm interested to hear your impressions of this conference, what you're hearing from customers. What your conversations that you're having. >>You know, it's a lot of fun. I've been walking around the partner booths over here to see, like, you know, who could we partner with? That's more of those data management service is because we don't think of ourselves again. You know, we started kind of in the backup space. We have an extraordinarily scalable storage infrastructure. I was blown away by the capabilities of the file. An object. I mean, I was as a foul guy for a long time. It was unbelievable. But when you start to add those data management capabilities on top of that so that people could either, you know, again, either your point, make sure that they can detect threats and vulnerabilities are you find what they're looking for or be able to run analytics, for example, right on the box. I mean, I've been asked to do that for so long, and it's finally happening. It's like It's a dream >>come true, Jerry. Now >>everything you ever wanted software defined bringing the applications to the data. It's just like, if I could ever say like, Hey, if I could take all of the things that I always wanted a previous companies that put him together it's cohesive. I'm looking around here and I'm seeing a lot of great technology that we can go and integrate with >>Great. Well, David, No, I Thank you so much for coming on the Cube. >>Thank you very much. I appreciate it. >>I'm Rebecca Knight, First Amendment. You are watching the Cube.

>>Live from Orlando, Florida It's the cue covering Microsoft Ignite Brought to you by Cohee City. >>Hello, everyone. And welcome to the Cubes live coverage of Microsoft Ignite. We're kicking off three days of live coverage here at the Orange County Civic Center Convention Center. Sorry, I'm your host. Rebecca Knight coasting along side of stew Minutemen. Do we have so much to cover? So many new products? So many new strategies. New Emphasis Head knew new buzzwords, tech intensity and democratization. Uh, you were here. You were in the hub. You heard Satya Nadella live on the main stage. I'd like to just get your initial impressions and initial thoughts of of his keynote, and we're gonna dig into all of >>them. Rebecca, it's great to be here second year doing it with you here. Your background, really on business. Productivity. Really enjoyed doing this one within you. Chew said Walter Wall. Three days of covered The place is just buzzing with activity. 26,000 in attendance for a show that's been called soft night for I think it's been about six years. It was tech head back in the day we talked about last year, you know, this was originally, you know, the windows and office. You know, administrators show and has really matured over time. Trust was a big topic of conversation. And you know what? With my general thing, they rearrange some of the logistics of it. I actually, you know, usually I'm sitting with the press and the analyst upfront. Actually, you know, when in the shoes of the attending here, which meant I stood in our for almost two hours waiting to be one of the 3000 out of 26,000 to go get a seat and communication was a little bit weird and we kind of move in. But I did get a nice seat. Such intel was up on front. I thought they covered a lot of ground and it ran well, logistically. For those of us that were watching from the main stage, I heard remotely, you know, as sometimes happens, you know, Internet or things that there could be some calendars. It is with all of these cloud shows that we go to you just get this barrage of so many different things, everything from you know, really interesting as your arc, which we're gonna spend a bunch of time talking about through all of the latest. Aye. Aye. And the power things that they're going on all the way down through dynamics and teams and devices and EJ and on DDE down to the browser and the search engine. So so many different things. You know, Microsoft, Of course. You know, one of the store words in technology, but clearly laying out Ah, lot of announcements, books worth of you work of all of the announcement that go out there. And you know, general, take that I get for most people is they definitely are impressed so far. And they're gonna spend all week digging in tow, learn more, >>So we're gonna We're gonna dig in right now. But But I also just want to say that setting the scene doll, this is October 25th. Microsoft was given the jet, announced it was announced it was given the jet I contract. This was a big surprise. And this is Microsoft, which is a distant number two to AWS. Did Sathya seem on a high from that still or what is your impression? >>Unless I missed it, I didn't catch anything about it. Absolutely. I've talked to some people around the show, Talk to somebody appears in the media and analyst community. That air talking about it absolutely was a big surprise. Anybody that's interested in this go check out John. For years written down on this, David Lantz has done a lot of analysis. We've been looking at this quite a bit. Amazon really had one this deal, and it went through courts and Oracle, you know, pushed against really hard to try to make for the Amazon, did it. General Mattis writes about it in his book that I think you came out recently, You know, from the president down to make sure that Amazon did not get this politics entry. The high level is it's $10 billion over 10 years, but when you look into it, number one is the minimum purchase. In the first years only like a 1,000,000. It's expected to be more like 202 150 million in the 1st 2 years, but it is a big deal. Microsoft really spent a lot of time the last couple of years going deeper into public sector, making sure they've got the governance and the compliance sergeant is Kino talked about the 54 azure regions and what they're doing. They're still work that Microsoft needs to do. They don't have the Level six security yet which Amazon does that They've been given less than a year to get that, to make sure that they can fulfill this. But a lot of pieces and there will be lots of other government contracts, but lots of intrigue there. I think it goes back to thing we mentioned trust. Can the government trust that Microsoft will allow them to do all they need to do? There's a lot of office 3 65 in the government. And, of course, Microsoft does. This other thing. There's a bunch of in the government is they use Oracle. We know that Oracle and Amazon are still butting heads. You don't expect to see Oracle on Amazon, you know, shaking hands on stage any time soon. At Oracle OpenWorld This year you saw Oracle allowing their solution to run on Azure in friendly licensing terms because you can run Oracle on AWS. But oracles gonna do everything you can to make sure that the licensing terms her onerous in that environment, they want you to do it on their infrastructure or on their environment and really opening up to Azure. Now, the government contrast that they can run it there. And for me, that trust resident. When I talk to the partner ecosystem, there definitely is some concern about Amazon's power in the marketplace and what they will do. Amazon, to their credit, has a big ecosystem there. Marketplace is phenomenal and they are open and give customers choice. But obviously, just like if you serve on amazon dot com, if it's a Amazon Basics or Amazon provider solution, they're probably going toe move that them in that way. Every company does this for, you know, Google makes sure that they optimize for their ads and everything like that. Microsoft in the past was known for optimizing their licensing revenue. Today they're more trusted. They're more open. I think Santa leaves that on the from the top. But you know so many things that they need to dig into. So Jet I not something I'd expect to spend a lot of time on this week, But thank you for bringing it up happily undertone. Because what the moral of the stories today cloud is AWS and Azure are the clear leaders. Yes, AWS still has a sizable lead. A measure is slowly eating into that lead. But as a as a user, as an enterprise, as any company out there, you can't be wrong by choosing either of those solutions. And one of Microsoft's embracing is that multi cloud environment going back to art will talk about how do I live in that multi cloud world? Eight of us still leads with their hybrid solution and use eight of us don't use other clouds. Azure is more embracing of a multi cloud world. >>So so let's talk about that now. But I just in terms of the trust at a time where there is such deep and tremendous skepticism, a big tech in government right now, the trust really is a crucial element. We're gonna We're gonna talk about that today with a lot of our guests two developments that you're most interested in. And I really want to dig into here as your ark. We're gonna start azure Arkin Power platform. But as your brand new today, uh, your thoughts, your impressions? >>Yes. So, as your ark, I can automate update with my policies across any environment, not just azure. So where I look at this and say, OK, do I manage azure with this? Absolutely. It's got kubernetes in it, so I should be able to move things around if need be. My my data center. In what? I'm putting their all of the azure stack and EJ hub all of these azure pieces in my data center. Can I manage that with us? Of course. The question is, what about if I'm using Google? Service is if I'm using A W S service is in the demo that they ran. They showed 80 was and said, Oh, we can manage that I said, That's great that they can. But will customers actually do that? There's a certain skill set. There's no way a program for it. And of course, AWS has its tooling that everybody uses their. So we've been trying to get that single pane of glass of, you know, for more than my entire career. And the techies I talked to is that pane of glass is nothing but P a. I n is the joke we always make. So it is great that they've done this by the way it's on Lee in Tech preview right now, so it's great that they have this. We've been saying for years that Microsoft, if you talk about hybrid, has the lead when you talk about thought, leadership and solutions. But really, that hybrid solution is azure and data center, and I've got my APs that live everywhere. So 03 65 or in my data center in there. What we're really hearing here is a comprehensive reimagining of hybrid, as we've been talking about it more recently is I really blur the lines between my data center, the public cloud and even the edge. So it's great to see Microsoft do this. I got a lot of friends that are at the V M World Europe Show in Barcelona this week. We've been talking about this in the V M where environment for last couple of years of the VM, where on AWS via where on Azure V M wear on Google, Oracle, IBM and more. So it's great that Microsoft has stepped up here. In some ways. It makes me really think how I thought about Microsoft because Microsoft has been, in my mind a leader and hybrid and realizing that they need to really, really make a significant change to the portfolio. To really deliver on the promise of hybrid and multi My definition of when we will have a true multi con solution is when the value that extract from the system is greater than the sum of the parts. And absolutely that's not where we are today. Microsoft has a lot of pieces. Absolutely. They have a right to be one of the leaders pulling those pieces together. And really, it is a place where you see Microsoft and IBM, where partnering, but also all going to be that leader in the management of my cloud native environment. And we're gonna spend a lot of time this week talking to the developers because that's another area that sought to spend a lot of time. Those two point 6,000,000 citizen developers, as he calls them. I'm sure you must have really loved Rebecca. 61% of job openings for developers are outside of the tech sector. >>Well, exactly, and that is that is such a huge point and that's what Sathya said. That's always been our sweet spot wear for the citizen developers and we want to democratize computing. We want to make sure that you can bring your best self to work and be your most productive self to work in. So many of the tools that they have introduced today are all about creativity, collaboration, time management, productivity, individual time productivity as well as team productivity. So there's a lot of exciting developments today. Let's talk about power platform. Speaking of the parts and pieces What what does it do? What most interests you and excites you about power platform >>boy. So you know, first, the last thing. The citizen developers. It's funny when most people do, you know, where do I start? And I started to excel. And of course, Microsoft is probably the company that most people I'm old enough now that I remember, you know, using the spreadsheets before Excel was the leader that it was there. But the power platform, The thing I've been looking at is way were here a year ago. There was no power platform. Did we talk a lot about a I Absolutely. We talk about data warehousing and business intelligence and all of these things. So I'm trying to understand how much of This is just the new umbrella. Platt, the new umbrella messaging around it and how much there's new products. I talked to a couple people that dig in straight here. I talked to a couple of Microsoft Mbps. Which way? There are lots of them here. I haven't mentioned it, Rebecca already. But the community at the show is excellent. It is welcoming. It is engaging. Diversity is front and center at this show and Microsoft Great kudos for that because it ties into that citizen developers. But when you talk about the power platform, it's about enabling the citizen developers. So a few announcements in their power automate is really there are p a solution. We've got power virtual agents, which is understanding natural language and conversations. Such actually did a cute little thing. He went toe like universal and fought the demi Gorgon from stranger things. Stranger things, fan. I thought it was really cute and everything. But, he explained, he's like, Okay, here's you know it's understanding my name and saying, Get back to me. It's understanding the movements that I'm doing and turning that into what what's happening so way. Understand that we're still relatively early into gaining the full benefits out of a I hear. But there's a lot of tooling, and from what the people I've talked to is the power platform absolutely is much more than just a rebranding. There are acquisitions that have come in. There are software launches and you know, Microsoft in the agile, continuously shipping code mode that everybody is in these days, you know, is going through a lot of veneration. So I believe that you know that the platform was announced back in the spring, and something that I've seen with Microsoft and many companies like Cisco, that air going heavily of software, a platform of software, actually could be a unifying factor forcing function between all of these groups. So rather than saying, Oh my gosh, Microsoft, you've got, you know, 1000 different software packages that I would by no, no, that's not the way you think about it. You know, they don't come on a CD or disk anymore. Instead, it's there's something that I plug into on it, cloud enabled. It's able to be, you know, purchase interruptible model. So we've got number of guests that that power platform absolutely is. You know, hearing good things in the ecosystem and absolutely, you know, you know, it is a strength of Microsoft when you talk about the leverage and use of data in a business environment, on is their legacy. >>And this is a company that is going from strength to strength right now, really firing on all four senators cylinders, azure office, 3 65 windows. We haven't talked about fortnight and the other gaming elements here, but in terms of, um, usage issues, I know there were There were a couple of hiccups last week. >>Yeah, so you know, outages or something. People are definitely worried about the cloud. There was reported last week that there was some availability and performance issues. They were throttling things back. They were saying you couldn't scale and we're like, Wait, you know, infinite compute, infinite storage on demand. That's what we need. And from some of the things I heard from the community, the gaming platforms actually were impacting this and actually gaming that run across both AWS and azure. So it definitely is a little bit of a red flag. You know, your azure, your your your microsoft, and you want to talk about that you are a leader in the face. You can trust them. We're gonna keep you going. Well, you know, cos have spent decades making sure that their data centers have the up time and reliability that we need. You know, when I talk to the big cloud providers, they have some of the same conversation we were having back in the infrastructure world, You know, 15 years ago about data availability and data loss, You know? D u D E l date on availability and data loss. It was a four letter word. You can't have it. You would have war rooms and make for the things you know. Don't go down so little bit of a red flag especially, you know, will there be any contesting of the government deal? You don't want something sitting there saying Oh, hey, wait. I have a critical you know d o d operation. That needs to happen. Wait, We can't speak out when we need it. You know that. That's a no No. >>Right. Exactly. Well, this is these air, all the topics we're going to get into and then some over the next three days, it's gonna be an action packed show. I'm looking forward to it. A lot of great guests to thanks >>so much. I can't wait. I >>hope you'll stay tuned for more of the cubes. Live coverage of Microsoft IC night coming up in just a little bit.

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by Red Hat. >>Hey, welcome back, everyone. It's the cubes. Live coverage here in Atlanta, Georgia, for answerable fast. Part of redheads. Big news. Ansel Automation Platform was announced. Among other things, they're great products. I'm John for ear, with my coast to minimum, but two great guests. You unpack all the automation platform features and benefits. Walter Bentley, senior manager. Automation Practicing red hat and vj Job Olu, director of Red Hat Consulting Guys Thanks for coming on. Thanks. So the activity is high. The buzz this year seems to be at an inflection point as this category really aperture grows big time seeing automation, touching a lot of things. Standardization. We heard glue layer standard substrate. This is what answer is becoming so lots of service opportunity, lot of happy customers, a lot of customers taking it to the next level. And a lot of customers trying to consolidate figure out hadn't make answerable kind of a standard of other couples coming in. You guys on the front lines doing this. What's the buzz? What's the main store? What's the top story going on around the service is how to deploy this. What are you guys seeing? >>So I think what we're seeing now is customers. Reactor building automation. For a long time, I have been looking at it at a very tactical level, which is very department very focused on silo. Whether country realizes with this modern develops and the change in how they actually go to the market, they need to bring the different teams together. So they're actually looking at watching my enterprise automation strategy be how to actually take what I've learned in one organization. And I still roll it across the enterprise so that now struggling and figuring out how to be scared, what we have, how do we change the culture of the organization to collaborate a lot more and actually drive automation across enterprise? >>Walter One of the things we've been we've talked about all the time in the Cube, and it's become kind of cliche. Digital transformation. Okay, I heard that before, and three things people process, technology, process and capability you guys have done You mentioned the siloed having capabilities that's been there. Check was done very, very well as a product technology Red hat in the portfolio. Great synergies. We talked about rail integration, all the benefits there. But the interesting thing this year that I've noticed is the people side of the equation is interesting. The people are engaged, is changing their role because automation inherently changes there, function in the organization because it takes away probably the mundane tasks. This is a big part of the equation. You guys air hitting that mark. How do you How are you guys seeing that? How you accelerating that has that changing your job, >>right? So customers are now economy realizing that going after automation in a very tactical manner is not exactly getting them what they want as a far as a return on investment in the automation. And what they're realizing is that they need to do more. And they're coming to us and more of an enterprise architectural level and say we want to talk mortgage grander strategy. And what they're coming to realize is that having just one small team of people that were calling the Dev Ops team is not gonna be ableto drive that adoption across the organization. So what we're trying to do is work with customers to show them how they collaboration in the culture of peace is huge. It's a huge part of adopting automation. Answerable is no longer considered a emerging tech anymore. And and I when I say that, I mean a lot of organizations are using answerable in many different ways. They're past that point, and now they're moving on to the next part, which is what is our holistic strategy and how we're gonna approach automation. And And we wanted leverage danceable, unanswerable tower to do that. >>Does that change how you guys do your roll out your practices in some of your programs? >>Well, we did have to make some adjustments in the sense of recognizing that the cultural piece is a pivotal part of it, and we can go in and we can write playbooks and rolls, and we can do all those things really great. But now we need to go in and help them structure themselves in a way where they can foster that collaboration and keep a moment. >>And I'll actually add on to that so reactive, large, open innovation labs three years ago, and what we have to learn doing that is using labs and allows practices to actually help customers embrace new culture and change. How they actually operate has actually helped us take those practices and bring it into our programs and kind of drive that to our customers. So we actually run our automation adoption program and the journey for customers through those practices that we actually learned in open innovation loves like open practice, library, even storming priority sliders and all of those modern techniques. So the goal is to help our customers understand those practices and actually embrace them and bring them into the organization to drive the change that that's looking for within the organization. >>A. J. Is there anything particular for those adoption practices when you're talking about Cloud? Because the communication amongst teams silos, you know, making things simpler is something that we absolutely do need for cloud. So I'm just curious how you connect kind of the cloud journey with the automation journey. >>So all of the journey program that actually created, whether it's a contender adoption program or the automation adoption program, we actually followed the same practices. So whether you're actually focused on a specific automation to, like, answerable or actually embarking on hybrid multicolored journey. We actually use the same practices so the customers don't have toe learn new things every time you have to go from one product, one of the so that actually brings a consistent experience to customers in driving change within the organization. So let's picture whether it is focusing automation focused on cloud migrating to the cloud. The practices remained the same, and the focus is about not trying to boil the ocean on day one. Try to break it into manageable chunks that give it a gun back to the business quickly learned from the mistakes that you make in each of the way and actually build upon it and actually be successful. >>So, Walter, I always love when we get to talk to the people that are working straight with customers because you come here to the conference, it's like, Oh, it's really easy Get started. It doesn't matter what role or what team you're in. Everybody could be part of it. But when you get to the actual customers, they're stumbling blocks. You know what are some of those things? What are some of the key things that stop people from taking advantage of all the wonderful things that all the users here are doing >>well. One of the things that I've identified and we've identified as a team is a lot of organizations always want to blow the ocean. And when and when it comes down to automation, they feel that if they are not doing this grand transformation and doing this this huge project, then they're not doing automation. And the reality is is that we're Trent with showing them that you can break things up into smaller chunks, as Visi alluded to. And even if you fail, you fail fast and you can start over again because you're dealing with things in a smaller chunk. And we've also noticed that by doing that, we're able to show them to return on investment faster so they can show their leadership, and their leadership can stand behind that and want to doom. Or so that's one of the areas. And then I kind of alluded to the other area, which is you have to have everybody involved. You want just subject matter experts riding content to do the automation. You don't want that just being one silo team. You want to have everybody involved and collaborate as much as possible. >>Maybe can you give us an example? Is about the r A y How fast to people get the results and, you know, prove toe scale this out. >>So with the automation adoption journey, what we're able to do is is that we come in and sit down with our customers and walk them through how to properly document their use cases. What the dependencies, What integration points, possibly even determining what is that? All right, ranking for that use case. And then we move them very quickly in the next increment. And in the next increment, we actually step them through, taking those use cases, breaking them down into minimum viable products and then actually putting those in place. So within a 90 day or maybe a little bit more than a little bit more than the 90 day window, were able to show the customer in many different parts of the organization how they're able to take advantage of automation and how the return on investment with hopes of obviously reducing either man hours or being able to handle something that is no a mundane task that you had to do manually over and over again. >>What are some of the things that people get confused about when they look at the breath of what's going on with the automation platform? When I see tool to platform, transitions are natural. We've seen that many times in the industry that you guys have had product success, got great community, that customers, they're active. And now you've got an ecosystem developing so kind of things air popping on all cylinders here. >>So the biggest challenge that we're actually being seeing customers is they actually now come to realize that it's very difficult to change the culture of the organization right there, actually embarking on this journey and the biggest confusion that is, how do we actually go make those changes? How do we bring some of the open practice some of the open source collaboration that Riddle had into the organization so they actually can operate in a more open source, collaborative way, and what we have actually learned is we actually have what we call its communities of practice within Red Hack. It is actually community off consultants, engineers and business owners. The actual collaborate and work together on offering the solutions to the market. So we're taking those experiences back to our customers and enabling them to create those communities of practice and automation community that everybody can be a part off. They can share experiences and actually learn from each other much easier than kind of being a fly on the wall or kind of throwing something or defense to see what sticks and what does not. >>What's interesting about the boiling the ocean comment you mentioned Walter and B J is your point. There is, is that the boil? The ocean is very aspirational. We need change rights. That's more of the thing outcome that they're looking for. But to get there is really about taking those first steps, and the folks on the front lines have you their applications. They're trying to solve or manage. Getting those winds is key. So one of things that I'm interested in is the analytics piece showing the victory so in the winds early is super important because that kind of shows the road map of what the outcome may look like versus the throw the kitchen, sink at it and, you know, boil the ocean of which we know to the failed strategy. Take us through those analytics. What are some of the things that people tend to knock down first? What are some of the analytical points that people look at for KP eyes? Can you share some insight into that? >>Sure, sure. So we always encourage our customers to go after the platform first. And I know that may sound the obvious, but the platform is something that is pretty straightforward. Every organization has it. Every organization struggles with provisioning, whether of a private cloud, public cloud, virtualization, you name it. So we have the customer kind of go after the platform first and look at some of their day to operations. And we're finding that that's where the heaviest return on investment really sits. And then once you get past that, we can start looking like in the end, work flows. You know, can they tie service now to tower, to be able to make a complete work flow of someone that's maybe requesting a BM, and they can actually go through that whole workflow by by leveraging tower and integration point like service. Now those air where we're finding that the operators of these systems going getting the fastest benefit. And it also, of course, benefits the business at the end of the day because they get what they need a lot fast. >>It's like a best practice and for you guys, you've seen that? Yes, sir. Docked with that out of E. J. What's your comment on all this? >>So going back to the question on metrics Automation is great, but it does not provide anybody to the business under the actually show. What was the impact, whether it's from a people standpoint, cost standpoint or anything else. So what we try to drive is enable customers. You can't build the baseline off where they are today, and as they're going through the incremental journey towards automation, measure the success of that automation against the baseline. And that actually adds the other way back to the customer. As a business you didn't get to see. I was creating a storage land. I was doing it probably 15 times a month. Take it or really even automated. It spend like a day created a playbook. I'll save myself probably half, of course, and that could be doing something that's better. So building those metrics and with the automation analytics that actually came in the platform trying those bass lines. So the number of executions, actually the huge value they'll actually be ableto realize the benefits of automation and measure the success off within enterprise. >>So I'm a customer prospect, like I want to get a win. I don't want to get fired. I won't get promoted. Right, I say, Okay, I gotta get a baseline and knock down some playbooks. Knock that down first. That what you're gonna getting it. That's a good starting. >>Starting. Understand your baseline today. Plan your backlog as to what you want to knock down. And once you know them down, build a dashboard as to what the benefits were, what the impact was actually built upon it. You actually will see an incremental growth in your success with automation. >>And then you go to the workflow and too, and that's your selling point for the next level. Absolutely good playbook. Is that the automation programs that in a nutshell or is that more of a best practice >>those components of the ah, the automation adoption journey that we allow the customer to kind of decide how they want their journey to be crafted. Of course, we have a very specific way of going about and walking them through it. But we allowed in the kind of crap that journey and that is those the two components that make up the automation. >>We're gonna put you guys on the spot with the tough question We heard from G. P. Morgan yesterday on the Kino, which I thought was very compelling. You know, days, hours, two minutes. All this is great stuff. It's real impact. Other customers validate that. So, congratulations. Can you guys share any anecdotal stories? You know, the name customers? Just about situations Where customs gone from this to this old way, new way and throw some numbers around Shearson Samantha >>is not a public reference, but I like to give you a customer. Exactly. Retail company. When we first actually went and ran a discovery session, it took them 72 days to approach in an instance. And the whole point was not because it took that long. It because every task haven't s l. A We're actually wait for the Acela manually. Go do that. We actually went in >>with our 72 hours, two days, two days, >>actually, going with the automation? We Actually, it was everybody was working on the S L. A. We actually brought it down to less than a day. So you just gave the developers looking to code 71 days back for him to start writing code. So that's the impact that we see automation bringing back to the customers, right? And you'll probably find the use causes across everywhere. Whether J. P. Morgan Chase you actually had the British Army and everyone here on states talking about it. It is powerful, but it is powerful relief you can measure and learn from it >>as the baseline point. Get some other examples because that's that's, uh, that's 70 days is that mostly delay its bureaucracy. It's It's so much time. >>It's manual past and many of the manual tasks that actually waiting for a person to do the task >>waterfall past things sound, although any examples you can >>yes, so the one example that always stands out to me and again, it's a pretty interviewing straight forward. Is Citrix patching? So we work with the organization. They were energy company, and they wanted to automate patching their searches environment, patching this citrus environment took six weekends and it took at least five or six engineers. And we're talking about in bringing an application owners, the folks who are handling the bare metal, all all that whole window. And by automating most of the patching process, we were able to bring it down to one weekend in one engineer who could do it from home and basically monitor the process instead of having to be interactive and active with it. And to me, that that was a huge win. Even though it's, you know, it's such dispatching. >>That's the marketing plan. Get your weekends back. Absolutely awesome. Shrimp on the barbecue, You know, Absolutely great job, guys. Thanks for the insight. Thanks. Come on. The key. Really appreciate it. Congratulations. Thank you. Thanks for sharing this queue here. Live coverage. Danceable fest. Where the big news is the ass. Full automation platform. Breaking it down here on the Q. I'm John. First to Minutemen. We're back with more coverage after this short break

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Welcome to Austin, Texas. I'm Lisa Martin at Pure Accelerate 2019. This is the fourth pure accelerate. I'm here with my co host, David. Dante and David are pleased to be welcoming back to the Cube, the chairman and CEO of Pier storage. Charlie Giancarlo. Charlie, Welcome back to the Cube. >> Thank you. Such a pleasure to be here >> already. Getting loud on the keynote. Just rapping about 3000 folks here. Standing room only. We just came from the keynote. Something symbolic. Besides, the location of this event is that you are just about to celebrate the 10th anniversary of pure storage >> of our founding. October 1st. >> Yes, just around the corner. Tremendous innovation. As you say it. Overnight success in 10 years delivering 10 X and prevents us a little bit of a preview about what you shared in the Kino. What's to come in the next 10 years? >> Exactly right. It is wonderful to be able to sell. They celebrated birthday and able to talk about what you've delivered over the 1st 10 years. But it also gave us the opportunity to really say Okay, what's the second decade going to be about? What is it gonna be like? And way were planning not only for this, but for the year that we were gonna put in place of development. We said, Well, you know, we've brought a lot of things to storage and to the storage array. We made it much simpler. We made it upgradeable, non disruptive Lee, meaning that customers would have a continuously new product in their environment. Andi started to bring it into the cloud. And we said, You know, for our second decade, we want to transform the entire storage experience. We don't want it to be about boxes and a raise. We wanted to be about a storage system for the entire enterprise. That's multi protocol, multi cloud, multi tearing or what we call storage classes and entirely automated so that when an application calls for storage, service is it's delivered automatically without humans getting involved. That is completely as a service consumed as a service, delivered as a service entirely automated in the back end. So this is the goal that we have for our second decade. We think we're going to deliver it over the next several years. But of course, for us to go down the entire customer journey is a great mission for us for next decade. >> So in terms of, you know, I don't want to make it sound like the first decade was easy because you were really the only all flash array company. Thio reach escape velocity and many. But at the same time you caught DMC flat footed. You drove a truck through their install base and obviously the rest is history. I feel like the main job of the CEO is too. Is Tam expansion, right? You're focused on that. There's a I there's new workloads. There's the cloud, there's multi cloud. And in your entering new territory now, yes, maybe no. Guys like eight of us, they're not flat footed, right? You've got Europe against Google and Cisco and Microsoft in the multi cloud arena. But you're a specialist on one. If you could talk about your vision in terms of tam expansion, >> thank you very much for that question. The TAM expansion really is following where solid state takes us. You know, we've gone from a world that was where believe it or not, most computers still had mechanical systems operating them. It's sort of like having a mechanical calculator rather than Elektronik calculator, right? We had mechanical discs in our computers literally spinning rust, right? And it's only been in the last decade where a semiconductor, you know, where solid state has taken the place of that called Flash, right? Well, as that continues to get less expensive, we now can bring not only flash performance into disc economics, but more importantly, now we can finally have modern software that is driving the need for having greater flexibility with our data. As data grows it. Now we say it has gravity. That is, it gets heavy. It gets hard to manage hard, hard to move between different environments. And now a lot of infrastructure operators are spending much more time managing their data, managing the storage systems for their data than they are managing anything else in the data center environment. We want to eliminate all that. We want to automate all of that, you know, on the theme of decades. Two decades ago, every application had its own individual communication stack. There were dozens of different protocols and a dozen different networks in every company. One decade ago, every application had its own custom hardware stack and custom operating system stack. Well, today there's one network. It's called the Internet. Today, everything, every application, every server is virtualized, allowing mobility. And yet storage is still static way want this decade a bit to be about making storage and data dynamic and really responsive to the needs of the application environment? >> So >> what if you >> could compare this opportunity to some other mega trends that you've been part of? You were there in the early days of wireless when nobody wanted to buy wireless saw the I P changeup. People think the minicomputer was killed by the microprocessor in apart. It was, but it was I p. It was destroyed. Many computer everybody had their own networks. >> Where do you >> put so that the trend that you're after? How do you compare and what are your expectations? >> I think it's an analogous trend, and it's you know, this long term trend of vertical, whether it's vertical industries or vertical technology's going to becoming horizontal. So let's just give a couple of examples again. Networking was tightly tied to the application, and every application had its own network and its own set of protocols right that was vertically tied. Now networking is horizontal. It's all I P. Right again, we'll go back to applications. Applications had a vertical stack. The entire stack hardware and software was tied to specific application today that's been made virtualized and therefore horizontal. You could move applications among different servers. Storage is still vertical. It's still tied very tightly to the to the rack. And there are a lot of good reasons for that. You needed a high speed interface. High speed networking didn't exist. Disks were slow. They could only support one application at a time, with solid state that no longer exists. So now weaken, make storage free. We can make it ah, horizontal layer rather than tightly tied to any individual application. And that's what the next decades gonna be about >> Business leaders today, I feel there's so much more open than when we started in this. In this industry, where you know the famous line about Ken Olsen, Unix is snake oil and those that you old enough to remember that business leaders today they recognize the trend is your friend right. So gentleman from AWS at 88% of the customers and a gardener survey said their cloud first, but 86% are still spending on Prem. Right In the old days, when I said I'll keep it on Prime and Amazon so we'll keep it in the cloud. And yet you guys, customers, they're sort of forcing you to come together. Yes, I wonder if you could talk about that dynamic and specifically your cloud strategy? >> Absolutely So our cloud strategy is really quite simple. We want to make the cloud and every cloud appear to an application developer to be the same as it is on Prem. With all the advanced service is the advanced applications. It interfaces the same AP eyes because largely applications have been especially primary to your applications have been developed for with on Prem interfaces and on Prem service is the cloud, while wonderful from the standpoint of being able to be dynamic, does not have sophisticated service is for data. And so by making it appear to be the same to the application into the developer on premise in the cloud, it just makes the entire system or dynamic it allows for for companies to more easily move applications to the cloud or to another cloud or back on Prem. And it changes the dynamic and the decision making of enterprises not to. How much work do we have to do to move something to the cloud? But where is it best placed economically and based on service is we take it out of being a technology decision and make it more of an economic decision. >> Why were you in a unique position relative to your competition? I mean, why can't deli emcee or net app for IBM sort of take that same AP I economy mentality and drive it through their portfolio and get to market fast? And why is your pure unique? >> Well, for one, it takes investment will invest 18% of revenue in R and D this year. Nearly all of our competitors are spending less than 5% there, really viewing storage as an old antiquated market, not as a high tech market. They're reaping, if you will, rather than selling on re really view storage as next frontier off great innovation and our competitors largely don't see that. >> Let's talk about a little bit digging into the evolution of your Amazon Web service is relationship. We talked about that a minute ago when you guys talked about Announce Cloud Block store. There's dozens of customers in beta. Are they viewing it as this bridge, the hybrid cloud? And what are some of the benefits? If you could talk about it from any of those customers that are abated, what are they? What are you starting to see so far? That's really exciting, that this is the delivering or will be the modern data experience Way had >> a great speaker from eight of us onstage today, and I think he summed it up really well. At the end of his talk, he said that now the migration to cloud is easy because pure has done all the heavy listed lifting for you to take your enterprise applications and move them into the cloud. I mean, I think all the cloud players recognize that while they have provided some great capabilities, especially for Dev ops, that the level of of sophistication and the completion of service is for things like very complex enterprise. APS have not been fully accomplished yet, and so they recognize that experts like pure who have been delivering against enterprise primary tier applications for a long time have a lot to add in terms of the sophistication of our product in their environment. I think what they also recognize is that it's hard for customers to rewrite their applications to a completely different set of data. AP eyes and mind. You'd not only does, for example, he ws have different AP eyes in their cloud than customers have on Prem. But Azure has different AP eyes and then Amazon. Google has yet different, and so for a customer to write their application three or four times is really beyond what is in the interest of most customers. We have taken all that heavy lifting and enabled a customer to take their applications. They've already written, whether on cloud or in the print on Prem, and to move it in those other environments with much less investment. >> And let me let me try to explain, as I understand it, and make sure I got a right is essentially, What you've done is take the pure software stack and management framework and then using AWS Service's E C two High Priority E. C two's front ended on s3 cheap Best three created block storage. That's higher availability, probably faster rights, right? Three Real Boat reads and writes, are probably comparable with the pure experience. That's right on, Baby. You got to pay a little bit more for that. But you get you get better availability and there's value there. >> Actually, the beautiful thing is that we create an environment in AWS where it's faster, that is, the storage is faster. That it has a very higher reliability has. All of the service is that customers want tohave such as snapshots, replication and encryption. And the entire bill between what they pay for pure and what they pay for eight of us is no more than what they would pay for A W S on its own. For those storage service is >> because you're using cheaper s3. To me, this is brilliant. Eight others is happy because they're selling E. C. To an s3. You're happy because you're making money on your software. Stock was happy because they get the pure experience in the cloud. It's exactly actually quite innovative. >> It's almost matching >> quickly. Talk about Nan pricing. I know that was an issue this quarter. It hurt revenues a little bit on the stock drop, but then when you saw everybody else announced, the stock went back up because you're was 28% growth to everybody else's minus 16 minus 21 0 was the best. But to me, lower Nan pricing is a is an opportunity for you. It's a tailwind to go eat into more of the spinning dis market. Do you see it that way? >> No. Absolutely right. I mean, when it all hits in 1/4 it could be a challenge. But over time, the consistent and fast decrease in Nan pricing simply means that we will eventually get to solid state for all storage. I have no doubt about that. The days of disk are certainly numbered, and what that does is open up the entire storage market. Today, disc is only by terabytes. 15% of the storage market flashes only 15%. So it eventually we have 85% of storage market still to go after, and we believe that one day that will be all solid state. >> I want to ask you about the macro you guys said on the call. You really not concerned about the macro. You don't win on pricing. You don't lose on pricing that even a downturn. You guys feel like you can gain share. And I would agree with that. By the way, of course, we don't want a downturn. Got it? But if you don't have a downturn, But what are your thoughts on your ability to compete independent of Of of the macro. >> Right. So, you know, we have from day one, obviously, we had no sales when we got started. Right? So every sale we've made has always been a competitive sale. There was always someone that we had to displace, right? Some some incumbent. And that speaks to the type on the quality of the sales and marketing team that we have, right? Not only they aggressive, but you know, in the parlance of the industry, they're hunters. I think a lot of companies, once you become more mature, you develop more farmers in your in your sales force, right? Managing the customer account, managing the install base and so forth. And when the macro is flat or down, you suffer. You know, from you suffer overall from that because you haven't been used to expanding your footprint. In our case, I think even when the Makri is down not that we won't be hurt by it. We will. But because we have a team of hunters, we continue to gain market share away. Will >> you >> change it? It's hard to predict, right, But But Frank's Lupin once told me, Hey, if things change, I can turn this on. And we could become an a T. M when he was running the service. Now, right now, you're going for growth in the street rewards growth. You got a three plus X revenue multiple. Everybody else is lucky to get one X so that they're rewarding you for growth. Do you feel like if things change that you might turn those knobs a little bit? Or is it you know, >> So I don't expect things to change for quite some time, but, you know, we produce 70% gross margin in the last quarter, right? I mean, most of our competitors are in the fifties, right? If not, if not the forties. So clearly growth costs money in this business, right? You have to build your sales force before they start producing for you. You have to invest in marketing before they start producing. And because of our high focus around R and D right, which is all about new products again, your front ending your costs before the before the growth actually comes in. So now we're gonna continue to focus on growth. And as long as we believe that the medium to long term growth for us is in the thirties, you know, high twenties, thirties, even maybe even forties, we're going to continue to operate profitably but relatively lower profit once growth slows down. Yeah. I mean, it will all start flowing. >> Reassess it at that time. At least our data and the data shows that pure is in a position from a spending intention standpoint to continue to gain share. We don't see any change to that in the next several quarters. >> Last question for you, Charlie. We got to talk about a I we talked about at every conference. When we're looking at pure and customer conversations, it's about data data. Is oil lifeblood gold, currency, whatever you wanna call it? How? What is that conversation that that tape, urine and video have together in customers about? How can data ignite our workloads. Help companies identify new products. New service is deliver more automation. This is >> probably one of my favorite topics. When I'm talking to customers is how to make data actually useful. Not so much the, you know, the bits and bytes of how do you actually store it? But you know, what does it mean to them is a business but also to their customers because a lot of times they're using it for overall customer benefit. And the great part of that conversation and whether it's us or in video or both of us together, is we both use it for our to improve our business and our customers lives as well. You know, we talk today about how we have 15 petabytes of operational data from our customers, a raise, right, how they're performing. And we analyze that on a on an hour by hour basis toe look to see. Is the customer getting to the point where they need where they didn't need to modify how they're operating or where they need to upgrade, or where they need to add or even reduce more capacity so that they don't fall? You know they don't trip over things that will get their business in trouble. So it And now we even allow the customer to analyze their business. And do what if scenario plant planning to say, Well, if I'm going to double the amount of customer transactions I have, you know, what will that mean from an infrastructure Sandpoint? You know? Well, I need to change your upgrade. So, you know, this has been great fun because we are in the same boat as our customers, depending on a I to improve our our mutual customers experience. But >> this conversation is best. Very insightful. Charlie, Thank you for joining David Me on the Cube today. Again. Happy 10th anniversary. Here we look forward to the next two days >> and happy 10th year to you. >> Thanks very much. >> That's right for day, Volante. I'm Lisa Martin. You're watching the Cube from pure accelerate. 19

>> from Burlingame, California It's the Cube covering Suma logic Illuminate 2019. Brought to You by Sumer Logic >> Hey, welcome back, everybody. Jefe Rick here with the cue, We're at the higher Regency San Francisco airport. Here. It's Suma logic. Illuminate 2019. It's our second year here, the third year of the show. I think it's about 1000 people that Kino was packed. A lot of great energy, a lot of good community as we see a lot of these smaller show, especially when they're getting started. It's all about community is a lot of sharing of information. It's a really cool time in the life of these companies. Worksite have our next guest slightly irreverent cool culture will dig into it a little bit with Justin bike. Oh, he is the co founder of Expelled Justin Creek to see >> likewise. Thanks for Thanks for having me. >> Absolutely. So give us the give us a rundown expel what you guys all about. >> So in a nutshell, were a 24 73 65 transparent, manage security provider. What that really means is on a 24 hours a day, seven days a week basis. We're looking for you know, signs. They're bad guys inside your environment. If they're there, we're gonna tell you they're they're gonna tell you what they're up to and help you get >> rid of them. Now, the transparent word comes up time and time again, Looking at some of your guys materials that transparent in terms of we can see inside the black box and how you're operating is that transparent. Like we're just going to tell you and show you what transparency is Obviously a really important piece of your messaging. >> Yeah, kind of all of the above. We try to take it to heart and try to really mean it. I think the easiest way to think about it is we want our customers to feel like we're just another part of their team. Right. And the easiest way for us to do that is to let them be a part of what we do on a day in and day out basis. That means if they want a ride shotgun with us when we're working an incident, they can They can watch everything that we do. Watch the investigation unfold in real time if they want to get in there and work with us. They certainly have the ability to do that. And then, you know, we take transparency pretty far. We put our real actual prices on our website, which is not something you see a lot of security companies do. So we just try to be as up front as we can be in the way that we approach dealing with our customers and working with him over time. >> Right? So we we cover our say, we've been covering our safe forever. It's it's 40,000 people at Mosconi. Few is more vendors than you can count, all talking about security. So, you know, you're in the year in the business and then remain in his keynote, put up a security section, had a whole bunch of companies. How did people sort this? I always think of the poor CEO on the other side is being told, you know, you got a big security in every place. You've gotta have a B A B Y o d was using their own iPhones and now we got I t With all these connected devices, the threat surfaces expanding geometrically. How should people think about security? How do you guys play in this kind of morass of complexity. >> You know, it's an interesting question how people deal with it. I think that's why you're starting to see a lot of these really strong in a lot of cases, sort of regional and local see. So groups start to form right because they want to get together and actually talk about a. I'm dealing with this challenge. What do you do and how are you handling this problem? And the only way to do that is to learn from appears, right. Everybody's in this fight together. As for how we fit in, one of the things that we try to do is help customers who have made a lot of investments in a lot of different security technology make sense of it. All right, so you've got 56789 10 20 pieces of security technology. They're deployed there, all blinking red lights of like, Hey, this might be a threat. This might be an intruder inside your infrastructure, and you've got a handful of people that work Monday through Friday, 8 to 5 ish. Somebody's gotta look at that all day long, and that's what we're there for. So our job is to make space for our customers, to do the things they actually love about security instead of just sitting there trying to keep up with a constant, you know, basically overflow of alert. >> Right? And you guys are socking the service. Is that Is that a hard sell? Is that easy sell to people? Understand? They need kind of the augmentation. How does that how does that go over with the customer? It has >> been, I think it's over the years it's become, I think, an easier thing for people to wrap their head around. Because at the end of the day, everybody is infrastructure to grow and write. Their footprint of what they need to protect is growing. They can't. Still, nobody can hire enough people that they need. That's a pervasive problem. It's a top five c. So problem has been for you will never go for a long time. So you've got all this security technology. You get the whole network instrument and then suddenly the business moves to the cloud. You have two instrument that too, and you have to do it using the team that you've gotten. That's not enough people And so what choice do you really have? You need somebody to come in and help provide that 24 7 coverage. There's certain things that your security at the institute, that on Lee be done from inside the business. Right things. They remove your program forward, let your team focus on that and all the stuff around monitoring technology to look for signs. They're bad guys in the environment. Let a provider like expel, help you out, >> right? So let me get your take on kind of the explosion of data. But both the quantity of the date as well as the sources of the data, as well as the structure of the date or the lack of structure in a lot of this data, it's growing exponentially right in people. And we all have our time kind of wrapping our heads around exponential growth, one of the kind of the fundamental problems that we have from your point of view, as you see this and you see your customer struggling with it and interests. Other kind of dichotomy is, Is it? Is it is it Is it asset? Of course, there's a lot of good stuff in there hopefully, But it's also liability because it's expensive. It's expensive. The hold. It's expensive to move. It's expensive to store. How do you help people deal with Keep it secure in this explosion of data environment that we are. >> You know, if there were a silver bullet, answer that question, we'd probably be the only security company in existence. >> They would be on a boat >> in >> the Caribbean or >> something like that, you know, being able to apply the technology that we're, you know, that we can bring to bear, which helps our analysts take all of these different disparate data sources. So we can take your I d. S. We can take your e t r. We can take your cloud control platform, your cloud control plane like an aws cloudwatch cloudtrail all that sort of stuff, bring it in one place, makes sense of it, put it together in a way that contextualized is it against what we know about your business. That's ah, whole lot of the battle right there is just being able to help somebody sort of understand what's going on. What does it mean to my business? What do I do about it? What do I do next on? If you can free up that chunk of time, you let the customer focus on those sort of more tactful things that they need to do inside their business, which is, you know, what's the next big evolution of security inside? You know our company, >> right? The word assume a logic fit in for you guys were here, obviously at the sumo logic event. And you know, the scale of the complexity of this stuff is getting beyond the ability of a human keep track of quite frankly. So there's got to be some automation. There's got to be tools. Even though you guys were transparent, there's just there's just some things I can't look into. How are using similar logic? How's it helping you do your business? You >> know, our partnership with Suma Logic came about actually from our 1st 2 customers who are actually symbolize your customers. And so they're sending all of their infrastructure data. They're sending all their security data and assume a logic, and they came to us and they said all that it is there. If you want to monitor our infrastructure, start there right on our ability because it lives in the cloud. There's no sort of management for the customer to do our villages plug right into that and immediately, like within an hour, to start getting security value out of what the customer has inside Suma Logic is, it's pretty substantial to be able to just start immediately telling him, giving him visibility into what's going on. So that's kind of how the relationship came about and how we worked with him today is we find that again. A lot of our customers have just a ton of data, security or otherwise that they need to store. They need to do it in a place that's going to scale with, um, so your traditional on Crim. You know, it's like a more old school Sim. We just gotta keep buying drives and buying drives and buying more and more places to store things. It's a tough life, right? So Cloud hosted platform, like Suma Logic lets you continue to scale, lets you quickly and easily search that they didn't do it in a reasonably cost effective way. It's a great way for us to work with customers. You don't have any visibility today. We know the folks over assume a logic really well, it's super easy to get up and running and get it up really quickly. It's easy for us to plug into. We can get you visibility in your environment really, really fast. If you don't have any today, >> so is that enabled you to bring a different scale of data to bear on your analytics is too. We know there's bad guys in there. You know how fast you can find him and shut him down to take action? >> I think so. Because of the way the technology with Suma logic scales that lets customers send more data, then they may have otherwise ordinarily sent toe like a more traditional Sam or something like that on what that does is that gives us more data to look at when we have more today to look at. We have more visibility and what's going on the customer environment. We can start delivering more value to them. Tell you hey, did you know this is going on over here something you weren't previously looking at because it scales reasonably well. That's something that we can start doing for >> her just because you have a good kind of macro point of view on multiple customers and the market. I just love to get your take on now. We used to hear all the time that, you know, the time between the breach and the knowledge of a breach was like 260 days. Whatever. And we keep hearing whatever show you out. It's coming down. It's coming down, coming down, but at the same time, pretty much every day. You know, you hear about a new breech and it's it's it's, I think everybody is going to be breached, it seems like, and it's really more of a function of How fast can you find out? You know, how quickly can you can you cut down on the damage and take the action? And I wonder if you could share your thoughts of kind of, You know, I still think some people think there's a moat strategy that you can just keep people out, and it's just it's just not, >> you know, somebody who is an attacker that's determined enough there. Well, fuck. You know, they've got enough funding. We're gonna get in and think about it like your house, right? Like, but all the doors. Put all the locks on his many doors. You want as many bars on as many windows as you want. If somebody wants it badly enough and they have enough time, they have enough planning. They have enough money, they're getting in your house, right? And so what you want to do? You want to know when they get in there so that you can react pretty quickly and so sure that like you dwell time of how long before, you know, from the time the intruder got in the environment till the time they were actually discovered. You obviously don't want that to be hundreds and hundreds of days, So it is important to figure out when they're they're what have they accessed when they're in there? So you understand what risk your date is that? Where are they In your environment? And that's the kind of thing you want to make sure that you have instrumentation to be able to see quick, because you can't. There is no silver bullet. You can't just keep the attackers out. You can't say I've prevent all these prevention mechanisms in. Nobody's gonna get in, so I don't need to worry about trying to find them once they're inside. It's just not the case. It's not really. >> And have you guys built a technological answer to social manipulation for penetration? I mean, my favorite examples are the, you know, somebody calling. You know I can't get into the company softball game. Can you please click on this or another one? I heard a Vegas. A Vegas casino was breached via that. The bomb it, er in the fish tank in the lobby. That was that was a connected thermometer so the fish wouldn't die. I mean, are we are you thinking about, you know, kind of social engineering is still a really effective way to get into these places and tools to break those kind of that access. >> Yes. Oh, social engineering. Absolutely. If you look across our customer base, the incidents and our customers deal with the number one by a long shot vector for how these companies are actually getting compromised in the first place. It's fishing, right? It's ominous. Intuit e mail. And I'm gonna convince you to click on this link, or I'm gonna convince you to open this file or I'm gonna convince you to give me a password or something like that, because at the end of the day, some of these things are pretty good and it's hard to spot a fake. It's just really difficult spot a fake if it's well tailored. A lot of the security companies and I'll give credit to a lot of the infrastructure. Providers like Google have done a really good job at trying to flash warning signs. You've never received an E mail like this from this person before. You've never received an e mail from this person with an attachment. You've never received an e mail from this person with, you know, from this domain or anything like that. They're starting to get more and more sophisticated around some of those mechanisms. But at the end of the day, social engineering fishing, that is the number one vector. It's a really hard problems. All then the security industry hasn't solved yet. >> Yeah, All right, well, let's get his job security for you. Well, Justin, thanks for taking a few minutes and really enjoyed the conversation. Thanks for having me. Alright. He's Justin. I'm Jeff. You're watching the Cube. Were Touma logic illuminate in San Francisco Hyatt Regency? Thanks for watching