>> Announcer: From Berlin, Germany, it's the Cube. Covering NetApp Insight 2017, brought to you by NetApp. Welcome back to the Cube's live coverage of NetApp Insight here in Berlin, Germany, I'm your host Rebecca Knight along with my cohost Peter Burris. We are joined by Manfred Buchanan, he is the VP systems engineering IMIA for NetApp and Mark Carlton who is an independent IT consultant. Manfred, Mark, thanks so much for coming on the show. Thank you. Thank you for having us. So Manfred, I want to start with you, you're a company veteran, you've been with NetApp for a long time, lets talk about the data management innovations that make IT modernization possible. It's a big question. That's a great question, you know, as a veteran talking about AI and the future and data management, things make it capable, but just coming off the general session, it takes something like our object store and think about, I put an object, a picture from you, I just put it into the storage and you know, it gets handed over into Amazon analytics and Amazon analytics, oh, you are smiling. And think about this without any coding and just few things to pluck it together and it works and if you take it further it works at scale so it's not only your face, it's the two thousand, four thousand, ten thousand faces here. You just put it in in parallel at scale Amazon at scale does the analytics on top and you get the results back just as a blocking in architecture, this data management at scale is this innovation. Is this the next gen data centers, all of them. But it's not magic, something allows that to happen. So what are those kind of two or three technologies that are so crucial to ensuring that that change in system actually is possible? I will put it pretty simple, the core technology we provide connect the non premise data center with the public cloud and make this whole thing seamless happen. And make it happen for all different protocols. You have it in the send space and then an ice class in the cloud, you have it on files on premise move the file over, and you have it with an object, and an object even we go further we integrate it into message pass. Maybe it's too technical but a message pass is just I got an event and I tell someone else this event coming to something and that's what we do with the picture analyzers. I got an event, which is, I get the picture, and with this event, I tell Amazon please do something with the picture and I give you the picture to analyze. So it's a fabric, there's object storage and there's AI and related technologies that allow you to do something as long as the data is ready for that to be done. Yeah and even move to data with it basically that's what we do. And if you think about it's unbelievable magic. Mark I want to ask you, you are, you're an independent IT consultant, you've been following NetApp for a long time, you have your own blog what are some of the biggest trends that you're seeing, what are some of the biggest concerns you hear from customers? Really from customers it's more around what steps to take the markets changing as we can see what we were saying there with data sprawling and it's spreading so fast, it's growing so fast. What we were storing a few years ago a few years ago when I first started someone talked about a terabyte and you thought that's a big system or you got 50 terabytes and you were huge. Now we're talking about 500 terabytes, 100 terabytes and the difference is is what sort of data that is. Is it stored in the right place? And I think that's one of the biggest challenges is knowing what data you have, how to use it and how to get the most out of the data that, and in the right place so we talked about the on prem, on process whether it be in the cloud, whether it be an object and I think that's key from where we're moving with the data fabric within NetApp and how NetApp's creating their data management suite as such for on tap, for the solufy suite and how they're joining the products up so it makes it seamless that we can move this data about from these different platforms. And I think one of the biggest things, biggest thing for me, especially when I'm talking to customers is it's the strategy of what you can do with data. It's the, it's there's no complications, as Manfred said, it's as if it's magic, it's that type of thing, it will go, you can do whatever you want with it. And I think from a customer point of view because they don't have to make that choice and say that's what I want to do today they've got scale, they've got flexibility, they can control where their data sits, they can move it back and forth and the sprawl out into AWS this year and then Google and with a cloud that size and being able to use those three different cloud platforms, even IBM cloud and how they can plug into theirs. It's, it's really starting to open those doors and really argue the point around the challenges. You've got a lot of answers to a lot of different things. So how do you help customers make sense of all of this, I mean as you said, there are a lot of options, they can go a lot of different ways, they know that they need to use their data as an asset, they need to, they need to deploy it find that value, what's your advice? You know let me just also take a step back, we talk about we get more and more data. We talk about connecting the different clouds, but at the same time we also talked about basics I move from fresh into search class memory and I make everything faster. If you think about more data, to process more data in the same time everything needs to go faster and I give you a simple example or just challenge you, how many have you sitting before a business application in your company and you sit, you press an enter button and it takes, takes a minute, takes another and you go, uh, sorry. Thinking about it. Why does it take so long? As a veteran in the old days, what we said is basically, we press the enter button and we said we need to go for a coffee and come back and after the coffee the transaction is done. Now we talked about one stage about microseconds and milliseconds and all these things but put it into relation, take a transaction I press the enter button and it would have taken let me say 10 minutes until I got a result out of it. And this was in times of when storage response times were 10 milliseconds. Take this one into response time is now one millisecond and you do the same amount of data, you press the enter button and it's not 10 minutes, it's a minute. Now you say the next generation technology we showed, it's even a thousand times faster. You go now from a minute, to a thousand of a minute, a millisecond, you know what a millisecond means for you? You press the enter button, result is there. And now you think you get more and more data petabytes of data, how can I make sure and process it as fast as possible? So that's one character you look into and I believe the future is also for AI and all these things is how fast can you process, maybe we get a measurement which called petabytes per second or petabytes per millisecond can you process to get information out of it. And then at the same time you said which solution, which choices? I believe in the current world, as it's so fast moving, all the solutions evolve at a high speed so at a certain time you just make a decision, I just go with this one and even if you go with the public cloud, you choose the public cloud, one is price but also choose it on capabilities, if you go to the IBM side, what an IBM Watson is doing in terms of AI, incredible and that's what we use for actify queue in the support side so it's not only the system, the speed of the system, where do you ploy the data, but at the same time I give you all the information, what are you doing with your data on the support side? You're connecting this and customers will choose like we do it internally the best solution and what we give them, we give them the choice, we give them reference architectures, how it works with this one, how it works with this one, we may give them some kind of guidance but to be frank and as a veteran and sometimes as the guys know me, I'm straightforward, the decision is something the customer needs to make or the partner with the customer together because you have the knowledge basically on the implementation side, need to make, I'm the best one in this one, I know how it works, I know how I can do it, but that's a choice which is more under customer together with their implementation partners. Great, well Manfred, Mark, thanks so much for coming on the Cube, this was great, great having you on. Thank you very much. I'm Rebecca Knight, for Peter Burris, we will have more from NetApp Insight just after this.

>> Narrator: Live from Las Vegas, it's the Cube. Covering NetApp Insight 2017. Brought to you by NetApp. >> Hello everyone, welcome back. We're live in here Las Vegas with NetApp Insight 2017. This is the Cube's exclusive coverage. I'm John Furrier, the host of Cube. Also co-founder of SiliconANGLE Media. My co-host Keith Townsend, CTO advisor, talking about the channels, talking about services, talking about data fabric. Our next two guests is Mark Carlton, it's the group technical director of Concorde Technology group, and Adam Bergh who's the data center practice director of Presidio. Guys you're on the front lines. Got the A-Team shirts on. Guys you're on the A-Team, which is a very high bar at NetApp, so congratulations. I've had a few on today already. What's exciting is that this whole digital transformation kind of cliche, it's kind of legit. It's happening. No brainer on that. But it's not a buzzword anymore, it's actually happening. Here's from the front lines. Share your perspective on what this means because most of the folks that are adopting data realize that it's not an after thought. It's fundamental, foundational thinking. But they're busy. They got a lot on their plate. They got dev option, the cloud, and on-premise transformation. They got data governance architecture. They got security practices that are being unbundled from IT. Internet of things over the top. All this stuff's happening. It's crazy. >> Yeah I mean you're absolutely right. So this concept of data transforming and data transformational services was sort of a buzz word three years ago, even when NetApp rolled out this concept of the data fabric right? It really was just a buzz word. It was an idea of freely moving your data in and out of multiple clouds. Not having siloed data. Being able to move your data where you need it when you need it. I mean we're really finally at this point in time, this inflection point where this is a reality for our customers. And I actually want to kind of bring up what NetApp announced here today at insight with ONTAP 9.3. So a little history lesson, NetApp has been promising this data fabric where they're able to freely move data in and out of their different portfolio products. And one of that vision was to move data between their SolidFire platform and their ONTAP platform. So there's two major platforms that they have in the all flash world. So with 9.3 and element 10, which was also announced simultaneously, we actually have the ability now to move data between these two platforms to really start to envision this data fabric world. So I'm really excited that we're actually seeing this vision that was kind of laid out by NetApp three and four years ago. >> That's super hard too by the way. It's not easy, but I got to ask you because, again, in the cloud world you see things like kubernetes, certainly containers has been the rage. But the orchestration aspect of cloud native services in apps is key. You're bringing up an issue around the data. Orchestration of data isn't easy. How do you do it? Okay you can, I get the announcement. SolidFire and ONTAP working well together in 9.3. Is it easy? >> Yep. >> Can you share your thoughts on how easy it is or what needs to be done to set up for that (mumbles)? >> We don't really talk about this, but I'm going to because we saw it today. Cloud orchestrator. >> Yep. >> So this is a gorgeous new interface that NetApp's putting out there to bring that reality of in going to click a button and I'm going to deploy a kubernetes workload. I'm going to deploy doc or I'm going to deploy workloads in Azure. I'm going to deploy a workload in ONTAP on-premises. I'm going to deploy a workload in AWS. And I'm going to be able to freely move that data. I've got a button that's going to make this, the data orchestration happen. It's really fundamentally changing something that's very complex into something that's very easy and accessible to most customers. >> And that's, by the way, the premise of multi-cloud too by the way. So you're saying that they're going to be able to orchestrate and move data across clouds? >> Yes. >> Seamlessly? >> Yeah, across clouds. >> That's hard to do. Mark you have a comment on that? >> Yeah and I think that's really given us the flexibility-- >> John: By the way, not a lot of companies do this probably? >> No, no. And that's why NetApp stands out. And this it makes the conversation with customers really easy now today when we're talking to customers. We're not talking about the technology all the time, we're talking about what you want to do. What do you want to do for your business? How do you want to use your data? How do you want to access your data? And the tools that NetApp are starting to bring out around this, and giving us the capability and flexibility to give control back to the customer. To do what they want to do at that time. They don't have to make them decisions now. So and having that so it's orchestrated across the multiple cloud platforms, and be able to move that data to where the data's best placed for what that business needs is a great conversation to have. We couldn't have that a few years ago. We weren't able to, you were talking about this with data. And now when I talk to customers, I talk about the data fabric, but I don't actually mention it. It's just a strategy in my head. So as I'm going through a conversations, I'm starting to under right what are you wanting to do and how you want me to point it out? >> John: It went from pipe dream to reality basically? >> Yeah. >> Alright so let me just get this so I get right 'cause this again, and we've been looking at this. Not a lot of people do it so we're tracking it. Multi-cloud certainly is what customers want. It's hard to get there. So the question is, every cloud's got a different architecture. S3 and Amazon then how you move and stack it from there is different. It's also different on-prem. So you go back and look at like I got Spark on this, Dupe on this, and I'm pipe lining data here. But then they pipeline it differently (mumbles). So you have different clouds, but then on-prem might be different. How does a, if a customer says okay bottom line me. On-prem, I can move data from on prem to the cloud or is it only across clouds? Or both? >> So we can move data freely, anywhere we want it today. >> Including on premise? >> Today. >> Okay. So let me paint you a picture. Traditional architectures, I'm going to talk about something like a flex pod architecture from NetApp in Sisco. That's your traditional, I'm running traditional workloads on premises. I need some of that data now to flow up into AWS. I spin up instantaneously a cloud ONTAP workload. I click a mouse button, I have a snap mirror to Amazon AWS. Wait a minute. I wanted that data over in Azure. I click a mouse button, I've spun up a cloud ONTAP instance over in Azure, and I've snap mirrored my data over there freely. I want that data back into an S3 type bucket down into on-premises, I'm going to set up a storage grid web scale workload. I can bring that data into an object S3 type data workload instantaneously. I have that data-- >> So your abstracting away the complexity of the cloud so I don't have to rewrite code? >> Adam: Absolutely. >> Does it for you? Alright I'm going to throw-- you guys is good. Cracking the host here. You guys are killin me here. Good, your good. Alright here's a tough one. Okay I got a policy question. I got region in Germany. My data's in Germany, but I replicated it in the U.S., and I don't know what's going on over there. How does a customer deal with that because now in cloud you got regional issues. You got GDPR now going on. So your in the UK, you know what I'm talkin about. So I check the box on the policy. I'm okay in Germany, but my data center in Ireland has replicated data. >> Yeah. >> So this is a really conflict in the privacy. How do you manage that? Is that managed? (speakers talk over each other) >> It genuinely goes down to what sort of data, and what are they doing at the time, or what type of data you're collecting. The conversations I'm having with customers around the GDPR as such because in the UK we're talking about it all the time. Every customer is wanting to talk about are they done the road? Where are they? Try to build that foundation and understanding of-- >> Is that the number one thing you're talkin about to customers is GDPR right now? >> GDPR comes up, you see I wouldn't say it comes up in every conversation. I mean it has to. The main reason it has to is because now we've got that privacy by design so you've got to start to understand as you're designing these solutions and you're designing where this data's going to sit-- >> And the deadline is looming right? I mean I don't know the exact date but-- >> May the 28th in 2018, and it's creeping up. Customers are still sat trying to think about GDPR. They-- >> They're procrastinating till, right. >> Yeah. And I'll still walk into meetings and mention GDPR, and people will look at me and go, "Well what's that." >> You're going, "You're screwed." >> Yeah and we're just getting (mumbles). >> Could be an interesting conversation. >> Y2K all over again. >> It is, and as soon as start getting some (mumbles) conversations. But if you look at what Azure's doing around that NWS, and how they're strengthening that message. Some people are moving it to like an Azure cloud platform because of the GDPR capabilities and the security capabilities that it has, and how that-- And that goes for things like the Office 365 suites and those sorts of areas. Because you're able to start moving your data and freely have that movement, and then we go into things like cloud control and how you can back that up and how we can move the data again from NetApp. It's a software element that gives you the capability to backup Office 365 suites from one cloud to another cloud. >> So GDPR, you see, as a big opportunity for cloud providers like Azure. >> So long as it's-- >> They bring something to the table right? >> Yeah they bring different things to the table. They bring, you have elements of data where you need that on-premise solution. You need to have control, and you need to have that restriction about where that data sits. And some of the talks here that are going on at the moment is understanding, again, how critical and how risky is that data? What is it you're keeping, and what is-- How high does that come up in our business value it is? So if that's going to be your on-premise solution, then maybe other data that can go push out into the cloud. But I would say Azure, the AWS suites, and Google they are really pushing down that security. What you can do, how you can protect it, how you can protect that data, and you've got the capabilities of things like LSR or GSR on having that global reach or that local repositories for the object storage. So you can to control by policies, you can write into this country, but you are not allowed to go to this country and you're not allowed to go to that one. And cloud does give you that to a certain element, but also then you have to step back into maybe search the thing that-- >> So does that make cloud orchestrated more valuable or does it still got more work to do because under what Adam was saying is that the point and click is a great way to provision. >> Man: Mhm. >> Right? You can move onto other things pretty quickly. So in your scenario about the country nuances, does cloud orchestrator handle that too or? >> So the cloud orchestrator will, I mean the promise is that you will be able to pick and choose where you want your data to live. When you want it to move it tomorrow, you know you pick the data center, you pick the geo, you pick your AWS availability zone, and that's where you move your data. You'll have a drop down box that will show you a list of AWS availability zones where your data will live. So if you have specific requirements, specific compliancies that you need to abide by, that will be baked into the application. And if specific requirements change, you can change with it very, very easily. >> John: You can manage a policy to an interface. >> Managing the policy's very easily. And the point being is that we can no longer build silos where your data is stuck in the space that it is. Because of some things like GDPR in Europe or other regulations, you need to have the ability to move that data when you need to. Maybe even at a moment's notice. >> So I got to ask. This is obviously a pressing time in our country, obviously the attacks happened in Vegas. So a lot of people aren't going to make the trip here, have not made the trip, some people stayed at home. So I'd love to ask you guys if you can just take a minute for each of you to share what's exciting that's happening here. Because you know this is a cool announcement. Cloud orchestrator is getting a lot of good buzz. I've been watching the feedback on Twitter from some of the influencers and some of the practitioners. We had a previous guest mention it. What's ah-ha moment here for folks that should know about what's happening that might have missed it because they couldn't make it? >> So I don't know. For me the ah-ha moment was when they said NetApp was finally delivering that the real vision of NVME over fabrics. So we've had a lot of, there's a lot of other storage partners out there that have been talking about NVME as this game changing platform, but really what they're doing's NVME on the backend. Really the promise of NVME is the over the fabric portion of it. NetApp is building into their flagship ONTAP platform a checkbox that says, "I'm going to make this NVME over fabric. "I'm going to make this "storage class memory as a check box." >> John: What's the impact of customers? >> Impact is ultra low latency. Latencies that you can't even achieve with SSDs today. Even with SSDs, NVME on the backend of your controllers. It really is going to enable the high quality analytics. The data services that we just couldn't even achieve at one millisecond latencies, we're down into sub millisecond. .1 millisecond latencies. >> John: So huge performance gains? >> Huge performance gains. It's really going to enable a whole new suite of ideas that we can't even think about. >> And developers will win on this too. It makes data more valuable (mumbles). Mark thoughts on what's exciting here for the folks that couldn't make it? >> I think from my point of view it is that going into orchestration and management point. So leading on from really what Adam was saying then, you were going into developers and how they're going to get the benefit of working with the more performing kit, easier to manage, so they can start to develop that. The orchestration and management and the provisioning and being able to roll out these environments. There's the plugins to some of the areas that we talked about today, and the expansion of that management suite and the ease of that management suit for multiple different users to be able to benefit from it. I want to say from a development and a, or a customers side: the easier we make it to manage, the infrastructure you kind of forget about. Which means you can start to concentrate on the application, how you deliver, what you deliver. And that's really where I see NetApp moving too. It's taken it away from this is the infrastructure and you've got a flexpod, taking it to the next level and going, "Right okay. "Now let's show you what we can do "and how you can use this infrastructure "to be able to benefit your business." And that's one of the big things that I am starting to see. >> The thing I am excited about is the pub initiative. The NetApp.io is the URL. ONTAP, pun intended, you know beer. The developer dev-op story is coming together. I think when you combine some of the Invenio fabric issues is look at the developer pressures to make the infrastructure programmable. That's a huge challenge, and automation's got to be enabled. So I'd love to get your thoughts on how NetApp is positioned visa via what customers want to get to which is, I call self driving infrastructure. Larry Elson calls it self driving databases. But that's pretty much what we want. You want to have under the hood stuff work. But it's the developers and it's using the data in a programmatic way to do automation, hit that machine learning, some of that bounded activity's going to be automated, but then the unbounded data analytics starts to kick in really nicely. >> So element OS is really one of NetApp strategies of what they're calling the next generation data center. And I kind of talk about it with customers as we call it transparent infrastructure to your developers and dev-ops teams. Infrastructure that they don't even have to carry about, care about. That it's highly scalable, highly performant, API driven, cloud like architectures, but on-premise, on-premises so you don't have to worry about cloud sort of data security issues, encryption issues up in the cloud. So you have that cloud like transparent architecture. I mean who knows what hardware runs in the cloud. Do you know what hardware runs in AWS Azure? We don't really care right? >> John: They make their own. >> Yeah we don't care. It works right? It's transparent to the end user, and that's what NetApp is promising really. >> John: Well server-less looks good too right? >> Yeah absolutely. >> Interesting. >> That's really what we're talking about, and that's element OS from NetApp is really the heart of that sort of story. >> Alright so take a step back. You guys are very successful, super smart. Thanks for sharing. It's great conversation, wish we had more time. But the role of the channel is changing. It used to be move boxes through the channel back in the day. That's no longer a storage company. They're a data company, I get that. High level message. I get the positioning. But the reality is you still need to gear to store the stuff on. So still some business there, but the role of the channel and the providers, whether you call em VARS or global (mumbles). You guys in particular have a lot of expertise. The cloud guys are very narrow. They get all the large scale business. But as these solutions start to become vertical, you need data that's specialized to the app, but you want the horizontally scalable benefits of the infrastructure. So you got to balance specialism, which is domain expertise, in a vertical and general, scalable cloud. So that means it's an opportunity for the channel to be basically cloud providers. So the question is, is that happening in your mind? Do you see that playing out because that means bringing technology to the table and using native clouds, not cloud natives, like the native infrastructures of service. 'Cause the action SaaS. Everyone's going to be a SaaS company. >> I mean we're fundamentally turning Presidio in from that traditional, "Hey we're slinging hardware" to a data service is a data management and cloud consulting model where we're even developing our own cloud based tools. Our own cloud based orchestration tools. So we're developing a tool called cloud concierge. So cloud concierge is something that we're not even going to charge for, but what it does it multi-cloud management on-premises, point and click deployment models. Single point of billing infrastructure for multi-cloud charge back and other features like that. So that's where we really see the future of a company like Presidio is something like cloud concierge. >> 'Cause you could bring a lot to the table, so why not build your own tech on top of clouds. >> So we're really becoming a tool company where we're developing our own intellectual property-- >> It's kind of a loaded question, but you guys are on the front lines. It's really kind of, it's more of a directional thing. Mark do you see the same thing in the UK? >> Yeah I was going to say from my point of view we, in our company we deliver infrastructure as a service, platform as a service, backup as a service. So there's lots of different cloud elements that we build within the company. Really that's driven through the conversations, again, we're having with customers. And customers don't, the customers we're talking to and the customers in UK, a lot of them don't jump straight into a cloud opportunity. It's either, like a little bit of data, see what it does, make sure it's the right application. But the, again, that conversation. Because it's changing, our business is having to change. >> Well the purpose of sales channels is to have indirect sales. And companies can't hire people fast enough that actually know the domain specific things. So I see the trend really moving fast along the lines of the specialty channel partners now turning into actual technology partners. >> Yes-- >> So that's going to be a threat to (mumbles) of the world. >> And that's the thing. That's one of the key things. Customers when I talk to them, they're not looking for a partner to sell them something. They're looking for a partner to help them strengthen their IT solutions. >> John: And cross the bridge to the future. >> Yeah. And that's it. And they want a partner they can grow with and keep moving with-- >> Keith you want to get a question in edgewise here? I mean come on buddy. (laughs) >> It was pretty tough. Actually I would like to bring it back to the technology. I'm a technologist at heart. And while this sounds great and magical, one of the practical problems we run into in this type of data mobility is cost and just size of data. So... Let's operationalize this. Bring this down to the ops guy. When, at the end of the month, am I going to see a large egress bill from AWS, Azure. At the end of the month am I going to have the equivalent of bad MPV scores from my internal developers just saying, "Yeah I asked for the data to be moved "from AWS to Azure, "but it was several terabytes and it took several days." So operationalize this for me. Bring it down to the ops perspective. Where is the op cost in this solution. >> NetApp has some really cool technologies around this. I want to talk about one or two real quick. NetApp private storage. This is your own hardware connected to multiple clouds. You want to take that cloud from IBM SoftLayer to Azure to AWS, the data doesn't even have to move. You're basically making a cloud connect through an Equinex data center into multiple clouds. You have the ability to have zero egress charges and multi-cloud hyper scaler access for that for those analytical services. That's one solution. Another one is what's rolling out in the new storage grid web scale 11.0 that NetApp just announced today. It's complete hooks into AWS for all their analytical tools that are prebuilt in AWS. So your data can live on-premises in your own S3 buckets, but you can make API calls into AWS when certain data changes. Where you have the analysis happening in the cloud on your data, but your data never leaves your own physical hardware where you control the data governance of that data. So there are solutions out there that NetApp is really on the forefront of solving these solutions where-- I want my data on-premise. I don't want to pay egress charges, but I still want to take advantage of these amazing services that AWS and Azure are putting together. >> So speedlight. I think we still need to answer that speedlight problem. You know I have, let's say that I go with a CNF like Equinix, and Equinix has data centers across the U.S. and the world practically. But data still has gravity. I can't magically move terabytes of data from one facility, CNF, to another one. What are the limits of the technologies? Where can we go? What are other solutions we need to probably take a look at when it comes to sharing data across geographic regions? >> Yeah so I would say from my point of view, this is when things come into such as our (mumbles) region. And you look at what we're doing with the SJ platforms and how they spread those out because their repositories are moving that data about. And how you can drive that policy driven, you're writing into one place in the background. Then the data is seamlessly moving between different areas. If it's something like a migration where you're actually moving data from one platform to another, there's tools. If you think of things within the MPS solution, which Adam talked about earlier, if it was set within a Equinix building, and you had your express routes and you had your direct connects into the cloud providers that are there, you can use tools that are built into NetApp to actually be able to move that data between those cloud providers or change the VMs and such. It's the virtual machines from a VM platform or hyper V platform, or whichever it'd be to be able to move that using an on command shift tool. So no data is having to move. You're not having to, you've got none of those costs. I think from a management, because of how easy it is to move the data or of the control we have over data now. Using things like OCI and those tools to be able to manage and understand what your costs are, what the drawbacks are, understand where you've got VMs. Do you use that data? A lot of customers don't have that insight. They will go, "I need to move 10 terabytes." Because they think that's what they have. Realistically, 8 terabytes of that data has been sat there, not touched for the last 10 years. And if you move all that 8 terabytes, it's going to cost you money because it's just going to be sat there. You need to move the data that you need to work with. And that's one of the conversations that I have with customers today. It's not about just throwing everything up into the cloud 'cause that's not always the cost effective solution. It's about putting the right data into the right place and the right file solution. So it might be one terabyte needs to go there, but it's what you're going to do with it. Are you going to use it primarily to run analytics again to start to use it to drive the business forward, or is it a terabyte that you're going to sit there and archive. >> Yeah the cheapest data, the cheapest faster data transfer is that transfer you never have to make. So if you don't have to make the data transfer, you'll save money in both time and cost for moving that data. I really appreciate that feedback. >> Guys thanks for coming on the Cube. The A-Team, love when it comes all together. Love the riff on the A-Team. But the bar is high. You guys are really smart. Love the conversation goin back and forth. You guys are answering all the tough questions. Final question for you is, you're on the front lines. The world's changing. What's the advice to your peers out there that are watching? How to attack this environment because how do you win under this pressure? It's a hard game right now, a lot of hard stuff's being done. Whether that's cloud architecting, that's on-prem private cloud, or moving to the cloud. A lot of heavy lifting's going on. It looks easy. I want the magic. I want push button cloud orchestration to consumer apps. Your advice. >> Find a strong partner. So I mean if you're going out there, you're not going to be able to learn everything yourself. You want to have a strong partner that's got a big team. A team that has the breath and scope to deal with some of the big challenges out there that can put together best of breed solutions from multiple vendors. So not just NetApp, not just our cloud partners, but someone who has the breath and depth and scope. Find that right partner that's good for you and your organization. >> John: Mark? >> And I agree in the way of the partnership side of things. That's really what's going to drive customers. In making sure that you've got a partner that you can rely on to be able to move forward. Make sure they can help you understand your business, but you clearly understand what your business is trying to achieve. So it's, I ask people today what's your business? Do you understand your business? Do you understand your customers? And a lot of the time it's yeah. We understand what they do. But they don't understand the business. And it's key to understanding what you need to do, how you need to achieve it, and having a partner that can support you through that phase. >> Awesome, great. Thanks for coming on. I really appreciate it. I would add community as the open source continues to grow, big part of it. Being part of the community, being great partnerships, being transparent. It's the Cube bringing all the data to you here live in Las Vegas for NetApp Insight 2017. I'm John Furrier with Keith Townsend. More live coverage after this short break. >> Woman: Calling all barrier breakers, status quo smashers, world changers.

>>And welcome back to the cubes coverage of coop con cloud native con 2021. We're in person physical venom, John free hosted a Q a Dave Nicholson, my CO's and Emma Laney, who is our not so roving reporter unemployed, software engineer, unemployed comedian. Great to have you on the cube. >>Thank you for that list of credentials. >>You're doing great. I saw you're having some fun down there. We've got this new show or testing out called the grill. Here it is. Okay. Um, what's the focus, what's the story behind everything. >>Uh, the focus of the show is trying to have some fun with tech. You know, tech has a lot of self seriousness. Uh, there's a lot that's ripe to make fun of. We're also having fun. We're not trying to grill people in. We're not trying to roast them. Right? We're having people come through. They're sharing funny stories. We're having a contest to find the best man split nation of Kubernetes. Right now, I got to say, a woman is in the lead. Oh, she killed that contest, like called me, sweetie. And everything. It just proves that it's not about the man. You identify as it's about the condensation in your heart when it comes to mansplaining. >>Um, what is the best criteria that you, when you get a candidate for the mansplaining competition, what is the criteria? >>I mean, number one, we're looking for condensation. You get extra points for you, the phrase, well, actually we want a supercilious attitude. Uh, if you are partially into explaining it and then you stop yourself because you think you've used too technical of a term and then step it down, all of those gets you extra points in the mansplaining. >>Can I ask you, what's your biggest observation as you kind of look at this ecosystem? I mean, it's a big event, but it's, COVID postpone even in COVID people are wearing masks, not wearing masks. >>I mean, people are wearing masks for the most part. Uh, you know, I did love this, uh, red light, yellow light green light system. They came up with green, meaning please touch me. I've been inside for too long red meaning I still care about COVID yellow. You know, ask me, we'll figure it >>Out. All right. What's the funniest thing you've heard so far. >>The funniest thing I have to say, I asked someone what their favorite tech joke is. And he said it worked on my computer That really stirred up some memories. >>Oh man, we're in LA though. This is a great area. It's literally with the best comedians you could think of or work their way through the system. But with techno and everything is tech with gadgets and with like Kubernetes, I mean, it's, it's the material writes itself. I mean, >>Surely >>You must be having, >>Oh, I'm definitely having a ton of fun. Uh, I wouldn't say the material writes itself. I would say hire me to write material, but it is quite a fertile. >>Okay. What would you write for, uh, looking at the keynote today? Looking at the vibe here, obviously a lot of people show because they're remote, but visually it's a packed house here, but what's your first comedic view of the, as the fog lifts in this community? >>I have to say the thing that really stuck out to me from the keynote addresses was that people have not yet adjusted to being in person. There were some very, very delayed applause breaks where people realize they were not muted watching on a screen and you'd still go, oh, that's right. We should interact. Like God bless those speakers. It's uh, people have been inside for a long time. >>Um, part-time comedian too. I mean, co-hosting queue. Um, I don't, I, >>I don't find anything funny with technology. And I'm curious when you use the word supercilious, is that a, is that a comedic term? I, I, yes. >>I heard that before. It's the Latin form of super silly. Yeah. Which is my brand of comedy. >>So the mansplaining, I don't know if you need to like, woman's plane, some of this stuff to me, but I'll English >>Major Splain. Okay. Okay. Super silliest. >>It sounds super silly. So is it, is it, is it okay to have a ringer come in and attempt make an attempt at the mansplaining or >>Okay. A hundred >>Percent come in wearing it. >>I'm trying to make this a safe space for women at the conference. I'm the only woman you should be mansplaining to. I'm a martyr falling on the sword of mansplaining for all the great technical women at this conference. You slip that in >>And translate that. >>Of course, John, I don't know how to explain that to them more detailed. Um, what I love about the vibe is that this technical people they're snarky. If you get at their core, I mean, we were at the bar. Everyone was like totally leaning into like comedy and more fun because it's almost like they're bust out, come out of the closet and beat comedian. >>Oh, there is a broiling anger in the soul of every developer and every person who's worked on technology. And the question is going to be, can we get it on camera when they are not drunk, we're doing our >>Best to drink. These developers don't >>Think, oh, they do desperately. >>We saw a few partaking in the bar at the GTA merit and a lot going on. You had the, you know, they had warriors game going on. You have a lot of Dodgers were playing the giants. So pretty active bar scene for this crowd. >>Yeah, no, it was, uh, it was very fun. I personally was disappointed that the warriors are not actually staying in our hotel. You know, if this software thing doesn't work out, NBA wife is a possible second. >>And the Ritz Carlton was right behind us. You could be right there too. All right. So the grill is, uh, an experiment. We're having some fun with it, but the purpose is to just chill a bit. What's the, what would you say the goal of the show is for you? >>I'd say the goal is to get people to come out of their shells a little bit, to have some fun, to poke fun at some of the tendencies that we see in tech that we often don't bring up. You know, like I'm having so much fun with the man's pollination. Uh, I've lived it a bit. And my favorite is, uh, as I asked men to mansplain it to me, the panic in their eyes, that's my ultimate goal is just to make men afraid. >>And the panic is because they don't know if they're mansplaining all the time or actually purposely mansplaining is hard enough, but they do it naturally. Sorry. >>I have three daughters and I can't wait for them to see this stuff. I cannot >>Wait. That's going to be >>Great. Well, we have cooler gen Z. >>Well, we have t-shirts right. Let me see the t-shirts give everyone a quick, if you come on, this is day one of coupons. So if you do come on the show with the grill, I'm the t-shirt ferry. The grill is real. It's like the V the cubes version of the view, but >>Wow, just because I'm a woman, the, uh, the t-shirt is a big incentive. I'm sure a lot of people go to tech conferences don't get any free. T-shirts good. >>I got grilled by a net. Lilium, the cube at cube con con not cube >>Con. It's a medium rare grilling. >>I couldn't resist the view jokes. I know I'm in color. We'll keep our day jobs here in the comedian angle. We got to >>Believe that's true. Yes. When I look at the wavelengths of >>Light on that, I'm super stoked to have you try that. I think it's a great program, Greg. God. So you guys doing a great job, loved the vibe, love the energy, love the creativity, having some fun. See the poster one last time. And the idea is to have some fun, right? It's a tough time. We're all coming back from the pandemic, welcoming back from the pandemic. And this is just a fun way to kind of let the air out and have some fun. So thanks for everyone. Thank you so much for doing that. Thank you. All right. Cute coverage here. Coop gone. Cloud native con I'm John Perry, David Nicholson. Be back with more day, one coverage of three days after the short break.

(upbeat music) >> From Washington, D.C., it's theCUBE, covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> Hi, I'm Stu Miniman, and you're watching theCUBE's exclusive coverage of ScienceLogic Symposium 2019 here at the Ritz Carlton in Washington, D.C. Happy to welcome to the program first-time guest but a long-time customer of ScienceLogic, Karl Fosburg, who's the senior director of systems integration at Hughes. Thanks so much for joining us. >> Thanks for having me. >> Alright, so we're here in D.C., and that's important 'cause first of all, you're based down here, and ScienceLogic is based down here. >> Yup. Bring us back a little bit. You said you'd been a customer a long time as to... maybe give us a little bit of the before picture, if you could. >> Sure, so yeah, we've been a customer for 12 years now, and we picked ScienceLogic for a big list of reasons, actually wrote the RFI itself, and probably 20 pages long. Lots of people came back and gave us responses. ScienceLogic was one of the short-listed candidates that we picked out. We did a bake-off with a couple other vendors, and ScienceLogic was the clear winner. >> All right. So Karl, lets zoom out for a second here >> Okay. and just give us a level set on Hughes, what Hughes is today. You know, I'm familiar with what Hughes was back in the day and there's certain pieces that are no longer there so give us a level set on the company in the business. >> Yeah, sure. So, Hughes is formally known as Hughes Network Systems, were owned by EchoStar Corporation and we're a managed service provider. We have a consumer business where we provide broadband internet to folks that live really out in the countryside and can't get cable, or DSL, or FIOS, things like that. We have about 1.4 million subscribers in our consumer business. We've also launched consumer services in South America, Brazil, Ecuador, Columbia, places like that. Really serving under-served areas for giving them broadband. We also have an enterprise business where we sell to credit card processing, gas and oil, pipelines, fast foods, places like that. >> Okay. So Karl, is it safe to say you use satellites but no longer put them into space? >> We use satellites, that's correct. We contract that out now. Yeah, we are the last remaining Hughes company. >> Yeah. So, service providers are always fascinating to me because we talk about enterprise IT and how fast things are changing. At least for my entire career, when I talk to service providers, change and growth is really just baked into the DNA. >> Yep. I need to move fast. When you talk about scale, it means something very different and living in that complex world, and just give us a little bit about what things are like in 2019 for you. >> Sure, yeah. The scale is always our challenge. Like I like to say, we have sales people too and they're out there selling new products and services constantly. So we needed to be able to grow with those sales. We started out with a couple thousand devices that needed monitor in applications. Now we're up to almost 30 thousand Nox systems that we monitor. Also, we're keeping track of nearly 2 million terminals and the status of them and things like that. So, yeah, scale is super important to us. >> Okay. So, bring us inside, where ScienceLogic fits into your equation. >> Sure. So when we put out our FI to industry years ago, we were trying to replace a whole bunch of different tools. We had other vendor products and things like that. We really wanted to consolidate tools as much as possible into a single platform. Traditional ICNP, SNMP monitoring is how we originally started. Now we have lots and lots of integration with other tools, APM products, different streaming media products. We're integrating more and more with streaming services now in terms of getting data into the platform. So, yeah ... >> Yeah. Karl, I'd love to get your viewpoint. Something that came through to me in the keynote is on the one hand the years like, oh, well AIOps is going to replace things like some of the traditional players here, but then you see onto the stage it's like, oh okay, we're actually going to have integrations with a number of these tools. So yes, there's overlap but it needs to be integrated. How do you look at that as, is this the primary product? Is this a piece of the product? How do data collection between all these various tools go together? Well, that's a great question 'cause that's exactly what we and lots of other folks are grappling with right now. We've got data producers all over the place now, and we're really focused on the data production and high quality data back at the source into a real pub-sub type of architecture of which we believe that ScienceLogic will be both a producer and consumer of that pub-sub architecture, and whether it's the one tool to rule them all or not? Probably not, no ones going to be that, and we've got lots of vendors that purport to be the one tool to rule them all. But really, we're focused on ScienceLogic at this point to be really the focus, especially for our operations folks. We've got 24/7 staff. They use ScienceLogic as their main tool that they go to. So that's really where we want the data to end. That's where we want as much intelligence to end as possible. >> So, I'd be curious... You've been using the tool for a dozen years now. 12 years ago the discussion of data wasn't no where near what it was today. >> Correct. Can you bring us through a little bit of that journey, and you mentioned data a bunch, but how important is that? Where are you in your journey for... There was that maturity model that was put up there, the role of data today, and where do you see it going? >> Well, data is everything today. 12 years ago we were grappling with things like naming conventions and simple firewall rules and whatnot. Those days are long, long past. Now, the data quality and the pipeline is what we're focused on right now 'cause like Dave said in the keynote, "Garbage in, garbage out". We're really really focused on trying to get good quality data by focusing on the source of the data. As opposed to fixing it after it's been moved into whatever platform it ends up in. So we're using proper scheme of management and trying to bake-day the governance into the actual engineered products, and if it's not governed data then you don't get to look at it. And that's really our focus. We're an engineering company at heart so we actually write most of our own software. So we're kind of in control of our own destiny there, and we're really focused on pushing that back because we think the benefits in the long run are going to be worth that investment to get clean data all the way back to the source. >> Yeah. So Karl, one of the big shifts I've seen in the last few years... When you talked about managing and monitoring, I used to as the administrator or controller, used to be able to go and touch all of those pieces. Today, there's more and more some of those pieces I need to manage not just the stuff that's in my environment or my hosted environment, but outside of my environment and doing public clouds. >> Yep. >> Bring us up to speed as to where does Cloud fit? What's your Cloud strategy? >> Sure. We're actually launching some of our first applications in GCP right now. So we're working with our Google partners in this particular case to integrate the data that they can collect natively in their systems, bring it back in as actionable events into ScienceLogic platform, while keeping the vast majority of the data native to their platform. No need to bring back application specific data unless we're actually going to do something with it, or if we need to cross-correlate it with other information. The data sources live in our data centers, not in GCP. So we need to combine it with information we know about, our on-prem equipment, plus the applications running there. So that's the data we'll bring back to cross correlate. >> How do you decide what lives where, and where does ScienceLogic fit in the whole discussion? >> Yeah, that's a good question. What lives where... We kind of go back to license models and cost models. We're pretty good sticklers about focus on doing proper upfront analysis to make sure we don't end up with some six or seven figure bill at the end of the year from a Cloud provider. We also tend to do a lot of stuff on-prem because a lot of our systems have to run in one of our data centers. If you've ever driven past our building you'll see these large large dish's antennas outside. A lot of our equipment has to be within milliseconds or microseconds even of those dishes. So we actually have a large data center presence kind of scattered around the country and around the world. So, we have the compute resources to do it ourselves. >> Yeah, and even I would think edge computing something that plays into what you're doing. What do you see as some of the main challenges as the kind of footprint for what you're doing and things to spread out more? >> Yeah. Keeping, let's say pet projects, and shadow IP projects, keeping them in check is a really big focus right now, and also with DevOps sort of the "I'll do everything, I'm going to be my own IP department" philosophy is a new challenge that we're facing. So integrating with what the DevOps guys are building into our overall monitoring strategy, that's when a new challenge has really creeped up or it last, lets say six months or a year. >> Okay. Is there an intersection between your use of the ScienceLogic in the DevOps team yet? >> Not a big one yet. I think we're still learning DevOps at this point. I consider it a lifestyle change, not really a thing that you go get. So, I think we're still kind of early adoption for DevOps, and really only greenfield projects at this point in time. >> Okay. How about the term of the show is AIOps, so what's your act in the AIOps? Where do things like machine learning and automation fit into your environment? >> Yeah. We actually have quite a few used cases where we really think that machine learning is going to help us a lot. Cross-correlation is a big area for us. We have lots of information, but figuring it out, feeding like the APMs and Cisco ACI software defined networking, and those bits of information all into one product, we've been challenging ScienceLogic on this for quite a while. It's like, okay, you guys know about everything now. Tell us something that we didn't know before, and that's kind of where we're at, and seeing the announcements from this morning was really encouraging that we're finally see the horizon at this point. >> Yeah. If you can, (mumble), but how has ScienceLogic been doing on the roadmap? What helps between ScienceLogic and your vendor ecosystem out there? What more could they be doing to make your life easier? >> Yeah, that's a good question. So, if you would ask me that a year ago I probably wouldn't have been as encouraged as I am today. It was a challenge and they're engineering company, we're an engineering company. Sometimes you have to focus on foundation, and it's not cool, it's not sexy, it's not shiny, but you have to do it. And I think they've been focused a lot on their foundational aspects of the product which will actually enable doing things like machine learning. There's no point in doing machine learning if you have bad data or if you have a platform that doesn't support very very fast queries, and the graph QL database. We think that we're going to use that extensively and through the API, not even through the UIs. So, I think foundation is important. I think they focused on it for the last couple of years. I think we're finally going to start to see the benefits of it. Both single factor sort of machine learning, anomaly detection, but we really want to see it on a cross domain. I want to be able to see in ScienceLogic impacted by in our full stack environment. >> Yeah. I'd expect you probably had some visibility into what was coming up in the Big Ben release. Is there anything that jumped out at you, or that you're ready to use day one? >> The automations, for sure. We'll use that definitely day one. The way they've gone through and really made it a lot easier to use. You don't have to be a python developer anymore to actually get a lot of benefits out of the product. So I can turn that over to some of our junior engineers to actually handle those things, and we get a lot more sophisticated with them now. Primarily we used to focus on, "oh, let's send an email" type of thing. Now we can actually execute back-end actions without having to have a programmer to do it. So that right away we're going to use out of box. >> Okay. And in that forward looking piece, without breaking any visibility you have into their roadmap, what would you like to see more? >> I'd like to see more getting performance data into their real scalable, laterally scalable back end. And that's certainly an area that I'd love to see as much progress as fast as possible on. Also the Pub-Sub subscribing to streams coming out of our Kafka cluster. We want that to be in the product as soon as possible 'cause we really believe that that's where the majority of our data of the future is going to come from. Also, new applications, they come and go. Docker containers spin up, spin down. So the state of something is no longer fixed and we need to be able to integrate with Kubernetes and our open shift platform to be able to know, "Well what should be running right now?" So, those are the things that are on our roadmap that we need out of the product as soon as possible. >> Yeah. So it definitely came to me that ScienceLogic's listening. Are they moving fast enough for you? >> No. No ones ever moved fast enough. So, yeah, they're moving so that's good, but yeah, I could use it today if they had it. >> All right. Karl, last thing, you've been to a few of the ScienceLogic events in the past. You've been to other industry shows, what's special about the show? What brings you and your team to ScienceLogic symposiums? >> One of the things that ScienceLogic does a really good job is they bring a lot of resources here, and actual resources that actually know stuff. It's not just telling me, "Oh, that shiny new object is going to be in the platform at some indeterminate time in the future." It's the actual engineers, people writing code, product managers, things like that. So having access directly to the people who actually do the platform updates and changes is super valuable. The new sensor where we can touch and feel, take attires on new things has been excellent this year. So I think that's probably the thing, just quick access to all the resources. We have a bit of an advantage, we're only 45 minutes up the road. We can come down here as need be to visit their headquarters but having everyone here at one time is great. >> All right. Well Karl Forsberb, really appreciate you sharing your history and experience in future direction as to where things are going on your end. >> All right. >> I'm Stu Miniman. We'll be back with lots more coverage here from ScienceLogic 2019. Thanks for watching theCube. (upbeat music)

(energetic music) >> From Washington D.C., It's theCUBE! Covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> Welcome back to TheCUBE's coverage of ScienceLogic Symposium 2019, I'm Stu Miniman, and we're here at the Ritz-Carlton in Washington, D.C. Happy to welcome to the program two first-time guests from ScienceLogic, to my left is Leslie Minnix-Wolfe, who is the Senior Director of Product Marketing. And to her left, is Russ Elsner, who's the Senior Director of Product Strategy. Thank you so much for joining us. >> Thank you sir. >> Good, good to be here. >> All right, so Leslie let's start with you. Talk a lot about the product, a whole lot of announcements, Big Ben on the keynote this morning. Everybody's in, getting a little bit more of injection in the keynote today. Tell us a little bit about your roll, what you work on inside of ScienceLogic. >> Okay, so I am basically responsible for enterprise product marketing. So my job is to spin the story and help our sales guys successfully sell the product. >> All right, and Russ. >> I'm part of the product strategy team. So, I have product management responsibilities. I work a lot with the analytics and applications. And I spend a lot of time in the field with our customers. >> All right so, Leslie let's start with enterprise, the keynote this morning. The themes that I hear at many of the shows, you know we talk about things like digital transformation. But, we know the only constant in our environment is change. You know, it's good. I've actually talked to a couple of your customers and one of them this morning he's like "Look, most people don't like change. "I do, I'm embracing it I'm digging in, It's good." But, you know, we have arguments sometimes in analyst circles. And it's like are customers moving any faster. My peers that have been in the industry longer, they're like, Hogwash Stu. They never move faster they don't want change, we can't get them to move anything. I'm like, come on, if they don't the alternative is often, You're going to be... You know, you're competitors are going to take advantage of data and do things better. So, bring us a little bit of insight as what you're hearing from your customers both here and in your day to day. >> Sure, yeah, change is constant now and so one of the big challenges that our customers are facing is how do I keep up with it. The traditional manual processes that they've had in place for years are just not sufficient anymore. So they're looking for ways to move faster, to automate some of the processes that they've been doing manually. To find ways to free up resources to focus on things that do require a human to be involved. But they really need to have more automation in their day to day operations. >> All right, so Russ when I look at this space you know, tooling, monitoring has been something that in my career, has been a little bit messy. (laughter) Guess a little bit of an understatement even. It's an interesting... When I look at, kind of, that balance between what's happening in the infrastructure space and the application space. I went through, one of your partners over here is like "from legacy to server lists and how many weeks." (laughter) And I'm like okay that sounds good on a slide but, these things take awhile. >> Absolutely. Bring us inside a little bit, kind of the the application space an how that marries with the underlying pieces and monitoring. >> Yeah, you have a lot of transformations happening. There's a lot of new technologies and trends happening. You hear about server lists or containers or microservices. And that does represent a part of the application world. There are applications being written with those technologies. But, one of the things is that those applications don't live in isolation. It's that there part of broader business services and we're not rewriting everything and so the new shiny application and the new framework has to work with the old legacy application. So, a big piece of what we see is how do we collapse those different silos of information? How do we merge that data into something meaningful? You can have the greatest Kubernetes based microservice application but, if it requires a SAP instance it's on PRIM it's on Bare Metal. Those things need to work together. So, how do you work with an environment that's like that? Enterprise, just by it's nature is incredibly heterogeneous, lot's of different technologies and that's not going to change. >> Yeah. It's going to be that way. >> You're preaching to the choir, here. You know, IT it always seems additive the answer is always and. And, unfortunately, nothing ever dies. By the way you want to run that wonderful Kubernetes Docker stuff and everything. I could do it on a mainframe with Z Linux. So, from that environment to the latest greatest hypercloud environment >> Right. Talk a little bit about your customers. Most of them probably have hundreds of applications. They're working through that portfolio. What goes where, how do I manage all of those various pieces, and not kill my staff? (laughter) One of the things we're spending a lot of time with this, is that obviously, we come from a background of infrastructure management. So, we understand the different technologies different layers and the heterogeneous nature and on top of that runs application. So they have their own data and there's APM space. So we're seeing a lot of interest in the work we're doing with taking our view of the infrastructure and marrying it to the application view that we're getting from tools like Appdynamics or Dynatrace or New Relic. And so, we're able to take that data and leverage it on top of the infrastructure to give you a single view which aids in root cause analysis, capacity planning and all the different things that people want to do. Which lead us to automation. So, this idea of merging data from lots of sources is a big theme for us. >> All right so, Leslie who are some of the key constituents that you're talking to, to messaging to. In the industry we talked about silos for so many time. And now it's like oh, we're going to get architects and generalists. And you know cloud changes everything, yes and no. (laughter) We understand where budgets sit for most CIO's today. So, bring us inside what you're seeing. >> Sure. Yeah, we're seeing a tremendous change. Where before we use to talk more to the infrastructure team, to the folks managing the servers, the storage the network. We're really seeing a broader audience. And a multiple constituent. We're looking at directors, VP's, CIO's, CEO's, architects. We're starting to see more people that are tools managers, folks that are involved in the application side of the house. So, it's really diverged. So, you're not going in and talking to one person you're talking to lots of different teams, lots of different organizations that need to work together. To Russ's point in about being able to bring all this data together. As you bring it together, those different stakeholders have more visibility into each others areas. And they also have a better understanding of what the impact is when something goes down in the infrastructure, how it effects the app and vice versa. >> Leslie, the other thing I'm wondering if you can help me squint through, when I looked at the landscape, it's, you know, my ITSM's I've got my logging, I've got all my various tools and silos. When I hear something like, actually, your CEO Dave just said "Oh, we just had a customer that replaced 50 tools." with there it's like, How do you target that? How does a customer know that they have a solution that they have a challenge that you fit, Because, you understand, you can't be all things to all people. You've got certain partners that might claim that kind of thing. >> Right But, where you fit in the marketplace how do you balance that? >> Well, so I think what we're seeing now is that there have been some big players for a long time. What we refer to fondly as the Big Four. And those companies really haven't evolved to the extent that they can support the latest technology. Certainly at the speed with which organizations are adopting them. So, they might be able to support some of the legacy but they've really become so cumbersome, so complicated and difficult to maintain people are wanting to move away from them. I would say five years ago, most organizations weren't willing to move down that path. But with some of the recent acquisitions, The Broadcom acquisition, Microfocus acquisition. You're seeing that more organizations are looking to replace those tools in their entirety. And as a result of that they're looking at how can I minimize my tool set. I'm not going to get rid of everything and only have one vendor. But, how do I pick the right tools and bring them together. And this is one of the areas where we do extremely well in that we can bring in data, we can integrate in other tools, we can give you the full picture. But, we're kind of that hub, that central. And I think we heard that earlier today from Bailey at Cisco, where he talked about ScienceLogic is really the core to their monitoring and management environment, because we're bringing the data and we're feeding the data in to other systems as well as managing it within ScienceLogic. >> Russ, I actually heard, data was emphasized more that I expect. I know enough about the management and monitoring space. We understand data was important to that, I'm a networking guy by background, we've been talking about leveraging the data for network and using some automation and things like that but it's a little bit different. Can you talk some about those relationships to data? We understand data's going to be everywhere and customers actually wrapping my arms around it make sure I can manage it, compliance and to hopefully get value out of that is one of the most important things in today. >> Absolutely, so one of the things we stress a lot when we talk about data, it use to be that data was hard to come by. We were data poor and so how do we get... We don't have a probe there so how do we get this data, Do we need agent? That's different now, data is... We are drowning in data, we have so much data. So, really the key is to give that data context. And so for us that means a lot of structure, and topology and dependencies across the layers of abstraction, across the application. And we think that's really the key to taking this, just vast unstructured mess of data that isn't useful to the business and actually be able to take... Apply analytics, and actually take action, and ultimately drive automation by learning and maintaining that structure in real time automatically, because that's something a human can't do. So, you need machine help, you need to automate that. >> So, Leslie, there was in the keynote this morning that to start discussion of the AI Ops maturity model >> Right >> And one of the things struck me is there was not a single person in the poll that said, yes I've gone fully automated. And first, there's the maturity of the technology, the term and where we are. But, there's also that, let's put it on the table. That fear sometimes, is to "Oh my gosh, the machines are taking our jobs" (laughter) You know, we laugh, but it is something that needs to be addressed. How are you addressing that, Where are your customers with at least that willingness, because I use to run operations for a number of years, and I told my team, look you're going to have more work next year, and you're going to have more things change, so if you can't simplify, automate. Get rid of things, I've got to have somebody helping me, and boy those robots would be a good help there. >> What we're seeing is, I mean let's be real, people don't like to do the mundane tasks, right. So you think about, When you report an issue to the service desk. Do you really want to open that ticket? Do you want to enter in all that information yourself? Do you want to provide all the details that they need in order to help you? No. People don't do it they put in the bare minimum and then what ends up happening is there's this back and forth, as they try collect more information. It's things like that, that you want to automate. You want to be able to take that burden off of the individuals And do the things, or at least allow them to do the things that they really need to do. The things that require their intelligence. So, we can do things like clean up storage disk space when your starting to run out of disk space. Or we can restart a service, or we might apply a configuration change that we know that is inconsistent in environment. So, there's lots of things like that that you can automate without actually replacing the individual. You're just freeing them up to do more high level thinking. >> Russ, anything else along the automation line. Great customer examples or any successes that you've seen that are worth sharing? >> Yeah, automation also comes in the form of connecting the breadcrumbs. So, we have a great example. A customer we worked with, they had an EPM tool, one of the great ones, you know, top of the magic quadrant kind of thing, and it kept on reporting code problems. The applications going down, affecting revenue, huge visibility. And it's saying code problem, code problem ,code problem. But the problem is jumping around. Sometimes it's here, sometimes it's there. So, it seemed like a ghost. So, when we connected that data, the APN data with the V center data and the network data what it turned out was, there was a packet loss in the hypervisor. So, it was actually network outage that was manifesting itself as a code problem, and as soon as they saw that, they said what's causing that network problem? They immediately found a big spike of traffic and were able to solve it. They always had the data. They had the network data, they had the VMware data they had the JVM data. They didn't know to connect the dots. And so, by us putting it right next to each other we connected the dots, and it was a human ultimately that said I know what's wrong, I can fix that. But it took them 30 seconds to solve a problem that they had been chasing after for months. That's a form of automation too is get the information to the human, so that they can make a smart decision. That's automation just as much as rebooting a >> Exactly server or cleaning a disk >> Well right, It's The Hitchhikers Guide to the Galaxy. Sometimes, the answers are easy if I know what question to ask. >> Exactly, yes. (laughter) >> And that's something we've seen from data scientists too. That's what their expertise is, is to help find that. All right, Leslie give us a little view forward. We heard a little bit, so many integrations, the AI ops journey. What should customers be looking for forward? What are they asking you, to help bring them along that journey? >> Oh gosh. They're asking us to make it easier on all counts. Whether it's easier to collect the data, easier to add the context to the data, easier to analyze the data. So, we're putting more and more analytics into our platform. So that their not having to do a lot of the analysis themselves. There's, as you said earlier, there's the folks that are afraid they're going to lose their job because the robots or the machines are taking over. That's not really where I see it. It's just that we're bringing the automation in ways and the analytics in ways that they don't want to have to do, so that they can look at it and solve the really gnarly problems and start focusing on areas that are not necessarily going to be automatable or predictable. It's the things that are unusual that their going to have to get involved in as opposed to the things that are traditional and constant. So, Russ, I'd love for you to comment on the same question. And just a little bit of feedback I got talking to some of the customers is they like directionally where it's going, but the term they through out was dynamic. Because, if you talk about cloud you talk about containers. Down the road things like serverless. It's if it pulls every five minutes it's probably out of date. >> oh, Absolutely. I remember back when we talked big data, real time was one of those misnomers that got thrown out there. Really, what we always said is what real time needs to mean is the data in the right place to the right people to solve the issue >> Absolutely. >> Exactly. So, where do you guys see this directionally, and how do you get more dynamic? >> Well see, dynamic exists in a bunch of different ways. How immediate is the data? How accurate is the dependency map, and that's changing and shifting all the time. So, we have to keep that up to date automatically in our product. It's also the analytics that get applied the recommendations you make. And one of the things you can talk to data scientists and they can build a model, train a model, test a model and find something. But if they find something that was true three weeks ago it's irrelevant. So, we need to build systems that can do this in real time. That they can in real time, meaning, gather data in real time, understand the context in real time, recognize the behavior and make a recommendation or take an action. There's a lot of stuff that we have to do to get there. We have a lot of the pieces in place, it's a really cool time in the industry right now because, we have the tools we have the technology. And it's a need that needs to be filled. That's really where we're spending our energy is completing that loop. Closed loop system that can help humans do their jobs better and in a more automated way. >> Awesome. Well, Leslie and Russ, thanks so much for sharing your visibility into what customers are doing and the progress with your platforms. >> All right, thank you Stu. >> And we'll be back with more coverage here from ScienceLogic Symposium 2019. I'm Stu Miniman, and thank you for watching theCUBE. (energetic music)

>> From Washington DC, it's theCUBE. Covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> I'm Stu Miniman and this is theCUBE's coverage of ScienceLogic Symposium 2019 here at The Ritz-Carlton in Washington DC. Really excited to welcome back to the program. It's the co-founder CEO and the Headmaster of Wizarding school, >> Wizarding school, yes. >> Dave Link, thank you so much for joining us. Great to be here Steve. >> All right, so Dave first of all congratulations, really been enjoying the event you know you you kicked it off in the keynote this morning great energy, really I think capturing you know where we are in you know IT in business today. We understand how things are changing so much and it's a complex world and ScienceLogic is trying to do Its part to help simplify and make it easier for IT to you know run at the speed of business and machines. >> That's exactly right. What's happening in the world right now is you've got a confluence of cloud apps, traditional legacy apps and they're colliding together and as they collide together you need new tools to manage that in a way that's different than what we've seen in the past. You're looking at lots of sources coming together to contextualize, not just seeing what's happening, understanding how systems relate to one another but acting upon them. Machine at machine speed means that automation is king and the wizard hat actually relates to a storyline we had earlier today when we think about how to educate the marketplace and the customers we realized that we needed a very new way of communicating. So videos E-Learning The Wizard of learning has been a theme of the show to help our customers to get up to speed and actually take full advantage of the application that we provide to help them deliver great service quality. >> Yeah well and we appreciate you bringing theCUBE to help with that video education of the community overall. >> That's right >> Yeah so you know look Dave you know wanted... let's step back for a second and you know we want to going to get to the business update but first you know the company is founded in 2003. You know cloud wasn't a term, some of the underlying foundations of what became cloud, you know existed back there. Those of us in the industry understand some of the waves that have happened there but you know to talk about cloud and micro services and all of these changes that have... So give us a little bit about that evolution about the original premise of the company, as we move now to you know the world of today and how you manage to keep the company moving and relevant >> I love telling this story Stu because it never gets old >> Yeah >> A lot of the original feces that we had about where service business service analysis was going, the application analysis connected to the infrastructure. Our belief was we were going to move to a world where it wasn't based on devices or nodes or systems. It was really based on this service and what we're seeing with cloud has accentuated that tenfold because services now are made up of compound things, technologies, service delivery mechanisms as a service platforms and they all have to work with one another The platform we built had an architecture that was very open that could take data streams from lots of different sources, create a common information model contextualize that and then act upon it. So now more than ever before, we really built the right platform with multi-tenancy, with role based access control with all the things that were really hard problems to solve code day one and now the thesis that we had that it was more about the service view is as important as it as it's ever been with ephemeral systems that are coming and going, with really containerized systems on top of virtual machines on top of their metal. All these abstraction layers require a different mindset but an open architecture is really at the heart of pulling lots of data streams together contextualizing it and then acting upon it >> Yeah, so I'm a sucker for Venn diagrams. so you heard that the analyst in the keynote this morning talked about AI ops and he said to the inner structure intersection of IT operations data science and machine learning >> Yes >> Data at the center of everything, it's something we've had a couple of waves of trying on intelligence and automation, are things we've been talking about for decades in IT. Give us a little bit as why some of those waves are coming together so that now and what you're doing is the right moment to really help accelerate. You've been having great growth for a number of years and project out some really strong growth for the next few. >> We have over the last five years the company has grown over five hundred and forty percent from a revenue perspective and I think that's the underpinnings of that relates to do we have the right market fit. Are we solving a problem that's material to customers that it's hard for them to solve without our product. But I really envision a future we've been working on this for a couple decades, right? The future is one I hope where from a artificial intelligence at machine speed where we're getting so predictive and understanding, through really smart scalable algorithms the future faults that may occur for you know we've both been at this for a long time. we've been talking about event correlation for many years. I envision a world where you're not doing event correlation when you've had an event, it's actually too late. Usually that's caused by a system telling you that there is a problem. So what we're really working on what we've talked a lot about here at the show is not just predictive analytics but really understanding what's abnormal and getting in front of a problem before there is a problem with the system with really super smart algorithms that help customers understand, many different data sets converge together and what they really mean so that you can get ahead of a service outage rather than have the fault that you're then working on correlating to infrastructure to application layers. >> You know the other thing that's been interesting for me to watch is, the core of where you started was really working with the service Fighters. I've had a chance to talk to a number of your service fighters >> Yes and Hughes has been with you since the early days up to you know one that just bought a couple of weeks ago and you know they're happy very. Talked about kind of the compare/contrast of the service riders and the enterprise because you know cloud is impacting you know the big hybrid hyper scale clouds are impacting both of those and the rate of change is affecting both of those in a lot of ways. So I'm curious as you see you know what what what's similar and what's different between going into those markets. >> When we thought about the problem for service providers there were two axes that we were looking at. Number one was from one instance of our platform you had to serve many customers that all had their own tenancy. But on top of that, you had to layer in a role based access control who could see what the customer had their view, the internal ops teams had their view. So building out a really complicated foundational model and an architecture that would support tenancy on steroids with one instance of our product was a really important linchpin of what's now, incredibly important to enterprises, because enterprises are getting into a moment where they're having to really act as service bureau's, service brokers and that means that all the different teams that support different technology silos, really have to work together as one and... but yet they still need their own views.So a lot of the foundational highly differentiated capabilities we built for service providers, for large scale globally distributed enterprises, actually meets a need profile that is very hard to find solutions that fit that profile and can give them that consolidated view but yet the deep dive view for the practitioner and we're finding that more and more enterprises, have follow-the-sun operations, follow-the-sun architecture teams, follow-the-sun engineering teams that need different views that is really hard to get most products that were built in this space were built for a single tenant enterprise view and that never gives you the granularity for each consumer and each persona to get the view that they need. So it's interesting that although we kind of over engineered those capabilities for the service provider needs it's becoming involved with the enterprises as they're looking at how do they need to do things as really a converged team, working as one team across many silo disciplines and that requires a very different way of thinking, a different tool space a different solution to the problem that we built kind of from the ground up. It's now really appropriate for the DevOps teams the teams that are really having to break down the silos and work as one team. >> Yeah the, the the the term that often gets misused and misunderstood is scale. But if you truly can build something that's distributed architecture for scale, It really opens up a lot of opportunities. One of the things you highlight it also is that, ScienceLogic puts a lot of investment into you know R&D and keep working on things big announcement of Big Ben, seemed I've had a chance to hear what everybody likes and the best. Talk a little bit about you know how you keep the development efforts going how you put that strong and effort on it and you know boy you know you said you worked on the UI for three years and now it sounds you know it's a bold statement to be like okay and everybody you're using this, you know you can't have the safety blanket of old away in new way for a while, >> You're constantly reinventing and refactoring code base to get to new outcomes for customers. we're spending between 35 and 40 percent of revenues on R&D. That's generally almost twice as much as many of our competitors and we're doing that because there is so much still to do. At times we have really thought carefully, could we scale back should we scale back our R&D spend but fortunately we've had a very supportive board of directors that believes in our vision. Believes in the vision that this is a unique moment in time the whole market is transitioning to a new tool set, because of all of the crosswinds of public cloud refactoring of applications containerization abstraction of the network, a storage, compute. All of these things combining together require a very different way of solving this problem We've, we've actually seen this play out in the past which again is why we're over investing in engineering. When you look at the mainframes and the compute architecture of mainframes and then we went to client-server, the tools that managed the mainframe really didn't manage the client-server. we've now gone from client-server to cloud the same things happening again. Because the needs are so different and we're going to see a very different generation of tools rule this next gen of requirements the customers have when they have a multitude of clouds that all work together to deliver an outcome to an application that you as a user are benefiting from. >> Alright so talked about the growth, talked about the investment, it's a strong industry validation today also. Gartner up on stage talked about the definition of AI ops they might not be fully in sync as to how mature the market is but it's still important that they are you know this is a trend and something to watch and it's on their hype cycle and Forrester released the wave which had congratulations ScienceLogic as the the top scorer up in the leaders category. So congratulations on that and what does that mean. >> Well we're thrilled about that because that external validation is what customers look at. It helps them with their analysis and that the talk tracks that everybody's on in our industry sometimes it's hard to discern who does what and how well each company does it to some degree from a marketing perspective many people use the same words so the good words are already used up. So sometimes it's hard to understand how each product is differentiated in the marketplace the Forrester wave report was so thorough so comprehensive, put us through over 30 use case scenarios where we had to demonstrate to get the qualifications for that ranking. So it wasn't just us responding in writing and waving our arms and throwing out a few powerpoints to get to that result we had to prove it and it feels the satisfaction of actually proving it for our team for our engineering team for everybody here at the company I'm so proud of everybody because that's really from a product perspective. We love those product recognition awards are actually sometimes more enjoyable than the growth recognition awards because that means you're really delivering a value to the customer where they're going to when they deploy the product they're going to have a good outcome. So that's what we're focused on and having Forrester put us at the top of the wave report is a special moment in the history of the company. >> Alright so Dave this is your user conference, so what I want to end on... Let's talk about the customers and here's here's my observation as you know, my first time coming to your event and I've talked to a number of seen some of the interactions there. There are certain products that customers love the relationship is an interesting and I would say a really good one the customers are really engaged and enjoying and liking it and it's almost like that friend that you can be like I really like you and your friends in their car I can be like this is how I want you to get better in ScienceLogic this is what you've done and I'm excited once on the roadmap and this is where I want you to go even more. So it's it's like you know that that friend that you can kind of hang out with and joke with and I've seen some of those relationships it's a good robust relationship and strong partnerships. It seems that you build with your customers am I getting the right vibe how do you look at your relationships with your customers. >> From a simple business perspective, I look at a couple things this is just as a run the business metric. On average our customers buy about twenty four, twenty five percent more capacity each year. On average our customers stay with us for 7-10 years. On average our customers pay us within 59 days. So I look at are we getting paid on time, do our customers buy more capacity each and every year and do we retain our customers. We retain about ninety five percent of our customers. So those metrics are really best-in-class, net subscription retention, DSO. All of those things are really good foundational indicators of we're doing a great job for our customers but what I love is this interaction that we have with them where they're they're never ending pressure on us to do better to strive for something that makes a day in their life a better day. I love that pressure it's uncomfortable many days of the week as I mentioned in my opening presentation but it makes us a better company and everybody in the company embodies this sense of how do we capture that synthesize it and then deliver against their needs and wants as quick as we can. So our innovation rates now are as high as they've ever been the throughput our of our development team this last quarter was the best we've ever seen in the history of the company, not just because we have more people but we're getting more done in the same amount of time. So all the KPIs that I look at are pointing in a really positive direction of great momentum for the business and really good alignment with customer needs and wants. We have probably the best market fit I've ever seen with the needs and wants of a net new customer and how our product fits against that. The Forrester wave report was yet another independent validation of how good our market fit in our strategy is right now to solve real problems that are very painful for customers to solve without our product >> Alright, Dave I can't let the head wizard gone without looking a little bit into the future. So as you look down the road what should we be looking as industry watchers to seem from ScienceLogic, seen from the industry you know I asked customers if they had a magic wand you know what would they do to make things better. You had a magic wand up on stage what will you be doing to make the industry better for all of us. >> There's so many things that when we think about making the industry better, it's a community and that means that among the key things that everybody's focused on right now for AI OPS is automation. So sharing those lessons learned cauterizing, validating the automation opportunities whether it's with provisioning systems, with end devices for capacity planning. All the things that we're doing we're starting to work with our customers to publish that broadly so that they can benefit from one another as quick as possible to take those best practices and throughout our community put them into production. If we do that each and every day and really focus on delivering that value across the customer base even for competitive customers. They compete with one another what we've seen is the spirit of cooperation and that to me is among the most satisfying parts of our customer and user community that it's a community that wants to help each other get better every day of the week and that's really hard mission as well. So from a trend line for the entire industry, I think we're all moving towards a moment in time where we have this autonomic capability where we know the applications are infrastructure, we're the tools that help us keep those applications running are getting smarter and smarter by the day and basically move us away from a fault and event correlation storyline to a predictive automation storyline >> Alright well Dave actually I said it on theCUBE a couple of years ago data holds the potential be that flywheel of growth for many years to come. Really appreciate you sharing the story and thanks again for having theCUBE at the event. >> Thanks too great to be here with you. Alright we'll be back with more coverage here from ScienceLogic Symposium 2019, I'm Stu Miniman and thank you for watching theCUBE.

>> from Washington, D. C. It's the queue covering science logic. Symposium twenty nineteen. Brought to you by Science Logic. >> Hi, I'm student men and this is the Cubes coverage of Science Logic. Symposium twenty nineteen here at the Ritz Carlton in Washington, D. C. Been four hundred sixty. People here just finished the afternoon Kino, and they've actually gone off to the evening event. It's thie yet to be finished. Spy Museum. They get a good three sixty view of Washington D. C. So the hallways are a little echoing in quiet but really excited to have on the final guest of the day. Eric Gordon, who's the vice president of business development and alliances as science logic. Erik, thanks so much for joining me, >> thanks to you. Great to be here. >> All right, so busy. Dev and Alliances. I've talked to a number of your partner's. I've gone through a lot of things, but you wear, I think, just like your CEO. A few different hats. Ah, and your old let's let's get into what your role is that the company? >> Yeah, it's actually changed over time, but for the most part I've to court responsibilities. One is I'm looking after our ecosystem of technology partners. And so we have from key strategic CE that we work with in the marketplace, in the cloud space on the data center, all across the ecosystem, a lot of different technologies. But we also have products that we resell input on our priceless that combined to create a solution for our customers in the second half of what my responsible is really focused on. What is our product strategy around integration? Automation? Because those Air Corps components to our platform and I look after that with several different teams. >> So let's talk about that the ecosystem pit person, the alliances. Because I got a lot of shows. I talked to a lot of companies, and it's all too easy for companies to be like, Oh, we're we're the best and we do so many different things. And when I first heard about the space in a ops, it's like, Oh, well, I I Ops is replacing a lot of waves and, you know, your average customer replaces fourteen tools. I heard there's one customer who replaces fifty tools, but at the same time, there was a strong focus about integrations in deeper even some of the products that you say, Yeah, there's overlap in that competitive, you know, you're working with those environments, so give us a little bit of the philosophy, how you balance that, you know, we want to do it all and help our customers to do lots of different things. And especially when you get to big customers and service providers, we understand that it's a big world and there never is that, you know, mythical single pane of glass. >> Yeah, no, totally agree. And we hear this a lot. You know, I've got a tool for this. I got a tool for that and or I had to Vendor come in and say that they could do it all. And you know, really, At the end of the day, if there's there's no one vendor on DH, you know the Venn diagrams of functionalities, air overlapping. That's the nature of the industry. And when we saw this on the early days of it with the big monopolies. But I think right now it's it's around. How do we saw the customer problem? Mohr effectively, From our perspective, we look at the combination of things. First is is what solutions out there give us good data data that we can use data that we can enrich, how we can leverage that to help drive better insights from other types of data that we collect so that theirs is where integration is a keep part of this on DH. What we know is that ultimately in our space, we're doing about monitoring a core collection. We're goingto have to click with everybody, so we're gonna have to integrate with any partner that might have some form of I. P are connected through an I p address to some sort of a p I. We need that data. So we have partnerships on that side. I think really, what's interesting is when we think about things like workflow or orchestration or types of mediation, we might integrate with other technologies to enrich that data further. So we look for partners that ultimately our customers air using things that we can do consolidation and drive better outcome with that enrich date experience. >> Yes, so let's drill down one little bit if you talk about like, you know a PM and SM tools out there some recent announcements and and you digging deeper on there. What what are some of the highlights? So one >> thing is, if you already have, like, agents are often come up, Our customs says, Well, I've got an A P M. Agent that's already doing some things. Well, that's great. We can leverage that, that there's some good insight that we can gather from either to apologies or other metrics or like in user experience. But we also go deeper on other aspects, like on the network side or on the infrastructure side, or on the the cloud service aside. So, you know, ultimately, it's a conversation of say, what? What can we leverage? What, what's accurate, what's in real time? And if there's things that we can, you know, gather, then that's our primary strategy. So I you know, I do think the ecosystem plays a key role in a i ops, but really, to do that, it's run automation because anything that we do, we have to do with scale and we have to do with security. We have to do it with the intent of driving some form of outcome. And so, you know, those are the key principles behind selecting technology partners. >> Okay, Let's talk some about that automation. It was a big discussion in the keynote this morning. Really talking about the maturity model. One of the analysts up there says you really want to make sure you separate things like, you know, the machine learning piece of it with the automation. The observation I've made a couple of times is, you know, yes. We all know you can automate a really bad process. And so I need toe, you know, make sure, you know, do I have good data And, you know, how am I making automation make me better Not just, you know, to change things. >> Yeah, well, I think it's Science Lodge that we look at. Automation is in every part of what we do within the product. From the from the collection of how we automate it scale how we consolidate that data. And then we're doing a lot of the data preparation using automation technologies. And then when we start to analyze and enrich that data, we're also using it Other algorithmic approaches, for example, topology and context. So if we know that some things connected weaken Dr An automation to make an inference and that data then feeds into the final step, which is around how we action on that. So we drive automation in the classic sense to say trigger workflow or, let's say, update another system of record or system of truth like a C M G B or a notification. And so one of things that we did hear from Garden this morning is engaging in an SM process. Is a core part of AI ai ops as muchas data collection and driving other forms of automation. >> All right, Do you have some examples of you know how automation you're helping your customers love any customer stories you've got along that line? >> Well, >> really. You know, there's so many stories we're hearing the halls of Symposium, and so it's it's it's hard to pick one, but, you know, I think all ten times what we say is, what what's driving your service desk time like you've got people you know, looking at all of these different dispirit systems, and we can look at it. Let's say a top end of your most sort of frequented events or alerts, or even look at your top service desk incidents and say, How could we automate that, you know. And some of that automation could be at the technology level, you know, simplest as restarting a service or prove you re provisioning of'Em. Or it could be clearing a log or even maybe shutting down an event because it's irrelevant. So there's There's several different examples in the cloud as well. Terms of how things air provisioning attached. And if we see something out of a policy, we can alarm that say, hey, maybe my storage costs are going to accelerate because someone made a bad change. So there's different ways that we can apply automation during the life cycle. But I think enhancing the service management component perhaps is one of the most impactful ones, >> you know. So, Eric, we azan industry automation been something we've been talking about for quite a while now, and they're they're sometimes pushback of, you know, from the end, users especially, you know, some of the practitioners out there as you know. Well, I could do it better. You know, the fear that you're going to lose your job. How are you seeing that progressing and you know, how were things different today? Both from a technology standpoint, as well as from your customers. Can't wait. >> I think if you asked any enterprise CIA already service provider, service delivery manager, they'd always say, I'd love to operate as much as I can when you get down on the practitioner level. You know, obviously I think there's some sort. Like I I do my job, Thank you very much. I have my favorite wit, my process. So I think there's a conversation depending on. You know, if we're saying hey from the practitioner side, is there set of data that you need or set of scripts? Or are things that you're doing manually that we can put into a workflow? And at the at the business layer, it's like, Do you feel like you're getting the value from some of the investments you've made? And is, how is automation? Help you realize that an example there is. We see oftentimes is around the quality of data that's going into the C, M. D. B and from AA AA. Lot of times we see that their investment in technology is like service now, and other platforms is fairly high expense, and they want to optimize that, and they want to realize the power of automation at the at the service level. So if we can, if we can convince, if you will, through a set of really concrete use cases that the data coming from science logic at the speed and the quality can actually improve the seemed to be to >> the level of >> really efficient automation. All of a sudden, people start to see that as a change as an opportunity. And that's where I think a I Ops is helping change the narrative, to say how automation Khun B really, really applied rather than just being this mystical concept that is hard to do. And, you know, people don't liketo think that a robot's taking their job. I think what's gonna happen is that machine learning algorithms are going to make jobs easier and, you know, ultimately were far, far from the point where a ized doing something and some sort of, you know, crazy automata way. But I think it's the deep learning, moving a machine learning to you. No good quality data sets that dr meaningful insights that's giving us a lot better view until where automation could play in the >> future. Yeah, absolutely. It's our belief that you know, automation. There's certain things that you probably don't want to do because repetitive, it's boring or mistake prone on DH. Therefore, you know automation can really help those environments move forward. You could move up the stack. You can manage those environment. There's definitely some retraining that that needs to happen often. But you know that the danger is if you're if you're doing now what you were doing five years ago, chances are your competition is moving along and, you know, finding a better way to do it. >> You know, just a point on this soup is really around the velocity of data that's coming in. So we're seeing, you know, we talked about the three bees. You know, the volume of data. You have to use automation to be able to manage that huge amount of different data sources, the variety. There's no human that can process the amount of machine information from the amount of technologies that you have on DH that you know. Obviously it's speed, right. The velocity and that is that is clearly not going to be something that any human could be capable of doing. And so there's a relationship here between technology and human processes and science logics and a really interesting position right now to really kind of help with that process. But more importantly, accelerate the value by being all to process it and make it intelligent. >> Wait, Erica, you're saying I'm not neo from the Matrix and I can't, you know, read through everything and be able to move faster than physics allows. Give >> yourself maybe fifteen, twenty years. We might be. You know that that you know, I don't think that that many people can really predict the impact of the you know, we'LL say machinery, evolving toe, artificial intelligence and there's it's going to be very used, case specific. But we do know one thing is that algorithms? Air helping. But algorithms are dependent on that clean data stack, right? And And if you can't handle the scale, then obviously there's going. It's going to be minimized in terms. Is total utility >> alright? Well, Eric, I get the good to let you give us that the final word from science logic from Symposium twenty nineteen on the Cube. >> So you know, the first thing is is this is there's two things that we learned from this event. The first thing is, is how our customers you're evolving in this dynamic space. And what we know is that if if you don't change, it's going to be a problem. Because the only consistent thing is change and change is happening faster on it. And we call that disruption. And so what we want to do is we want to understand how science AJ is a technology company. I can really help that customer go through that transition with confidence. And then, more importantly, is what could we do? Delivering better, more enrich solutions to our customers that actually are changing the way the game is played. And so we feel like we're a disrupter in the A ops market. We are. Certainly Forrester has helped us recognize that. But But we're not done work. We're continuing on this journey. >> All right, Well, Eric, routine. Thank you so much for sharing your insights and the journey towards Aye, Aye, Ops. Thanks so much to. All right. Well, that comes to an end of what we're doing here at science Logic. Symposium twenty nineteen. I know. I learned a lot. I hope you did too. I'm stew Minutemen. Thanks so much from our whole crew. Here it's Silicon Angle Media's The Cube. Check out the cube dot net for all the videos from this show, as well as where we'LL be in the future. Reach out if you have any questions and once again, thanks for joining us.

>> from Washington, D. C. It's the queue covering science logic. Symposium twenty nineteen. Brought to you by Science Logic >> Hi, I'm student men and this is the Cubes coverage of Science Logic. Symposium twenty nineteen here at the Ritz Carlton in Washington, D. C. First of all, want Welcome back to the program. Roger Putnam, Who's the vice president of Global Solutions? That science logic Thanks for coming back and what with programme A first time Rob Gruner listed is this loosened architect from Telstra. But >> Rob, I actually had >> a chance to talk to some of your co ords there, they said. Arav robs a wizard. He's an engineer that does everything. So you know, solutions. Architect. Of course, we know that they're out there. They do a lot of different things and asleep, leased. Your peers say you're somebody that does quite a lot of different >> things. Did Jack of All trades master of none unfortunate >> way? It's all right, don't you know it is in vogue now to be, you know, a generalist. It's, you know, we've gone from specialties to well, oh no, it's it's platforms and everything's going to be everything, so I have plenty of background with Telstra, but maybe talk a little bit about you know, your role in the organization and what what kind of things you're involved in. Since you know some of those trades that you >> are jack of all, >> probably our spies have come into Telstra's an acquisition. So, you know, working for small company, you tend to do everything on. For some reason, I've been allowed to continue to do that on developing expertise around science logic. And that means I've been involved across a lot of areas of the business as we've been adopting science logic more widely, and it's been quite interesting. Process means eye contact, that expertise and then see how it's applied across the organization. So it's been quite interesting, >> awesome. One of things that's been interested in me and in talking to service Friday is talking to the enterprise customers is two. You know how many tools they had, how many they replaced with science logic, but also what things it's integrating with and working with. It was a big focus on the keynote this morning is, you know, integrations with Sam and you know all these various pieces, so maybe give us a little bit of kind of the scope. You know how long's tells me you've been using science logic, How broads the deployment and you know what? What? What does it do in? What does it tie into >> a tte? The mammoth is more enterprise focused. So on. That's the area. Tell Stur I come from so it's really around delivering services to her customers. Quite recently, we've seen then looking in deploying science logic across their carriage spokes and managing services there. That's quite a large deployment. You know, we're quite happy with that in terms of what is going to be doing for the business on the integrations, their endless. So Telstra, like a lot of large organizations, has a lot of different systems to talk to. A lot of different service dis, depending on the operational areas. So in service now is one of those. But it's a hollow of other stuff on, so that's a very challenging process. And sounds objects being pretty good at, you know, spreading itself around. Those >> give us a little insight as to you know, how fast things are changing. You know, hear Kafka and Streams and, you know, constantly moving I've been looking at the, you know, communities and container stuff that's happening, which is which is fast moving. So >> are definitely say it. And Telstra's trying as hard as akin to move as quickly as the market can allowed. So definitely it's virtual izing. ITT's automating II ops is a big component of what we're doing. It is extremely important for the business. >> Okay, so Alps is something you're doing have to We're not as mature as we'd like to video. I'm not sure if you saw the keynote this morning, but they put out a maturity models So would love for you to, you know, where are you when you look at that? They kind of had the three criterias there is. There's kind of the the machine learning, there's the automation and I'm trying to remember the third piece that was there, but you know where where are you today? You know, how'd you get there? And you know what? What's what's a little bit of the road map going forward? >> I think it might be probably our ambitions to be in that the upper end of the spectrum and into remediation, But that's an ambition and I think we've got a while to go with that. So, uh, more than that, I can't coming off >> its interests. So they have that The keynote tomorrow they're going. Jean Kim speaking on the deaf ops. And, you know, I'm a big fan of the Phoenix project and they talked about, you know, the jack of all trades that does it all. He could sometimes be the bottleneck in the system. Absolutely. Because you can't be up. I need something fixed. Well, we'LL go to Rob Rob all fix it. That's great. That fire floating mode. I know I've done that in my career, and it's one of those things. Oh, jeez, you're never going to move at this job because you're replaceable. It's like that's a dangerous place to be. >> It is s >> o. You know, we talk a little bit about, you know, you said, you know, science logic. You know that they position themselves as this is going to help you move that, you know, machine speed and keep up with that. Give us a little bit the reality of what you're seeing. How what does that impact your job? Your organization? >> Look, I think sounds logic has done a wonderful job within the organization. It's it's the legacy infrastructure within any organization, particularly tells her scale. That's really holding you back on. There's a lot of Well, I think people level with Intel Street. Move as quickly as we can, but we have such a large number of legacy systems to deal with. You know, we're looking at one deployment of Sands object. We were looking at IDing systems to kill, So it's a big task >> the wonderful technical death that we've all inherited. So So you know, Roger, you know, this something we hear from all customers. It'd be lovely if I had the mythical, you know, unicorn that, you know, start from the ground up and you know, he can start afresh. But we always have to have that mix and give it a little bit about what you're seeing. You know, about the Telstra in a little bit broader, You know, >> I think what tell us she has done really well with taking advantage of our technology was they didn't come in with this attitude of would rip out everything that we have and just have a magic easy bun. Software doesn't work that way. I think we've all learned the lessons of tough deployments when you try to stay out of fix everything. So they came in with a really gradual, phased approach of Get a couple pieces done where they had gaps. You start to fill those gaps. What's happening during the last few years as we've seen the shift greater change and they've taken advantage of the platforms, nationalities a hole as they go through their digitization efforts. And so as they digitize, they taking this step by step by step approach to you know what you were saying earlier with Rob does. He doesn't answer the question of being the one man band, but they did was they build it all process wise, using software to drive the automation. So once it's done one time, you're not stuck on the person anymore. And so I think when we look at our most successful customers like Telstra, it's because they've had this gradual, phased approach where they're using software rather than single person bottlenecks. And rather than having these tiger teams to try to solve problems and moving towards a better process to take advantage of the world, we're in today. So how >> do you measure success? You know, what are some of the business outcomes or, you know, k p I's that you understand how you're moving from kind of where you were to where you want to be. >> Uh, that's a difficult one to answer because particularly sounds, logic was used in so many different context. So for a certain part of the business, we might say, Are we monitoring the full stack? I were giving customers real value invisibility through the whole dynamic of the business. And then, in another context, we using sound subject. We were just saying, We just need to deploy its scale. We need two one board as quickly as possible. We need to keep the cost down to a minimum. We need to keep events that's allow as possible. Okay, so it's more about the efficiency argument, so it's really depends and way we're trying to use it and how we're deploying it. So >> how do you have visibility across how everybody is doing and getting trained on the latest things and keeping up to date and sharing best practices? How do you manage that internally, and how do you how do you do you network with your peers on some of that? >> Well, we've tried Teo really within. Tell us we have a concept of centre of excellence. So it's really about, you know, being recognizes the business experts in particular area and allowing the business to understand. That's that. That's where the expertise sits on a certain we've done a very good job with that and then allowing and communicating that after the business as well. So it's a very tough asked. It's a big business. We have thirty thousand people so often one person doesn't know about another person, another floor on the buildings, you know, to try and spread it across the biz, since we have fifty officers worldwide. So it's a process, you >> know? I mean, Roger just want one of things that here is, you know, science logic. It's not a widget, and it's, you know, can fit in a lot of different environments and a lot of different uses. You know, I heard of, you know, strong emphasis in into training had your CEO on where in his wizard tat for for for the that the learning knowledge that was gonna happen. So you know you talk a little bit about how science logic is looking to address this, especially for some you know, large customers like Telstra. >> You know, I think there's a general skills gap in is a whole beyond our technology beyond what's taking place in the world today. And you know, I've been in the business for quite a while, and we've long focused on training the operator on how to utilize the technology to solve their specific problems. And while that those aspects really powerful, some of the things we've done recently to go a step further is when we hear similar questions. We started record all of those so our customers could watch videos of how to solve problems instead of just going onto some form and let me type some question and hope somebody responds to in the future. You have read it for that. So we've got a look at a better mechanism and video based training handheld handling the customers we can build out these use cases drives the platform value, and what Telstra does it's really unique is they use the platform less so from a perspective of can I manage X y Z technology. But what can I build on top of it? How can I break the platform to some extend? And Rob is a mad scientist for us here. I mean, could jump into this more. But they've broken the platform to solve those business needs by addressing them individually. And what we've done is we've taken his best practices, and we rolled them back out to the rest of our customers. So with Robin, tell Hsia and a couple of other really great customers were driving a better community and sense of community so less question, answer form, less traditional support, more video, more community, more share ability. And that's where you're going to get additional quality. Coming out from the products are being delivered. Makes sense to you, Robert. Absolutely. >> Yeah, Rob. I mean, I love any commentary on that. You know, the network effect of software especially would talk about Sasser as a service type things, you know, that's what sales force really came out. It was like a weight one customer. Ask for something and wake everybody. You can take advantage of that or something similar. So are you seeing that kind of dynamics today with science logic and with others >> well, perfectly within the Telstra business. Absolutely so by building a capital into one area, you can share it across. And we found that we've been able to then sell the system internally, your internal stakeholders, so they appreciate the value of it and we can build on that. And then our customers, whilst we don't necessarily lady with the product they can. They see what's going on, and they basically then take it on as a service as well. So it's very, very interesting process. >> So one thing we haven't talked about yet, but you talk about data, you know, what's the role of data in your environment is something that you know key to the platform from science logic. How you leveraging it? How's that changing in your environment? One of the opportunities there. >> It's interesting questions. So as the telco, we collect a lot of data on DA. Obviously we have federal agencies who make that a requirement as well. So we have an existing data like initiative on that's very full of moment, and science logic is where we're looking at how we can add to that the value, valuable information and provides, but like everyone else, is a lot of data to collect, and it's an interesting process to try and make sense out of it and react accordingly. I mean, as a business, we were responding to millions and millions events of a day. So it's, you know, it's a difficult thing. >> Yeah, one of things. When we look at things like you know, anything that requires training like machine learning or the like, There's the balance between I want to learn from everybody. But you know, you're in a competitive marketplace. I don't want my competitors necessarily to get things. So you know the software products usually Well, I can isolate, and it doesn't have specific information. But how do you look at that dynamic of making sure that you gain from what the industry is doing, but that, you know, you could still stay competitive in ahead of your competition? >> Uh, >> no. I don't have a necessary can answer that. I suppose my head's tied into really what I could do with a platform and how I can then bring new technologies into the company's. So that's really are spies remind spaces on, Really, it's what I'm focused on. So you know what we do with the daughter probably is. He's not necessarily big concerns. How >> about that? There was quite a lot of announcements this week. The number of integrations as well as you know, update to the product. Anything specifically that you've been waiting for or that has caught your eye, >> the service now integration. I think it is far more advanced than has been in the past. On we have aspect of the business used thinks over quite heavily. So the fact that that's now matured and much more robust and you know which sort of offering that'LL have a lot of impact on the business. So I definitely mean the machine learning is another great thing on the question of then how that develops over time. So we'LL see how that goes. You >> know, Roger loves you know what? When I've been digging into some is the feedback you've been getting from customers and what's been leading toe, you know, some of the enhancement. So I would love, love your take on what you're saying. >> You know, I think one of the things that tell Sharpe pushed us towards a few years back was we're going to build. We already have a data like we don't need you to function. Is there Data Lake? So its multiple different Veda lakes And this concept of how do I move later From one day to lake to a different data Lake lakes within lakes ponds. Whatever the terminology is today the data ocean, our family perfect. And I'm getting to that data ocean from our lake. We have to go get streaming data. So now I'm going to extremes against really geographic here. But, you know, Rob really pushed us to make sure we could go right to Kaka buses and pushed data out. So what do you do with the data? And so tell Strip has been a, you know, an early adopter of a lot of our technology. And by being an early adopter, they've pushed us in a number of directions. So I think when you see a lot of the functionality that we've released this week and we've announced, it's been because of our customer base because of our partners like Telstra, that need to drive the business for further and forward, especially the industry like Telco World, where everything is mobile everything's moving so fast and aggressively. They're really like a good sounding board for where we need to go and how do we get there and and that drive And that partnership is What I think I'm most excited about working with tell sure is they demand from us to be excellent, and that gets great product coming out. And we see the results this week with all of our customers excitingly looking at stream treating capability that Rob was pushing us for well in advance of anyone else. >> Yeah, Robin, I want to give you the final word. You know, I can't help but notice you actually co branded shirts you've got tell star on your arm wither with science logic there. So, obviously, more than just a vendor relationship there, maybe close us out with you know how important science logic is. Two to your business >> job, Critical part of the business. I mean, particularly where we're looking at the commodity aspect of many services, you know, we can't survive unless we can provide quality, invaluable information where customers and really sounds. Logic has been the key platform for that. So in some respects, we're resting, you know, an aspect of the business entirely and Scientology's hands and we're hoping they'LL deliver >> well, Robin Raj, Thank you so much for joining us. Just sharing all the progress that you've made in. You know where things were going? Thanks so much, thanks to all right. And I'm student men. This is the Cube at Science Logic Symposium twenty nineteen. Thanks for watching.

>> From Washington D.C. it's theCUBE covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> Hi, I'm Stu Miniman and this is theCUBE's coverage of ScienceLogic Symposium 2019 here at The Ritz-Carlton in Washington D.C. About 460 people here, the events' grown about 50%, been digging in with a lot of the practitioners, the technical people as well as some of the partners. And for this session I'm happy to welcome to the program for the first time guest, Surendra who is the vice president and CTO for automation in IBM's global technology services. And joining us also is Dave Link who is the co-founder and CEO of ScienceLogic. Gentlemen, thank you so much for joining us. >> Thank you for having us. >> Thanks for having us. >> Alright, so Surendra let's start with you. Anybody that knows IBM services at the core of your business, primary driver, large number of the presented to the employees at IBM are there. You've got automation in your title so, let's flush out a little bit for us, your part of the organization and your role there. >> Alright, so as you pointed out, IBM, a big part of IBM is services; it's a large component. And that two major parts of that and though we come together as one in terms of IBM services, one is much more focused on infrastructure services and the other one on business services. So, the automation I'm dealing with primarily is in the infrastructure services area which means all the way from resources you have in a persons data center going into now much more of course in a hybrid environment, hybrid multi-cloud, with different clouds out there including our own and providing the automation around that. And when we mean automation we mean the things that we have to do to keep our clients' environments healthy from a availability and performance standpoint; making sure that our environment then we respond to the changes that they need to the environment because it obviously evolves over time, we do that effectively and correctly and certainly another very important part is to make sure that they're secure and compliant. So, if you think of Maslow's hierarchy of the things that IT operations has to do that in a nutshell sums it up. That's what we do for our clients. >> Yeah, so Dave luckily we've got a one on one with you today to dig out lots of nuggets from the kino and talk a bit about the company but, you talk about IT operations and one of the pieces I've got infrastructure, I've got applications, ScienceLogic sits at an interesting place in this heterogeneous ever-changing world that we live in today. >> It does and the world's changing quickly because the clouds transforming the way people build applications. And that is causing a lot of applications to be refactored to take advantage of some of these technologies. The especially focused global scale we've seen them, we've used them, applications that we use on our phone. They require a different footprint and that requires then a different set of tools to manage an application that lives in the cloud and it also might live in a multi-cloud environment with some data coming from private clouds that populate information on public clouds. What we found is the tools industry is at a bit of a crossroads because the applications now need to be infrastructure aware, but the infrastructure could be served from a lot of different places, meaning they've got lots of data sources to sort together and contextualize to understand how they relate to one another real time. And that's the challenge that we've been focused on solving for our customers. >> Alright, Surendra I want to know if we can get a little bit more to automation and we talk automation, >> There's also IBM use for a number of years, the cognitive and there was the analyst that spoke in the kino this morning. He put cognitive as this overarching umbrella and underneath that you had the AI and underneath that you had that machine learning and deep learning pieces there. Can you help tease out a little bit for IBM global services in your customers? How do they think of the relationship between the MLAI cognitive piece in automation? >> So I think the way you laid it out, the way it was talked about this morning absolutely makes sense, so cognitive is a broad definition and then within that of course AI and the different techniques within AI, machine learning being one, natural language processing, national languages understanding which not as much statistically driven as being another type of AI. And we use all of these techniques to make our automation smarter. So, often times when we're trying to automate something, there can be very prescriptive type of automation, say a particular event comes in and then you take a response to it. But then often times you have situations where you have events especially what Dave was talking about; when an application is distributed not just a classic of distributed application, but now distributed of infrastructure you may have. Some of it may be running on the main frame, some of it actually running in different clouds. And all of this comes together, you have events and signals coming from all of this and trying to reason over where a problem may be originating from because now you have a slow performance. What's the reason for the slow performance? Trying to do some degree of root cause determination, problem determination; that's where some of the smarts comes in in terms of how we actually want to be able to diagnose a problem and then actually kick off maybe more diagnostics and eventually kick off actions to automatically fix that or give the practitioner the ability to fix that in a effective fashion. So that's one place. The other areas that one type of machine learning I shouldn't say one type, but deadly machine learning techniques lend themselves to that. There's another arena of causes a lot of knowledge and information buried in tickets and knowledge documents and things like that. And to be able to extract from that, the things that are most meaningful and that's where the natural language understanding comes in and now you marry that with the information that's coming from machines, which is far more contextualized. And to be able to reason over these two together and be able to make decisions, so that's where the automation. >> Wonder if we can actually, let's some of those terms I want to up level a little bit. I hear knowledge I hear information; the core of everything that people are doing these today, it's data. And what I heard, and was really illuminated to me listening to what I've seen of ScienceLogic is that data collection and leveraging and unlocking value of data is such an important piece of what they're doing. From an IBM standpoint and your customers, where does data fit into that whole discussion? How do things like ScienceLogic fit in the overall portfolio of solutions that you're helping customers through either manager, deploying and services? >> So definitely in the IT Ops arena, a big part of IT Ops, at the heart of it really is monitoring and keeping track of systems. So, all sets of systems throw off a lot of data whether it's log data, real time performance data, events that are happening, monitoring of the performance of the application and that's tons and tons of data. And that's where a platform like ScienceLogic comes in, as a monitoring system with capabilities to do what we call also event management. And in the old days, actually probably would have thought about monitoring event management and logs as somewhat different things; these worlds are collapsing together a bit more. And so this is where ScienceLogic has a platform that lends itself to a marriage of these faces in that sense. And then that would feed a downstream automation system of informing it what actions to take. Dave, thoughts on that? >> Dave, if you want to comment on that I've got some follow ups too, but. >> Yeah, there's many areas of automation. There's layers of automation and I think Surendra's worked with customers over a story career to help them through the different layered cakes of automation. You have automation related to provisioning systems, the provision and in some case provision based on capacity analytics. There's automation based on analysis of a root cause and then once you know it, conducting other layers of automation to augment the root cause with other insights so that when you send up a case or a ticket, it's not just the event but other information that somebody would have to go and do, after they get the event to figure out what's going on. So you do that at time of event that's another automation layer and then the final automation layer, is if you know predictively about how to solve the problem just going ahead if you have 99% confidence that you can solve it based on these use case conditions just solve it. So when you look at the different layers of automation, ScienceLogic is in some cases a data engine, to get accurate clean data to make the right decisions. In other cases, we'll kick off automations in other tools. In some cases we'll automate into ecosystem platforms whether it's a ticketing system, a service desk system, a notifications systems, that augment our platform. So, all those layers really have to work together real time to create service assurance that IBM's customers expect. They expect perfection they expect that excellence the brand that IBM presents means it just works. And so you got to have the right tooling in place and the right automation layers to deliver that kind of service quality. >> Yeah, Dave I actually been, one of the things that really impressed me is that the balance between on the one hand, we've talked to customers that take many many tools and replace it with ScienceLogic. But, we understand that there is no one single pane of glass or one tool to rule them all, the theme of the shows; you get the superheros together because it takes a team. You give a little bit of a history lesson which resonated me. I remember SNMP was going to solve everything for us, right? But, the lot of focus on all the integrations that works, so if you've got your APM tools, your ITSM tools or things you're doing in the cloud. It's the API economy today, so balancing that you want to provide the solutions for your customers, but you're going to work with many of the things that they have; it's been an interesting balance to watch. >> Yeah, I think that's the one thing we've realized over the years; you can't rip and replace years and years of work that's been done for good reason. I did hear today that one of our new customers is replacing a record 51 tools with our product. But a lot of these might be shadow IT tools that they've built on top of special instrumentation they might have for a specific use cases or applications or a reason that a subject matter expert would apply another tool, another automation. So, the thing that we've realized is that you've got to pull data from so many sources today to get machine learning, artificial intelligence is only as good as the data that it's making those decisions upon. >> Absolutely. >> So you've got to pull data from many different sources, understand how they relate to one another and then make the right recommendations so that you get that smooth service assurance that everybody's shooting for. And in a time where systems are ephemeral where they're coming and going and moving around a lot, that's compounding the challenge that operations has not just in all the different technologies that make up the service; where those technologies are being delivered from, but the data sources that need to be mashed together in a common format to make intelligent decisions and that's really the problem we've been tackling. >> Alright, Surendra I wonder if you can bring us inside your, you talked to a lot of enterprise customers and it helped share their voices to in this space, not sure if they're probably not calling it AI ops there, but some of the big challenges that they're facing where you're helping them to meet those challenges and where ScienceLogic fits in. >> So certainly the, yes, they probably don't want to talk about it that. They want to make sure that their applications are always up and performing the way they expect them to be and at the same time, being responsive to changes because they need to respond to their business demands where the applications and what they have out there continually has to evolve, but at the same time be very available. So, all the way from even if you think about something that is traditional and is batch jobs which they have large processing of batch jobs; sometimes those things slow down and because now they're running through multiple systems and trying to understand the precedence and actions you take when a batch job is not running properly; as just one example, right? Then what actions we want, first diagnosing why it's not working well. Is it because some upstream system is not providing it the data it needs? Is it clogged up because it's waiting on instructions from some downstream system? And then how do you recover from this? Do you stop the thing? Just kill it or do you have to then understand what downstream further subsequent batch jobs needs to or other jobs will be impacted because you killed this one? And all of that planning needs to be done in some fashion and the actions taken such that if we have to take an action because something has failed, we take the right kind of action. So that's one type of thing where it matters for clients. Certainly, performance is one that matters a lot and even on the most modern of applications because it may be an application that's entirely sitting on the cloud, but it's using five or 10 different SAS providers. Understanding which of those interactions may be causing a performance issue is a challenge because you need to be able to diagnose that and take some actions against that. Maybe it's a log in or the IDN management service that you getting from somewhere else and understanding if they have any issues and whether that provider is providing the right kind of monitoring or information about their system such that you can reason over it and understand; okay my service which is dependent on this other service is actually being impacted. And all these kind of things, it's a lot of data and these need to come together. That's where the platform something like ScienceLogic would come into play. And then taking actions on top of that is now where a platform also starts to matter because you start to develop different types of what we call content. So we distinguish the space between an automation platform or a framework plus and the content you need to have that. And ScienceLogic they talk about power packs and these things you need to have that essentially call out the work flows of the kind of actions you need to take when you have the falling signature of a certain bundle of events that have come together. Can you reason over it to say okay, this is what I need to do? And that's where a lot of our focus is to make sure that we have the right content to make sure that our clients applications stay healthy. Did that get to, I think build on what you were talking about a bit? >> Absolutely. Yes, you've got, it's this confluence of a know how an intelligence from working with customers, solving problems for them and being proactive against the applications that really run their business; and that means you're constantly adjusting. These networks I think Surendra's said it before, they're like living organisms. Based on load, based on so many factors; they're not stagnant, they're changing all the time, unless you need the right tools to understand not just anomaly's what's different, but the new technologies that come in to augmenting solutions and enhancing them and how that effects the whole service delivery cadence. >> Mr. Surendra, I want to give you the final word. One of the things I found heartening when I look at this big wave of AI that's been coming is, there's been good focus on what kind of business outcomes customers are having. >> Okay. >> Because back in the big data wave I remember we did the survey's and it was like what was the most common use case? And it was custom. And what you don't want to have is a science project, right? >> Right. >> Yes. >> You actually want to get things done. So any kinds you can give as to, I know you understand we're still early in a lot of these deployments and rollouts but what do you seeing out there? What are some of the lighthouse use cases? >> So, certainly for us, right? We've been at using data for a while now to improve the service assurance for our clients and I'll be talking about this tomorrow, but one of the things we have done is we found that now in terms of the events and incidents that we deal with, we can automatically respond with essentially no human interference or involvement I should say about 55% of them. And a lot of this is because we have an engine behind it where we get data from multiple different sources. So, monitoring event data, configuration data of the systems that matter, tickets; not just incident tickets but change tickets and all of these things and a lot of that's unstructured information and you essentially make decisions over this and say okay, I know I have seen this kind of event before in these other situations and I can identify an automation whether it's a power pack, an automotor, an Ansible module, playbook. that has worked in the situation before in another client and these two situations are similar enough such that I can now say with these kind of events coming in, or group events I can respond to it in this particular fashion; that's how we keep pushing the envelope in terms of driving more and more automation and automated response such that the I would say certainly the easy or the trivial kinds of I shouldn't say trivial, but the easy kinds of events and monitoring things we see in monitoring are being taken care of even the more somewhat moderate ones where file systems are filling out for some unknown reasons we know how to act on them. Some services are going down in some strange ways we know how to act on them to getting to even more complex things like the batch job type of thing. Example I gave you because those can be some really pernicious things can be happening in a broad network and we have to be able to diagnose that problem, hopefully with smarts to be able to fix that. And into this we bring in lots of different techniques. When you have the incident tickets, change tickets and all of that, that's unstructured information; we need to reason over that using natural language understanding to pick out the right I'm getting a bit technical here, verp no pas that matter that say okay this probably led to these kind of incidents downstream from typical changes. In another client in a similar environment. Can we see that? And can we then do something proactively in this case. So those are all the different places that we're bringing in AI, call it whatever you want, AIML into a very practical environment of improving certainly how we respond to the incidents that we have in our clients environments. Understanding when I talked about the next level changes when people are making changes to systems, understanding the risks associated with that change; based on all the learning that we have because we are very large service provider with essentially, approximately 1,000 clients. We get learning over a very diverse and heterogeneous experience and we reason over that to understand okay, how risky is this change? And all the way into the compliance arena, understanding how much risk there is in the environment that our clients facing because they're not keeping up with patches or configurations for security parameters that are not as optimal as they could be. >> Alright, well Surendra we really appreciate you sharing a glimpse into some of your customers and the opportunities that they're facing. >> Thank you. >> Thanks so much for joining us. Alright and Dave, we'll be talking to you a little bit more later. >> Great, thanks for having me. >> All right. >> Thank you. >> And thank you as always for watching. I'm Stu Miniman and thanks for watching theCUBE. >> Thank you Dave. >> Thank you. (upbeat techno music)

(upbeat music) >> From Washington D.C. it's theCUBE. Covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> I'm Stu Miniman and you're watching theCUBE's exclusive coverage of ScienceLogic Symposium 2019 here at the Ritz-Carlton in Washington D.C. Happy to welcome to the program a first time guest off the keynote stage this morning Bailey Szeto who is the Vice President of Customer and Seller Experience IT at Cisco. Thanks for coming and joining us. >> My pleasure. >> All right so Bailey, I've actually, you know I've watched, and partnered, and worked with Cisco my entire career but you actually changed my view of something about Cisco in your keynote this morning. And that's, you know, you said that 99% of Cisco's 50 billion dollars plus is transacted online so I should be thinking of you more as like Amazon.com you know, than as, you know the networking giant I've know my entire career. >> Well You know it's certainly true that most of our revenue comes through our online presence but it's perhaps in a different manner than what you're thinking right? So obviously we do do some business direct and we might have some stragglers selling, buying something with a credit card, but that's not the bulk of our business. The bulk of our business is through primarily partners, resellers and when I say online I meant B to B transactions. >> No no. I totally understand Bailey and what I love is you're in Cisco IT. >> That's right. >> And therefore we're not going to talk about a lot of the networking pieces. We're going to talk about what runs Cisco's business and you have the pieces and you know client success and support and all those run, and even, I didn't even realize the employee engagement all runs through you know Cisco.com >> That's right. >> And I love you did a nice little video. Gave all of those that have been in the industry. You kind of go through and look at the history of like oh okay there's the HTML stuff I used to code. >> That's right, that's right. >> Back in the 90s through all of the updates and yeah we definitely-- >> I was just expecting the little triangle with the guy like shoveling dirt under construction. You know the shovel right? >> Yeah the 404 not found. >> That's right, that's right. >> I know if I go to Cisco.com/go/product name that usually was a short cut to get me to some of the things I care about but for those people who weren't here for the key note or who might not know as much give us a little bit about you know your purview and kind of the scale and scope of what you do. >> Yeah so at Cisco I'm in Cisco IT. But I'm responsible for supporting all of the revenue generation portions of the company. So that's specifically marketing and what they do, sales and what sales does. Cisco services is a very big part of our company so I support the services organization. And most recently Cisco's been on a journey to really kind of move from a once and done hardware sales motion to a full reoccurring revenue type of stream. So we've stood up the whole customer success motion. And so I run the IT portions of that as well. And last but not least you heard me mention that 85% of our revenue actually comes through our partners. So I support all the systems that are partners interact with as well. >> Yeah it's interesting so we've done theCUBE at Cisco Live the last two years. >> Sure. >> And there's a observation I made a year ago when I started going to that show. And it was you know, if I'm a networking person but this applies to you know most people in IT, I used to manage stuff I could touch and go, I understand where it is and how I touch it and everything. Now a lot of what I have to deal with is outside of my purview and therefore I need to get into that environment kind of pair that with you know companies like yourself that are inquisitive. And so you have lots of change going on and lots of things that are in your environment there so we know change is the only constant in our industry. >> Without a doubt. >> So maybe give us a little bit of those dynamics and how that impact what's happening in your world. >> Yeah so I mean we talked a bit about my responsibilities and one of this is Cisco.com It's probably one of the more important platforms that I'm responsible for from an IT perspective. But I also mentioned that Cisco's a very, we grow through acquisitions a lot. It's one of our basic business strategies. And so every time we buy a company it's a big rush to kind of take that acquired company and integrate their online presence into Cisco.com right? So once a company is acquired we don't want people to think of it as a separate company both from a kind of marketing perspective but more importantly we're actually integrating that product into our Cisco ecosystem as well. So just having to move all that technology into Cisco.com is certainly a big job. But I think you are maybe asking this from a different perspective as well which is to say okay you know new technology is being introduced all the time and while it makes sense from a company portfolio perspective I think as a former IT person you're going to agree with me it makes our jobs a little bit more difficult. It's both a blessing and a curse right? From the perspective it's a blessing in that we get this great new technology to incorporate and use in our running of the business but it also adds a lot of complexity and so it's pretty important that we have both the systems and processes to be able to manage all that complexity in our infrastructure really. >> All right so infrastructure monitoring. >> Yes. >> Something you spent a lot of time talking about. I guess I'll set it up when I talked to my friends in the networking space these days or a lot of it, the joke is if you say single pane of glass they are going to spell it P-A-I-N because we understand that there's not one tool to rule them all. >> Right. >> Yes that I might have a primary piece but in the virtualization world I had to plug in to V Center and you know Cisco has you know you laid out a broad portfolio of various tools up and down and across the stack from you know security down to physical and upper layer and plus all the acquisitions. So can you lay out a little bit as to you know where ScienceLogic fits and there's a number of Cisco's tooling that that integrates in with. >> Yeah so when I talked about our journey with ScienceLogic you know Cisco of course has a number of tool and capabilities to take care of the pieces that we are known for. For example Application Dynamics is a great company that we bought and provides great insight into application health. But obviously in a network perspective right we have Cloud Management software, security software that type of thing and so I think what we realized in Cisco IT what my team realized is that it really isn't about a single system to rule them all it's about trying to find multiple platforms that can work together and really share data so as to drive richer insights. And so I think maybe the industry has been on a bit of a wrong path think it's you know it's not Lord of The Rings, one ring to rule them all or whatever right? It's about being able to use multiple applications but having the right data insides move around as needed so that depending on your lens or your role in IT whether you're a network guy or an application guy that you're going to use the tool that's more most natural to yourself but pulling in the right amount of data from those other parts to be able to get the right insight. >> Yeah I saw your closing slide mirrored the theme we've seen at the show of superheroes. So the super power everybody needs in IT today is how do I leverage my data and we understand that it probably takes more like the Avengers to be able to put those together because data is everywhere. >> Yeah the funny thing is that that wasn't actually a set theme. I think we must all have Avengers on our mind because everyone independently came up with the super hero concept. >> Yeah no spoilers on End Game either way though. >> That's right, that's right. >> Excellent so you know can you just bring us inside of some of that ScienceLogic journey? My understanding you're probably the largest enterprised employment of it so you know we always love to talk about scale and what that means and how it's been in your viewpoint. >> Yeah you know we actually before ScienceLogic we actually had our own system that Cisco IT wrote right and so you know as IT professionals we always think we can do it better than anyone else but we've reached a point where just so much technology and so much complexity came to the market that we really wanted to find a solution that would really kind of enable us to grow into the future with all the things that are happening right whether you're talking about Virtualization with Containers or you know Cloud native applications or Multicloud, these are all technology trends that have made our jobs in IT incredibly complex. And so we started to look for what could we replace our home grown monitoring platform with and ultimately we decided that ScienceLogic was the best fit for us. And since we've deployed it we as with most things we tend to stretch the scale especially with our vendors and so I think we are the largest ScienceLogic enterprise customer at this point. But we are seeing incredible benefits in terms of being able to connect ScienceLogic's Infrastructure Monitoring with our own Application Dynamics and really marry the two for those insightful bits that we get from both. >> All right so one of the big themed discussion here is that journey toward AI Ops. >> Yes. >> While we speak actually I've got a team in Mountainview that is at the DevNet Create Show which Cisco helped organize. >> Sure. >> We're doing two days of interviews there and DevSecOps is probably one of the key topics their going to be talking about. In your keynote this morning I heard IT Ops in a discussion there so bring us inside a little bit organizationally you know what you're seeing you know your viewpoint on these various trends that are you know helping to modernize you know transform operations. >> Yeah I think from a operations organization standpoint you're going to see the applications team and the infrastructure team work even closer together. Maybe one of the things that didn't really make super clear in my keynote this morning is I actually work on kind of the app side of the house right? I'm the direct interface to the business. And as such I actually don't interface with ScienceLogic directly but I'm a strong partner with my infrastructure team who are I think they are all sitting over there that do run ScienceLogic right and so in today's world you really can't just say oh this is infa problem they are going to deal with it. Because of that really big mix of well is it an infrastructure problem, is it an application health problem? And a lot of times it's both. And so organizationally it might be two separate organizations but the need to work together is you know even greater today than ever before. >> You're preaching to the choir. I mean when we launched Virtualization and then later when Containers came around there was the nirvana that oh I'm going to have some unit of infrastructure where the application people just don't need to worry about it. >> Right. >> You know serverless from it's name seems to imply that but we understand that eventually you know there's networking, there's storage, there's compute all underneath these kind of things. >> That's right. >> It's just repackaging so you know the applications important you know I'm long time infrastructure guy. >> That's right >> But, the number one rule is the reason we are here is to run that application and make sure your data you know gets where it needs to be otherwise you know we're not here just to power things. >> That's right. And I just realized I probably would get in trouble if I said it's actually the application, infrastructure, and of course the network all has to work together. >> Yeah well that's a given. Can you just we talked a little bit about App Dynamics you know when I think about Cisco you know broad portfolio, you know the SD-WAN, the ACI how do some of those fit into this discussion are there tie ins with what ScienceLogic is doing? >> It absolutely does. So as I talked about it when we talked about that collection of super heroes it's not a single super hero it's not a duo either it's really a big team. It's The Avengers right? And so when you think about Cisco's portfolio we have a lot of additional components needed to provide that modern operating IT operating platform right? So we talked about a lot about Application Dynamics we talked about ScienceLogic but what Cisco brings to the mix is things like ACI, Tetration, Policy Enforcement, Multicloud Management. So all those things again have to work together like The Avengers do to provide that modern platform. >> Yeah you mentioned multicloud and I know in your keynote you talked about AWS and GCP. >> That's right. >> How's Cloud changing things in your world? >> It absolutely is again it's I'll go back to the it's both a blessing and a curse right? The blessing is enormous capability that we get from the Cloud, enormous flexibility. As and example using Cisco.com as an example we host a lot of you know a lot of public information about our products and websites and data sheets and that type of thing on Cisco.com. And then a couple years ago we decided we're going to refresh the engagement of Cisco.com We wanted to make it much more personalized. We wanted to incorporate video. Those are all great things but the moment you try to throw video and guess what? Native video whether it be in English or French or Chinese or Japanese depending on where you are well that put an enormous strain on our infrastructure and if you had to travel if the packets had to travel from Japan to the United States to our data center that would slow things down. So we took advantage of Public Cloud to really kind of push out the content to the edges so that we could get localized content as close to the customer as possible. That's the great thing about it. But again the management of that increasing complexity right so both a blessing and a curse. AWS, GCP, we are using for doing a lot of video streaming work. And so again great capabilities from that platform as well. >> All right so we saw this week a lot of announcements of some of the integrations Service Now and App Dynamics were two of the ones that highlighted that I think impacted you. Anything from the announcements that is particularly excited you and I guess final on that is there anything roadmap wise that you know you'd be looking directionally for this phase to evolve towards? >> Yeah I think I was excited to see in fact that's one of the main reasons why we chose ScienceLogic in the first place was the quality and the amount of integrations that they have right? And so we're also a big Service Now customer and we see the benefits of automatically open cases in Service Now when ScienceLogic detects an issue as an example right? And I would say going forward we'll be looking to either have out of the box or if needed you know Cisco IT will build something even more integrations with the Cisco products. We already have App Dynamics but as I mentioned we have a lot of other components that are critical to the network and so we'll be looking for tighter integration and all this to drive really drive data together so that we can get to what I think what most people at this conference are hoping to achieve which is really driving towards automation and AI Ops right? So that's really the desire for I think for everyone attending this conference. It's certainly our desire in Cisco IT. And you know I'm looking forward to working with ScienceLogic to building out that roadmap. >> You know so I guess final question for you you talked about that automation, where are you when it comes to we look at you know things like machine learning and automation which if you listen to the analyst that spoke this morning is like you want to make sure you separate those things. >> That's right. >> We understand you know any of us that have done process and operations is you know you can automate a really bad process and it's not a good thing. >> That's right, that's right. >> So where are you on that journey? What do you see? You know what are the barriers that keep us from kind of the nirvana where you know oh geez I can actually just seal off the data center and let everything run? >> Right I think it's funny you mentioned Cisco Live so actually I present on a topic of AI at Cisco Live as well. So what this other speaker talked about really hit home with me understanding what is AI really. Because I think there's a general perception in the press that it's like this magical fairy dust you can just sprinkle on everything and it like makes everything perfect right? AI is really good at pattern recognition but you still need to put some check points and really have human beings kind of check the work of AI right? And so you know we actually have seen data center outages not Cisco but in the press when AI runs amok right? And so I think the first step of automation that's a given. We want to do that but that involves a lot of human beings kind of looking at the data and deciding okay these sequence of events can be cured by this set of automation. AI Ops is a something that's a whole different thing if you followed the definition of AI to say okay let the computer do it all on its own. I don't think we're there yet. I think we have a ways to go. And I certainly wouldn't trust want to trust our you know multi billion dollar business to AI Ops at this point in time. >> Well Bailey there's an event we did a couple years ago with a couple professors from MIT that are really forward looking on this and they say it's racing with the machines because people plus machines will always do better >> Yes. >> Than people alone or machines alone and hopefully that keeps some of us that are a little bit worried about the Skynets of the world taking over from getting a little bit too paranoid all of a sudden. >> I totally agree with that statement. In fact the quote that jumps in my head is "Better together". And I'll close with ScienceLogic App Dynamics better together. People AI better together. >> All right well Bailey since you ended on a perfect quote there thank you so much for joining and I hope to see you at Cisco Live San Diego. >> Fantastic, my pleasure. >> All right and thank you so much for watching theCUBE as always, I'm Stu Miniman here at ScienceLogic 2019 in Washington D.C. (upbeat music)

(upbeat music) >> From Washington, DC, it's theCUBE, covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> I'm Stu Miniman, and this is theCUBE's coverage of ScienceLogic Symposium 2019, here at the Ritz-Carlton, in Washington, DC. Have about 460 people, it's a good mix of enterprise users, of course there's government agencies, as well as a lot of service providers, which is really where ScienceLogic started and has, many of their customers are in that space. And happy to welcome to the program, coming to us from Europe, a first time guest on the program, Luc Horee, who's RCloud and innovation Manager at Realdolmen, who's, as I said, a service provider. Thanks so much for joining me. >> Thank you, no problem. >> So, you're based in Belgium, you're a service provider, tell us a little bit about Realdolmen, a little bit about the size, scope, number of users, and we'll take it from there. >> Realdolmen is an Belgium company, around 1,500 people in an country that is small compared to the U.S. So we have an total of 11 million people. One of the biggest service providers in Belgium, but we also do reselling, and we also do service integration. Our customers it's Belgium, it's what we call SMB market. But we have around, in total, I think three thousand customers in Belgium. Some only are buying products or licenses, others are in fact in full manage service operations. >> Okay great, yeah, the SMB market, as you call it, we understand, especially for service providers, really important market, help them, I don't want to have to manage my IT, I want to be able to go to experts that can do this. >> That's one of the reasons, yeah. >> RCloud and Innovation Manager, it's an interesting title, tell us a little bit about your role inside the company. >> I already worked for more than 36 years in the company, so I had a lot of jobs within the company. In the previous job I was a Operations Manager, and now I am RCloud and Innovation Manager. RCloud is our private cloud that we are using for hosting customers and serving customers. It's and active-active data center where we can do disaster recovery, set up, and so on. So for customers that are no longer interested in building their own data centers, that's what we doing. And it's for some of them also an in between on-premise data center and public clouds. So we have customers moving to Azure and AWS, and sometimes they just stay for specific reasons in our RCloud. Innovation Manger is about how do we set up, how do we improve our tooling, and how do we improve our processes in helping and unburdening our customers. >> You mentioned the public clouds like Azure and AWS, do you have relationships with them, do you have connections into some of those public clouds? >> We are Microsoft partner, so most of our customers are going to Azure, but it's also building up in Amazon, and we did receive some questions also about Google. >> Okay, great. So when we talk about operations, service providers, very rapid change environment, typically you have a lot of customers to be able to deal with, give us a little bit about what's changing in your business, the infrastructure management and the tooling space. >> In the tooling space, IT is moving, IT in motion is what we heard in the keynote this morning. Customers are expecting a lot, about dashboarding, they want to see how their business is behaving not about what is a device doing. We need to monitor more and more applications, and the business lines. So that's why we are implementing ScienceLogic, or had an implementation of ScienceLogic, and now we doing the second phase in building more runbook automations, more dashboarding, more experience levels instead of SLS or XLS. >> Great, I want to get to the automation, but first, you've only been using ScienceLogic for a couple of years now, bring us back to, was it a bunch of in-house tooling that you had created for managing before that drove us there, paint us a picture of kind of the before and how you ended up with ScienceLogic. >> We had Microsoft Systems Center Operations Manager, we had Nagios, we had some plugs-in on this tooling, so it was I think in total six or seven tools, and we did some interfacing about it. But yeah, seven tools interfacing, not easy to run, a lot of management, a lot of people involved, a lot of skills required, so the reason was simplify it. >> So did you completely eliminate those seven previous tools? >> Yup, as of the 1st of April this year they are gone. >> All right, so there was a little bit of a journey, can you walk us through a little bit about there, was it prying it away from certain people, was it maturity from your side or from a product standpoint, what were some of those points that took a little while to get there. >> It took a while just to convince everybody in the company, set up an organization, it's not only the tooling it's also the organization need to be involved, a lot of communication, there's a change process going on, and we implemented, the first customers were in November 2017 on the system, and since then every month we added sometimes two, sometimes five, sometimes seven, sometimes one, as customer, so the people internally and externally need to get used to the product, so that's step-by-step, keep it simple, do it slowly but fast, and with a deadline. >> So, you talk a little bit about your organization operationally, what's the impact then to your ultimate end user, do they see anything, has it changed how, has it improved cost? >> It's changed certainly for the customers, because the old tools, there was no multi tenancy, there was not easy logon, so they had no access to the dashboards, they were just waiting for the monthly reporting and say, okay, it was up, okay we were, now they can have access, we use single sign-on to do that, so the customers are happy that they can see, they can see line of business dashboarding, and so on. And certainly internally it did improve a lot of cost savings, because a lot of the things we are doing now is automation, and we started the integration with our ITSM tool, and that will go live, normally next week. >> Okay, what ITSM tool are you-- >> It's a German tool, it's from a company called OMNINET, and the tool is called OMNITRACKER. >> Great, talk now about that automation, where have you come so far, where do you see it progressing in the future? >> We started first with some task automation, we have an 24/7 operation team, first-line, and they were doing a lot of manual tasks, so where we can, and what we first did was automate some manual tasks. And now we are progressing with ITSM integration, bi-directional integration, and then we will start with removing from old mailboxes, where we can do some restart automatically, so we will take a look at the incidents, see what we can do, see if we can do some automation with that, and we will certainly progress very far, as far as possible to do more and more automation and less manual work. >> Great, tell us, you've attended this event before, what brings you back to the event? >> First of all I want to see a lot of the demos, what's coming, because we are today, 8.12 version was announced, we are on 8.9, we will move next week to 8.10, so what is coming, so I have to talk internally to people, okay, what's coming, I need to convince all program managers, service delivery managers, I can talk to customers what is coming, what they can expect, so that's one of the reasons. The other reason is to talk to other customers of ScienceLogic, what are you doing, what's helping you, what's not, and so on. >> Yeah, I noticed one of the things they talked about is making it easier to upgrade from versions, when you think about the cloud world, as we talk about it, is, if your customers are in Azure, you don't ask them what version of Azure they're running, you're running whatever version Microsoft has it, they patch it, they update it, if security fix happens it goes there, when you talk about moving from 8.9 to 10 to 12, that process of when do I do it, how do I do it, how's ScienceLogic doing it, keeping things easy to upgrade, were there things in the keynote that you were ready to jump on? >> We started with, the first version 8.3 or 4 I think, and we always try to be in good shape in the newer releases. So we already had some experience with upgrading, and it's going smooth. And whatever I heard from the system engineers, it's going better and better and better. So normally we have only a very small outage to do that, in fact it should be minimal, sometimes they switch over or something like that, when a database is changed, but normally operations is always running 24/7, and there is no interruption for operations. >> Has there been anything at the show that you've seen so far, either through the demos, talking to some of the experts, or in the keynote, that you want to highlight? >> One of the things that I have seen is the connection with the application, with the APM tools, that's what our customers also are requesting more and more, the integration of infrastructure and application, and the multi cloud of course. >> Yeah, that's definitely something we've heard. All right Luc, I want to give you the final word, things to take away, for people that haven't come to a ScienceLogic event, what you think that they should take away from an event like this. >> For me the greatest take-away is come here to learn. Come here to see what is possible, what the future is, what AIOps will mean in the future, prepare yourself for the next three to five years, that's the main reason. >> Great, well thank you so much, preparing for the next three to five years, we know the pace of change isn't slowing down at all, so it's great to be able to talk to a practitioner that's helping to manage and deal with so many of those environments, thanks so much for joining me. >> Thank you. >> All right, and we'll be back with more coverage here, be sure to check out thecube.net for all interviews, I'm Stu Miniman, and thanks so much for watching. (upbeat music)

>> From Washington DC, it's theCUBE. Covering the ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> Hi, I'm Stu Miniman, and this is theCUBE's special coverage of ScienceLogic symposium 2019 here at the Ritz-Carlton, in Washington DC, about 460 people here, I'm told over 50% growth, from last year's event, the first time we've had theCUBE here, really excited to be able to dig in, with a number of the executives, customers and partners, and no better way, to kick off than one of the users, here at the event, actually coming here from across the pond, here to the district, happy to welcome to the program first-time guest, Nigel Wilks who's the Head of Global Tooling at Computacenter, based in the UK, Nigel, thanks so much for joinin' us. >> Hey, a pleasure. >> And joining him from ScienceLogic we have Clive Spanswick, who's the Vice President of Sales from EMEA, Clive thanks so much for joinin' us. >> Pleasure to be here. >> All right, so Nigel, set the stage for us, coming to the event here, tell me what brings you here, and tell us a little bit about Computacenter. >> Yeah sure, so, we're a relatively new customer to ScienceLogic so, I think, what, we signed two, three weeks ago? So, not deployed yet, but got great expectations. So, there's a lot of background research in the sessions. Finding about more what the additional capabilities that we can unlock, which will help drive our business further forward. So, Computacenter is a large IT provider, global. Based in the UK, as headquarters. My area of the business is in the Managed Services sector. So realistically, we're looking to reduce our cost to serve. Be more proactive for our customers, and, we've got great expectations of what ScienceLogic can do around those areas. Unlocking more automation, and eventually leading down the AI path. >> So Nigel, what I heard in the keynote is, some of the same themes I've been hearing around the industry, we are unparalleled as to how fast things are changing in the industry, there's just more complexity, there's more heterogeneous environments, for companies like yours, usually agility is one of those things that's coming to the top of the environment and oh my gosh, when I became an analyst about nine years ago, it was the tooling and management options out there where usually some of the things that customers would say are weak in their environment, and something I think I've heard for my entire career, so, maybe give us a little bit as to some of what you're hearing from the business side and how it makes sure that you can run your services faster and ultimately serve your customers better and how your look at, I don't know whether you call it AI Ops, but this whole space, fits into that environment. >> Sure, so-- >> Yeah. >> We've with probably a lot of organic growth within Computacenter over quite a short period of time. Also through acquisitions, we've got quite a fragmented tooling landscape globally. So, nearly two years ago, we kind of set on the journey to become more of a global entity, and certainly from my perspective a tooling landscape. Looking to consolidate those down, simplify our services, again helping reduce our cost base, and then leverage the automation stuff I talked about earlier. So, just going to ScienceLogic, we're moving away from some of the big names. And consolidating over 50 tools into the one ScienceLogic solution. >> Wow. That's great, let's bring ya into the discussion Clive, yeah, I heard in the keynote this morning, it was, the typical customer, it's at least 14 tools. >> Yes. >> That get consolidated down. I think back about five years ago, frictionless and simplicity were the terms that I heard. I talked to a lot of companies, it's like "Oh okay, yes I've got integrations I need to do "if I'm doing acquisitions, whether I be in, "if I'm in services of course that's there" But, you know, financial industries, and, heck, Cisco IT who I'm going to be talking to later, does an acquisition a month, what are you seeing, give us a little bit of the EMEA flavor and-- >> Sure. >> How what Nigel's saying, how is that resonating with your customer base? >> Yeah, absolutely Stu. So we see this a lot with the leading service providers now that are really being challenged by their customers to really extend their portfolio of services, over an ever more diverse range of technologies, and this is one of the big challenges that has driven tool sprawl over the course of the last seven to ten years, so simplification of the toolset, is really one of the key drivers to really deliver outcomes for efficiency, so a lot of the way we see modern service providers operating today really is all about automation, to get to better automation at a lower cost you have to drive simplification into the tool chain. So, we see this a lot with our customers across the region and indeed worldwide, that taking the tools landscape and really collapsing that into a much more simplified model is an essential ingredient to drive efficiencies that then in turn can be delivered to the customer as lower-cost services, so that's the real driving force that we see for customers today. >> Alright. Nigel, we'd love to hear, I know you've just gone through the process of choosing but, what are you looking for, are there specific business drivers, how will success be measured in your environment? >> Part of the process was, to look at what our business requirements were. And map those on through an RFI process. Of which ScienceLogic were one of the vendors that took part. So I think at the benchmark of everything we did, at the heart of the whole process, was that business requirements. Just making sure that whichever toolsets we selected, would go down that route. We never expected to have a single-vendor solution, which, fortunately we've got ScienceLogic which covers the majority, but with the partner ecosystem, some of those guys are here today. It kind of rounds it up for us. But moving away from our current providers, some of those, they present challenges to us as well. Tryin' to unlock data that's within the platforms, some of those tools are through acquisitions. So as much as you've got a brand name as part of a whole stable of tools, they don't inter-operate very well. And the beauty of going to ScienceLogic was, everything comes in together, even the partner tools, which allows us to really look at what we can do in the future. >> Alright, so, Nigel I've got the tough question for you. When I came into the show, one of the things that really struck me, is how data's at the center of what's important here, you know, when we look at companies, digital transformation often is a buzzword, but, we've really defined the difference between the old way and the modern environment is, how is data something that can actually drive your business, are you data-driven in your decisions, can you monetize data, what I heard in the keynote discussion is, data's such an important, not just the collecting but leveraging, and that's driving the intelligence, the automation. How much did that focus on data play into your decision, and can you give us a little bit of insight as to how your company looks at the role of data in the IT world today? >> Well, it's very important, that's quite a simple solution to that one. So for me, an infrastructure tooling perspective, being able to bring all the data into one place but contextualize it as well, means that we can then do some good stuff. Again, driving us down that automation path but from an end-user point of view we've got end-user analytics, that can open up a lot of different worlds for us, predicting what issues users have, rather than calling a service desk, theoretically, going further down the future, we'll be calling them to say, "I can see you've got a problem, "I can fix it for you remotely." Those kind of decisions that we can make from that data. But in my kind of space, the infrastructure tooling side, we need to go onto that AI Ops journey, and as you heard this morning, now, or at least a few weeks ago, to get there, it's like getting the data into a good shape, knowing what we want to do with the AI Ops moving forward. So, automation's a good candidate, that helps up achieve some of our objectives, reduces customers' downtime as well but, we've also got to be careful that we're not tryin' to automate resolution to poor behavior. >> Yeah >> Yeah, so, rather than fixing the root cause, we need to actually look at things and say, "Is this an incident-worthy event, "is this something that "we need to actually do something with, "or is it just an automation candidate?" And it's going to drive some of those behaviors for us. >> Clive, I'd love to get your viewpoint as to what you're hearing from customers, when I listened to the analyst this morning, he's like "You need to really differentiate "between that machine learning piece, "and the automation." Because any of us that've worked in operations environment, you can automate a bad process. >> Yeah. >> And data doesn't necessarily mean good information, so we need to manage those things a little bit separately, and that maturation of where customers are for both automation and intelligence, is a tough one, when they did a poll when your CEO was up on stage, nobody's fully, turn things over to the computers. >> Yep, yep. >> So, where are your customers, how are they thinking through the AIML, the use of data, and those pieces? >> So see, I think to be fair, a lot of customers today, AI Ops as we know is a relatively new term to the market, so I think a lot of businesses are struggling to recognize their own maturity, and I think, what we learned from this morning from Dave Link, our CEO, about how you characterize yourself on the journey to AI Ops maturity I think is a very valuable thing, and I think as I look at a lot of the customers and we saw from the poll earlier in the main session, that a lot of businesses today are fairly in the middle of maturity, so they're really at about the point of consolidating all the data in one place, the next big step of that of course is to clean that data up and contextualize it, so that you can start to leverage that data for the meaningful outcomes, and that's really where the smarts of machine learning and early-stage AI really start to play. We still, to be fair, still a long way off from the realization of full AI, but there are many pragmatic things that you can do, to get you very well level set, to take full advantage when those opportunities start to present themselves. >> Alright. So, Nigel, you're goin' through this process to really modernize your toolset you said you're replacing a whole bunch of things with the new one, what ultimately will this mean to your end-user customers? >> I think a more proactive service. Just dialing it back down to the simple things. If we simplify our service, we can have, from a business point of view, we can be consistent in how we deliver service globally. But from an end-user point of view. At the end of the day, most of the stuff is event-driven. End users typically find those out before systems do. Just from whole new cycles, reducing false positives and things. But it also means that, again, automation is being at the heart of what we want to try and achieve. We can automatically fix these things, so it's less downtime. And then hopefully we can just kind of prevent. Automation's great, but prevention's better. >> Yeah. How do you see your journey going forward, when you look at that automation, I mean I can't imagine you at a day one, your desk, putting everything in and everything's there, do you have a roadmap out there as to how you look at your deployment and how you're going to change things internally? Yeah. This, realistically, is going to be a catalyst to how we do things. So what starts off as a tooling replacement project, becomes that overall, we can do things global process. Working a little bit smarter than we have been before, doing things on a larger scale, but using common processes. That's quite a big shift in how we work now. But also means from our sales forces perspective, they're selling the same thing, it doesn't matter which country they're in. It becomes more about delivery location, and a language. >> Great. Clive, give us a little bit as to, what are customers like Nigel, what should they expect once they've made the deployment, how long does that transformation take-- >> Sure. >> And what's the day one and then, three months, six months out? >> Sure, great questions. So the whole journey that we're exploring, with all of our customers, is this move to AI Ops and they've done really the support of the resilient digital experience for their customers. The journey itself is continuous. So, one of the big challenges that we know to be true in the space that we operate in, is the demand for constant change. So the idea and the process that we're going on with, with computer sensor is that, we will take you through a series of maturity stages, of crawl, walk and run. And then once we get them to run, it will be a case of continuous improvement and continuous development. We expect to get to the first break of that within the first quarter, we're going to be delivering instant value from the platform pretty much from the word go, but once we get into the process of business as usual, running the operation, it really becomes about the improvement of moving, from really the stages of helping them react better to incidents, and then moving into a much more proactive and predictive state, and then finally, the endgame of this of course, is to really get to the point of, automate to avoid the incidents happening altogether, and that really, I guess, is where we start to step towards the ultimate vision of AI Ops and the things that that can bring to bear. >> Alright, so, Nigel, I want you to take me inside your team, 'cause on the one hand we say, "I have a whole bunch of tools, "I'm going to simplify and I'm going to unify "and that's going to be great." And I'm sure there's many on your team they're like, "Ah, I hate this tool, and this one's a pain "and this and that. "But we kind of know how "to do everything that I'm doing today." So, one, give us a little insight as to, is there some of that clinging to the past, and, on the other hand, are there some things that, like, "Oh my gosh, I'm glad I will never have to do "one two or three ever again, "once I've gone through this process"? >> Great, great question, so, everyone has their favorite tool, or favorite bit of software. I think, internally, we've clearly got that challenge as well. But it's fair to say, the reverse is true, there's a lot of tools out there that the user base are more than happy to get rid of. But ultimately, I think as we've gone through the cycle with ScienceLogic, and certainly we've had some good workshops with the various user base, highlighting what's possible, we've had some really really positive feedback. I still expect challenges, change, change is a big thing, most people don't like change but, I think there's a great opportunity for people to, at the end of the day learn a new tool. Something different, something fresh. And also then, they can think about what the tool can do, how can we exploit it more, so, we're not locked into the model that we were in before, the tools that we'd use for years and we've worked in the same way. We've got an exciting journey to start looking at how we can derive better services, how we can simplify our services. How we can let customers self-serve, to a degree as well. So you know, I think it's an exciting journey that we're on. And I think it'll be good to come back next year and demonstrate where we are. >> I love that, I definitely want to talk about that, Clive, give you the final word on this. What final advice to you give him, he's made the decision, he's goin' onboard. Tell him, I'm sure, unicorns and rainbows and everything's going to be phenomenal, but, what are some of the things you hear from your customers as they roll things out, give him a little bit of the "Yay" and a little bit of the-- >> Sure >> Just "Hey make sure "we've educated everybody on this." >> Yeah, again, great question Stu. So, from working with our customer base, the big thing that we see is that this is a continuous journey. The journey doesn't stop. What we do is we make things progressively easier, and the opportunities to scale and standardize are almost limitless. I guess the one word of counsel I would give is that, one of the big things that we see, with any major transformation, we're talking about the automations we can deliver around monitoring but, with any transformation it is really how you start to shift the culture of the organization to work a way around the new ways of operating, and really winning the hearts and minds of the guys that this stuff is going to make the biggest difference to. So, we're talking in the first instance of course about the operational stakeholders and the key users, having them engaged, and really working that process to get the maximum benefit out of the platform. From there, really is about the improvements that they can achieve in customer experience and of course, as Nigel has already said, a lot of that is really centered around the opportunities it's going to present them to show real innovations, around their service portfolio and my guidance there would be, don't be shy to show the world of the possible, to your enterprise customers, because they are demanding more, and there is so much that they can do with the platform to really unleash super value to their customer base. >> Yeah I love that, the world of the possible, we understand all the stresses and strains put on business and IT today so, Clive, Nigel, thank you so much for joining us, Nigel we look forward to hearin' how things go, catch up with you in a year maybe. >> Pleasure. >> Of course, thank you. >> Alright, so we'll be here all day at the Ritz-Carlton in Washington DC, ScienceLogic Symposium 2019, I'm Stu Miniman and as always, thank you for watchin' theCUBE. 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>> Live from San Francisco. It's theCUBE covering IBM Think 2019 brought to you by IBM. >> Welcome back everyone, this is the CUBE's live coverage in San Francisco at Moscone Center for IBM Think 2019. I'm John Furrier with Dave. Volante Dave it's been in AI, it's been cloud, it's been in data changing the game. We've got two great guests here Murali Nemani, CMO of ScienceLogic, your CEO has been on the CUBE before and Joe Damassa who is the VP of strategy and offerings for hybrid cloud service at IBM. Thanks for joining us. >> Welcome. >> Appreciate it. >> Thank you guys. >> Welcome to CUBE. So day four of four days coverage, yes, you can see the messaging settling the feedback settling, AI clearly front and center, role of data in that and then cloud scale across multiple capabilities. Obviously on premise multi cloud is existing already. Software's changing all this. >> Right. >> And so AI impacting operations is key. So how do you guys work together? What's the relationships in ScienceLogic and IBM? Could you just take a minute to explain that? >> I think I mean, clearly, as you talked about the hybrid nature of what we're dealing with, with the complexity of it, it's all going to be about the data. You know, software is great, but it's about software that collects the data, analyzes the data, and gives you the insights so you can actually automate and create value for our clients. So it's really this marriage, it's a technology but it's a technology that allows us to get access to the data so we can make change, it's all about the data. >> And so a lot of what IBM has been doing is building the analytics engines and Watson it's for them. Our partnership has been really building the data and the data lake and the real time aspects of collecting and preparing that data so that you can really get interesting outcomes out of it. So when you think about predictive models, when you think about the the way that data can be applied to doing things like anomaly detection that ultimately accelerate and automate operations. That's where the relationship really starts taking hold. >> So you guys are specialized in AIops and IT apparatus as that transforms with scale and data which you need machine running, you need a kind of gave it automation. >> Yes. >> And which is the devops use of operations is don't go down, right, up and running, high availability. >> Yeah. >> So on the cloud services side, talk about where the rubber is meeting the road from a customer standpoint, because the cultural shift from IT Service Management, IT operations has been this manual, some software here and there, but it's been a process. Older processes change a little bit, but this is a new game. Talk about how you guys are engaging the customers. >> Well, a part of it I mean, it's interesting when you step back and you stop breathing, you're on exhaust in terms of pushing what you're trying to sell and you listen to your customers what we're hearing is that they all understand the destination. They understand they're moving to the cloud, they understand the value that's going to bring, they're having a hard time getting started. It's how do I start the journey ? I've got all of this estate and traditional IT operations capabilities it's kind of move. How do I modernize it? How do I make it so it's portable across different environments. And so when you step back, you know, we basically said, hey, you need the portability of the platform. So what we're doing with Red Hat, what we're doing with IBM, cloud private, it creates that portable containerizing ability to take our existing workloads and start moving them, right. And then the other thing that the clients need are the services. Who's going to help me advise me on what workloads should move, which one shouldn't, most of the staff fails because you move the wrong things. How do you manage that? How do you build it? And then when you're done, and you've got this hybrid complex environment, how do we actually get insights to it and the data I need to operationalize it? How do I do IT apps, when I don't own everything within the four walls of my data set. >> Now, are you guys going to market together? You guys sell each other products, the relationship with ScienceLogic and IBM is it a partnership, is it a joint development? Can you explain a little bit more on how you guys work together? >> Well, we're one of the largest sort of services provider in the industry. So as we bring, our products, our technologies and our capabilities to market, we bring ScienceLogic into those deals, we use ScienceLogic in our services so that we can actually deliver the value to our clients. So it is sort of a co development, co joint partnership plus also our goal to market. >> So you use that as a tool to do discovery and identify the data that's in and the data that we're talking about is everything I need to know about my IT operations, my applications, the dependencies. Maybe you could describe a little bit more. >> Sure if you think about one of the things that Joe was mentioning is, today, the workloads are shifting, you're going from, let's say management performance monitoring and management platforms that you need to evolve from, to incorporate new technologies like containers and microservices and server-less architectures. That's one area of how did the tool sets fundamentally evolve to support the latest technologies that are being deployed? So think about that. Second is, how do you consolidate those set of tools now you're managing? Because you're adopting cloud based technologies or new capabilities, and so get consolidation there. And the third is, these workloads that are now migrating out of your private cloud or private data center into public clouds, right? And then that workload migration, I think it is Forrester level saying, about 20% of the total workloads are currently in some sort of a public cloud environments. So there's a lot of work to do in terms of getting to that tipping point of where workloads are now truly in a multi cloud hybrid cloud. So as IBM accelerates that transition and their core competencies in helping these large enterprises make that transition, you need a common manageable environment, that the common visibility across those workloads. So that's at the heart of what we're pulling, and then the data sets happened to be data sets that are coming either from the application layer, data coming from the log management systems, it could be data coming from a service desk in terms of the kind of CMDB based data sets, and we're building a data lake that ultimately allows you to see across these heterogeneous system. >> It could be service request to get that really touches the business process so you can now start to sort of map the value and how change is going to affect that value, right? >> Yeah, exactly. >> Yeah. >> I mean, what's interesting about ScienceLogic as a partner, it's the breadth of their platform in terms of the different things they can monitor, the depth, the ability to go into containers, and kind of understand what the applications are doing in them and the scale in terms of the types of devices. So when you think about, the types of devices, we're going to have to manage everything from, sensors in an Internet of Things, environment to routers, to sophisticated servers and applications that can be running anywhere, you need the flexibility of the platform that they have in order to be able to deliver that. >> And I think that's a key point when you talking about containers and Kubernetes, we heard your CEO Jeannie remitting mentioned Kubernetes, onstage like, that's great, good time(mumbles) I know no one like Kubernetes now it's mainstream. >> Yeah. >> So this is showing them what's going on the industry which is the on premise decomposition of on premise with cloud private, you guys have. >> Yes. >> Is giving them the ability to use containers to manage their existing stuff and do that work and then have the extension to cloud, public cloud or whatever public cloud. This gives them more mount modern capabilities. So the question is, this change the game we know that but how has it changed AIOps and what does it mean? So I guess the first question is, what is AIOps? And what is this new on premise with cloud private and full public cloud architecture look like in AIOps 2.0? >> So for me, it's a very simple definition. It's really using algorithmic mechanisms, right? Towards automating operations, right? It's a very simple way, simplistic way of looking at it. But ultimately, the end game is to automate operations because you need to move at the pace of business and machine speed. And if you want to go, move in machine speed, you can have, I mean, you can't throw enough humans at this problems, right? Because of the pace of change, the familiarity of the workloads spinning up and sitting down. We have a bank as a customer who turns up containers for every 90 seconds and then turn them down. Just can't keep that in that real time state of change and being able to understand the topological relationships between the application layer and the underlying infrastructure so that you can truly understand the service health because when an application degrades in performance, the biggest issue is a war room's scenario where everyone's saying, it's not me, it's not me and because everyone's green on their front, but it's now how do you get that connective tissue all the way running-- >> Well it's also not only the change, it's also the velocity of data coming off that exhaust or the changes and services is thrown off tons of data that you need machines now I mean, that's kind of the thing. >> Exactly, yeah. And I would add to that, I think part of the definition of AIOps is evolving. We know where we're coming from is more fit for purpose analytics, right? I have this problem, I'm the collect this data, I'm going to put these automations in place too address it. We need to kind of take it data Model approach that says, how do I ingest all of this data? You know, even at the start, when you're looking at which workloads and you're doing discovery and assessment of workloads, that data should go into a data lake that can be used later when you're actually doing the operations and management of those workloads. So what data do we collect at every stage of the migration and the transformation of it, and including the operational data? And then how do we put a form analytics on it, and then get the true insights? I think we're just scratching the surface of applying to AI, because it's all been very narrow cast, narrow focus, I have this problem, I collect this data, I can automate this server, it needs to move much beyond that to it... >> And services are turning up and on and off so fast as a non deterministic angle here, and you got state, non deterministic, I mean, those are hard technical computer science problems to solve >> Yeah. >> That's you don't just put a processor around say, oh, yeah. >> Well, let's back to the the scalability of the platform, the ability in real time to be monitoring and looking at that data and then doing something right. >> All right now, humans aren't completely removed from the equation, right? And so I'm interested in how the humans are digesting and visualizing all this data, especially at this speed there a visualization component? How does that all evolving? >> Yeah, I think that to me I mean, that's part of the biggest challenges. You humans are a, they have to be the ones that kind of analyze what's coming and say, what does this mean when you haven't already algorithmically built it into your automation technology, right? And then they also don't have to be the one to train, the system is doing to actually do it. So one of the things that were are that struggling with not struggling with, we're experimenting with is, how best to visualize this, right? We do some things now, we've got a hybrid cloud management platform, we're teaming with the product guys, and it's the ability to have four consoles. One from a consumption, how do I consume services from Amazon, IBM Cloud on premise, how do I deploy it? So in a Dev apps model, how do I fulfill that very quickly and operational councils, right, and then cost on asset management so you can actually have at glance say, oh, you know, I've got a big Hadoop cluster which been spun up, I'm paying $100,000 for it and it has zero utilization. So how do you visualize that so you can say oh, I'm need to put a rule in that if somebody's spinning something up on, you know, IBM Cloud and they're not using it, I either shut it down, or I sent messages out, right, for governance in top of it. So it's putting business rules and logic in terms, in addition to visualization to help automate. >> And Jeannie talked about this at our keynote efficiency versus innovation around how to manage and this is where the scale comes in. Because if you know that something's working, you want to to double down on it, you can then, kind of automate that away and then you just move someone, the humans to something else. This is where the AIOps I think it's going to be, I think, going to change the category. I mean, it's a Gartner Magic Quadrant for the IT operations. >> Right. >> AI potentially decimates that, I mean... >> Yeah, there's this argument that you know, you have these nice quadrants or let's say nicely defined market segments. You have the NPMD, the ITSM, the ITOM, you know, you have APM and so what's happening is in this world of AIOps, none of those D marks really fit anymore because you're seeing the convergence of that. And then the other transition that's happening is this movement from, you know, classic ops or Dev and a dev to Ops, Dev Ops and now dev sec Ops, you know, you're trying to get worlds to converge. And so when we talk about the data and being able to build data models, those data models need to converge across those domains. So a lot of the work we do is collect data sets from log management, from service desk and service management, from APM etc, and then build that data model in real time. So you can.... >> It kind of building an Uber or CMDB or I mean, right? (loud laughter) I mean, do most of your clients have a single CMDB? Probably not, right? >> Yeah. So this is sort of a new guidepost, isn't it? >> Yeah, a part of it is. There are these data puddles if you will, all right data exist in a lot of different places How do you bring them together so you can federate different data sources, different catalogs into a common platform because if a user is trying to decide, okay, should I spin this up on, you know, this environment or that one, you want the full catalog of capabilities that are on premise in your CMDB system with the legacy environment out of the catalogs that may exist on Amazon or Azure, etc and you want data across all that. >> It seems that everything's a data problem now. And datas are being embedded into the applications which are then the workflows are defining infrastructure, architecture, or are sole cloud, multi cloud, whatever the resource is, so we had JPMorgan Chase on top data geek on and she was talking about, we have models for the models and IBM has been talking about this concept of reasoning around the data. This is why I always like the cognition kind of angle of cognitive, because that's not just math, math is math, you do math on, you know, supervised machine learning and knowing processes to be efficient, but the cognition and the reasoning really helps get at that data set, right. So can you guys react to that? I mean, is everything a data problem? Is that how you should look at it and how does reasoning fit into all this? >> Well, I mean, that's back to your point about what is the humans role in this, right. So we're moving in a services business from primarily labor base with tools to make them more efficient to the technology doing the work. But the humans have to then say, when the technology get stumped, what does that mean? So should I build a new, how do I train it better? How do I, you know, take my domain expertise? How do I do the deep analytics to tell me all right, how do I solve those problems in the future? So the role changes I think Jenny talks about in terms of new collar workers. I mean, these are data scientists, these are people that understand the dynamics of the inner relationship of the different data, the data models that need to get built and they are guiding in effect the automation. >> I thought your CTO was on theCUBE talking about, Paul was talking about, you know, take the heavy and Rob Thomas was also on, the GM of the data plus AI team. I think he really nailed it. If you guys to take away the heavy lifting of the setup work then the data science who're actually there to do the reasoning or help assist in managing what's going on and putting guard rails around whatever business policy is. >> Today, I mean, we talked to in this about 79 percent I think it's a gardener stat of 79 percent of the data scientists. And these are these PhDs, they're highly valuable, spend their time collecting, preparing, cleansing those data models, right? So, you're now really applying that PhD level knowledge base towards solving a problem, you're just trying to make sense of the data. So one, do you have a holistic and a few? Two, is there a way to automate those things so you can then apply the human aspects towards the things that Joe was talking about. So that's a big part of what we're trying to come together in terms of the market for. >> Well guys thanks for the insight, thanks for coming on, great job. I think we talked for you know, an hour and on cultural shift because you mentioned the sets in here Ops and devs. It's a melting pot and it's a cultural shifts. I think that topic is worth following up on. But I'll let you guys just get a quick plug for you. I know you going to an event coming up and you got some work. You can talk about what you guys are doing. You got an event coming up, what your pitch, give a quick flag. >> Yeah, so we've got our symposium, which is our big user conference. It's in April. It's right in, it's on April 22 to 23rd to the 25th. It's in downtown Washington DC, Cherry Blossom festival season at the Ritz Carlton. And so a lot of that, we'll have theCUBE there as well. >> Yeah of course. >> So, we're looking forward to it. A lot of great energy to be carried over. >> We love going to the District. (laughs loudly) >> What don't we say, you guys are great, great to visit. So give the plugs with a service you're doing. Just give an update on what you guys are up to. >> Yeah, I think I mean, we're also we're investing the technology when we're full on board with the containerization, as we talked about, we're putting together a services portfolio. I think Jenny mentioned that we're taking a whole bunch of capability across IBM Global Technology Services, Global Business Services, and really coalescing into about, you know, 23 offerings to help customers advise on cloud, move to cloud build for cloud and manage on cloud and then you've seen the announcements here about what we're doing around the multi cloud management system. Those four console I talked about how do we help, you know, put a gearbox in place to manage the complexity of the hybrid nature that our customers are dealing with. >> It seems IBM got clear visibility on what's happening with cloud, cloud private, I think a really big announcement. I think it's not talked about in the show and I'll always kind of mentioned the key linchpin but you see cloud, multi cloud, hybrid cloud, you got AI and you got partnerships, ecosystem now its execution time, right? >> Yeah, exactly and, and frankly, that's the challenge, right? So we used to be able to manage it all on the four runs, right? Your SAP instances was in the data center, your servers were in the data center, your middleware is in the data center. Now I got my applications running in Salesforce.com often software as a service. I've got three or four different infrastructures of service providers. But I still have the legacy that I got to deal with. I mean the integration problems are just tremendous. >> Chairman VP of strategy at IBM hybrid cloud and Murali Nemani, CMO ScienceLogic, AI operations, bringing in hybrid clouds to theCUBE bringing all the coverage day four. I'm with Dave Volante, it's all about cloud AI developers all happening here in San Francisco this week. Stay with us from this short break. (upbeat music)

>> Live from Bahrain, it's theCUBE. Covering AWS Summit Bahrain. Brought to you by Amazon Web Services. >> Hello everyone, welcome to theCUBE's exclusive coverage. We are here in Bahrain in the Middle East for exclusive coverage of AWS's new region in the area. I'm John Furrier, cohost of theCUBE. It's our first time in the Middle East, as we go out into the world and expand theCUBE's mission of bringing you the best content, extracting the signal from the noise, meeting new people, connecting with thought leaders, people creating innovation, creating a new cultural shift with cloud computing. It's a societal global phenomenon, it's a change that's going to impact society, culture, economics, and humans. And this is theCUBE coverage, we're going to continue with that we are excited to have Khalid Al Rumaihi who is the CEO of the Bahrain Economic Development Board. He's the man, and responsible with his team for all the success and vision of bringing an Amazon region into the area. Here in Bahrain, Amazon has announced a region that's going to come in. And we expect to see economic revitalization. We expect to see an amplification of culture. Welcome to theCUBE, thank you for joining me. >> Thanks for having me John. >> Thanks for inviting us, and thanks for having us here. Here in the middle of all the action. Teresa Carlson from Amazon had a vision and you aligned with that vision, you guys are like-minded individuals. You saw something special with digital. >> Right. >> And this is not new. It's not like you woke up one morning and said, hey, let's bring Amazon in. Take us through the history of how we got here with Amazon about to launch a region early 2019 in Bahrain. You guys have had a vision, take us through that. >> You know, I started in my position about three years ago. I remember March 2015, a little more than three years ago. And my first week on the job, was joining his highness the crown prince in a meeting with Teresa. And so, in that meeting, that's what kicked it really off. Teresa heard form his highness, who is the chairman of the Bahrain Economic Development board, the vision for the country. We deregulated our telecom sector about 13, 14 years ago. We were the first country to do that in the Middle East. Which meant that we introduced competition on broadband, on mobile. It dropped prices by about 50%. On connectivity in the country. That attracted Amazon. When they looked at the region, they said, here's a government that's allowing true competition and for a data center obviously broadband communication, and the competitiveness of that price is key. And she was also impressed with his royal highness's vision for the country going forward. We want to become a digital economy, we want to transform this economy from an oil-based economy, to one that is based on information. And so we had a common view. And we determined, at that point, that we were going to do everything in our power to translate the conversation we had there to a reality. And here we are, almost three years later, almost to have a region here. >> And you know, people know my rant and rave, I always talk about, data is the new oil, information is the new oil. In that data and information, digital assets are digital. It a life-blood now of society. Citizen are reacting. Everyone's now connected with mobile devices, you're starting to see autonomous vehicles, you're starting to see a cultural blending between the old world, and then digital. And citizens can get new services, there's more efficiencies but there's actually a better opportunity for the citizens. And also in general. How do you guys look at that when you guys have your meetings, and you're looking at the vision of the future, the citizen benefits. Whether it's an entrepreneur or someone who's just living life. >> Well you know, when we had this discussion with Amazon, we decided to do what we call a cloud first policy. And we decided that we were going to move the government work loads to the cloud. We were going to actually, challenge any government institution, why they're not using the cloud. And it's been phenomenal. Now, it's been phenomenal from a cost saving perspective, which we want to pass on to the citizens. So for the citizens, for be for them to be able to get government services on their mobile phone, to pay their electricity bill to do get their license. And the government, if it reduces its cost can pass that on to that citizen. But more importantly, it's going to allow innovation to take place in the government. We're going to be able to have our education data in the Ministry of Education, communicate with our labor data. We're going to be able to do education in a new way. So it is going to unleash innovation in the government and the way it offers its services. We think it's going to do the same for businesses and for startups. >> We didn't get a chance to film it yesterday, but we were part of with Teresa Carlson's team with you and your startup Bahrain. All the entrepreneurs from the community, very vibrant, talking General Keith Alexander was there, knows a thing or two about cyber and then we had an entrepreneur visionary in John Wood, who's been in the business, but he's also a visionary. He made a comment and you reacted to that around the impact of the AWS region coming here. He was almost like, there's a storm of innovation coming and you align with that. You said, you kind of reacted at dinner last night about it. What is your feeling of what this will bring to the region? 'Cause Amazon has proven that when they put a region out, there's unexpected consequences sometimes like things you might not see. What are you expecting for the impact. For AWS? >> I think it's a game changer. I mean, you said data is the new oil. If we think back to the 30s, this country was the first country to discover oil. When, at that time, Texaco and So Cal started a refinery and started extracting oil, all the industries that developed around it refineries, oilfield engineering, oilfield services. You know, I think we're seeing we're going to see that in the new digital economy with data. Amazon coming here is going to do several things. Number one, it's going to unleash this innovation, it's going to reduce latency for people who are storing data looking to retrieve that. It's going to create new jobs, data scientists. We estimate 10,000 jobs are going to come on the back of this, that is going to be for the entire region. And I get it, I emphasize this is going to be a game changer, not just for the kingdom of Bahrain, but for the entire Middle East. We're already seeing startups who are getting educated about what the cloud can do for them, and the scale, the scale that they can reach by going to the cloud early on, we've seen them in the United States. Why can't this region see a unicorn that is able to be a global leader, just by virtue of, going to the cloud and learning from Amazon. And Amazon, AWS shares our passion for the startup community and what this can do for that. >> I want to get to the what's going to attract business to come into Bahrain. But first about what startup impact Amazon has proven and I heard a comment from one of the startups, Amazon Web Services is for big companies. Whoa, whoa, yeah, big companies are using Amazon now, but they won, they were built on the backs of startups. When Amazon first started and startups still use Amazon. It is a dream for a startup, the cost to get a company up off the ground, the speed of innovation with Amazon has proven startups, this is a big opportunity. And so this is going to impact how you set policy and get out of the way entrepreneurs, do you help them? As you look at policy, is that almost a tough decision on your part? 'Cause you guys are used to helping entrepreneurs, very entrepreneur friendly, but almost do you get out of their way, do you help them? What's the strategy for the startups? How do you look at this, because if the acceleration comes in and the training kicks in, you're going to see a renaissance of entrepreneurs, >> Right? >> What do you do, get out of their way, help them out? What's that? >> You got to balance it. I think, you can't coddle them. You can't do everything for the entrepreneur, there's got to be that grit, the resilience, that hunger at the entrepreneur. I was an entrepreneur before I took this role, and I think you've really got to have that fire in your belly. So what we want to do is we want to create an ecosystem, but we don't want to spoon feed them. So what we've done is for instance, we launched a $100 million venture capital fund of funds. And we said, the government shouldn't invest in startups but let's create a fund of funds that will invite venture capitalists to base themselves here, but we're not going to tell these venture capitalist how to invest. So each startup has to pitch itself to these venture capitalists and make sure that there's justification for it. We're going to create, you know, training, we're going to create elements, the regulation. We introduced a bankruptcy law this year, that is going to allow people to fail and to restructure. So we're going to put the policy in place. We're going to allow capital to be there, we're going to look at our training and education. But again, it really is down to the entrepreneur, to, so you've got to mix you've got to balance it. You've got to say, the burden is also on you to think about what's the market opportunity. Here is what the country will do, but then the rest is up to you. And I think, we're going to see our young youth in the region. We're doing this because this region is transforming. This region needs to create jobs. There's about a 100 million jobs you need to create in the Middle East over the next couple years. You're not going to be able to create that in the normal way. So we want people to become employers become entrepreneurs, rather than just employees and looking for a nine to five job. So it's integral to the vision of the region. >> Entrepreneurship is the engine of innovation. All right, let's talk about the region. You know, we're first out here so I'm kind of new, fresh eyes and you see Dubai out there, you got Asia, China and all these in Hong Kong and Singapore. So you guys have a unique opportunity. Dubai is kind of like a New York, it's hustle bustle is built out. You guys have this feeling like a Silicon Valley vibe. >> Right? >> It feels very open, very friendly, so you don't have to compete with each other. And New York does things, Silicon Valley does things. So you have this entrepreneurial culture. The key is a global co-creation a connection. How are you going to attract businesses? Because there is demand in the US for domiciling in places outside the United States. There's been a lot of competition. >> Sure. >> So are you prepared for companies to come here work with you? I know you guys are doing a lot of work. What do you say to the folks out there saying, I need to have a presence. Can I domicile in Bahrain? What's it like? What's the opportunities for me to connect into a growing ecosystem around Bahrain? >> So I'd say first of all, on the region, I mean, just like in Asia, just like in the US, you can have multiple hubs. So you know Bahrain will be a hub alongside a Dubai or a Riyadh or a Kuwait and so forth or a Abu Dhabi. And our niche is, as a small country, we're going to be very agile. One of the reasons why Amazon chose Bahrain is because we have a team Bahrain approach. And I, you know, I came from the private sector, when you're talking to General Electric, you're not talking to one department in General Electric, especially if you're a large customer. The whole company's going to rally around you and bring a solution to you as a customer. We're going to do that as a country. So with Amazon we got all the various ministries and we took a team Bahrain approach and we said we're going to solve through the economic development board, we're going to solve for your problem. Mondelez, which chose to locate their $100 million facility in Bahrain, built a facility about 30 soccer pitches, and they did it within a year and a half. We reclaimed land and had the land ready for them. They called it 'cause they make Oreos, they call it turning ocean to Oreos. >> Yeah. >> And so it's that agility that is going to differentiate us. In terms of niche, we're very interested in FinTech. We think we're going to take a leadership position not only regionally, but globally in FinTech. We have exciting announcements that we're going to make in FinTech. It's a small country, we can be nimble, agile, startup friendly, and kind of innovate. And so we're determined to carve a niche in open banking, in crypto currency exchanges, interesting innovation areas that we think we can excel at. >> Cloud computing certainly is a driver, artificial intelligence, obviously clearly. The fodder for entrepreneurship because it allows you to do things with data at a scale with a cloud engine, talk about FinTech and banking you can't ignore blockchain and crypto currency, which is bubble-ish right now, and then was kind of cleaning itself out, sorting itself out, but when that starts to settle and it becomes legitimate in the sense of a global access to digital money, or software defined money. >> Right. >> And data, that could be an integral part. How do you guys look at that? I know that's something that everyone's talking about. People are looking to do token kind of business models and there's really hasn't been any leadership globally at all on. >> Right. >> This is a place people can domicile, here Malta, here, there and there. So how do you guys look at that market, are you thinking about it, are you kicking the tires, what's happening? >> We're looking at FinTech and saying, really, beyond all the logos and all that. We're looking to reduce the friction for a customer doing the simple things. Looking at aggregating your accounts, understanding how you're spending money, looking at how to transfer money, looking at how to raise capital. If we can look at reducing the friction for people around these challenges, these day to day challenges and use our country as a pilot for doing that. Then imagine the potential that once you illustrate the potential here, you could go replicate it elsewhere. So we're very interested in blockchain. So you talk about crypto currencies, I think the real interesting element is the blockchain opportunity in FinTech and beyond. How can you allow the distributed ledger to have multiple applications. We're going to introduce issuing car licensing by a blockchain. Land, real estate transactions via blockchain. In addition to that, we're looking at open banking and allowing open banking to be prevalent here and allowing entrepreneurs to plug in and get access to that data and innovate around that. So that's how we're thinking about innovation in FinTech. >> Really, thanks for coming on and spending the time. I know you're super busy, and thanks for hosting us with theCUBE as part of the Amazon contingent. I give you the final word for the folks watching out there. What should they know about Bahrain that they might not know about it? And how do they engage with you guys? What are you guys doing? How should someone contact you? How do we engage? And what's the secret sauce of the Bahrain plan? >> Well, first of all, I'm going to plug my institution. It's simple, look at bahrainedb.com. It's on the internet. It's going to give you everything you need about what Bahrain. And what I'd say is, this is a small, but you know in this, in today's world, a global world and interconnected world, small is beautiful. So we're a small, forward thinking country. We're in a region that is about $1.5 trillion in terms of just the Gulf Cooperation Council. And here is a great gateway for tapping into that opportunity. We're about 30 minutes from the kingdom of Saudi Arabia which is doing wonderful things with Vision 2030, and you can be in Bahrain accessing that opportunity. And so I'd invite you to come, look at our website and the Bahrainedb will help you translate that kind of opportunity to a reality. >> Khalid, Chief Executive of Economic Development Board in Bahrain. Bold move congratulations. Bold moves have bold payoffs. Big bet with Amazon. >> Thanks, for having me John. >> Thanks for coming on. It's theCUBE here, we're live in Bahrain here at the Ritz Carlton for AWS summit 2018 here in the Middle East. I'm John Furrier. We'll be back with more coverage after this short break. (upbeat music)

>> Live from Bahrain, it's theCUBE. Covering AWS Summit Bahrain. Brought to you by Amazon Web Services. >> Hello everyone, welcome back to theCUBE's exclusive coverage live here in Bahrain. This is our exclusive coverage of Amazon's new region we're covering. Part of AWS Summit, first time here in the Middle East for theCUBE. We're excited to be here. Next guest is Tala Fakhro, Executive Director of Market and Strategy Intelligence of Bahrain's Economic Development Board, also known as the EDB. >> That's right! >> Great to see you. Thanks for coming on. >> Thanks for having me. >> I've learned so much and it was great to meet you last night and have a conversation around some of the things you are working on. The Economic Development Board is a big part of this digital first, cloud first strategy. >> That's right. >> And Amazon's at the center of it. They're going to drop a region in here. This is really big news and it's certainly got our attention. And I've learned so much about what's happening in the startup community. >> Yes, we are very-- >> You've got a lot going on. What's the impact of the AWS region mean for Bahrain, the region, and the economic development opportunity? >> We took a look at Bahrain, and we decided we are going to have to transform this economy from an oil dependent one into a digital one. It just, it seemed like the right thing to do. And having Amazon here, attracting Amazon, allows us to plant that flag to say we are serious, we want to do this. And we will do what we need to do. We, we work together as a government. You know Bahrain is unique because we can do we can do things really fast when we want to. We built the Formula One Racetrack in 14 months, which is unheard of. And we did the same for Amazon. We engaged with them at every level. It wasn't just let's talk about this plot of land here, or this fiber optic cable there. We had the government engaged in legislation, and regulation and education. Every part of the government was actively pushing for this transaction. >> And I think that's an important point. I want to just amplify and double down on that and talk about it, because I think culturally, Bahrain, what I learned was this is a culture of fast moving, open, friendly but pragmatic people. >> Absolutely. >> And that's Amazon's ethos. >> Absolutely. >> Scale, move fast, and innovate. >> Absolutely. We, we've been a trading nation all our lives since time immemorial, you know. We're a tiny little country in the middle of the map. We were cross-border trading before we knew what that was called. So this is something not unique to us. It is part of our DNA, and we found a good match with Amazon. They wanted all the same things we wanted and they are genuinely interested in making the ecosystem of the countries in which they install their regions better. And we found that to be very attractive for us. >> So I've got to ask you, as Amazon comes in they're expected to have that, this region up and running in the beginning of 2019. >> That's right. >> Which is just right around the corner, so they're running fast, so congratulations. >> Thank you. >> It's the new Formula One Racetrack for cloud computing. What is driving the demand for cloud computing? Because obviously we've seen the history of what's happened in North America with startups. >> That's right. >> And as Amazon goes around the world, there's a growth engine underneath Amazon. What's driving the demand for cloud computing in the region? >> Well, 96% by some measures of our entire economy are startups or SMEs. So you could imagine that the cost savings that Amazon offers is extremely attractive. In addition, the volatility of oil prices has put a big crunch on the government budget and so they are also attracted to the idea of saving some money on the cloud. And the government is a big employer and a big consumer. So they really drive the economy. >> Yeah. >> So in both, it was a win-win for everybody. We are really interested in making sure that our Startup scene is vibrant and is scalable. And cloud is the way to do that. It allows you to use as much as you need and pay for only what you would consume, so it's great. >> And so, Khalid Al Rumaihi, the CEO of the EDB. >> Yes. >> Who's a very good visionary. He has private sector background, super smart. Really enjoyed that conversation. But one of the things that we talked about was we always say in theCUBE and sometimes debate this, but data is the new oil. >> Absolutely. >> Couldn't be more indicative of an oil region, and you mentioned that in moving off the dependence of oil, or getting into a new market like data, data needs refineries as an economic opportunity. So he mentions, Vintech as a big driver for what could be possible in Bahrain as a core competency. When you do your research and your insight and intelligent analysis of the data of what's going on the macro level, is that consistent of what you are seeing that there's a need for this digital refinery, being a center point of innovation? And if so, what does that mean? What is, how should people understand that Bahrain is a small country in a big region? >> It is a small-- >> How do you differentiate? How do you take a leadership opportunity? >> Well, Bahrain is a small country but it is a small country that's rich in one thing. If it's not rich in oil, it's rich in its people. We are bilingual. Many of us are trilingual. We've always been open and outgoing and we've been willing to make partnerships and friends with other nations and other places. So we think that our human capital is coming together with the hard infrastructure that a region will bring. It makes it a, you know, a real good proposition. And it allows for our students, who are, by the way, already starting to be cloud trained. Over 2500 Bahrainis have signed up for cloud training since the program started six months ago. >> Yeah. >> That's a huge proportion given our population. That's a much faster rate than India or China for example. >> Yeah. >> So this shows you how much, how willing we are. You know coding is the new English. We learned English in the 70's so that we could compete globally. Now we are learning coding to do the same thing. >> And that's super important. Let's talk about the human capital side of it, 'cause I think this is a good point that a lot of people overlook. Everyone's now connected with mobile devices, so connectedness is now common. So coding is the new language. Digital is the new culture. How are you guys looking at transforming some of the day-to-day citizen roles? Because now you have opportunities to serve citizens from a government standpoint and to get enable them to be successful. And one of the things that I noticed at the Startup Bahrain sessions I was attending yesterday was the vibrant entrepreneurs. They're opinionated, which I love. 'Cause that's what entrepreneurs are. They're like, come on, let's move faster. Where's the cash? Where's the capital? So the human capital seems to be a big equation here. What are you guys doing to facilitate that? Where are you guys on the progress bar in your mind? Are people coding at a young age? Has it started? Is it, what's, what's the progress? Can you take us through the plan? >> Well we, as I mentioned, for a cloud computing, specifically we already have programs in place. We also have many other initiatives coming up through Udacity, through Carcera, through others. We are bringing them to Bahrain to have the technical skills added to the human capital skill set that we already have. But I think most importantly, we are making it important. We are making it a forefront of the government agenda. You know, we are making it something that is a requirement. And I think that as we set our national economic strategy for the next four years, human capital is a crucial driver for that and it is going to have it's very own chapter with all the recommendations and all the initiatives that we think need to be done in order to increase, not just our stem cell but also our creativity, our entrepreneurship, >> Yeah. >> And all the things that had made us great in the past. >> You know as I was observing also, talking to your CEO about, I've seen people trying to replicate Silicon Valley trying to manufacture innovation in a way or trying to get a momentum. It's really hard. But what you guys I think have done or have here that's hard to do or hard to replicate or manufacture out of thin air is you guys have actually built a community of people. I see the entrepreneurs. I see the support around them through the EDB. You have money? >> We do. >> And you have growth coming. The other stuff's mechanics. How do you get funded? How to do this? How are you looking at that? When you look at the research and you dig into, and sometimes the best move is just let it develop. Get out of the way and let the entrepreneurs develop. How are you guys letting this develop because I won't say that Bahrain has an identity crisis. I think they have an opportunity to set a new identity. >> Absolutely. >> How do you look at that? And how do you guys see that opportunity? How do you talk about it? >> Well, you can't buy innovation. I think we've proven that enough times, that government is no good at making people innovate. But what we can do is make life easier for those who want to innovate. So what we want to do is pave the way. Allow for the opportunities to be there. And then, you know, then it's every man for himself and the free market will compete. We're a very free market oriented entity and government and so all we're going to do is we're going to get out of the way. But we're going to make sure that the path is as clear as we can make it. We are going to make sure that whatever we can do to help, we will. Whether that's bringing somebody like an Amazon here, to have the people here or the Al Waha Fund which is a venture capital fund to fund, which was just launched and which is already invested in. And three or four independently managed >> Yeah. >> Venture capital funds. We feel like these kinds of things, where we're not directly funding but we are encouraging, motivating, helping, that's the role of the government. >> And I also want to just to say to the folks watching, you guys and give you guys some props, you don't just talk it, you walk it. And I think what I noticed in the sessions yesterday and meeting some of the top policy makers and the entrepreneurs was you guys are actually doing the work. >> Oh, we're trying. >> And Teresa Carlson's success in Washington D.C. with Amazon web services really is a testament that if you do the work, the results will pay off. And when Teresa came to Washington DC, Amazon Cloud Computing was like, whoa it'll never work. It is not secure. You know, now they are winning. They are doing extremely well. I've seen the model. Everyone's emulating and moving towards. You guys are doing the work. I see the check boxes. But there's still some work to do. EKYC, other things. >> Yup. >> So congratulations. >> Thank you very much. >> So the question is, what do you got done and what is to do? And what does that mean for people who want to come either work here or collaborate with Bahrain? 'Cause if you check the boxes you're going to be set up. What's the status? >> Well, the first thing we wanted to do was to make sure that the soft infrastructure was there, so we, as a government passed what we call the digital ecosystem package. So that's data protection. That's electronic transactions laws. There's a new law that's in the process that will allow people who are storing data on Amazon's region in Bahrain to bring their own laws with them. So that there are no issues with conflict of laws. >> On the compliance side? >> Exactly. >> Yeah. >> So you know, it's as if they are storing in Saudi or Kuwait. >> Yeah. >> But they are storing here. So these kinds of things, this was the first step. And we've passed a bunch of those laws and we think that they are very important. In addition, as I mentioned, we have the funding situation. We begin to look at that. We hope that with this-- >> That's a hundred million fund of funds. >> That's a hundred million dollars fund to fund. >> Fund to fund, which means that you are going to enable private sector-- >> Correct. >> And professionals to come in. >> Absolutely. People who know what they're doing, who have done it before, in the region and outside of the region, whether it's Silicon Valley or Dubai. They're going to come here and they're going to look at the Bahraini startups, and that gives us the chance to compete on the world stage and shine. And it also gives us the chance to up our game. Once you see the competition, then you can >> Yeah. >> Fix and adjust and do what you need to do. And that's what we want. We want them. We're not going to help spoonfeed them. >> Yeah. >> We're not going to give them charity. This is, you are going to compete because what we dream is that Bahrain will eventually become a global player, and we think we can do that. That's our vision. That's what we want to do, and that's where we are headed. >> So you guys are competitive? >> We have to be. (John laughing) We're a tie, we are the underdog. >> Yeah. >> But sometimes underdogs win. >> You know as I was saying also observing that, we're our first time here with theCUBE in the region. So I was noticing that, you know, we see a lot of events in Dubai. And Dubai is very blown, built, blown up now and is developed. Bahrain feels like Silicon Valley because New York is different than say, the San Francisco Bay area, Silicon Valley. But they don't have to be each other. New York is New York. Hustle, bustle. Silicon Valley is where innovation is. It feels like you guys have that same kind of-- >> We do. >> Vibe here. >> We do, and a rising tide lifts all ships. Where there's good for the Emirates and Saudi, there's also good for Bahrain. It's a region at the end of the day. We're too small to be a player on our own. But one thing I wanted to touch on, you mentioned, that, you know, with the Silicon Valley. The difference between New York and Silicon Valley is everybody knows everybody in Silicon Valley. So if you are an entrepreneur and you have a good idea, you can easily access the people that you need to access. >> Yeah. >> We think Bahrain has that advantage too. And this is-- >> Yeah. >> Clearly demonstrated in the Amazon transaction because you know at the time when we could, we had everyone from His Royal Highness, the Crown Prince on down. If we needed them, they were a phone call away. >> And people are accessible here. They're open. >> They're open. >> They're very friendly. But it's kind of, I won't say no, it's kind of no nonsense in the sense of people just want, get to the point. Right? But it's not in your face like a East Coast New York kind of thing. >> Well, we're not there yet. (John laughing) Give us time. >> All right, so back to the access to capital concept because I think first of all, we're going to open up our doors >> Yes. >> With theCUBE in Silicon Valley for you guys. So very impressive. Consider that an open invitation. But now you're talking about networks. As you built community outside of Bahrain, what are some of the things that you guys are trying to do? What does the research say to do? Is it, is there regions that you see that you need to connect through? Obviously, you want to build some communications with other groups. What's the data show for you guys? What's the sequence of execution? >> So I think what we need to do is we really need to focus on the partners that we have and enhance that relationship. But also we need to look a little bit deeper. So I think India and China are areas of interest for us as well because they are interested in this part of the world, and we need to improve our relationship with Silicon Valley. Not just giving them money. >> Yeah. >> Because everyone wants to give Silicon valley money. But we want to really learn-- >> Yeah. >> And understand what they have done, why it's worked there, why it doesn't work elsewhere, and apply some of those lessons here. >> And bring some collaborations, certainly. >> Absolutely. >> Well, people are leaving Silicon Valley and I know that most startups and growing companies have engineering teams all over the world so it's a global economy. >> Absolutely. >> Final question for you as we wrap up. What is going to attract, folks you are, or, let me rephrase that. What should companies know about Bahrain if they want to engage with you guys here and work with you, or domicile here and create a group here? >> Well first of all, they should know that they don't need to involve anyone else because they can come in and set up on their own. 100% foreign ownership is something that we have here. Where it's a very liberal economy. It's a great place to live. and that sounds facetious but it's actually really important because talent is the crucial component of every success for these companies. And people like to live here. People enjoy it. I think you'll find a welcoming environment. You'll find an environment where if you have an issue, you can raise it to the highest level very easily. >> Got it. >> And EDB is here to help with that. >> Well Tala, thank you coming on. >> Thank you. >> Tala Fakhro, Executive Director of the Bahrain Economic Development Board, the EDB. They have a website. You can engage them obviously doing great things. This is the calm before the storm. As Amazon Web Services Region gets up and running, we expect to see a lot of growth and unexpected things. >> Yeah. >> Unexpected, unintended consequences. Be careful what you wish for, Right? >> Well. >> I mean, it's coming. >> It's coming and we're waiting. >> Thanks for joining us. >> Thank you so much. >> I'm John Furrier with theCUBE. You can reach me at @furrier on Twitter. Bringing you all the action here in Bahrain for our exclusive coverage of the Amazon's new region in the area here in Bahrain and through the Middle East. Thanks for watching. Stay with us for more live coverage here at the Ritz Carlton for AWS summit in Bahrain 2018. We'll be right back. (bright music)

>> Narrator: Live from Washington DC, it's theCube, covering AWS Public Sector Summit 2017. Brought to you by Amazon Web Services and its partner Ecosystem. >> Welcome back here to Washington, D.C. You're watching Cube Live here at Silicon Angle T.V. The flagship broadcast of Silicon Angle. We are at AWS Public Sector Summit 2017 wrapping up day one coverage here in the Walter Washington Convention Center. Along with John Furrier, we are now joined by our esteemed colleague Jeff Frick who's been alongside all day handling all the machinations behind the scenes. >> Behind the scenes, John. >> John: Doing an admirable job of that, Jeff. >> So what do you think, our first ever visit to your town. >> John: I love it, I love it. >> I sense something tableau at the Opry. The Opry's the other big convention center, here, or Graceland. >> International Harbor. >> It's the same company. >> National harbor, MGM. >> You're a D.C. guy. >> Gaylord. >> Gaylord, thank you. >> What's the connection? So we going to get some tickets for the Nationals game? >> We got Nats game tonight, Strasburg pitched last night, did not pitch well, but who knows? Maybe we'll get Gio tonight. >> Well the action certainly Amazon Web Services >> Yeah let's talk about what we have going on here today, Jeff. >> Well, I mean, we interviewed, you and I did some great interviews. Intel came on, which is obviously Bellwether in the tech business. Jeff, former Intel employee knows what it's like to march to the cadence of Moore's law and Intel is continuing to do well in platinum sponsor or diamond sponsor here at the event. Look it, the chips are getting smarter and smarter, security at the Silicon, powering 5G, a networks transmission, a lot of the plumbing that's going on in cloud and in cars and devices and companies, it's going to all be connected. So it's a connected world we're living in and Intel's going to be a key part of that so they're highly interested and motivated by all the people that are popping up in the cloud. >> We were just talking and Jeff, I know, you're able to listen on the last interview that we did, but a point that you made, that, you know, a point that you raised, about four years ago, when the CIA deal came down and AWS is ON one side and IBM's on the other, and AWS wins that battle. You called it the shot heard round the cloud. And that, now four years later, has turned out to be a hugely pivotal moment. >> Yeah, I mean this is like moments in time history here, again, documenting it on the Cube for the first time. I don't think anything was written about this I'll say it since we're going to be analyzing it. The shot heard around the cloud was 2013 when AWS public sector under Teresa Carlton's team and her leadership, beat IBM for the Central Intelligence Agency, CIA, contract. Guaranteed lots of spec for IBM. Amazon comes out of the woodwork and wins it. And they won it because essentially the sales motion and the power of IBM had this thing lopped in. But at that time the marketplace was booming with what we call Shadow IT, where you could put your credit card down and go into Amazon cloud and get some instants. What happened was someone actually cut a little prototype, showed their boss, and they said, "I like that better than that, let's do a bake-off." So what happened was at the last minute, new opportunity comes in and then they do what they call a bake-off. Bake-offs and RAPs come in and they won. Went to court and the judge in the ruling actually said Amazon has a better product. So they ruled in favor of Amazon Web Services. That was what I called the shot heard around the cloud. Since that point on, the cloud has become more legitimate every single day for not only startups, enterprises, as well as now public sector. So shot heard around the cloud fast forward to today, this show's on a trajectory to take on the pace of re:Invent, which as their core Amazon Web Services show, then of course which is why we're here chronicalizing this moment in history. This is where we believe, Jeff you and I talked about this, and Dave Alante and I talked about the research team, this is where the influction point kicks up. This is a new growth pillar unpredicted by Wall Street, new growth predictor for revenue for Amazon, they're already a cash machine. They're already looking like a hockey stick this way. You add on public sector, it's going to be phenomenal. So, a lot of people are seeing it but this is just growing like a weed. >> Jeff, follow up on that. >> I was going to say, the two mega trends, John, that we've talked about time and time again, and Teresa Carlson and team have done a terrific job here in the public sector, but I always go back to the James, Tuesday night in the James Hamilton at re:Invent, and if you've never gone you got to go, and he talks about just all these big iron infrastructure investments that Amazon continues to make because they have such scale behind them. Whether it's in chips, whether it's in networking, whether it's in new fibers that they're running across the oceans. They can invest so much money to the benefit of their customers, whether it be security, you know, in all the areas of compute, that is fascinating to me. The other thing we always hear about, about cloud, right, is at some point, it's cheaper to own rather than rent. We just keep coming back to Netflix, like at nighttime, I think Netflix owns whatever the number, 45 percent of all internet traffic in the evening is Netflix, whatever the number is. They're still on Amazon. So, it's not necessarily better to rent than buy. You have to know what you're doing and we were at another show the other day, it was Gannet, the newspaper company. When they're using a lot of servers, they use hundreds, but he said there are sometimes, using AWS, that they actually turn all the servers off. You cannot do that in a standard infrastructure world. You can't turn everything off and then on. Which again, you got to manage it. You don't want the expensive bill. But to me, being able to leverage such scale to the benefit of every customer whether it's Netflix or a startup, it's pretty tough. >> And this is the secret, and this is something again, shared with the Cube audience, here, is not new to us, but we're going to re-amplify it because the people make a mistake with the cloud, it's in one area, they don't match the business model to their variable cost expenses. If you get into the cloud business, and you can actually ratchet your revenue coming in and then manage that cost delta redline, blackline, know where those lines are, as long as you're in the black, and revenue, and you then have the cost variable step up with your revenue, that is the magical formula. It's not that hard, it's back of an envelope. >> Right, right. >> Red line cost, black line revenue. >> The other great story, it was from summit, actually, in San Francisco earlier this year, at they keynote, they had Nextdoor, everybody knows Nextdoor it's the social media for your mom, my mom. They love it, right, people are losing dogs, and looking for a plumber, but the guy talked from about Nextdoor. >> John: Don't knock Nextdoor. >> I don't knock Nextdoor, the Nextdoor CEO gets up and he said, well, I laugh because the Nextdoor guy's mom didn't know what he did until he did Nextdoor. Anyway, he said, you know, we have the entire production system for Nextdoor. And then we would build production plus one on a completely separate group of hardwares inside of Amazon. When that was tested out and ready to run, guess what, we just turn off the first one. You can't, you can't, you can't do that in an owned infrastructure world. You can't build N and N plus one and N plus two and turn off N, you just can't do that. >> Well, the Fugue CEO, Josh, everyone should check out on Youtube.com/siliconangle, he was awesome. He basically saw a throwaway infrastructure mindset to your point about Nextdoor. You build it up and then you bring your new stuff in, you digitally throw it away. >> Right, right. >> That's the future. And this is the business model aspect. And public sector, we were joking, look it, let's just be honest with ourselves, it is a glacier antiquated old systems, people trying hard, you know, government servants, you know, that, employees of the government, not appointees, they don't have a lot of budget and they're always under scrutiny for cost. So the cost benefits always there and they have old systems. So they want new systems. So the demand is there. The question is, can they pull it off. >> So, talk about the government mindset or the shift. We've heard a little bit about that today. About how, to the point that you just made there, John, that you know, very reluctant, some foot-dragging going on, that's historical, that's what happens. But now, maybe the CIA deal, whatever it was, we hit that tipping point, and all the sudden, the minds are opening, and some people are embracing, or being more engaging, with new mousetraps, with better ways to do things. >> We've got the speakers coming on here, so we should wrap it up real quick. Final thoughts, from Day One. >> I was just going to say that the other thing is that before there was so much fat, in not only government in general, but in infrastructure purchasing, 'cause you had to, you better not run out of hardware at Q3 when you're running the numbers. So everything was so over provision, so much expense and over provisioning. With Amazon you don't need to over provision. You can tap it when you need it and turn it off so there's a huge amount of budget that should actually be released. >> I want to ask you guys, we'll wrap up here, final, since you're emceeing, final thoughts. What is your impression of day one? I'll start here and you guys can have time to think of an answer. My takeaway for public sector is Teresa Carlson has risen up as a prime executive for Amazon Web Services. She went from knocking doors eight years ago to full on blown growth strategy for Amazon. And it's very clear, they're not there yet. They only have 10,000 people here, so the conference isn't that massive. But it's on its way to becoming massive. Here's their issue. They have to start getting the cadence of re:Invent launches into the public sector. And that's the big story here. They are quickly shortening the cycles between what they launch at Amazon re:Invent and what they roll out of the public sector. The question is how fast can they do that? And that's what we're going to be watching. And then the customer behaviors starting to procure. So greenlight for Amazon. But they got to get those release cycles. Stuff gets released at Amazon re:Invent, they got to roll them with government, shorten that down to almost zero, they'll win. >> Yeah, my just quick impression is, I like to look at the booth action, because we've all had booth duty, right. What's going on in the booths? Did the people that paid for a booth here feel like they got their money's worth? And the traffic in the booths has been good, they've been three deep, four deep. So the people that are here are curious they're interested, they're spending time going booth to booth to booth, and that's a very good sign. >> This is a learning conference. Alright your thoughts. >> I would say, the only thing that is, I wouldn't say it's a red light by any means, but it's like a caution light, it's about budgets, you know, when you run government, you're always, you are vulnerable to somebody else's budget decision. I'm, you know, whether it's Congress, whether it's a city council, whether it's a state legislation, whatever it is, that's always just kind of a, a little hangup you have to deal with because you might have the best mousetrap in the world, but if somebody says nah, you can't write that check this year, maybe next year. We're going to put our money somewhere else. That's the only thing. >> I got my Trump joke in, I don't know if you heard that, but my Trump joke is, I'll say it at the end, there's a lot of data lakes in D.C., and they've turned into data swamps. So Amazon's here to drain the data swamp. >> Jeff: He got it in. He's been practicing that all week. >> I've heard it three times, are you kidding? Funny every time. >> Well you know our Cube, you know we talk about data swamps. I hate the word data lake, as everyone knows, I just hate that word, it's just not. >> Well, there is value in that swamp. >> Hated the word data lake. >> For Jeff Rick, John Furrier, I'm John Walsh. Thank you for joining us here at the AWS Public Sector Summit 2017. Back tomorrow with more coverage, live here on the Cube.