>>Hey everyone. Welcome back to Chicago. The Cube is excited to be live on day two of Ansible Fest, 2022. Lisa Martin and John Fur. You're here having some great conversations, a lot of cube alumni, a lot of wisdom from the Ansible community coming at you on this program this week. You know, John, we've been, we've been hearing stories about the power and the capabilities and the collective wisdom of the Ansible community. You can feel it here. Yeah, there's no doubt about that. It's, Ansible is nothing, as Stephanie Chair said yesterday, if not a community and the significant contributions that it makes over and over again, or it's fuel. >>I mean the power of the community is what drives Ansible is gonna drive the future of, I think, cloud in our next generation modern application environment. And it's collective intelligence. It's a production system at the end of the day. And I think these guys have harnessed it. So it should be a really great segment to talk about all the contributor work that's been done. So I'm looking forward to it. >>We've got two great alumni here to talk about the contributor work, how you can get involved. Please welcome back to the cube. Carol Chen, principal community architect at Red Hat. Adam Miller joins us as well, fresh from the keynote stage senior principal software engineer at Red Hat. Guys, great to have you on the cube. Great to be here. Yeah, thank you. So we, we talked, we enjoyed your keynotes, Adam, and what you were talking about on stage, the Ansible contributor summit. That's, you guys have been doing what, this is the seven you've had seven so far in just a couple of years. >>Well, we had seven virtual contributor summits. >>Seven virtual. This is the first Monday was the first in person in. >>First in person since the pandemic and actually the 15th contributor summit overall >>15th overall. Talk about the contributor summits, what the contributors are able to do and the influence that it's having on Ansible Red Hat and what people are able to do with cloud. At the Edge automation. Yeah. >>So our community contributors have always had ways to influence and contribute to the project. But the contributor Summit is really a place where we can get people together, preferably in the same place so that we can, you know, have a really great dynamic conversations and interactions. But we also want to make sure that we don't leave out people who have been constantly online joining us. So this year we are so happy to be here in Chicago in person. We've had about 60 to 70 here joining us. And at first I thought maybe we'll have one third of the attendees joining online because about 30 to 40 people signed up to join online. But in the end, we have more than 100 per people watching our live stream. So that's more than half of the attendees overall, were joining us online. So that really shows where, you know, the contributors are interested in participating for >>Develop. Right. Yeah, it's been, it's been interesting. It's been since 2019, since the in-person Ansible Fest in Atlanta. Now we're in Chicago, we had the pandemic. Couple interesting observations from our side that I wanna get your reaction to Adam Carol. And that is one Ansible's relevance has grown significantly since then. Just from a cloud growth standpoint, developer open source standpoint, and how people work and collaborate has changed. So your contributor based in your community is getting more powerful in scope, in my opinion. Like in, as they become, have the keys to the kingdom in the, in their respective worlds as it gets bigger and larger. So the personas are changing, the makeup of the community's changing and also how you guys collaborate is changing. Can you share your, what's going on with those two dynamics? Cause I think that power dynamic is, is looking really good. How are you guys handling >>That? Yeah, so I mean, I, I had the opportunity to represent the community on stage yesterday as part of the keynote and talk to this point specifically is one of the things that we've seen is the project has had the opportunity to kind of grow and evolve. There's been certain elements that have had to kind of decompose from a technology perspective. We actually had to kind of break it apart and change the architecture a little bit and move things into what are called Ansible collections, which, you know, folks here are very familiar with No One Love. And we've seen a lot of community work in the form of working groups coalesce around those organically. However, they've done so in kind of different ways. They, they pick tools and collaboration platforms that are popular to their subject matter expertise audience and things like that. So we find ourselves in a place where kind of the, the community itself had more or less segmented naturally in a way. And we needed to find ways to, you know, kind of ke that >>Fragmentation by demographics or by expertise or both as >>A Mostly, mostly expertise. Yeah. And so there was a open source technology called Matrix. It is a open source, standardized, federated messaging platform that we're able to use to start to bridge back some of those communities that have kind of broken off and, and made their their own home elsewhere on the internet. So now we're able to, for example, the right, the docs organization, they had a, a group of people who was very interested in contributing to the Ansible documentation, but they'd already self-organized on Discord. And what was interesting there is the existing team for the Ansible documentation, they were already on internet Relay Chat, also known as irc. And Matrix allowed us to actually bring those two together and bridge that into the other matrix cha chat channels that we had. So now we're able to have people from all over the world in different areas and different platforms, coalesce and, and cross. It's like a festival cross pollinate. Yeah. >>And you're meeting the contributors exactly where they are and where they want to be, where they're comfortable. >>Yes. Yeah, we always say we, we reach out to where they are. So, >>And, and, and much in the way that Ansible has the capability to reach out to things in their own way, Right. And allow that subject matter expertise to, you know, cause the technology has the potential and possibility and capability to talk to anything over any protocol. We're able to do, you know, kind of the same thing with Matrix, allowing us to bridge into any chat platform that it has support for bridging and, and we're able to bring a lot of people >>Together. Yeah. And how's that, how's the feedback been on that so far? >>I, I think it has been very positive. For example, I want to highlight that the technical writers that we have contributing via Discord is actually a group from Nigeria. And Dave also participated in the contributor summit online virtually joining us in, in, you know, on the matrix platform. So that, that bridge that really helps to bring together people from different geographical regions and also different topics and arenas like that. >>So what were some of the outcomes of the contributor summit? The, the first in person in a while, great. That you guys were able to do seven virtually during the pandemic. That's hard. It's hard to get people together. You, there's so much greatness and innovation that comes when we're all together in person that just can't replicate by video. You can do a lot. Right. But talk about some of the outcomes from Monday. What were some of the feedback? What were some of the contributions that you think are really going to impact the community? >>I think for a lot of us, myself included, the fact that we are in person and meeting people face to face, it helps to really build the connections. And when we do talk about contribution, the connection is so important that you understand, well this person a little bit about their background, what they've done for the SPO project and or just generally what, what they're interested in that builds the rapport and connection that helps, you know, further, further collaboration in the future. Because maybe on that day we did not have any, you know, co contributions or anything, but the fact that we had a chance to sit together in the same place to discuss things and share new ideas, roadmaps is really the, the kind of a big step to the future for our community. Yes, >>Yes. And in a lot of ways we often online the project has various elements that are able to function asynchronously. So we work very well globally across many time zones. And now we were able to get a lot of people in the same place at the same time, synchronously in the same time zone. And then we had breakout sessions where the subject matter, you know, working groups were able to kind of go and focus on things that maybe have been taking a little while to discuss in, in that asynchronous form of communication and do it synchronously and, you know, be in the same room and work on things. It's been, it's been fantastic >>Developers there, like they, they take to asynchronous like fish to water. It's not a problem. But I do want to ask if there's any observations that you guys have had now that we're kind of coming out of that one way, but the pandemic, but the world's changed. It's hybrid, hybrid work environment, steady state. So we see that. Any observations on your end on what's new that you observed that people are gravitating to? Is there a pattern of styles is or same old self-governing, or what's new? What do you see that's coming out of the pandemic that might be a norm? >>I I think that even though people are excited to get back in person, there are, things have changed, like you said, and we have to be more aware of, there are people who think that not be in person, it's okay. And that's how they want to do it. And we have to make sure that they, they are included. So we, we did want to make a high priority for online participation in this event. And like I said, even though only 4 30, 40 people signed up to join us online initially, so that it was what we were expecting, but in the end, more than 100 people were watching us and, and joining participation in >>Actually on demand consumption be good too, >>Right? Yeah. So, you know, I think going forward that is probably the trend. And as, as much as we, we love being in person, we, we want this to continue that we, we take care of people who are, has been constantly participating online and contributing you >>Meaning again, meaning folks where they are, but also allowing the, the, those members that want to get together to, to collaborate in person. I can only imagine the innovation that's gonna come even from having part of the back, Right. >>And, and not to continue to harp on the matrix point, but it, it's been very cool because Matrix has the ability to do live video sessions using open source another to open source technology called jy. So we're able to actually use the same place that we normally find ourselves, you know, congregating and collaborating for the project itself in an asynchronous and, you know, somewhat synchronous way to also host these types of things that are, are now hybrid that used to be, you know, all one way or all the other. Yeah. And it's been, it's >>Been incredible. Integration is, the integration is have been fascinating to watch how you guys do that. And also, you know, with q we've been virtual too. It's like, it's like people don't want another microsite, but they want a more of a festival vibe, a hub, right? Like a place to kind of check in and have choice, not get absolutely jammed into a, you know, forum or, you know, or whatever. Hey, if you wanna be on Discord, be on Discord, right? Why >>Not? And we still, you know, we do still have our asynchronous forms of >>Work through >>Our get GitHub. We have our projects, we have our issues, we have our, you know, wiki, we have various elements there that everybody can continue to collaborate on. And it's all been, it's all been very good. >>Speaking of festivals, octoberfest that's going on, not to be confused with Octoberfest, that was last month. Talk about how the Ansible project and the Ansible community is involved in Octoberfest. Give us the dates, Carol. So >>YesTo Fest is a annual thing in October. So October Octoberfest, I think it's organized by Digital Ocean for the past eight or nine years. And it's really a, a way to kind of encourage people to contribute to open source projects. So it's not anal specific, but we as an Ansible project encourage people to take this opportunity to, you know, a lot of them doing their first contributions during this event. And when, when we first announced, we're participating in Octoberfest within the first four days of October, which is over a weekend actually. We've had 24 contributions, it, 24 issues fixed, which is like amazing, like, you know, just the interest and the, the momentum that we had. And so far until I just checked with my teammates this morning that we've had about 35 contributions so far during the month, which is, and I'm sorry, I forgot to mention this is only for Ansible documentation. So yeah, specifically. And, and that's also one thing we want to highlight, that contributions don't just come in code in, you know, kind of software side, but really there's many ways to contribute and documentation is such a, a great way for first time users, first time contributors to get involved. So it's really amazing to see these contributions from all over the world. And also partly thanks to the technical writers in Nigeria kind of promoting and sharing this initiative. And it's just great to see the, the results from that. Can >>You double click on the different ways of contribution? You mentioned a couple documentation being one, code being the other, but what is the breadth of opportunities that the contributors have to contribute to the project? >>Oh, there's, there's so many. So I actually take care more of outreach efforts in the community. So I helped to organize events and meetups from around the world. And now that we're slowly coming out of the pandemic, I've seen more and more in person meetups. I was just talking to someone from Minneapolis, they're trying to get, get people back together again. They have people in Singapore, in Netherlands from pretty much, you know, all corners of the globe wanting to form not just for the Ansible project, but the local kind of connection with the re people in the region, sometimes in their own language, in their local languages to really work together on the project and just, >>You know, you to create a global Yeah. Network, right? I mean it's like Ansible Global. >>Exactly. >>Create local subnets not to get all networking, >>Right? >>Yeah. >>Yeah. One, one quick thing I want to touch on Theto Fest. I think it's a great opportunity for existing contributors to mentor cause many people like to help bring in new contributors and this is kind of a focal point to be able to focus on that. And then to, to the the other point we, you know, it, it's been, it's been extremely powerful to see as we return these sub communities pop up and, and kind of work with themselves, so on different ways to contribute. So code is kind of the one that gets the most attention. I think documentation I think is a unsung hero, highly important, great way. The logistical component, which is invaluable because it allows us to continue with our adoption and evangelization and things like that. So specifically adoption and evangelize. Evangelization is another place that contributors can join and actually spawn a local meetup and then connect in with the existing community and try to, you know, help increase the network, create a new subject. Yeah. >>Yeah. Network affects huge. And I think the thing that you brought up about reuse is, is part of that whole things get documented properly. The leverage that comes out of that just feeds into the system that flywheel. Absolutely. I mean it's, that's how communities are supposed to work, right? Yep. Yes. >>That's what I was just gonna comment on is the flywheel effect that it's clearly present and very palpable. Thank you so much for joining John, me on the program, talking about the contributors summit, the ways of contribution, the impacts that are being made so far, what Octoberfest is already delivering. And we're, we still have about 10 days or so left in October, so there's still more time for contributors to get involved. We thank you so much for your insights and your time. Thank >>You. Thank you so much for having us. >>Our pleasure. For our guests and John Purer, I'm Lisa Martin. You're watching The Cube Live from Chicago, day two of our coverage of Red Hat Ansible Summit 22. We will see you right n after this short break with our next guest.

>>mm Welcome to VM World 2021 2 days of virtual discussions on innovation. Multi cloud application modernization, securing your data new ways to work transforming the network expanding to the edge and loads of content to help build your digital business. My name is Dave Volonte and you're watching the cube and with me today is Carol Carpenter who's the chief marketing officer of VM. Where carol Great to see you again. Welcome back to the program. >>Thank you Dave. It's great to be here. >>Okay, well, so when we last talked last year at VM World, I honestly thought we'd be back face to face this year. Seems like we learn more every day every week. Every month. How did this year's event come together? What were your priorities in shaping the program? >>You know, I'm with you. I really hoped we would be together in person this year and here we are, another year of virtual. We are primarily all virtual again, which has some really big benefits in that we're able to reach new audiences who in the past couldn't afford to fly, could afford to take the days And it's taught us a lot. So we really approached this year as how do we create a VM world experience that is filled with digestible bites. You know, the notion that any of us are going to sit still for 3-2 days, three days and pay attention full time. This is a pretty antiquated notion. You know, we all like to to take little bites and tastes of content here and there and so we really designed the whole program to do just that. And with this go ahead. >>No, please carry on. >>No, I was going to say one of the things we really wanted to do this year with the M world. The reason the theme is imagined that is we wanted to show the world that VM World is not about your parents, BM world that this is a company while we're very proud of our virtualization past, what we offer today really spans the gamut as you pointed out everything from networking to security to application development platforms. So it's a it's just a different different company with different products and solutions for customers. >>And I love the whole concept of digestible called stackable bites and love that. And you've put together a pretty impressive lineup. You got superstar names, you got, you got stars inside of our industry and then you you know the tech people might know but you've got well known celebrities. What are you looking forward to this year and you know especially around customer and partner engagements. >>Yeah and thank you for highlighting all of that. Like I am super excited about all the different luminaries who are speaking. I am most excited about the customers and partners. Every session will have a customer's part of it. Either a customer speaking or a customer story or customer quotes really speaking to the value and with that we have hundreds of customers presenting customers. Like some you might expect like Fedex to new sas based customers like toast who provides restaurant software and they just went public to companies like space ape games who provide online games. So a real boy, I think a real diversity of customers um, in terms of their transformations and how they're leveraging the VM ware solutions. And then our partner ecosystem really excited. This year we added a new level of sponsorship to bring in some of the um, I would say younger customers and younger partners, partners like, you know, Reddit and um, you know, couch face and others who are bringing new solutions to market. >>We have some great names, they're toast. I think the local boston company, we've, we've been following them so excited to to hear what they have to say. Now let's talk a little bit about the virtual world, This is your second virtual VM world. I'm interested in what you're doing differently. I want to talk about learning, but, but what are you looking forward to in in, in in that sense? And how has the event grown? >>Well, the event has definitely grown in terms of the platform. I think the expectations in terms of numbers of attendees were expecting, you know, over 100,000. Um, and even in this zoom fatigued world, we still expect high level of engagement. The biggest changes. We have made one the more stackable content that we've been talking about two. We focused this year on a high level of interactivity, so we have slack channels set up for almost every session. We expect both speakers, customers prospects to really engage. And and then third area that's different is we amped up all of the different activities. We know that people want to interact and network in other ways. So, you know, some of the usual things like the bourbon tasting, the wine tasting, but also yoga classes and opportunities to learn from a magician, Even golf tips for those of us who love golfing, um really trying to mix it up and create a higher level of interactivity. In addition to all of the platforms you expect for hands on, learning, hands on labs, practitioner classes, All that's still there. We just wanted to increase the level of engagement. >>That's super fun, really innovating in that regard. You're right. I mean it's so easy to just to multitask and get lost. But if I know like if I'm really into yoga or I want some golf tip, I'm gonna come back at that time and it'll, you'll re engage me. So I love that, you know, the cube, we have a unique privilege of participating in a very wide spectrum of events as you can imagine. And we were deeply integrated carol into one of the industry's first big hybrid events this year at mobile world Congress this >>summer. We thought >>that was like the light of the end of the tunnel, but of course we've seen a pullback of sorts but we're still doing some physical, we do a lot of virtual, we were doing these hybrid events. We've been involved in events where they, you know, the host and the guests are there with no audience. So I'm curious as to how you see the evolution of conferences in this post isolation era. What's the learnings? What's changed and what does the future look like for events? >>Yeah, I mean I've talked with a lot of my industry peers about this, including the folks over at Mobile World Congress. Um, I don't think the large, the monolithic event with hundreds of thousands of people um, is in the cards for our near future. And so we've been rethinking like what does a physical event look like or a set of physical events look like next year. That would have an online component. We're we've always had an online component. So we certainly are not. We won't be shedding that anytime soon. The ability to reach new audiences. New targets, new user groups, we absolutely will keep that. I think in terms of the physical presence is exactly what you said. It will be hybrid. Um, we are looking at a series, don't quote me on this because we haven't finalized, but we are considering a series of in person, more local, more regional events with smaller groups. People still want that engagement, customers still want a network and talk with each other. Our users want to talk to each other are vima groups are our new groups like our DEvoPS loop group. The deVOPS folks, they all still want a network, so we want to provide that. But in a smaller, safer, more localized setting. And I think that's the future for a lot of companies. It puts a bigger toll and, and makes more work for us as the company who's hosting, meaning you and you too Dave, you'll be hopefully traveling with us two more of these locations, but it creates a little more strain on the team who is posting. >>You know, it's funny as you well know when we first started doing virtual events, like I said, we've always been been virtual, but largely it was okay. Here are the keynotes, you know, come watch. Uh, and now you're like, say you gave great examples of how you're increasing the engagement, getting much more creative and, and, and it was a lot unknown last year, especially like class March. It was like, okay and virtual events are harder in many respects than physical events and so much of the process has changed different roles. And I think we're seeing the same thing now with with hybrid, there's a lot that's unknown and a lot of trial and error, a lot of experimentation and, but I think at the end of the day, you can actually have the best of both worlds. You can get your what you described, I would, I would call it a VIP locally. V. I. P. Event maybe even role based they have the technical folks, it used to have conferences within conferences, you have your C. I. O. Event, you'd have your event and so I see a kind of return to that maybe I could say smaller and and safer and then a a much much larger audience and in the case it's different in terms of you know converting those into loyal customers and so forth. But but I think overall it's a much much bigger pond ocean that we're playing in. >>Absolutely I think of it as we're going to bring the um world too our customers and prospects and partners and you know it's pretty amazing. The other part of this you asked earlier about like speakers and some of the luminaries the fact is getting everyone to travel to one place at one point in time always had its share of logistical challenges and being able to, you know, some of it can be recorded in advance some of it will be in person. Like one thing we did this year is we recorded our ceo Ragu with six other ceos of hyper scholars talking about the future of multi cloud and what it means and the role that VM ware plays in this. That's pretty hard to do. Like to get all six of them together in one place at the same time. You know how everyone's schedules so compacted so that's what virtual gives us an opportunity to do reach, have more interesting speakers, lots of different speakers who potentially couldn't all travel. >>You don't want to miss that, that event or replay. Um, let's talk about your role as chief marketing officer. You're obviously putting your fingerprints on this new ever you new era. You had no choice you could have entered in. Yeah. We always talked about digital now is like if you're not a digital business, you're out of business and you're, you're living it now. But but I'm interested in in your strategy for global marketing, the organization, The brand in the coming decade. Like you say, the next 10 years are going to be like the last 10 years. >>That's right. Well let's talk about the brand. So VM ware, The name itself is so tightly associated to virtualization and VMS, right, Which is an amazing history and the story of success. That was really what we like to talk about is chapter One, We pioneered server virtualization laying the foundation for what today is the cloud. And then chapter two, we went bigger and broader and we virtualize the entire data center and now here we are, we're in chapter three and this is the next phase of our brand and our promise to customers, which is really focused on customer based innovation and helping our customers innovate and multi cloud. We really believe it's the center of gravity for everything we do. It's in our DNA. It's what how we take constraints which is a very multi cloud can be complex. There are challenges of you know are for customers operating in a multi cloud world. How do we take that help them turn it into an asset, How do we help them take that and give them freedom and control? And that's what our brand is about. It's about the ant is that you can help your developers move faster and retain enterprise control. It's that you can have enterprise apps on any cloud and you can have control and cost savings and enterprise management. So that's what the brand is about. That power of aunt and um and um in terms of how our marketing team is evolving a big piece is exactly what you said. You know just digital everything digital first customers want to learn try buy online and as a company you know VM ware we're shifting our business model from on premise license software to more assassin subscription services And you can see that in our earnings and how we've been shifting and it's quite exciting because with assassin subscription based model you know it's all about customers getting full value in helping customers achieve their value and consumption. So for our marketing team we have shifted from okay we want to get you to the sale and one and done to how do we really drive a full life cycle with a customer, how do we help them land and expand and use the products and get value from them and have a meaningful relationship. It's much more um of a full life cycle. So we're really excited. We, we love what we're doing um particularly on the acquisition side, getting helping customers to learn try by more easily in a digital world and then being able to follow them through with some physical, physical engagement, uh events like the um world and really helping them get the most value out of the products. >>VM ware is really quite an amazing company I'm super excited for as one individual has been following this company for a long time to see the next chapter and the thing a couple of things you mentioned innovation and I see so many companies today, they may have a big customer base, they just, it's easy for them. Easy quotes to milk that customer base and put out new products that sort of lifecycle products. Multi cloud is challenging and one of the hallmarks of VM ware is it's always had a leader that deeply understands technology. You've done that again with with Ragu and so engineering and really drives that innovation. So when I think about cloud generally and you know, there was some start stops with VMware's cloud strategy but then you said, you know what the cloud is an opportunity, it's a gift, we're gonna lean in and then you develop some really interesting partnerships like you said, you got all the big cloud companies up up on stage here this year. And so multi cloud is going to require deep engineering in a vision to really bring that uh, together. And I think, you know, VM ware is, he's one of a handful, you know, small handful of companies that can actually pull that off. >>Well, thank you. Dave, we think so for sure. I mean, we have the history and the foundation and the relationships to be able to do that. I think that um what's what's hard sometimes is that, you know, people may or may not know all the different things we do this multi cloud chapter is really a, It's the reality, 75% of our customers are operating living in a multi cloud world. And if you look at some of the data, it looks like 80, are going that way. And so how do we help them simplify? How do we help customers simplify and innovate for the future? It's definitely in our DNA it's how we take constraints and turn them into an asset for our customers. We, we really believe that it shouldn't be so complex and that we want our customers to have flexibility and choice used to be able to pick which application for which cloud and at any point in time change your mind as well when there are new capabilities on those clouds. And for us, you know, you've hit it on the head, we did realize and we did learn that we don't really want to compete with the hyper scale ear's, what they're doing is pretty unique. What we want to do is help customers consume and accelerate their innovation faster. >>Well, I love the messages and and really appreciate carol your time explaining to our cube audience, going to your vision is the CMO. And you know, we look forward to an interesting chapter ahead with hybrid events, hybrid cloud, multi cloud and all the rest. Thanks so much for coming back in the cube. >>Absolutely. Thank you for having me. Dave >>You're very welcome and thank you for watching. Keep it right there for more great content to cubes coverage of VM World 2021. The virtual edition will be right back. >>Mhm

(bright intro music) >> Hello and welcome to theCUBE coverage of AnsibleFest 2021, virtual, hybrid, all online now. It's been a hell of a year. It's been going great with all the interactions. AnsibleFest 2021, Carol Chen is here. She's the Principal Community Architect for Ansible Community with Red Hat. Carol, thanks for coming on the AnsibleFest 2021 virtual coverage. >> Thanks for having me here, John. >> You know, one of the things about the pandemic I was mentioning, there's the online communities have been really, that have been online, have thrived. Developers know how to do virtual, and virtual, first, now is becoming a norm for developers. So the pandemic, although it's been a really big inconvenience for many, developers, actually, haven't been truly impacted other than the face to face interactions around hallway conversations and events. You're seeing a lot more community open conversations happening more than ever before, just the trend itself was hot. Now you have more people collaborating. What's the state of the Ansible Community right now? Because you know, online content at an all-time high, I'm seeing videos hit. I've seen a lot of content flowing. All around the internet seems to be more action. What's the state of the Ansible Community? >> Yeah, definitely. And actually, from the very start Ansible Community is a very much online community because of the diverse nature in terms of, you know, geographical distribution and just people from all of the world coming together. So initially, I mean, of course we do have like in-person meet-ups, which were a popular thing before the pandemic. That kind of took a little backseat and while it turned virtual, initially, people were like wondering what to do, but, you know, we are used to video conferences and online chats. So virtual meet-ups became quite a popular thing in the first half of the pandemic. So pretty much most of last year, we actually saw a slight rise in the number of, the median number of attendees at these meet-ups, because it's more accessible. You can attend from home, you can, you know, you don't have to go to a physical place to attend these meet-ups. However, this year we are starting to see some virtual fatigue and, you know, the numbers are dropping a little bit, but, you know, hopefully with the, some parts of the world are opening up and we are seeing some meet-ups coming into, in person again, depending on the region, of course, because it's not the same around the world. But I think that the need for people to connect socially is always there, whether it's online or in person. And the Ansible Community is pretty strong in that. And I want to stress that a lot of these meet-ups are organized by the community members, not necessarily by Red Hat or the Ansible team. So, you know, the desire to connect with other people in the community has always there and it's going on strong. >> Yeah, that's a good call out on the community side. I think that the affinity groups around the communities, self forming these meet-ups. >> Right. >> People want to meet in person, that's going to come back. You're starting to see that hybrid. But it's also, you're starting to see again, a fatigue for being like attending these virtual events. But at the same time, you're seeing the asynchronous consumption still go high, too. You're seeing, "Okay, I can do a fly by the event." Or if it's in person, "I'd prefer that." But there's still a lot more asynchronous going on, and a lot more opportunities to contribute. And you guys have done this contributor summits virtually. Can you talk about that trend? Tell me about the virtual contributor summits. >> Sure. So of course we have our regular community meetings, weekly, in fact. But the contributor summit is a place where we can actually gather, previously it was face-to-face, usually part of AnsibleFest, like the day before or after, depending. And, you know, to really, you know, hash out different discussions and more in-depth technical analyses of different parts of the project that we were working on. Even though, virtually, we are still able to do that, and we are, actually, able to increase in frequency of these events. Usually, it used to be once or twice a year, depending on whether or not we have, when we have the AnsibleFest. But last year we had three contributors summits. And this year, the third one will happen along with AnsibleFest in September, end of September, so in this week. So yeah, you know, there's definitely the advantage of making things easier to, for participants. But um... >> Talk about the vibe- Talk about the vibe of the summit. I mean, these contributors. I mean, what's it like and what are people experiencing? Are they just contributing code? They working on projects? Is it hackathons? Is it more, >> Right. >> What's the format of, what are people preferring? What's the best practice? >> So, what we want to encourage is not just one person giving presentations and like a one-way thing, but actually a dialogue. So a lot of these discussions are kind of interactive. So we use tools that allow people, not just like streaming one direction, but people can also appear on video and talk and express their opinions and join the discussions or in chat if they prefer not to show their face. But in any case, it's a lot of times it's not a full presentation, but perhaps an introduction for 5, 10 minutes. And then we go to discussion of a certain topic in-depth. So it's a very, I would say discussion-based, and also we are introducing a hackathon at this contributor summit, because I think it's quite a popular thing for people to get hands-on experience or work on something right away with people to support them then and there. So, you know, you can get results in real-time. So in actual fact, even before the pandemic, our contributor summits have had like, a virtual online component. So we were doing hybrid events before they were, you know, called popular hybrid events, but... >> Before they were necessary, it was cool. >> Right, Right. Exactly. So, because like I said, our contributors are from around the world, so we always made sure that they had a way of participating in the contributor summit as well. >> Yeah. I think that's really important to point out. I mean, I won't say it's cool to do hybrids necessary now because of the pandemic, but that format actually is interesting because you got a linear event that's physical face to face. Certainly that's super valuable when that comes back. But now that the online side has kind of been tied together with the simulated live asynchronous capability, you have this new format. Talk about how you guys are taking that to the next level around trust. Because one of the things about being face-to-face and then being online and knowing people is working together and getting a feeling of trusting each other, right? So, this is a- >> Right. huge part of community. >> How are you guys, now that we're more dispersed than ever, how are you guys handling, or facilitating and nurturing that trust equation? >> Right. So as a open source project, one of the key things is we do a lot of the things in the open. We, you know, the pull request, the development of the code is all done in the open. That's, you know, a very kind of implicit trust that you can have through that. And also the community meetings are open up to the public. Anybody can join if they're interested in. And even if you're not able to join the meetings because time zones or whatever, we share the meeting minutes after the meetings to everyone. Which brings me to, we actually started a newsletter for the community called the Bullhorn, since last April, I think. Because, you know, again, we are trying to explore more channels to be able to reach to different people who may not be able to attend in person, or even during the same time as the community meetings. So they can have this bi-weekly newsletter every two weeks that, you know, shares the meeting minutes. What has been discussed, the new developments in the community, the new collections, updates, new tools and so on. So definitely we see, like, we want to improve the communication to the community and ways that they can provide feedback to us as well. >> And that's called the Bullhorn? That's just getting the word out? >> Yeah, Bullhorn. Yes. Thank you. >> It's like the updates, like it's like, you know, a quick, quick executive summary of kind of what's happening. Is that kind of the vibe? >> Right, Right. >> Okay. Well, I want to ask you specifically, I heard about this new Community Steering Committee. What's the purpose of this? What's this evolving into? Can you give us some background on the purpose and the objective of the community? >> Yeah Sure. Yeah. We established the Ansible Community Steering Committee earlier this year, and as we were saying that the Ansible project is growing, so of course the user community, and also, they're very happy to say that the contributor community is growing. So, you know, we want to provide a better structure for the upstream Ansible project. And a lot of changes are taking place that we want to have some, a group of people to be able to facilitate that. For example, people are, want to make, create new collections, Ansible collections, for automated technologies that they are, you know, working on, or even contribute to existing collections that they have invested interest in. So what are some of the procedures and policies that are needed? Right? So the Steering Committee defines these procedures and make sure that the new content coming in are in compliance to the policies and so on. I mean, this kind of decision-making and stuff has been happening in the committee, I mean the community in an ad hoc manner, to a large extent, even before this. But having the Steering Committee will provide, to add more structure, like I said, and also guidance and accountability for the Ansible Community. >> That's awesome. You know, I love, first of all, I love your title, Principal Community Architect. And you know, one of the things I've always been a big fan of with Ansible, and now as part of Red Hat, is one, Red Hat didn't screw up Ansible. They let it become what it was and became really big with the combination. But the community has always been content driven. And now you've got recipes, you've got collections, you've got content, but the community piece is key. And right now, more than ever with the pandemic, community is more important than ever before. Open source is more important than ever before. How do you look at the architecture of how to sustain and evolve communities to be more inclusive and to grow and to survive and thrive post pandemic? What's your learnings? What's your vision on architecting community for the future? >> I think the key thing is to really find channels and ways to listen to the community. We talk about how to reach our newsletter or whatever, meetings to the community, but it's also what's coming from them. If we don't listen to what they have to say, we don't know what they want and how we can make the community better, the process better for them. I mean, I've been managing different open source communities before Ansible, but every community is different, right? I cannot say what worked for the previous community works for this. So I always try to reach out to the current members in the Ansible Community and hear what they have to say, their complaints, their criticisms, good and bad, because, you know, without those feedback, we cannot grow and we cannot improve. So, and I myself, I've lived in three different continents. So I know the struggle of whether it's like language barriers or time zone restrictions. So, you know, we keep all these in mind as we, you know, build our relationships with the community. >> And I think there's, I think there's a real opportunity with this new virtual standards that not yet emerged. I mean, you mentioned you've been doing hybrid, which has always been part of a physical event, which is going to become normal. But I think there's an opportunity that we're learning in this past a year and a half, where there are new, there are new things and there's, it's good, bad and ugly. I mean, there's been some really ugly conferences. Virtual's a bit painful. But there's also been some really nice moments where people are seeing interaction. So is there any learnings that you've taken away from this past year and a half that you can point to that you might want to share with folks watching around how to tap into the magical moments that could be enabled by, you know, the virtual and or bringing people together? >> You know, I myself, I'm a lover of technology, anything new I like to try. So definitely in this pandemic there's been lots of opportunities to try different technologies. What works, what doesn't work. I think, you know, just trying things out helps. I know sometimes people are resistant to change. I myself sometimes find it hard to change my ways in, in certain, you know, I'm used to this too. I want to use it most of the time, but. But anyway, you know, give, things a chance, but most, I think most importantly, is focus on the people. Because technology aside, it is the people you are reaching out to. Right? So again, listen what they have to say. You know? If this doesn't work for them, find out what they prefer, or you know, what, how we can make things better to improve things for them. So I always keep the focus on the people, on the community and, you know, give new technology a chance. And you know sometimes it works out, sometimes it doesn't, but you don't know 'til try and yeah, just- >> Jump in the water is warm. >> Hope for the best. >> Come on in, water is fine. So the meet-ups are happening. >> Right. >> People are getting together where there, where there's a geography opportunity where there's not a lot of scaring, too much scare going on with the meet-ups. So that's cool. What, what is the current AnsibleFest 2021 key thing that you'd like people to walk away with Carol? Because obviously the momentum is continuing. The world needs to go on. We are seeing hybrid, and then we're going to end up coming out of this soon. What's the, what's the key message this year from the AnsibleFest 2021, from the community. >> That, Ansible is open, Ansible is, you know, open to contributions from anyone. And especially the Ansible Community team is working very hard to make things easy and accessible. So please feel free to visit Ansible.com/community for ways of reaching us. And, you know, use Ansible to automate your stuff, and then use the free time that you have from that to spend more time for your family and friends. >> That's great. Be open. Listen. Now you've got a Steering Committee to steer that ship in the right direction. Congratulations. Thanks for coming on theCUBE and for the update, really appreciate it. Again, props to the community at the Ansible part of Red Hat. You guys do a great job. And again, we'll see you on the other side of the pandemic and thanks for coming in remotely all the way in Finland. >> Thank you so much for having me. Its been my pleasure. Thanks. >> Thank you, Carol. I'm John Furrier for AnsibleFest 2021 coverage. This is theCUBE. Thanks for watching. (bright exit music)

>>from around the globe. It's the Cube >>with digital coverage of VM World 2020 brought to you by VM Ware and its Ecosystem partners. Welcome back to the Cube. Virtual 2020. Coverage of VM Ware, VM World 2020 Virtual. I'm Sean for your host of the Cube. Join with Dave Alonso. We got a great guest. Carol Carpenter, Who's the chief marketing officer of VM Ware Cube Alumni move from Google Cloud to VM Ware. Carol, great to see you. And thanks for coming on the Cube for VM World 2020. Virtual coverage. Thank you. >>Yeah. Thank you both for having me here. Delighted to be here. >>So we've talked about many times before, but you're very in the cloud. Native space. You know the market pretty well. I gotta ask you what attracted you to come to the end? Where what was the What was the reason? Now you're heading up marketing for VM. Where what was the driving force? >>Well, a few things, you know, Number one. I've always had a passion for this space. I love the cloud. I was involved in an early stage company prior to Google Cloud that really had the promise of helping people get enterprises, get to the cloud faster. Um, and when I, you know, look around and I Look which kind of which companies are shaping the future of technology? VM ware, Certainly one of those companies. Second reason goes without saying the people in the culture, incredible leadership and empowerment all throughout Vienna, where and it's it's quite exceptional. And the third is I really think customers are on a really tough journey. Um, and having been at a hyper scaler, having worked at places where you know, cos air in a more traditional legacy environment, it makes it made me realize like this is a tough journey. And I think the, um where is uniquely positioned to help enterprises with what is a complex journey, and it's a multi cloud world. I'm sure you know that our customers know it. And how do you make all these disparate systems and tools work together to deliver the business results? I believe the M where is uniquely positioned Thio. >>It's interesting. VM Ware is going to a whole nother level. We've been commenting on our analysis segments around the business performance, obviously, and the moves they've made over the years. This is our 11th VM world. Keep started 10 years. 11 years ago. Um, we've been seeing the moves so great. Technology moves, product moves, business performance. The relationship with the clouds is all in place. But then Cove, it hits, okay? And then all that gets accelerate even further because you've got, you know, companies that I have to use this downtime to re modernized. And some people get a tailwind with modern application opportunities. So it's interesting time to be, you know, on this trajectory with VM ware and the clouds, what's your thoughts? Because you join right in the middle of all this and you're in and I of the storm. What's your view on this? Because this is a, uh, forcing function for companies to not only accelerate the transformation, but to move faster. >>Yeah, for sure. You know, it's been an incredibly challenging time, I think for everyone, and I hope everyone who's watching and listening is safe. Um, you know, we talk about decades of progress being made in two weeks, and I guess that's the silver lining. If there is one, which is this ultimate work? Remote work from home that we've enabled and the work anywhere. It's been completely liberating in so many ways. Um, you know, it's an area where I look at, there's how we lead our teams and how do we maintain relationships with customers, which obviously requires a different type of interaction, of different type of outreach? And and then there's what are the solutions at scale And you know, im I pleased to say, like there were absolute big lifts in certain areas of our business, particularly around, you know, remote work and our digital workspace solutions, you know, really enabling companies to get thousands of workers up and running quickly. That, combined with our security solutions and our SD wan solution to really enable all of these remote homes to become thousands of remote offices. So there's all of that, which is incredibly positive. And at the same time, you know, I have to tell you, I joke, but I still haven't figured out where the bathroom is, you know, free three plus months. So that way I miss the human connection. I miss being able to just see people and give people a hug now and then when you want Thio >>e mean, VM. Where? Carol, It's amazing. Company. You mentioned the culture before. It really started as a workstation virtualization company, right? And then so many challenges, you know, and use a computing. You guys do an acquisition bringing Sanjay Poon in all of a sudden, you're the leader there cloud, you know, fumbled a little bit, but all of a sudden, the cloud strategy kicking on all cylinders, we see that, you know, growing like crazy. The networking piece, the storage piece you mentioned security, which is a amazing opportunity. Containers. They're gonna kill kill VM ware. Well, I guess. Guess what? We're embracing them. It seems like culturally vm where it just has this attitude of if there's a wave, you know, we're gonna ride it, we're gonna embrace it and figure out how to deliver value to our customers. What's your thinking on that? >>Yeah. I mean, it's such a VM ware, such an innovative company. And that is another reason that attracted me on disability to look at what customers need. Like, this is an incredibly were an incredibly customer centric company, listening to customers, understanding their needs and providing a bridge to where they need to go while also providing them the resiliency and needs they have today. That is what thrills me. And I think we have such an incredible opportunity to continue to drive that future innovation while also being that bridge. Um, I have to tell you, you know, I've known VM Ware for a long time, and what appealed to me is this broader portfolio and this opportunity to actually tell a broader business value story to be able to actually tell that story about not just digital transformation but business transformation. So that's what that's. That's the journey we're on and it's it's happening. It's really I mean, you look at all the customers, whether it's, you know, JPMorgan Chase to, um, a nonprofit like feeding America to, you know, large companies like Nike. It's really incredible the impact and value we could bring. And I feel that my job and the marketing team's job is, I tell them like they're all these diamonds in the backyard. It's just some of them are a little dirty, and some are they're just not fully revealed, and it's our job, todo and you know, dust them off and tell the story to help customers and prospects understand the value we could bring. >>That's how should we be thinking? How should we be thinking about that? That business value, transformation, business transformation? You you? Certainly when you think of an application's company that there's easily connect the dots. But how should we be thinking about VM Ware in that value chain? You an enabler for that transformation? Can you provide some color there? >>Yeah, let me give you some specific examples like Look at, um, so the addition of Tan Xue to the portfolio is what enables us to have these discussions that, let's face it, the only reason people need or want infrastructure is because they want to deploy an application. They want to write an application. They want to move an application. And Tan Xue, which is our container based, kubernetes based orchestration solution and lots more to it. That's what how it is in simple terms that gives us the ability to work with companies, lines of business as well as developers around riel. Business transformation. So two quick examples one. I can't say the name quite yet, but I think very large pharmaceutical company who wants to launch and have a mobile app to help patients. People who are taking Cove in 19 tests get the results, understand the results, ask questions about the results and have one place to go that's really powerful. And to be able to develop an app that is scale built for scale, built for enterprise, built to be resilient when patients are trying to get information. Um, in four weeks, I mean, that's pretty. That's quite incredible. Another example is, you know, very large e commerce company that, you know, you mentioned Cove it and some of the challenges we know retail has certainly been kind of, ah, tale of two cities, right? Some companies with lots of lift and others with real struggle in the physical world. But anyway, large retailer who had to within weeks flip to curbside pickup, Um, being able to look customers being able to look at inventory on demand, those kinds of capabilities required ah, wholesale rewrite of many of their e commerce applications. Again, that's a place where we can go in and we can talk to them about that. And by the way, as you know, the challenge is it's one thing to write and deploy an app, and then it's another to actually run it at scale, which then requires the networking, scalability and flexibility it requires. The virtual, um, storage. It requires all the other elements that we bring to the table. So I think that is the That's kind of the landing spot. But it's not the ending spot when we talk to customers. >>Carol talk about the challenge of VM World 2020 this year. It's not in person. It's one of them. It's an industry event. It's been one every year. It's a place where there's deep community, deep technical demos, beep deep discussions. Ah, lot of face to face hallway conversations. That's not happening. It's virtual. Um, you came right in the middle of all this. You guys pulled it together. Um, got a You got keynote sessions and thanks for including the Cube. We really appreciate that as well. But you have all this content. How did you handle that? And how's that going and and share some, uh, color on what it took to pull it off. And what's your expectation? >>Yeah, So you know. Yes. VM world is considered the gold standard when it comes to industry events. I mean, from the outside in this is the canonical I t event. And so I feel, really, you know, honored that this franchise is now in my hands and have an incredible team of people who obviously have been working on it for prior to my joining. So I just feel honored to be part of it. Um, this is going to be the world's largest VM world. And on the one hand, miss the energy in the room, Miss seeing people, everything you talked about, the serendipitous interactions that the food line or coffee bar. Um, but going virtual has so many benefits. Some of the things we were talking about earlier, the ability to reach many, many more people. This event is going to be 5 to 6 times larger than our physical event. And that's not even including the VM world that we're running in Asia in China. And the other thing that makes me super happy is that over 65% of our registrants and of the attendees here are actually first time VM world attendees. So this ability to broad in our tent and make it easier I mean, let's face it. You know, being able to fly, whether it was Vegas or San Francisco is originally planned. Stay in these expensive hotels and take that time it was. It's a big ask. So by going virtual, we actually have expanded our audience tremendously. Three other thing I am really excited about is we have 800 plus content sessions. We are following the sun. We have live Q and A after every session. We have really the best mobile app for any events, so I encourage you to take a look at that which does enable the chat interaction as well as you know, path funding through the many channels we have of contact. Its's Look, we're learning, and I'd love to follow up with you later to hear what you've learned because I know you've also been doing a lot. Virtually, I think the world is going to move to something that's more hybrid, some combination of virtual and small group, you know, in person, some local events of some sort. Um, but this one I'm super excited about, we we really have seen high engagement, and I just think, Well, I look forward to hearing everyone's feedback. E >>I think one of the things that we've been hearing is is that I can now go to the M world. I can participate now virtually it's it's kind of I would call First Generation writes me the Web early days. But you're right. I think it's gonna open up the eyes to a bigger community, access a bigger pool of data, bigger pool of interactions and community. And when they do come back face to face, people be ableto fly and meet people they met online. So we think this is gonna be a real trend where it's like the r A. Y of this virtual space is tremendous. You could do demos. You conserve yourselves, you could consume a demo, but then meet people face to face. >>And by the way, we have, you know, a tremendous number of fun activities. Hopefully you've taken part in some of them. Everything from puppy therapy Thio magic shows to yoga Thio Um you know John Legend legend performing. So I agree. I think the level personalization and ability to self serve is going to be out of this world. So yeah, it's just the best. >>Your event, just some key things that we can share with the audience. Cloud City has over 60 solution Demos Uh, there's a VM World challenge That's fun. There's also an ex Ask the expert section where you got Joe Beta and Ragu and other luminaries there to ask the questions of the That's the top talent in the company all online. And of course, you get the CTO Innovation keynote with Greg Lavender. So you know you're bringing the big guns out on display on it. Z free access. Um, it's awesome. Congratulations. We're looking forward Toa see, with the day that looks like after, So what's the story line for you? If you had to summarize out the VM World 2020 this year, what's coming out from the data? What are you hearing? Is the key themes, Actually, the tagline. You know, uh, you know, possible together, Digital foundation, unpredictable world. But what are you hearing, uh, in the virtual hallways? >>Well, a few things, but I'd say the top take away is that VM where has spread its wings, has embraced mawr of the different ICTY audiences and is driving business transformation for companies in new and pretty unique ways. What and then obviously like slew of announcements, new partnerships, new capabilities, everything around multi cloud we have. As you know, every single cloud provider is a partner on the security front, intrinsic security built in throughout the entire stack. The the other part that I I think it's super exciting are these partnerships were announcing everything from what we're doing with and video to make a i mawr accessible for enterprises in production to what we're doing around sassy, secure access Service Edge. Being able to provide a holistic, secure, distributed environment so that every worker, no matter where they are, every endpoint, every remote office could be fully secured. >>You know, in VM where is the gold standard of Of of the Ecosystem and VM world? Of course, they're all in the showcase and it was hard fought. I mean, it took a long time to get there, and you know, the challenges of building that. And now you mentioned in video. You see all these new tail winds coming in and and then I've seen companies launch at VM World. And so you know that ecosystem is, as I say, it is very difficult to build. But then becomes a huge asset because this just gives you so much leverage. A zone organization, your company's your partners, your customers. >>Thank you, Dave. Yeah, we're super excited. And I should say that like the partner and the ecosystem here is unparalleled. And our challenge is how do we provide? And you know, this Like, how do we provide the strategic vision and that practitioner level content? So we're gonna you know, that's what we're committed. Teoh is making sure that our practitioners get everything they need in every every area of expertise, as well as making sure we're conveying our business story. >>Carol, thanks so much for coming on. Really appreciate the inside one final question for you as we get through this crisis soon hybrid comes back for events, certainly. But as the CMO the next gen story, you now have a chief customer officer. We interviewed him. Well, the n words go to the next level. What's your goals? What are you trying to accomplish? And you've got a lot of things going on. Certainly a big story to tell. A lot of ingredients. Toe kinda cook a great, great story here. What's your goals? See him over the next year. >>You know, my goal is to help drive the business transformation and you've heard it from Submit. You've heard it from others at this point. But really, you know, the company is going We're going through a dramatic transformation from being, you know, ah, license on Prem Company to being a multi cloud, modern SAS company. So my goal is to support that. And that means modernizing the way we do marketing which, you know, you say, Well, what does that mean? It means customer focus, customer lifecycle marketing. It means agility, being able to actually use data to drive how we interact with customers and users so that they have those great experiences and they continue to use the product and Dr Adoption and Growth. And the other part of it is, um, b two b marketing, as you may or may not have noticed, is incredibly boring and dull. And I know I'm guilty of this, too. We get caught up in a lot of but jargon and the language, and I am on a mission that we're going to do great B two B marketing that helps customers understand what we do and where we express the value simply clearly and in in differentiated way. >>That's awesome. >>Yeah, Why should the consumer guys have all the fun? Right? >>Right, Well, and that's part of being, by the way a SAS or subscription company is. Everything we do needs to be consumer simple at scale and with the secure ability and the reliability of what an enterprise means. >>Well, I got to tell you that the irony of all this virtual ization of the world with Covic virtual events e one of the big surprise is we're gonna be looking back at is how much it's opened up Thio Mawr audiences and new ways of modernizing and taking advantage of that. Certainly with content in community, you guys are well positioned. Congratulations for a great event. Thank you for coming on and sharing your insights, and we'll keep in touch. We'll try. We'll try to make it exciting, Mister Cube. Thank you. Appreciate >>it. Thank you. Awesome. Thank you. Thank you, John. >>I'm Jennifer David. Lot Cube. Coverage of the M 2020 Virtual. This is the Virtual Cube. Have now virtual sets everywhere. All around the world. It's global. Thanks for watching

>>live from Las Vegas. It's the Cube covering Splunk dot com. 19. Brought to you by spunk. >>Okay, welcome back. Everyone secures live coverage in Las Vegas response dot com. I'm John Ferrier, host of the Cube. We're here for three days is a spunk. Spunk dot com 10 anniversary of their end user conference way Got some great guests here. They talk about diversity, inclusion breaking the barrier. Women in tech We got some great guests. Jane Heights, I add Si io National government service is Thanks for joining us. Appreciate it. Carol Jones, CEO Sandy and National Labs from Albuquerque Think coming on to CEOs of excited Suzanne McGovern. Diversity and inclusion talent leader for Splunk Thanks for guys joining us. Really appreciate it. I want to get into a panel you guys discuss because this is the area of really important to the workforce. Global workforce is made up of men and women, but most of the software text built by mostly men. But we get that second. I want to get in, find out what you guys are doing in your rolls because you guys, the journey is breaking through the barrier. Start with you. What's your role. What do you do? Their CEO. >>So I am CEO for National Government Service Is we do Medicare claims processing for the federal government. We also have a number of I t contracts with CMS. And, um, I organ. I have an organization of 331 people. Very different organization, Data center, infrastructure security gambit of I t, if you will. A great group of people divers were in Baltimore. Where? In Indianapolis. We're out of the kingdom office. How >>long have you been in 19 >>My career. So yes. Yeah. The waves. Yes. I have seen the waves have Daryl >>Jones and I'm c i o same National Laboratories. It's a federally funded research and development center. So we do research and development from on behalf of the U. S. Government. I have about 500 employees and 400 contractors. So we provide the I T for Sadia, all gametes of it, including some classified environments. >>A lot of security, your role. What's wrong? >>I'm the chief diversity officer. It's Plus I get the pleasure to do that every day. A swell, a cz. It's everyone's job. Not just magically explode. But I'm very honored to do that. How to look after talent. >>I want to compliment you guys on your new branding. Thank not only is a cool and really picking orange, but also that position is very broad and everything is trade message. But the big posters have diversity. Not a bunch of men on the posters. So congratulations, it's anger. Representative is really important. Worth mentioning. Okay, let's start with the journey. The topic you guys just talked about on a panel here in Las Vegas is female leaders smashing the glass ceiling. So when you smash his last ceiling, did you get caught? Was her bleeding? What happened? Take us for your journey. What was big? Take away. What's the learnings? Share your stories. >>Well, a lot of it, as I shared today with Panel, is really learning and be having that Lerner mindset and learning from something that you do, which is part of your life. And I use the example of I'm married to an Indian Muslim, went to India, spent some time with his family, and they told me Let's be ready at 6 30 and I said, Okay, I'm ready. I'm ready. Dressed in 6 30 nobody else was ready. And everyone in the room said, Well, we're gonna have Chai first we're gonna have some tea And I was like, Well, you said 6 30 and I'm ready And, um, everyone said, Well, you know, we need to relax. We need to connect. We need to have some time So I took that back and said, You know what? We all need to make time for tea Way. All need to connect with our people and the individuals that work with us, And I've kind of taken that on through the last 20 years of being married, Tim. But connecting with individuals and your teams and your partner's is what's important and as what Lead Meeks. I've built those allies and that great group of people that >>being people centric, relationship driven, not so much chasing promotions or those kinds. >>That's what's worked for me. Yes, >>Carol, it's been your journey. Stories >>start a little bit of beginnings. I've been in Tech over 30 years. I got a bachelor's and marketing, and then I was looking to get my master's. So I got, um, I s degree, but I didn't know even to go into that field. So my professor said you needed to go into my s, so don't know that's too hard. You can't do that. You know, you could do it. So it's always been challenging myself and continuing learning. I worked at IBM then I was there in the time when they did great layoffs. So no, e he was 93 right to left. Only wonder he's gonna be left by the end of the year. >>You know, for the younger audience out there M I s stands from management information systems. Before that, there was data processing division which actually relevant today. Quite a journey. What a great spirit. What's the one thing that you could share? Folks, this is a lot of young women coming into the workforce, and a lot of people are looking at inspirational figures like yourselves that have been there and done that. There's a lot of mentoring going on is a lot of navigation for young women and understand minorities. And they just you guys, there's no real playbook. You guys have experiences. What's your advice, folks out watching >>my number one advice. And I gave this to people who are wanting to go into leadership. Trust yourself. Trust to you. Are you all got to this place because of the successful person you are and just continue to trust yourself to take advantage of those opportunities. Take a risk. I took a risk when my total focus was in Medicare. I was asked to do another job and I took another, you know, position. And it wasn't in Medicare. So you have to take those opportunities and risk and just trust that you're gonna get yourself. >>Carol. You're >>similar. It's to continue to grow and to be resilient, there'll be times in your career like a layoff where you don't know what you're gonna do. You bounce back and make it into uneven. Better job on. Take risks. I took a risk. I went into cybersecurity. Spent 10 years there, continuing learning and the Brazilian >>learnings key, right? I mean, one of the things about security mentioned 10 years. So much has changed, hasn't it? >>Well, it's bad. Guys still outnumber the good guys. That has changed faster. Exactly. Technologies change. >>Just talk about the diversity inclusion efforts. You guys have a Splunk Splunk cultures very open transparent on the technology solutions very enabling you actually enabling a lot of change on the solution side. Now we're seeing tech for good kind of stories because Texas Tech Tech for business. But also you're seeing speed and times value time to mission value, a new term way kicked around this morning. It's time to mission value. >>Yes. So I'm glad you mentioned data, right? We're data company, and we're very proud that we actually whole star diversity inclusion numbers, right? So way moved the needle 1.8% on gender last year, year on year pride, but not satisfied. We understand that there's much more to diversity inclusion than just gender, But our strategy is threefold for diversity. Inclusion. So it's work force, workplace marketplace farces around just where talk is improving our representation so that these women are no longer the only. These are in the minority that were much more represented, and we're lucky we have three women and our board. We have four women in our C suite, so we're making good good progress. But there's a lot more to do, and as I say, it's not just about gender. We want to do way, nor the innovation is fueled by diversity. So we want to try. You know, folks of different races, different ethnicity, military veterans, people with disability. We need everyone. It's belongs to be, since >>you guys are all three leaders in the industry, Thanks for coming on. Appreciate that. I want to ask you guys because culture seems to be a common thread. I mean, I do so money talks and interviews with leaders for all types, from digital transformation to Dev ops, the security and they always talk speeds in fees. But all the change comes from culture people on what I'm seeing is a pattern of success. Diversity inclusion works well if it's in the culture of the company, so one filter for anyone a woman or anyone is this is a company culturally aligned with it. So that's the question is what do you do when you have a culture that's aligned with it? And what do you do? There's a culture that's not allow, so you want to get out. But how do you unwind and how do you navigate and how do you see the size of signals? Because the date is there >>a way to certainly really harness and failed a culture of inclusion. And that's through employee resource groups in particular. So it's plunks. More than 50% of our spelunkers are actually members. Followers are allies on employee resource. So gives community. It gives that sense of inclusion so that everyone could bring their whole Selves to work. So, to your point, it really does build a different culture, different level of connection. And it's super different. >>Any thoughts on culture and signals look for good, bad, ugly, I mean, because you see a good ways taken right. Why not >>take a chance, right? Right. No, I think, you know, like you look at it and you decide, like some young women we were talking to, You know, Is this the right company for you? And if not, can you find an ally? You know, it's a feeling that the culture isn't there and helped educate him on help to get him to be Jack of what does he and his leaders, I think we have to always ask ourselves, Are we being inclusive for everyone >>and mine? I would spend it a little bit. Is that diversity and thoughts And how? When I joined this organization. Culture is a big factor that needs to change and some of the things that I'm working on, but to bring people to the table and hear those different thoughts and listen to them because they all do think differently. No matter color, race, gender, that sort of thing. So diversity and thought is really something that I try to focus in on >>carry. Palin was just on the Cuban CMO of Splunk and top of the logo's on the branding and, she said, was a great team effort. Love that because she's just really cool about that. And she said we had a lot of diversity and thought, which is a code word for debate. So when you have diversity, I want to get your thoughts on this because this is interesting. We live in a time where speed is a competitive advantage speed, creativity, productivity, relevance, scale. These air kind of the key kind of modern efforts. Diversity could slow things down, too, so but the benefit of diversity is more thought, more access to data. So the question is, what do you guys think about how companies or individuals could not lose the speed keep the game going on the speed and scale and get the benefits of the diversity because you don't want things to grind down. Toe halts way Slugs in the speed game get data more diverse. Data comes in. That's a technical issue. But with diversity, you >>want a challenge that, to be honest, because we're a data company in the details. Irrefutable. Right? So gender diverse Teams up inform homogeneous teams by about 15% if you take that to race and ethnicity was up to 33%. Companies like ourselves, of course, their numbers see an uptick in share price. It's a business imperative, right? We get that. It's the right thing to do. But this notion that it slows things down, you find a way right. You're really high performance. You find a way best time. So it doesn't always come fast, right? Sometimes it's about patients and leadership. So I'm on the side of data and the data is there. If you tickle, di bear seems just perform better, >>so if it is slowing down, your position would be that it's not working >>well. Yes, I know. I think you got to find a way to work together, you know? And that's a beautiful thing about places like spun were hyper cool, right? It's crazy. Tons of work to do different things were just talking about this in the break way have this unwritten rule that we don't hire. I'll see jerks for >>gender neutral data, saris, origin, gender neutral data. >>Yeah, absolutely no hiring folks are really gonna, you know, have a different cultural impact there. No cultural adds the organization way. Need everyone on bats. Beautiful thing. And that's what makes it special. >>I think you know, is you start to work and be more inclusive. You start to build trust. So it goes back to what Jane was talking about relationships. And so you gotta have that foundation and you can move fast and still be reversed. I >>think that's a very key point. Trust is critical because people are taking chances whether they're male or female. If the team works there like you see a Splunk, it shouldn't be an issue becomes an issue when it's issue. All right, so big Walk away and learnings over the years in your journey. What was some moments of greatness? Moments of struggle where you brought your whole self to bear around resolving in persevering what were some challenges in growth moments that really made a difference in your life breaking through that ceiling. >>Wow. Well, um, I'm a breast cancer survivor, and I, uh, used my job and my strength to pull me through that. And I was working during the time, and I had a great leader who took it upon herself to make sure that I could work if I wanted. Thio are not. And it really opened that up for me to be able to say, I can still bring my whole self, whatever that is today that I'm doing. And I look back at that time and that was a strength from inside that gave me that trust myself. You're going to get through it. And that was a challenging personal time, But yet had so many learnings in it, from a career perspective to >>story thanks for sharing Caroline stories and struggles and successes that made him big impact of you. Your >>life. It was my first level one manager job. I got into cybersecurity and I didn't know what I was doing. I came back. My boss of Carol. I don't know what you did this year, and so I really had to learn to communicate. But prior to that, you know that I would never have been on TV. Never would have done public speaking like we did today. So I had to hire a coach and learn hadn't forward on communications. Thanks for sharing stories, I think a >>pivotal moment for me. I was in management, consultants say, for the first half of my career, Dad's first child and I was on the highway with a local Klein seven in the morning. Closet Night started on a Sunday midday, so I didn't see her a week the first night. I know many women who do it just wasn't my personal choice. So I decided to take a roll internal and not find Jason and was told that my career would be over, that I would be on a track, that I wouldn't get partner anymore. And it really wasn't the case. I find my passions in the people agenda did leadership development. I didn't teach our role. I got into diversity, including which I absolutely love. So I think some of those pivotal moments you talked about resilient earlier in the panel is just to dig, dying to know what's important to you personally and for the family and really follow your to north and you know, it works out in the end, >>you guys air inspiration. Thank you for sharing that, I guess on a personal question for me, as a male, there's a lot of men who want to do good. They want to be inclusive as well. Some don't know what to do. Don't even are free to ask for directions, right? So what would you advise men? How could they help in today's culture to move the needle forward, to support beach there from trust and all these critical things that make a difference what you say to that? >>So the research says that women don't suffer from a lack of mentorship. The sucker suffer from a lack of advocacy. So I would say if you want to do something super easy and impactful, go advocate for women, go advocate for women. You know who is amazing I there and go help her forward >>in Korea. And you can do that. Whatever gender you are, you can advocate for others. Yeah, also echo the advocacy. I would agree. >>Trust relationships, yes, across the board >>way, said Thio. Some of the women and our allies today WAAS bring your whole self. And I would just encourage men to do that, to bring your whole self to work, because that's what speeds up the data exchange. That's what it speeds up. Results >>take a chance, >>Take a chance, bring your whole self >>get trust going right. He opened a communicated and look at the date on the photo booth. Datable driver. Thank you guys so much for sharing your stories in The Cube, you think. Uses the stories on the Cube segments. Cube coverage here in Las Vegas for the 10th stop. Compass Accused seventh year John Ferrier with Q. Thanks for watching.

>> Live from San Francisco, It's theCUBE. Covering Google Cloud Next 2018. Brought to you by Google Cloud and it's Ecosystem partners. >> Hey, welcome back everyone. We are live in San Francisco, CUBE coverage for Google Cloud Next 18. I'm John Furrier, Jeff Frick. Our next guest is Carol Carpenter, Vice President of product marketing here at Google Cloud, and Navid Erfani-Ghadimimi, welcome to theCUBE. >> Thank you very much. >> Thanks for coming on. So data for good has been a topic we were just talking about here, day three What do you guys do? And what's your relationship with Google? Because big data for good is really, with cloud computing more relevant than ever before. Take a minute to explain your project. >> Sure, so in South Africa we are a social nonprofit organization. We try and connect young people that are not employed, never employed to opportunities. And we are hosted in Google Cloud, and we use GCP as our sole provider. And what we try and do is we use data to be able to understand young people, understand the facets that make a young person employable and match them to opportunities that we find. So we describe opportunities using different data points. So all those data points that we have, we store them in Cloud Sequel, and we store them in BigQuery. And then we run analytics and matching to be able to find how these young people can contribute to the economy. >> How's it going so far? >> So far it's been great. It's allowed us to think about the 10X strategies. When we were an on PRAM business, we very limited by what could provide, bricks and mortar, and now we're looking and saying, well how do we provide as much capacity and capability to these young people using cell service channels? So it really has just opened up a world of possibilities. And we're really looking at it. And we're very excited because we've taken on some initiatives in Rwanda as well. And so we're taking on a global and Africa-wide kind of strategy, which I think without Cloud we really wouldn't be able to do. >> I wonder if you could just drill down, because what are some of the data points that you look at and you measure? And is it identifying the data points and then finding the match? Or is it finding the critical ones that you really need to address as a priority to get kids to that position where they can get a job? >> I mean it's really interesting because what we talk about, we talk about proxies for competence. So if you think about when you go apply for a job, you kind of say hello, here I am and I've done this job for so many years, and that's your proxy for competence. So if you're a young person that just has a high school education and you're stepping in, we need to be able to describe you as a human, right? So for those things we look and say, what are your biographic information? What's your socialization? What kind of grit and energy do you bring to the job? So we try and measure those things and we have as many contact points as we can get to be able to understand, who is this individual, really? And use those data points, and we have about 155 aspects that we use right now, and then match them to different entry-level jobs. >> So you're the Enterprise Architect of Harambee Youth and Employment Accelerator. I love that term, accelerator. >> Yes, right. >> And I also love the term Enterprise Architect, because both are indeed of some clout. One of the themes is digital transformation, which is kind of a generic term, the analysts all talk about it. But really we're talking about the cloud mobile digital world and the power that can bring. Accelerator on the youth side, they need an app. So you're essentially providing a digital capability, not the old brick and mortar. >> That's right. >> How do you architect all of this? Because you got to assume there's an app at the edge, either a downloadable app or website, phone-- >> So we have actually quite an interesting problem to solve, because for our young people, they don't have access to apps. The majority of our young people are on feature phones, basic phones, not smart phones. And data in South Africa is very expensive. So for that young person, we need to provide as low a touch at a connection point, to our services, without making that cost them something, right? So we built a very basic Mobi site, no JavaScript, as blank as you can get. It's very boring if you look at it. >> So lightweight. >> Very lightweight. But it's the tip of an iceberg. So from there we collect certain information, but then we have an award-winning contact center that makes 35 thousand calls every month. And we engage with a young person in an up down poll for about 15 minutes. And it's that 15 minutes that we use to talk to this young person, understand about them, figure out who they are and what they are, and use that to gather our data points. We then have assessments that we run. So we run psychometric assessments, we have competence assessments, and we gather all those data points and we start understanding this young person in a way that we can go to an employer, because on that side for the employer, we need to be able to say you trust us that when we give you this young person, that we say this person will do well in your job. Well you have to have trust in us to be able to do that. So we need to provide that data to say well, this is how we came up with it. So we take quite a lot of effort in that. >> You're verifying in a way, putting your reputation on the line with the candidates. >> Yes. >> At the same time, you don't know when the inbound touch is going to happen, so you got to have all that material ready to go. >> That's right. >> That's where the big data kicks in. >> That's right. So the big data, the collection of that information, and the understanding of it... And we're on a journey to start figuring out, how can we use artificial intelligence, how can we use ML in a way that improves our accuracy, but at the same time, leaves out anything that may be biased toward these young people. So we're taking a very cautious approach to it. But it's a lot of big data. We're trying to consume it as best we can. Plus, we're trying to think about, how do we provision our services for the employers? Because again, it's a demand at business, so we want to find as many jobs as we can so we can take young people to those jobs. So extend our reach to the employers and-- >> The heavy lifting, so that they don't have to. >> Yeah, so they don't have to. >> Carol, talk about the dynamic with Google Cloud, because this is the theme we're hearing all week. You guys do the heavy lifting, and at the edge of the user experience, you take the toil out of it. The word toil has been-- >> It keeps coming up. >> It keeps coming up. Thinking of that toil, the hard work, friction out of it. In this case, the connectivity costs, being productive at that point of transaction... >> Exactly. >> They're doing the back end heavy lifting. This is kind of like a core theme across. >> That is what the promise of the Cloud is supposed to be, right? Which is to remove all that back end toil, I love that word too, the toil, the mundaneness of it all, so that folks like Harambee can actually focus on delivering great service to both potential employers and employees. So we're trying to automate as much of that infrastructure, that's what we announced a lot around serverless, around containers, this idea of you don't need to worry about it. You don't have to provision the server now. You don't have to worry about patches. You don't have to worry about security. We'll take care of that for you. >> I just love your phrase proxy for competence, and I can't help but think, I've got kids in college that you know, that's the whole objective of the application, right? We've got SATs and PSATs and they take a couple data sets, but relative to the number of data sets that you describe. And I would the intimacy of those data sets, versus an ACT an SAT and a transcript. You probably have a really interesting insight, and if you can correlate to the proxies of competency, this is something that has a much greater kind of opportunity than just helping these kids that you need to help and it's really important. But that's a really interesting take, to use a much bigger data set, sophistication, great tools and infrastructure to do that mapping of competency to that job. >> Absolutely, and we're very focused on understanding, how do we use this data to provision a network for our young people to be able to describe themselves in entry? So one of the things we found in South Africa, and I'm sure it's a fairly universal problem, is that if you are unemployed, one of the things that prevents you from finding employment is you cannot access a network in which people that have jobs or describe jobs, you don't have access to that network. And so the ability to stand up and say, hey, this is who I am, these people have said, this is my profile as an individual, and say Harambee, or whoever it is, says that I am competent in these things. That gives them an in, that gives them some way of entering that network. And for instance, we've done a certain study that said that if a young lady takes just a basic CV that has a stamp on it from Harambee with a description of who they are and what their competencies are, that improves their chances of finding a job by 30%, up to 30%, and that's significant, right? And this is not us finding the job for them, this is them going out and looking for a job, so it's describing and helping this person enter that network by providing, again, a proxy for competence. >> Talk about the relationship with Google. What is Google working with you guys on? And what's next for you guys? >> Google has helped us immensely. We receive those credits, and those credits allowed us to take that first step into the cloud. They gave us a little bit of breathing room, alright, so we could take that step. We also have access to some Googlers, that have helped talk to us a little bit about ML and they have been helping us out on that. In terms of the next steps, it's 10X time. It's time to grow, it's time to use this scale, it's time to use the opportunity that we have to make the real impact that we've been searching for. >> Connect those jobs to those folks. >> Absolutely, because this is not a small problem. We've got a big problem to solve and we're really excited to be able to do it. >> I'm glad you're doing that. >> Awesome. >> It's a great, great mission. Carol, I want to get your thoughts finally, just to kind of end this segment and kind of end our time here at Google Cloud. Good opportunity for someone who's been looking at the landscape of the products. What's been the vide of the show, from your standpoint? Obviously you've been planning this for months, it's showtime, it's coming to a close, we're day three, you heard, it's going to close in 30 minutes. Are you happy? >> Yeah, I mean we're thrilled. We're thrilled. We were just talking earlier, it's been a tremendous three days of just great interaction with fantastic customers, partners, developers, it's just the level of engagement... Google Cloud is about making the Cloud available for everyone. We wanted this to be a place for people to engage, to make things, to try things, to be hands-on, to be in sessions with people like Harambee, to actually understand what the Cloud can do. And we're super excited. We've seen that in spades. The feedback has been tremendous. I hope you heard that as well. We're really excited. We believe that the capabilities we have around what we're doing in data analytics, machine learning, on top of this incredibly robust infrastructure, we really believe that there are amazing problems we can solve together. >> We had a couple of our reporters here earlier saying people who think Google is far behind is not here at the event. I got to say, give you guys some props, you guys are bringing... We know you've got great technology, everyone kind of knows that, who knows google, certainly knows the size and the scope of the great technology. But you're making it consumable. And you're thinking about the enterprise, versus we're Google. Use our great stuff because we use it. You're like Google. People aren't like Google because no one has that many servers. (laughs) Right. So it's self-awareness. This has really been a great stride you guys have shown. And the customers on stage. >> Oh, they're fantastic. >> That's the proof in the pudding. At the end of the day-- >> They're fantastic. Showing how you can actually apply it, how you can apply AI, machine learning to actually solve real world problems, that's what we were most excited about. Like you said, lots of great technology. What we want to do is connect the dots. >> And Diane Greene I thought of, my favorite soundbite was security is number one, worry, AI is the number one opportunity. >> Absolutely. >> I think if you look at it from that lens, everything falls into place. >> Absolutely. >> Well thanks for coming on, thanks for having theCUBE this week, Google. And congratulations on your great venture, and good luck with your initiative. >> Thank you very much. >> Thank you both. >> Alright that's theCUBE coverage here, live in San Francisco. I'm John Furrier, Jeff Frick, Dave Vellante went home last night. He's in our office taking care of some business. I want to thank everyone for watching. And that's a wrap here from San Francisco. Thanks for watching.

>> Live from San Francisco, It's the cube. Covering Google Cloud Next 2018. Brought to you by Google Cloud and it's Ecosystem partners. >> Hey, welcome back everyone. We are live in San Francisco, Cube coverage for Google Cloud Next 18. I'm John Furrier, Jeff Frick. Our next guest is Carol Carpenter, Vice President of product marketing here at Google Cloud, and Navid Erfani-Ghadimimi, welcome to the Cube. >> Thank you very much. >> Thanks for coming on. So data for good has been a topic we were just talking about here, day three What do you guys do? And what's your relationship with Google? Because big data for good is really, with cloud computing more relevant than ever before. Take a minute to explain your project. >> Sure, so in South Africa we are a social nonprofit organization. We try and connect young people that are not employed, never employed to opportunities. And we are hosted in Google Cloud, and we use GCP as our sole provider. And what we try and do is we use data to be able to understand young people, understand the facets that make a young person employable and match them to opportunities that we find. So we describe opportunities using different data points. So all those data points that we have, we store them in Cloud Sequel, and we store them in BigQuery. And then we run analytics and matching to be able to find how these young people can contribute to the economy. >> How's it going so far? >> So far it's been great. It's allowed us to think about the 10X strategies. When we were an on PRAM business, we very limited by what could provide, bricks and mortar, and now we're looking and saying, well how do we provide as much capacity and capability to these young people using cell service channels? So it really has just opened up a world of possibilities. And we're really looking at it. And we're very excited because we've taken on some initiatives in Rwanda as well. And so we're taking on a global and Africa-wide kind of strategy, which I think without Cloud we really wouldn't be able to do. >> I wonder if you could just drill down, because what are some of the data points that you look at and you measure? And is it identifying the data points and then finding the match? Or is it finding the critical ones that you really need to address as a priority to get kids to that position where they can get a job? >> I mean it's really interesting because what we talk about, we talk about proxies for competence. So if you think about when you go apply for a job, you kind of say hello, here I am and I've done this job for so many years, and that's your proxy for competence. So if you're a young person that just has a high school education and you're stepping in, we need to be able to describe you as a human, right? So for those things we look and say, what are your biographic information? What's your socialization? What kind of grit and energy do you bring to the job? So we try and measure those things and we have as many contact points as we can get to be able to understand, who is this individual, really? And use those data points, and we have about 155 aspects that we use right now, and then match them to different entry-level jobs. >> So you're the Enterprise Architect of Harambee Youth and Employment Accelerator. I love that term, accelerator. >> Yes, right. >> And I also love the term Enterprise Architect, because both are indeed of some clout. One of the themes is digital transformation, which is kind of a generic term, the analysts all talk about it. But really we're talking about the cloud mobile digital world and the power that can bring. Accelerator on the youth side, they need an app. So you're essentially providing a digital capability, not the old brick and mortar. >> That's right. >> How do you architect all of this? Because you got to assume there's an app at the edge, either a downloadable app or website, phone-- >> So we have actually quite an interesting problem to solve, because for our young people, they don't have access to apps. The majority of our young people are on feature phones, basic phones, not smart phones. And data in South Africa is very expensive. So for that young person, we need to provide as low a touch at a connection point, to our services, without making that cost them something, right? So we built a very basic Mobi site, no JavaScript, as blank as you can get. It's very boring if you look at it. >> So lightweight. >> Very lightweight. But it's the tip of an iceberg. So from there we collect certain information, but then we have an award-winning contact center that makes 35 thousand calls every month. And we engage with a young person in an up down poll for about 15 minutes. And it's that 15 minutes that we use to talk to this young person, understand about them, figure out who they are and what they are, and use that to gather our data points. We then have assessments that we run. So we run psychometric assessments, we have competence assessments, and we gather all those data points and we start understanding this young person in a way that we can go to an employer, because on that side for the employer, we need to be able to say you trust us that when we give you this young person, that we say this person will do well in your job. Well you have to have trust in us to be able to do that. So we need to provide that data to say well, this is how we came up with it. So we take quite a lot of effort in that. >> You're verifying in a way, putting your reputation on the line with the candidates. >> Yes. >> At the same time, you don't know when the inbound touch is going to happen, so you got to have all that material ready to go. >> That's right. >> That's where the big data kicks in. >> That's right. So the big data, the collection of that information, and the understanding of it... And we're on a journey to start figuring out, how can we use artificial intelligence, how can we use ML in a way that improves our accuracy, but at the same time, leaves out anything that may be biased toward these young people. So we're taking a very cautious approach to it. But it's a lot of big data. We're trying to consume it as best we can. Plus, we're trying to think about, how do we provision our services for the employers? Because again, it's a demand at business, so we want to find as many jobs as we can so we can take young people to those jobs. So extend our reach to the employers and-- >> The heavy lifting, so that they don't have to. >> Yeah, so they don't have to. >> Carol, talk about the dynamic with Google Cloud, because this is the theme we're hearing all week. You guys do the heavy lifting, and at the edge of the user experience, you take the toil out of it. The word toil has been-- >> It keeps coming up. >> It keeps coming up. Thinking of that toil, the hard work, friction out of it. In this case, the connectivity costs, being productive at that point of transaction... >> Exactly. >> They're doing the back end heavy lifting. This is kind of like a core theme across. >> That is what the promise of the Cloud is supposed to be, right? Which is to remove all that back end toil, I love that word too, the toil, the mundaneness of it all, so that folks like Harambee can actually focus on delivering great service to both potential employers and employees. So we're trying to automate as much of that infrastructure, that's what we announced a lot around serverless, around containers, this idea of you don't need to worry about it. You don't have to provision the server now. You don't have to worry about patches. You don't have to worry about security. We'll take care of that for you. >> I just love your phrase proxy for competence, and I can't help but think, I've got kids in college that you know, that's the whole objective of the application, right? We've got SATs and PSATs and they take a couple data sets, but relative to the number of data sets that you describe. And I would the intimacy of those data sets, versus an ACT an SAT and a transcript. You probably have a really interesting insight, and if you can correlate to the proxies of competency, this is something that has a much greater kind of opportunity than just helping these kids that you need to help and it's really important. But that's a really interesting take, to use a much bigger data set, sophistication, great tools and infrastructure to do that mapping of competency to that job. >> Absolutely, and we're very focused on understanding, how do we use this data to provision a network for our young people to be able to describe themselves in entry? So one of the things we found in South Africa, and I'm sure it's a fairly universal problem, is that if you are unemployed, one of the things that prevents you from finding employment is you cannot access a network in which people that have jobs or describe jobs, you don't have access to that network. And so the ability to stand up and say, hey, this is who I am, these people have said, this is my profile as an individual, and say Harambee, or whoever it is, says that I am competent in these things. That gives them an in, that gives them some way of entering that network. And for instance, we've done a certain study that said that if a young lady takes just a basic CV that has a stamp on it from Harambee with a description of who they are and what their competencies are, that improves their chances of finding a job by 30%, up to 30%, and that's significant, right? And this is not us finding the job for them, this is them going out and looking for a job, so it's describing and helping this person enter that network by providing, again, a proxy for competence. >> Talk about the relationship with Google. What is Google working with you guys on? And what's next for you guys? >> Google has helped us immensely. We receive those credits, and those credits allowed us to take that first step into the cloud. They gave us a little bit of breathing room, alright, so we could take that step. We also have access to some Googlers, that have helped talk to us a little bit about ML and they have been helping us out on that. In terms of the next steps, it's 10X time. It's time to grow, it's time to use this scale, it's time to use the opportunity that we have to make the real impact that we've been searching for. >> Connect those jobs to those folks. >> Absolutely, because this is not a small problem. We've got a big problem to solve and we're really excited to be able to do it. >> I'm glad you're doing that. >> Awesome. >> It's a great, great mission. Carol, I want to get your thoughts finally, just to kind of end this segment and kind of end our time here at Google Cloud. Good opportunity for someone who's been looking at the landscape of the products. What's been the vide of the show, from your standpoint? Obviously you've been planning this for months, it's showtime, it's coming to a close, we're day three, you heard, it's going to close in 30 minutes. Are you happy? >> Yeah, I mean we're thrilled. We're thrilled. We were just talking earlier, it's been a tremendous three days of just great interaction with fantastic customers, partners, developers, it's just the level of engagement... Google Cloud is about making the Cloud available for everyone. We wanted this to be a place for people to engage, to make things, to try things, to be hands-on, to be in sessions with people like Harambee, to actually understand what the Cloud can do. And we're super excited. We've seen that in spades. The feedback has been tremendous. I hope you heard that as well. We're really excited. We believe that the capabilities we have around what we're doing in data analytics, machine learning, on top of this incredibly robust infrastructure, we really believe that there are amazing problems we can solve together. >> We had a couple of our reporters here earlier saying people who think Google is far behind is not here at the event. I got to say, give you guys some props, you guys are bringing... We know you've got great technology, everyone kind of knows that, who knows google, certainly knows the size and the scope of the great technology. But you're making it consumable. And you're thinking about the enterprise, versus we're Google. Use our great stuff because we use it. You're like Google. People aren't like Google because no one has that many servers. (laughs) Right. So it's self-awareness. This has really been a great stride you guys have shown. And the customers on stage. >> Oh, they're fantastic. >> That's the proof in the pudding. At the end of the day-- >> They're fantastic. Showing how you can actually apply it, how you can apply AI, machine learning to actually solve real world problems, that's what we were most excited about. Like you said, lots of great technology. What we want to do is connect the dots. >> And Diane Greene I thought of, my favorite soundbite was security is number one, worry, AI is the number one opportunity. >> Absolutely. >> I think if you look at it from that lens, everything falls into place. >> Absolutely. >> Well thanks for coming on, thanks for having The Cube this week, Google. And congratulations on your great venture, and good luck with your initiative. >> Thank you very much. >> Thank you both. >> Alright that's The Cube coverage here, live in San Francisco. I'm John Furrier, Jeff Frick, Dave Vellante went home last night. He's in our office taking care of some business. I want to thank everyone for watching. And that's a wrap here from San Francisco. Thanks for watching.

>> Live from San Francisco, it's the Cube, covering Google Cloud Next 2018. Brought to you by Google Cloud and its ecosystem partners. >> Hello and welcome back to The Cube coverage here live in San Francisco for Google Cloud's conference Next 2018, #GoogleNext18. I'm John Furrier with Jeff Frick, my cohost all week. Third day of three days of wall to wall live coverage. Our next guest, Carol Carpenter, Vice President of Product Marketing for Google Cloud. And Ayin Vala, Chief Data Science Foundation for Precision Medicine. Welcome to The Cube, thanks for joining us. >> Thank you for having us. >> So congratulations, VP of Product Marketing. Great job getting all these announcements out, all these different products. Open source, big query machine learning, Istio, One dot, I mean, all this, tons of products, congratulations. >> Thank you, thank you. It was a tremendous amount of work. Great team. >> So you guys are starting to show real progress in customer traction, customer scale. Google's always had great technology. Consumption side of it, you guys have made progress. Diane Green mentioned on stage, on day one, she mentioned health care. She mentioned how you guys are organizing around these verticals. Health care is one of the big areas. Precision Medicine, AI usage, tell us about your story. >> Yes, so we are a very small non-profit. And we are at the intersection of data science and medical science and we work on projects that have non-profits impact and social impact. And we work on driving and developing projects that have social impact and in personalized medicine. >> So I think it's amazing. I always think with medicine, right, you look back five years wherever you are and you look back five years and think, oh my god, that was completely barbaric, right. They used to bleed people out and here, today, we still help cancer patients by basically poisoning them until they almost die and hopefully it kills the cancer first. You guys are looking at medicine in a very different way and the future medicine is so different than what it is today. And talk about, what is Presicion Medicine? Just the descriptor, it's a very different approach to kind of some of the treatments that we still use today in 2018. It's crazy. >> Yes, so Presicion Medicine has the meaning of personalized medicine. Meaning that we hone it into smaller population of people to trying to see what is the driving factors, individually customized to those populations and find out the different variables that are important for that population of people for detection of the disease, you know, cancer, Alzheimer's, those things. >> Okay, talk about the news. Okay, go ahead. >> Oh, oh, I was just going to say. And to be able to do what he's doing requires a lot of computational power to be able to actually get that precise. >> Right. Talk about the relationship and the news you guys have here. Some interesting stuff. Non-profits, they need compute power, they need, just like an eneterprise. You guys are bringing some change. What's the relationship between you guys? How are you working together? >> So one of our key messages here at this event is really around making computing available for everyone. Making data and analytics and machine learning available for everyone. This whole idea of human-centered AI. And what we've realized is, you know, data is the new natural resource. >> Yeah. >> In the world these days. And companies that know how to take advantage and actually mine insights from the data to solve problems like what they're solving at Precision Medicine. That is really where the new breakthroughs are going to come. So we announced a program here at the event, It's called Data Solutions for Change. It's from Google Cloud and it's a program in addition to our other non-profit programs. So we actually have other programs like Google Earth for non-profits. G Suite for non-profits. This one is very much focused on harnessing and helping non-profits extract insights from data. >> And is it a funding program, is it technology transfer Can you talk about, just a little detail on how it actually works. >> It's actually a combination of three things. One is funding, it's credits for up to $5,000 a month for up to six months. As well as customer support. One thing we've all talked about is the technology is amazing. You often also need to be able to apply some business logic around it and data scientists are somewhat of a challenge to hire these days. >> Yeah. >> So we're also proving free customer support, as well as online learning. >> Talk about an impact of the Cloud technology for the non-proit because6 I, you know, I'm seeing so much activity, certainly in Washington D.C. and around the world, where, you know, since the Jobs Act, fundings have changed. You got great things happening. You can have funding on mission-based funding. And also, the legacy of brand's are changing and open source changes So faster time to value. (laughs) >> Right. >> And without all the, you know, expertise it's an issue. How is Cloud helping you be better at what you do? Can you give some examples? >> Yes, so we had two different problems early on, as a small non-profit. First of all, we needed to scale up computationally. We had in-house servers. We needed a HIPAA complaint way to put our data up. So that's one of the reasons we were able to even use Google Cloud in the beginning. And now, we are able to run our models or entire data sets. Before that, we were only using a small population. And in Presicion Medicine, that's very important 'cause you want to get% entire population. That makes your models much more accurate. The second things was, we wanted to collaborate with people with clinical research backgrounds. And we need to provide a platform for them to be able to use, have the data on there, visualize, do computations, anything they want to do. And being on a Cloud really helped us to collaborate much more smoothly and you know, we only need their Gmail access, you know to Gmail to give them access and things. >> Yeah. >> And we could do it very, very quickly. Whereas before, it would take us months to transfer data. >> Yeah, it's a huge savings. Talk about the machine learning, AutoML's hot at the show, obviously, hot trend. You start to see AI ops coming in and disrupt more of the enterprise side but as data scientists, as you look at some of these machine learnings, I mean, you must get pretty excited. What are you thinking? What's your vision and how you going to use, like BigQuery's got ML built in now. This is like not new, it's Google's been using it for awhile. Are you tapping some of that? And what's your team doing with ML? >> Absolutely. We use BigQuery ML. We were able to use a few months in advance. It's great 'cause our data scientists like to work in BigQuery. They used to see, you know, you query the data right there. You can actually do the machine learning on there too. And you don't have to send it to different part of the platform for that. And it gives you sort of a proof of concept right away. For doing deep learning and those things, we use Cloud ML still, but for early on, you want to see if there is potential in a data. And you're able to do that very quickly with BigQuery ML right there. We also use AutoML Vision. We had access to about a thousand patients for MRI images and we wanted to see if we can detect Alzheimer's based on those. And we used AutoML for that. Actually works well. >> Some of the relationships with doctors, they're not always seen as the most tech savvy. So now they are getting more. As you do all this high-end, geeky stuff, you got to push it out to an interface. Google's really user-centric philosophy with user interfaces has always been kind of known for. Is that in Sheets, is that G Suite? How will you extend out the analysis and the interactions. How do you integrate into the edge work flow? You know? (laughs) >> So one thing I really appreciated for Google Cloud was that it was, seems to me it's built from the ground up for everyone to use. And it was the ease of access was very, was very important to us, like I said. We have data scientisits and statisticians and computer scientists onboard. But we needed a method and a platform that everybody can use. And through this program, they actually.. You guys provide what's called Qwiklab, which is, you know, screenshot of how to spin up a virtual machine and things like that. That, you know, a couple of years ago you have to run, you know, few command lines, too many command lines, to get that. Now it's just a push of a button. So that's just... Makes it much easier to work with people with background and domain knowledge and take away that 80% of the work, that's just a data engineering work that they don't want to do. >> That's awesome stuff. Well congratulations. Carol, a question to you is How does someone get involved in the Data Solutions for Change? An application? Online? Referral? I mean, how do these work? >> All of the above. (John laughs) We do have an online application and we welcome all non-profits to apply if they have a clear objective data problem that they want to solve. We would love to be able to help them. >> Does scope matter, big size, is it more mission? What's the mission criteria? Is there a certain bar to reach, so to speak, or-- >> Yeah, I mean we're most focused on... there really is not size, in terms of size of the non-profit or the breadth. It's much more around, do you have a problem that data and analytics can actually address. >> Yeah. >> So really working on problems that matter. And in addition, we actually announced this week that we are partnering with United Nations on a contest. It's called Sustainable.. It's for Visualize 2030 >> Yeah. >> So there are 17 sustainable development goals. >> Right, righr. >> And so, that's aimed at college students and storytelling to actually address one of these 17 areas. >> We'd love to follow up after the show, talk about some of the projects. since you have a lot of things going on. >> Yeah. >> Use of technology for good really is important right now, that people see that. People want to work for mission-driven organizations. >> Absolutely >> This becomes a clear citeria. Thanks for coming on. Appreciate it. Thanks for coming on today. Acute coverage here at Google Could Next 18 I'm John Furrier with Jeff Fricks. Stay with us. More coverage after this short break. (upbeat music)

>> (upbeat electronic music) >> Live, from Washington D.C., it's theCUBE. Covering AWS Public Sector Summit 2018. Brought to you by Amazon Web Services and it's ecosystem partners. (upbeat techno music) >> Welcome back to the nation's capital, everybody. You're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante and I'm here with Stu Miniman. This is day two of the AWS Public Sector Summit. Taylor Carol is here. He's the co-founder of the GameChanger charity and ZOTT. Taylor, welcome to theCUBE. Thanks for coming on. >> Thank you, glad to be here. >> Keynote yesterday got rave reviews. Let me just set this up. So, ZOTT is a content platform that creates virtual experiences for children, giving them an outlet for creativity, intellectual engagement, a lot more. We're going to talk about that. And then GameChanger is the non-profit and it's a majority share holder of the for-profit organization. So, that's an interesting business model. >> Thank you. >> Explain, please. >> Absolutely, we started GameChanger roughly twelve years ago, when I, at 11, was diagnosed terminal, with a rare form of cancer, given roughly two weeks left to live, thankfully a long two weeks, totally healthy now. But-- >> Congratulations, that's awesome. >> Hey, thank you so much. >> Good to have you with us. >> Glad to be here. But, from those five years I spent in hospital, combined with the 20,000 hospital rooms my dad and I have visited on behalf of GameChanger charity we saw how much need there was in the patient care space and the patient engagement space. And those insights led to first found GameChanger charity, now a nearly 12 year old 501(c)(3), an international non-profit. Started an endeavor in our garage. This year, we've taken in over 20 million dollars in donations, 93 cents on every dollar going to the cause. And GameChanger really focuses in on leveraging gaming, technology, and innovation to support patient's rights to play, learn and socialize. And we do that through virtual reality, through augmented reality, through custom gaming solutions, through character based scholarships, to support post-hospital dreams. And then with GameChanger days, where we go in and we bring in bundles of toys for the patients and a catered meal for staff, to sit down to talk with them and to learn about the bespoke gaming and tech solutions we can make to support each individual hospital's needs. So that's GameChanger. And then from that insight, from all that time in the hospital, something we really saw was that the strict patient engagement. How patients watch TV or get clinical health content was so broken. It's one TV mounted on the wall with 20 channels of basic cable. We saw it could be so much better. So, we made ZOTT, which is a device agnostic, cloud-based content distribution system. So, now, through ZOTT, from participating hospitals, any patient, any family member can get their own content, their own experiences, from any device, a laptop, a tablet, a phone, everywhere in the hospital. So, linear TV, gaming, clinical health content, even custom live-streams exclusively for the patients. And ZOTT is owned in entirety by GameChanger charity. >> That's awesome. >> So anything good that happens to ZOTT, goes back to support the GameChanger cause. >> So, completely changing the experience for the patient, from first-hand. What's been some of the outcomes, just in, either anecdotally, or I don't know if you have any kind of measurements. You're changing the world, but if you could share with us how, and any examples, would be great. >> Thank you for saying that. One of the most profound things we've seen at GameChanger charity and at ZOTT is how deleterious boredom is for the patient experience. Understandably, individuals are locked in a boring, white room for a day, a week, a month, years at times. >> Craving visitors, anything. >> Any form of interaction or social engagement. And you know something we've seen, is that boredom often magnifies pain and anxiety, isolation, over use of pain medication. And understanding that issue, that pain, something we've been able to do is incorporate custom VR rigs, custom VR experiences, for distraction therapy. So that's where we'll go in, meet with patients, and bring the care providers VR sets so when a patient is getting ready for a surgery, they can put on a VR rig, try a tranquil experience, and we've seen pain scores go down by as much as six points on a 10 point pain scale, as a result of such distraction therapy. >> That's fantastic. >> Yeah. >> Thank you. >> It's fascinating, we're really powerful the discussion we had in the keynote. So, making this happen, there's some technology behind this. Maybe walk us through a little bit, what's the connection with the cloud discussion. >> Absolutely, absolutely. Something we've seen in growing from a garage endeavor, to now an international organization that supports 11 countries, 20 million dollars in revenue this year, is the importance of scalability and being able to, one, help as many patients as possible, while still focusing on the individual and never losing sight of the fact that each patient we work with is an individual life and truly a family, impacted by acute or prolonged illnesses. So, what the cloud has really allowed us to do is to magnify our efforts and to take it from, say, five hospitals to now over 100. And, one example of that would be in how we use AWS's Sumerian. So, that is a cloud-based VR experience. And rather than needing to download really content-heavy VR experiences on say a gaming computer, in order to facilitate these experiences, now care providers can interact with them through the cloud. And go beyond that, they can actually customize a VR experiences for the needs of each patient. So, let's say there's a patient who needs to get a tour through their new hospital ward. Thanks to creating templates on Amazon Sumerian, GameChanger creating them, these care specialists now can go in and customize the script that that AR or VR host will speak to include the patient's name or to say I know this is a big change from California, or from Colorado or wherever they hail from. Really making that otherwise generic hospital integration experience feels so bespoke, so personalized to the individual. >> And if I remember right, one of the things you can do is actually, get them engaged with their care. Like, here's the surgery, going to take you inside what's going to be, and I've heard studies of this, you understand, what's going to be doing and can focus on it, kind of the power of understanding and thinking on it can actually improve the results that you get out of it. >> You are so right. That has been one of the most profound things for me personally. When I was sick, I was in the hospital for five years, and for roughly six months of those five years, I was in an isolation unit, where the only person that could come in was my doctor, my nurse in a hazmat suit. And, during that time, I was scared. I was an 11 year old boy, didn't understand what was happening. And I felt an utter loss of agency. An utter loss of empowerment regarding my illness and more importantly my healing. So, what we're able to do now with Sumerian, is we created a collaborative learning experience between CS Mott Children's Hospital in Ann Arbor, Michigan, and Children's Hospital, Colorado in Denver. So, experts 1200 miles apart, were able to collaborate in real time, through the cloud, through Amazon Sumerian, to make a VR experience where patients about to receive aortic valve replacements could actually go through human hearts in virtual reality and simulate the surgery they would soon be receiving leading to this huge spike in empowerment and identity and ownership over their healing. >> That's amazing. I mean, I remember, I've only had surgery once, I've been really lucky, >> Yeah. >> But when the surgeon explained to me how it worked and just opened up my mind, and made me so much more comfortable when I understood that, being able to visualize that has to be a complete game changer. Taylor, what does the hospital have to do? Take us through their infrastructure needs, or how do hospitals get on-boarded? >> That's a fantastic question. An anecdote or a saying that we always hold on to near and dear to our heart, at GameChanger and at ZOTT, is that when you know one hospital you know one hospital. (laughter) And we mean that in the sense that every hospital is it's own behemoth, it's own ecosystem that has spent the past one, five, ten, 50 years building what is now an incredibly outdated technology stack. So, purely from the patient engagement side, let's say looking at ZOTT, traditional engagement, just to get that TV on the wall, and to get the cable going and the basic clinical health information there's a satellite on the roof, there are server racks in the basement, there's a TV with a computer mounted on the back, there's a laptop in the waiting room. It's just everything is so cumbersome, so outdated. And what we've been able to do is take this really thin client-based cloud approach where we're able to create a bespoke cloud solution that totally bypasses all of that heavy technology stack. Equally, because Amazon and AWS services are so modifiable and you can really pick and choose what you need from the suite, we've been able to go in and instead of have the hospital change to us, we've been able to modify to the hospital, to fit into their ecosystem rather than bring in a bull dozer and try and change everything that they have. >> Awesome. So you can utilizing their existing infrastructure, and bring in a light-weight both cloud and thin-client infrastructure and be up and running. >> Absolutely. A metric that we have to speak to the groundbreaking nature of what we're able to do now is typical patient engagement systems can take up to 18 months to install. Cost millions of dollars, be incredibly cumbersome, and expensive in terms of hours it takes to maintain the hardware. ZOTT, our technology, when we bring it in, goes live in hospitals in as little as 15 minutes. >> And not millions and millions of dollars? >> (laughs) Exponentially less. >> Okay, so the hospital has to buy into it, they really don't have to bring in any new infrastructure. You guys kind of turn-key that for them. So really need a champion inside the hospital. And a go. >> Absolutely, absolutely. A mindfulness we really maintain is where in the hospital is that each hospital decision maker's priority is to safeguard the individual patient and their families. We understand that there's sensitivity, there's a lot of security requirements. And one of the beauties of working with AWS, as you all know is, is AWS is HIPAA compliant. And, in working with AWS, we've been able to add an extra degree of security and safeguarding for any information we collect, any experience we work with the hospitals, so that everyone is safe. That all decision makers feel like their needs and requirements are being satisfied and safeguarded. >> So does that mean the kids can't play Fortnite? >> Fortnite (laughs). Neither Fortnite nor PUBG's (laughs). >> Well, because if they're playing Fortnite, you'd never get 'em home. >> (laughs) >> Same with PUBG. >> One thing that is pretty fun is through ZOTT and through GameChanger, all of our relationships with all of the big game developers around the world, is we may not have PUBG, but we do have Steam integration, and through our game developers, we have over a million dollars worth of Steam codes continually replenished, so patients and their siblings can download a 20, 30, 40, 50 dollar game, keep it on their laptop, on their tablet, take it with them when they leave. As a gift for their strength while they were in the hospital. >> Amazing. Taylor, thanks so much for the contribution you're making to the children and to the world. Really a phenomenal story. Appreciate you coming on theCUBE. >> Thank you both so much for letting us be here and sharing our story. >> You're very welcome. All right, keep it right there, buddy. We'll be back with our next guest. You're watching theCUBE from AWS Public Sector Summit. Stay right there. (upbeat electronic music)

(upbeat music) >> Hello, welcome to the Cube's coverage of International Women's Day 2023. I'm John Furrier, host of the CUBE series of profiles around leaders in the tech industry sharing their stories, advice, best practices, what they're doing in their jobs their vision of the future, and more importantly, passing it on and encouraging more and more networking and telling the stories that matter. Our next guest is a great executive leader talking about how to lead in challenging times. Krista Satterthwaite, who is Senior Vice President and GM of Mainstream Compute. Krista great to see you're Cube alumni. We've had you on before talking about compute power. And by the way, congratulations on your BPT and Black Professional Tech Network 2023 Black Tech Exec of the Year Award. >> Thank you very much. Appreciate it. And thanks for having me. >> I knew I liked you the first time we were doing interviews together. You were so smart and so on top of it. Thanks for coming on. >> No problem. >> All kidding aside, let's get into it. You know, one of the things that's coming out on these interviews is leadership is being showcased and there's a network effect happening in the industry and you're starting to see people look and hear stories that they may or may not have heard before or news stories are coming out. So, one of the things that's interesting is that also in the backdrop of post pandemic, there's been a turn in the industry a little bit, there's a little bit of headwind in certain areas, some tailwinds in cloud and other areas. Compute, your area is doing very well. It could be challenging. And as a leader, has the conversation changed? And where are you at right now in the network of folks you're working with? What's the mood? >> Yeah, so actually I, things are much better. Obviously we had a chip shortage last year. Things are much, much better. But I learned a lot when it came to going through challenging times and leadership. And I think when we talk to customers, a lot of 'em are in challenging situations. Sometimes it's budget, sometimes it's attracting and retaining talent and sometimes it's just demands because, it's really exciting that technology is behind everything. But that means the demands on IT are bigger than ever before. So what I find when it comes to challenging times is that there's really three qualities that are game changers when it comes to leading and challenging times. And the first one is positivity. People have to feel like there's a light at the end of the tunnel to make sure that, their attitudes stay up, that they stay working really really hard and they look to the leader for that. The second one is communication. And I read somewhere that communication is leadership. And we had a great example from our CEO Antonio Neri when the pandemic hit and everything shut down. He had an all employee meeting every week for a month and we have tens of thousands of employees. And then even after that month, we had 'em very regularly. But he wanted to make sure that everybody heard from, him his thoughts had all the updates, knew how their peers were doing, how we were helping customers. And I really learned a lot from that in terms of communicating and communicating more during tough times. And then I would say the third one is making sure that they are informed and they feel empowered. So I would say a leader who is able to do that really, really stands out in a challenging time. >> So how do you get yourself together? Obviously you the chip shortage everyone knows in the industry and for the folks not in the tech industry, it was an economic potential disaster, because you don't get the chips you need. You guys make servers and technology, chips power everything. If you miss a shipment, it could cause a lot of backlash. So Cisco had an earnings impact. It has impact to the business. When do you have that code red moment where it's like, okay, we have to kind of put the pause and go into emergency mode. And how do you handle that? >> Well, you know, it is funny 'cause when it, when we have challenges, I come to learn that people can look at challenges and hard work as a burden or a mission and they behave totally different. If they see it as a burden, then they're doing the bare minimum and they're pointing fingers and they're complaining and they're probably not getting a whole lot done. If they see it as a mission, then all of a sudden they're going above and beyond. They're working really hard, they're really partnering. And if it affects customers for HPE, obviously we, HPE is a very customer centric company, so everyone pays attention and tries to pitch in. But when it comes to a mission, I started thinking, what are the real ingredients for a mission? And I think it's important. I think it's, people feel like they can make an impact. And then I think the third one is that the goal is clear, even if the path isn't, 'cause you may have to pivot a lot if it's a challenge. And so when it came to the chip shortage, it was a mission. We wanted to make sure that we could ship to customers as quickly as possible. And it was a mission. Everybody pulled together. I learned how much our team could pull off and pull together through that challenge. >> And the consequences can be quantified in economics. So it's like the burn the boats example, you got to burn the boats, you're stuck. You got to figure out a solution. How does that change the demands on people? Because this is, okay, there's a mission it they're not, it's not normal. What are some of those new demands that arise during those times and how do you manage that? How do you be a leader? >> Yeah, so it's funny, I was reading this statement from James White who used to be the CEO of Jamba Juice. And he was talking about how he got that job. He said, "I think it was one thing I said that really convinced them that I was the right person." And what he said was something like, "I will get more out of people than nine out of 10 leaders on the planet." He said, "Because I will look at their strengths and their capabilities and I will play to their passions." and their capabilities and I will play their passions. and getting the most out people in difficult times, it is all about how much you can get out of people for their own sake and for the company's sake. >> That's great feedback. And to people watching who are early in their careers, leading is getting the best out of your team, attitude. Some of the things you mentioned. What advice would you give folks that are starting to get into the workforce, that are starting to get into that leadership track or might have a trajectory or even might have an innate ability that they know they have and they want to pursue that dream? >> Yeah so. >> What advice would you give them? >> Yeah, what I would say, I say this all the time that, for the first half of my career I was very job conscious, but I wasn't very career conscious. So I'd get in a role and I'd stay in that role for long periods of time and I'd do a good job, but I wasn't really very career conscious. And what I would say is, everybody says how important risk taking is. Well, risk taking can be a little bit of a scary word, right? Or term. And the way I see it is give it a shot and see what happens. You're interested in something, give it a shot and see what happens. It's kind of a less intimidating way of looking at risk because even though I was job conscious, and not career conscious, one thing I did when people asked me to take something on, hey Krista, would you like to take on more responsibility here? The answer was always yes, yes, yes, yes. So I said yes because I said, hey I'll give it a shot and see what happens. And that helped me tremendously because I felt like I am giving it a try. And the more you do that, the the better it is. >> It's great. >> And actually the the less scary it is because you do that, a few times and it goes well. It's like a muscle that builds. >> It's funny, a woman executive was on the program. I said, the word balance comes up a lot. And she stopped and said, "Let's just talk about balance for a second." And then she went contrarian and said, "It's about not being unbalanced. It's about being, taking a chance and being a little bit off balance to put yourself outside your comfort zone to try new things." And then she also came up and followed and said, "If you do that alone, you increase your risk. But if you do it with people, a team that you trust and you're authentic and you're vulnerable and you're communicating, that is the chemistry." And that was a really good point. What's your reaction? 'Cause you were talking about authentic conversations good communications with Antonio. How does someone get, feel, find that team and do you agree with it? And what was your, how would you react to that? >> Yes, I agree with that. And when it comes to being authentic, that's the magic and when someone isn't, if someone's not really being themselves, it's really funny because you can feel it, you can sense it. There's kind of a wall between you and them. And over time people won't be able to put their finger on it, but they'll feel a distance from you. But when you're authentic and you share who you are, what you find is you find things in common with other people. 'Cause you're sharing more of who you are and it's like, oh, I do that too. Oh, I'm interested in that too. And build the bonds between people and the authenticity. And that's what people crave. They want people to be authentic and people can tell when you're authentic and when you're not. >> Is managing and leading through a crisis a born talent or can you learn it? >> Oh, definitely learned. I think that we're born knowing nothing and I once read people are nurtured into greatness and I think that's true. So yeah, definitely learned. >> What are some examples that can come out of a tough time as folks may look at a crisis and be shy away from it? How do they lean into it? What advice would you give folks? How do you handle it? I mean, everyone's got different personality. Okay, they get to a position but stepping through that door. >> Yeah, well, I do this presentation called, "10 things I Wish I Knew Earlier in my Career." And one of those things is about the growth mindset and the growth mindset. There's a book called "Mindset" by Carol Dweck and the growth mindset is all about learning and not always having to know everything, but really the winning is in the learning. And so if you have a growth mindset it makes you feel better about everything because you can't lose. You're winning because you're learning. So when I've learned that, I started looking at things much differently. And when it comes to going through tough times, what I find is you're exercising muscles that you didn't even know you had, which makes you stronger when the crisis is over, obviously. And I also feel like you become a lot a much more creative when you're in challenging times. You're forced to do things that you hadn't had to do before. And it also bonds the team. It's almost like going through bootcamp together. When you go through a challenge together it bonds you for life. >> I mean, you could have bonding, could be trauma bonding or success bonding. People love to be on the success side because that's positive and that's really the key mindset. You're always winning if you have that attitude. And learnings is also positive. So it's not, it's never a failure unless you make it. >> That's right, exactly. As long as you learn from it. And that's the name of the game. So, learning is the goal. >> So I have to ask you, on your job now, you have a really big responsibility HPE compute and big division. What's the current mindset that you have right now in your career, where you're at? What are some of the things on your mind that you think about? We had other, other seniors leaders say, hey, you know I got the software as my brain and the hardware's my body. I like to keep software and hardware working together. What is your current state of your career and how you looking at it, what's next and what's going on in your mind right now? >> Yeah, so for me, I really want to make sure that for my team we're nurturing the next generation of leadership and that we're helping with career development and career growth. And people feel like they can grow their careers here. Luckily at HPE, we have a lot of people stay at HPE a long time, and even people who leave HPE a lot of times they come back because the culture's fantastic. So I just want to make sure I'm contributing to that culture and I'm bringing up the next generation of leaders. >> What's next for you? What are you looking at from a career personal standpoint? >> You know, it's funny, I, I love what I'm doing right now. I'm actually on a joint venture board with H3C, which is HPE Joint Venture Company. And so I'm really enjoying that and exploring more board service opportunities. >> You have a focus of good growth mindset, challenging through, managing through tough times. How do you stay focused on that North star? How do you keep the reinforcement of the mission? How do you nurture the team to greatness? >> Yeah, so I think it's a lot of clarity, providing a lot of clarity about what's important right now. And it goes back to some of the communication that I mentioned earlier, making sure that everybody knows where the North Star is, so everybody's focused on the same thing, because I feel like with the, I always felt like throughout my career I was set up for success if I had the right information, the right guidance and the right goals. And I try to make sure that I do that with my team. >> What are some of the things that you could share as we wrap up here for the folks watching, as the networks increase, as the stories start to unfold more and more on digital like we're doing here, what do you hope people walk away with? What's working, what needs work, and what is some things that people aren't talking about that should be discussed publicly? >> Do you mean from a career standpoint or? >> For career? For growing into tech and into leadership positions. >> Okay. >> Big migration tech is now a wide field. I mean, when I grew up, broke into the eighties, it was computer science, software engineering, and three degrees in engineering, right? >> I see huge swath of AI coming. So many technical careers. There's a lot more women. >> Yeah. And that's what's so exciting about being in a technical career, technical company, is that everything's always changing. There's always opportunity to learn something new. And frankly, you know, every company is in the business of technology right now, because they want to closer to their customers. Typically, they're using technology to do that. Everyone's digitally transforming. And so what I would say is that there's so much opportunity, keep your mind open, explore what interests you and keep learning because it's changing all the time. >> You know I was talking with Sue, former HP, she's on a lot of boards. The balance at the board level still needs a lot of work and the leaderships are getting better, but the board at the seats at the table needs work. Where do you see that transition for you in the future? Is that something on your mind? Maybe a board seat? You mentioned you're on a board with HPE, but maybe sitting on some other boards? Any, any? >> Yes, actually, actually, we actually have a program here at HPE called the Board Ready Now program that I'm a part of. And so HPE is very supportive of me exploring an independent board seat. And so they have some education and programming around that. And I know Sue well, she's awesome. And so yes, I'm looking into those opportunities right now. >> She advises do one no more than two. The day job. >> Yeah, I would only be doing one current job that I have. >> Well, kris, it was great to chat with you about these topics and leadership and challenging times. Great masterclass, great advice. As SVP and GM of mainstream compute for HPE, what's going on in your job these days? What's the most exciting thing happening? Share some of your work situations. >> Sure, so the most exciting thing happening right now is HPE Gen 11, which we just announced and started shipping, brings tremendous performance benefit, has an intuitive operating experience, a trusted security by design, and it's optimized to run workloads so much faster. So if anybody is interested, they should go check it out on hpe.com. >> And of course the CUBE will be at HPE Discover. We'll see you there. Any final wisdom you'd like to share as we wrap up the last minute here? >> Yeah, so I think the last thing I'll say is that when it comes to setting your sights, I think, expecting it, good things to happen usually happens when you believe you deserve it. So what happens is you believe you deserve it, then you expect it and you get it. And so sometimes that's about making sure you raise your thermostat to expect more. And I always talk about you don't have to raise it all up at once. You could do that incrementally and other people can set your thermostat too when they say, hey, you should be, you should get a level this high or that high, but raise your thermostat because what you expect is what you get. >> Krista, thank you so much for contributing to this program. We're going to do it quarterly. We're going to do getting more stories out there, so we'll have you back and if you know anyone with good stories, send them our way. And congratulations on your BPTN Tech Executive of the Year award for 2023. Congratulations, great prize there and great recognition for your hard work. >> Thank you so much, John, I appreciate it. >> Okay, this is the Cube's coverage of National Woodman's Day. I'm John Furrier, stories from the front lines, management ranks, developers, all there, global coverage of international events with theCUBE. Thanks for watching. (soft music)

>>Good afternoon everyone, and thank you so much for joining us. My name is Savannah Peterson, joined by my co-host Paul for the afternoon. Very excited. Oh, Savannah. Hello. I'm, I'm pumped for this. This is our first bit together. Exactly. >>It's gonna be fun. Yes. We have a great guest to kick off with. >>We absolutely do. We're at Supercomputing 2022 today, and very excited to talk to our next guest. We're gonna be talking about data at scale and data that really matters to us joining us. Kelly Gayer, thank you so much for being here and you are with tech. Tell everyone what TAC is. >>Tech is the Texas Advanced Computing Center at the University of Texas at Austin. And thank you so much for having me here. >>It is wonderful to have you. Your smile's contagious. And one of the themes that's come up a lot with all of our guests, and we just talked about it, is how good it is to be back in person, how good it is to be around our hardware, community tech. You did some very interesting research during the pandemic. Can you tell us about that? >>I can. I did. So when we realized sort of mid-March, we realized that, that this was really not normal times and the pandemic was statement. Yes. That pandemic was really gonna touch everyone. I think a lot of us at the center and me personally, we dropped everything to plug in and that's what we do. So UT's tagline is what starts here changes the world and tax tagline is powering discoveries that change the world. So we're all about impact, but I plugged in with the research group there at UT Austin, Dr. Lauren Myers, who's an epidemiologist, and just we figured out how to plug in and compute so that we could predict the spread of, of Covid 19. >>And you did that through the use of mobility data, cell phone signals. Tell us more about what exactly you were choreographing. >>Yeah, so that was really interesting. Safe graph during the pandemic made their mobility data. Typically it was used for marketing purposes to know who was going into Walmart. The offenses >>For advertising. >>Absolutely, yeah. They made all of their mobility data available for free to people who were doing research and plugging in trying to understand Covid. 19, I picked that data up and we used it as a proxy for human behavior. So we knew we had some idea, we got weekly mobility updates, but it was really mobility all day long, you know, anonymized. I didn't know who they were by cell phones across the US by census block group or zip code if we wanted to look at it that way. And we could see how people were moving around. We knew what their neighbor, their home neighborhoods were. We knew how they were traveling or not traveling. We knew where people were congregating, and we could get some idea of, of how people were behaving. Were they really, were they really locking down or were they moving in their neighborhoods or were they going outside of their neighborhoods? >>What a, what a fascinating window into our pandemic lives. So now that you were able to do this for this pandemic, as we look forward, what have you learned? How quickly could we forecast? What's the prognosis? >>Yeah, so we, we learned a tremendous amount. I think during the pandemic we were reacting, we were really trying. It was a, it was an interesting time as a scientist, we were reacting to things almost as if the earth was moving underneath us every single day. So it was something new every day. And I've told people since I've, I haven't, I haven't worked that hard since I was a graduate student. So it was really daylight to dark 24 7 for a long period of time because it was so important. And we knew, we, we knew we were, we were being a part of history and affecting something that was gonna make a difference for a really long time. And, and I think what we've learned is that indeed there is a lot of data being collected that we can use for good. We can really understand if we get organized and we get set up, we can use this data as a means of perhaps predicting our next pandemic or our next outbreak of whatever. It is almost like using it as a canary in the coal mine. There's a lot in human behavior we can use, given >>All the politicization of, of this last pandemic, knowing what we know now, making us better prepared in theory for the next one. How confident are you that at least in the US we will respond proactively and, and effectively when the next one comes around? >>Yeah, I mean, that's a, that's a great question and, and I certainly understand why you ask. I think in my experience as a scientist, certainly at tech, the more transparent you are with what you do and the more you explain things. Again, during the pandemic, things were shifting so rapidly we were reacting and doing the best that we could. And I think one thing we did right was we admitted where we felt uncertain. And that's important. You have to really be transparent to the general public. I, I don't know how well people are gonna react. I think if we have time to prepare, to communicate and always be really transparent about it. I think those are three factors that go into really increasing people's trust. >>I think you nailed it. And, and especially during times of chaos and disaster, you don't know who to trust or what to believe. And it sounds like, you know, providing a transparent source of truth is, is so critical. How do you protect the sensitive data that you're working with? I know it's a top priority for you and the team. >>It is, it is. And we, we've adopted the medical mantra, do no harm. So we have, we feel a great responsibility there. There's, you know, two things that you have to really keep in mind when you've got sensitive data. One is the physical protection of it. And so that's, that's governed by rule, federal rules, hipaa, ferpa, whatever, whatever kind of data that you have. So we certainly focus on the physical protection of it, but there's also sort of the ethical protection of it. What, what is the quote? There's lies, damn lies and statistics. >>Yes. Twain. >>Yeah. So you, you really have to be responsible with what you're doing with the data, how you're portraying the results. And again, I think it comes back to transparency is is basically if people are gonna reproduce what I did, I have to be really transparent with what I did. >>I, yeah, I think that's super important. And one of the themes with, with HPC that we've been talking about a lot too is, you know, do people trust ai? Do they trust all the data that's going into these systems? And I love that you just talked about the storytelling aspect of that, because there is a duty, it's not, you can cut data kind of however you want. I mean, I come from marketing background and we can massage it to, to do whatever we want. So in addition to being the deputy director at Tech, you are also the DEI officer. And diversity I know is important to you probably both as an individual, but also in the work that you're doing. Talk to us about that. >>Yeah, I mean, I, I very passionate about diversity, equity and inclusion in a sense of belongingness. I think that's one of the key aspects of it. Core >>Of community too. >>I got a computer science degree back in the eighties. I was akin to a unicorn in a, in an engineering computer science department. And, but I was really lucky in a couple of respects. I had a, I had a father that was into science that told me I could do anything I, I wanted to set my mind to do. So that was my whole life, was really having that support system. >>He was cheers to dad. >>Yeah. Oh yeah. And my mom as well, actually, you know, they were educators. I grew up, you know, in that respect, very, very privileged, but it was still really hard to make it. And I couldn't have told you back in that time why I made it and, and others didn't, why they dropped out. But I made it a mission probably back, gosh, maybe 10, 15 years ago, that I was really gonna do all that I could to change the needle. And it turns out that there are a number of things that you can do grassroots. There are certainly best practices. There are rules and there are things that you really, you know, best practices to follow to make people feel more included in an organization, to feel like they belong it, shared mission. But there are also clever things that you can do with programming to really engage students, to meet people and students where they are interested and where they are engaged. And I think that's what, that's what we've done over, you know, the course of our programming over the course of about maybe since 2016. We have built a lot of programming ATAC that really focuses on that as well, because I'm determined the needle is gonna change before it's all said and done. It just really has to. >>So what, what progress have you made and what goals have you set in this area? >>Yeah, that, that's a great question. So, you know, at first I was a little bit reluctant to set concrete goals because I really didn't know what we could accomplish. I really wasn't sure what grassroots efforts was gonna be able to, you're >>So honest, you can tell how transparent you are with the data as well. That's >>Great. Yeah, I mean, if I really, most of the successful work that I've done is both a scientist and in the education and outreach space is really trust relationships. If I break that trust, I'm done. I'm no longer effective. So yeah, I am really transparent about it. But, but what we did was, you know, the first thing we did was we counted, you know, to the extent that we could, what does the current picture look like? Let's be honest about it. Start where we are. Yep. It was not a pretty picture. I mean, we knew that anecdotally it was not gonna be a great picture, but we put it out there and we leaned into it. We said, this is what it is. We, you know, I hesitated to say we're gonna look 10% better next year because I'm, I'm gonna be honest, I don't always know we're gonna do our best. >>The things that I think we did really well was that we stopped to take time to talk and find out what people were interested in. It's almost like being present and listening. My grandmother had a saying, you have two errors in one mouth for a reason, just respect the ratio. Oh, I love that. Yeah. And I think it's just been building relationships, building trust, really focusing on making a difference, making it a priority. And I think now what we're doing is we've been successful in pockets of people in the center and we are, we are getting everybody on board. There's, there's something everyone can do, >>But the problem you're addressing doesn't begin in college. It begins much, much, that's right. And there's been a lot of talk about STEM education, particularly for girls, how they're pushed out of the system early on. Also for, for people of color. Do you see meaningful progress being made there now after years of, of lip service? >>I do. I do. But it is, again, grassroots. We do have a, a, a researcher who was a former teacher at the center, Carol Fletcher, who is doing research and for CS for all we know that the workforce, so if you work from the current workforce, her projected workforce backwards, we know that digital skills of some kind are gonna be needed. We also know we have a, a, a shortage. There's debate on how large that shortage is, but about roughly about 1 million unmet jobs was projected in 2020. It hasn't gotten a lot better. We can work that problem backwards. So what we do there is a little, like a scatter shot approach. We know that people come in all forms, all shapes, all sizes. They get interested for all different kinds of reasons. We expanded our set of pathways so that we can get them where they can get on to the path all the way back K through 12, that's Carol's work. Rosie Gomez at the center is doing sort of the undergraduate space. We've got Don Hunter that does it, middle school, high school space. So we are working all parts of the problem. I am pretty passionate about what we consider opportunity youth people who never had the opportunity to go to college. Is there a way that we can skill them and get, get them engaged in some aspect and perhaps get them into this workforce. >>I love that you're starting off so young. So give us an example of one of those programs. What are you talking to kindergartners about when it comes to CS education? >>You know, I mean, gaming. Yes. Right. It's what everybody can wrap their head around. So most kids have had some sort of gaming device. You talk in the context, in the context of something they understand. I'm not gonna talk to them about high performance computing. It, it would go right over their heads. And I think, yeah, you know, I, I'll go back to something that you said Paul, about, you know, girls were pushed out. I don't know that girls are being pushed out. I think girls aren't interested and things that are being presented and I think they, I >>Think you're generous. >>Yeah. I mean, I was a young girl and I don't know why I stayed. Well, I do know why I stayed with it because I had a father that saw something in me and I had people at critical points in my life that saw something in me that I didn't see. But I think if we ch, if we change the way we teach it, maybe in your words they don't get pushed out or they, or they won't lose interest. There's, there's some sort of computing in everything we do. Well, >>Absolutely. There's also the bro culture, which begins at a very early >>Age. Yeah, that's a different problem. Yeah. That's just having boys in the classroom. Absolutely. You got >>It. That's a whole nother case. >>That's a whole other thing. >>Last question for you, when we are sitting here, well actually I've got, it's two parter, let's put it that way. Is there a tool or something you wish you could flick a magic wand that would make your job easier? Where you, you know, is there, can you identify the, the linchpin in the DEI challenge? Or is it all still prototyping and iterating to figure out the best fit? >>Yeah, that is a, that's a wonderful question. I can tell you what I get frustrated with is that, that >>Counts >>Is that I, I feel like a lot of people don't fully understand the level of effort and engagement it takes to do something meaningful. The >>Commitment to a program, >>The commitment to a program. Totally agree. It's, there is no one and done. No. And in fact, if I do that, I will lose them forever. They'll be, they will, they will be lost in the space forever. Rather. The engagement is really sort of time intensive. It's relationship intensive, but there's a lot of follow up too. And the, the amount of funding that goes into this space really is not, it, it, it's not equal to the amount of time and effort that it really takes. And I think, you know, I think what you work in this space, you realize that what you gain is, is really more of, it's, it really feels good to make a difference in somebody's life, but it's really hard to do on a shoer budget. So if I could kind of wave a magic wand, yes, I would increase understanding. I would get people to understand that it's all of our responsibility. Yes, everybody is needed to make the difference and I would increase the funding that goes to the programs. >>I think that's awesome, Kelly, thank you for that. You all heard that. More funding for diversity, equity, and inclusion. Please Paul, thank you for a fantastic interview, Kelly. Hopefully everyone is now inspired to check out tac perhaps become a, a Longhorn, hook 'em and, and come deal with some of the most important data that we have going through our systems and predicting the future of our pandemics. Ladies and gentlemen, thank you for joining us online. We are here in Dallas, Texas at Supercomputing. My name is Savannah Peterson and I look forward to seeing you for our next segment.

>>Welcome back to Couchbase connect. My name is Dave Vellante and we're going to dig into a customer case study of sorts with two software engineers from a company called trendy all the largest e-commerce platform in Turkey. And with me are in MRA, tan Rivera, both software engineers at trendy. All welcome. Good to see you guys. Hey, before we get into the story, maybe you can tell us a little bit about trendy all. >>Let me answer that question first. Um, tri-annual uh, today is, um, 10 years old. Uh, actually, uh, it starts with them, um, e-commerce company, uh, Jen, uh, especially, uh, for clothing, uh, today, uh, it's serves several, uh, services, uh, mainly still e-commerce right. Um, we, uh, we do our business mainly on technology and we even have a say in technology, uh, technology is our main concern actually. Um, just like that actually now, >>So thank you for that. I mean, you started, I think, I think the company was founded in 2009, 2010. So you weren't, you were just, you know, kind of which we would consider the, sort of the modern era at the same time. When you look back 10 years, you know, major challenges, major advancements from a technology standpoint. So you at, at the time you had a, uh, a legacy database and you, you had a migraine, maybe you could describe the business conditions that drove you to think about actually making a change. What was the before, and then we can get into the after and what was driving that change? >>Um, maybe I could start it a bit. Well, uh, we have a recommendation domain and try new. It's like when you, when you look at a certain product, like for example, you look at a pencil, it it's commanding you, uh, any razor, uh, if you are going to buy a pink dress, it's going to recommend you a yellow dress. So if you're going to maybe buy pants, it will show you some t-shirts according to it. So, uh, since the recommendations, domain group larger, uh, we, we have struggled, uh, to keep it high scale, and it wasn't a relational DB at first, but that's even as product count increased and, uh, our right frequency increased day by day, uh, and our reef performance was affected very dramatically. Uh, I believe. Yeah. >>So you were using a traditional RDBMS, uh, and then, and, and the issue was you quite, you couldn't make the recommendations fast enough. And, you know, we always say what's real time. Real time is before you lose the customer. So you, you have to make those recommendations in time for the customer to act otherwise, you know, what do you do? Send an email after the fact, Hey, you bought this, nobody's going to pay attention to that. Right? You want to catch them in the moment. Um, and so, so what was it that, that led you to, to Couchbase and w and what was the experience of that? You know, whether it was onboarding, you know, the technology, you know, how difficult was it to get up and running to where you are today? >>Um, we were using ch Couchbase in, uh, in inter-annual, um, for several years, and we had experienced on that. Uh, and, uh, we actually, we need performance as described. So, uh, we convert our data structure to, from relational DB to, um, noise, Carol Levy, um, them actually on our recommendation, uh, platform, the main problem was, uh, invalidation process. You know, um, we are selling things and, um, in seconds they can be sold out and we, we shouldn't be recommend them anymore. And we are, we are keeping track of this by invalidation process and relational DB writing those data to our relationship Libby was, uh, was taking two, two minutes too much time. And, um, by changing this structure to, uh, pathways, we, we, we see that benefits, uh, and it takes so, so, uh, uh, short time, actually, >>I'm so sorry if, if I can just clarify w what was taking a long time, the, the updating the actual records, so that you could actually inform a customer that it was out of stock, or was it the coding that was too complicated? >>Well, it was, it was not because, um, there are millions of products intangible, and, uh, those issues are coming huge, actually. So we are keeping track of time if it's sold out or it's, it can be sellable, uh, when, when a product, uh, detail is seen by the customers, we are recommending some other products too, but those other products must be sellable too. So the main, the main problem was that, and, uh, we are writing them in our relational DB. There is a huge rights law actually. So it was not coding. It was the amount of data actually. >>Okay. And so it was the update intensity, um, within the database and the ability of the database to actually return accurate results quickly. So what was the after, like, uh, can you talk about sort of the, the business impact? What were the, the improvements that you've experienced? >>Yeah. Maybe I can ask her that, uh, like parties said that the main reason we switched is because that, uh, there are so many products coming near in trend, and many of them are being stopped being sold out and the updates to it, it was on a relational, the vendor rights, or too much that you couldn't, uh, dur customers that fast reply because the database was getting effected by the amount of high rights. Because when you think about it, there are millions of products coming, and there are millions of rights, uh, operations on the database. So those affecting the reach performance. So, uh, it, it could occur to you that when you click on a product, you would see maybe as took out product as a recommendation, or maybe a product that is not in the website anymore. So, uh, when we switched to, uh, Couchbase that, uh, we saw that, uh, it's using less resources, which, uh, using less posts, active, alive, and it's also, uh, giving responses faster. >>The main reason, uh, we were using relational DB at first was the invalidation process like five. He said, because it was, we had a consumer that was listening to messages, uh, the innovation messages, and then, uh, and then the writing them into database. But, uh, in the part, uh, it meant that actively writing to database that for every product document that you would need to update the document, but for, uh, for, for, uh, for relational DB, it would be vetoed easier to just make this product, uh, every available, false, or true. So that's why we were sticking with relationship with DB at first. And that's why we made it that first as a relational DB, but as time increased and our product count, and our sellers increased, we realized that, uh, we should find another solution to the invalidation process, and we should, uh, switch because, uh, I mean, it CA it has come to a point at one point that it would just maybe, uh, take a solid, so much time that, uh, we were scaling our consumers at nighttime to just not affect daily users anymore. >>Uh, so that's why that's the main reason we switched. And, uh, after switching, we had in, uh, like I said, the response time and high write throughput, and also one of the reasons is also because that the, uh, the application that was with the use of Couchbase because, uh, since strangled is growing larger than our main data centers. And, uh, like we can see that every day, sometimes we deploy our, uh, apps to yet another cluster. And we, that's why we sometimes need to have backups or different data centers, and Couchbase was providing very good relations, very good solutions to this, which is. Yeah. That's why we switched actually. So we asked >>Couchbase running it's if I understand it, it's running the recommendation engine. And do you still use a traditional RDBMS for the transaction system or is Couchbase doing both? >>Yeah, okay. Uh, we are, uh, actually inter-annual, we are in discovery a team, actually, we call it tribe and in discovery, tribe, uh, relational DB, I think, uh, now, uh, very small, uh, small, uh, teams are using it. Um, it's personally just very low actually. Uh, but, uh, other other tribes, for example, orders, checkout, and maybe, uh, uh, promotions, uh, something like other teams are still using RDBMS, but in discovery team, it's very important to serve customers very fast. We need to show them the products immediately. We need to personalize them. Uh, we sh we should, uh, show them, uh, related products in the meantime, in real time, actually. So in this current Stripe, we are, um, barely using it, uh, RDBMS systems, actually. >>How hard was it to migrate from the RDBMS? Because you hear a lot of stories about how difficult that is to do. You've got to freeze the code, you bringing up new code, you've got to synchronize the functionality. How did you manage that? >>Well, to be honest with you, just ask the data science team to just send the products. Uh, at the same time, we were like, we were keeping the legacy API open that the clients were still coming there. And, um, to be honest, there were lots of legs on that, too. So even if, uh, the, the newer products came a bit later, uh, it shouldn't be seen because it was always coming late. So, uh, we had, we made a new API that is connecting to Couchbase and we wanted the data science team to start feeding it, but we asked the clients to switch it by time. I mean, we were still supporting the old one, but, uh, when we, when we asked the clients to switch to the new API, we just closed the last one. So we didn't really migrate any data to be honest. Like we, we, it was from scratch. And since it's a, it's a recommendation domain, uh, we believe it's better to, uh, add data's from scratch because in our new domains, we are storing them in documents. They are always sending a new list to us. So that's how it gets updated all the time. So since it's not a user related data, it wasn't really like a migration process. >>Is this is part of the secret sauce that you're doing. Schema lists, no schema on, right to Couchbase. And is that correct? And how are you handling it? I'm like, how are you getting that awesome write performance? >>Well, the main reason we believe is that, uh, before, when it was relational DB, like for example, loan product to one product and a second product to first product, third product, first of all, that like you were duplicating the records so that when the product gets removed, uh, from, from a product recommendation, or maybe one of, if a product is getting invisible, for any reason, it should be removed, or maybe it could be a stockout that it means it's not that for every record, you are sending your records for invalidation, but in our new system, it means that this, uh, for this content, there are 24 contents let's say, and like four of them that's finished. It's not there. It's okay. You're just replacing the whole list so that you are not duplicating the records. I mean, this is not like first product first and first, the second, and first to third, and first changes you are replicating this, this change three times, like a delete, uh, product one from three, three product, one from two, and you are deprecating the deletion record, but now we are just replacing the list. So you are doing that all of the operation in 1, 1, 1, uh, Kafka queue message. If I should be able, if I was able to, uh, tell about it. So it's a bit hard to explain it in, uh, in speech, but, uh, we have a nice graphic that's showing how we are doing it now. >>That makes sense. Okay. Thank you for that. And so, as you think about, you're modernizing your application infrastructure, where are you at today? How do you see this modernization effort going forward >>Actually, um, today, uh, we are mainly looking for, um, cross cluster replication. Uh, all our products are, uh, uh, deployed, uh, different clusters and different geographical locations. Uh, we, we always using ch um, we try to always use, um, modern products and, uh, uh, try to avoid, uh, old relational databases, especially for our discovery. Right. And, uh, my mandala is modernizing it, uh, all, uh, engineer's keeping up to date with recent technologies and, uh, our customers are happier. They are not seeing some glitches, some, uh, rates, uh, or while they're using our products. >>Okay. So maybe I could double click on that. So, cause you mentioned the impact of customers and I'm interested in your organizational impact and what it means for you internally, but, but when you talk about cross cluster replication, is that to scale, uh, is that a performance impact? Is that for availability? What's the impact of that effort? That modernization effort? >>Uh, I believe it's, it's all, uh, main reason is availability. I believe. Uh, like we can't know when a cluster can go down, we can't be sure about it, uh, in a, in a system we can, but that we should be up and running all the time. And, uh, there should be some, uh, some backups that, uh, that can switch when a cluster goes down. But also the main reason, uh, well, one of the main reasons is to be able to scale because, uh, the, the clusters that we had wasn't enough, uh, considering our user base. So, uh, let's say you want to even extend your user base, but, uh, like the cluster is being a bottleneck to you because you can't get that much users, but, uh, when you do post cluster that you have backup and you have scalability and it's, uh, considering how new considering if the machines are newer, maybe faster response times. I don't know, uh, maybe, uh, network part would know that better, but, uh, yeah, but all of them, I will leave. >>Great guys. Well, thank you so much for sharing your story, uh, uh, MRA and Fati. Uh, appreciate you guys coming on the cube. >>Thanks a lot. Yeah. Thanks. Thanks. Thank you for, uh, hosting. >>Yeah, it's our pleasure. And thank you for watching. Couchbase connect online on the cube, keep it right there for more great content from the event.

(upbeat music) >> Hello, I'm John Furrier with theCUBE, here in Palo Alto, California. We're part of the ongoing coverage of AnsibleFest 2021, virtual this year like all years. We're covering it virtually. In-person events soon will be back, and we'll be back in person when that happens this year. Year two of virtual coverage of AnsibleFest 2021. And just like last year, a great lineup of virtual interviews. We have the ability to pull people in remotely, which gives us more access to more people. So we've got a lot more content, a lot more content and stories to report. The big theme this year coming up is going to be automation, automation, automation, and hybrid environments. So automation, hybrid, and now the emergence of the democratization of AI. You're seeing AI being driven by automation. You're seeing automation going from repeating tasks that need to be automated to being programmatic in cloud-development life cycle. So a lot of changes going on. We had some great guests. Tom Anderson, Richard Henshall has been there. We had a lot of community updates. Carol Chen was on. Joe Fitzgerald, and Tom Anderson, and Alessandra Perelli were on. Great lineup there. The thought leadership there was all about how Red Hat Ansible are bringing the next generation automation platform to the community and making it easy for new people to come in. We heard from Kentrell, IBM, Scott Kinane, and Anand Gopalakrishnan, and Lisa Chavez. So great, great content there. Again, more and more community. The constant theme of open source and community continues to reign true for Red Hat AnsibleFest 2021. And the big surprise to me was they had great customer attraction, okay? Sapphire Health came on talking about migration. Enterprise customers are taking automation mainstream, powering programmatic, cloud-native solutions. So you're starting to see evidence, not just the hardcore automation folks that Ansible's been servicing in the enterprise and the developer community, but mainstream developers in the enterprises are adopting Ansible. This is the real deal . We heard from the chief architect of Ansible, Matthew Jones, going into great detail on how the enablement of the system is going to be creating more headroom for future growth. All in all, great content from theCUBE. Great guests as usual. And of course, check out Twitter and LinkedIn and all the social networks for CUBE highlights, and of course content and the guests themselves are awesome. So take a listen, and watch those videos, and enjoy the show. (upbeat music playing)

(upbeat music) >> From around the globe, it's theCUBE. With digital coverage of Postgres Vision 2021 brought to you by EDB. >> Well, good day, everybody. John Walls here on theCUBE. We continue our coverage here at Postgres Vision in 2021. Talking today with Andy Harris, who is the Chief Technology Officer at Osirium, a leader in the Privileged Access Management Space, and Andy, good day to you. Thanks for joining us here on theCUBE. >> Good morning to you and good afternoon, yes. >> That's right. Joining us from overseas over in England, we're on this side of the big pond, but nonetheless, we're joined by the power of Zoom. So again, thanks for the time. Andy, for those who aren't familiar who are watching about Osirium, share a little bit about your various service levels of what you provide, the kind of solutions you provide, and how you've achieved a great success in this space. >> Okay. I know these things, mine will be boring. So I'll just put a little slide up now, which is the minimum I think I can get away with which is that we're all about managing privilege. So that's privileged at the endpoint, Privileged Access Management, and Privileged Process Automation. So wherever a CIS admin has to do something on a machine that needs privilege, we like to be involved. Obviously, we like to be able to delegate all the way down to the business functions with Privileged Process Automation and with the EDB or the BDR part of that functionality in EDB that really fits in to our Privileged Access Management. So what I'll do just to take you away from our product. So I'll just quickly show you a slide of the architecture, which is as simple as we have these nodes. If you like the running ADB BDR and they can perform log-ins to a target device using privileged credentials, which we control when we might be really long up to about 128 characters. >> So Andy, if you would, I think you had put together a little show and tell you a demonstration for how when these systems are perhaps under siege if you will. That there are ways in which obviously you've developed to counter this and to be able to continue secure communications, which in the privilege assets world as you know is paramount. >> Yes, indeed. So I'll show you another slide, which gives you a kind of a overview of everything that's going on and you're going to see a little demonstration of two nodes here that has the BDL technology on and they can make these logins, and we have these characters, Bob and Allison. I've just noticed how it marks in department turn Alice to Allison. they should really be Alice because you get Bob, Alice, Carol, Dave, which are the standard encryption users. And what we're going to do is we're going to demonstrate that you can have breaks in the network. So I'm just sharing the network breaks slide. I'm showing the second network break slide. And then we have this function that we've built which we're going to demonstrate for you today, which is called evil beatings. And what it does is whilst there is a politician in the network, we are going to refresh many thousands of times the credentials on the target device. And then we're going to heal the break in the network and then prove that everything is still working. So right now, I'm going to zoom over to my live connection, terminal connections to the machine. And I'm going to run this command here, which is Python EV3. And I'm going to put a hundred cycles in it which is going to do around about 10,000 password refreshes. Okay. And I'm then going to go over to Chrome, and I should have a system here waiting for me. And in this system, you'll see that I've got the device demo and I've got this come online, SSH. And if I click on this I've got a live connection to this machine. Even whilst I have a huge number of queued up and I'll just show you the queued out connections through the admin interface. The system is working extremely hard at the moment. And in fact, if I show you this slide here, you can see that I have all of these queued credential resets and that is giving our system an awful lot of grief. Yeah. I can go back to the device connection and it is all here still top. Why not? And as you can see, it is all working perfectly. And if I was a user of EDB, I think this has to be one of the demonstrations I'd be interested in because it's one of the first things that we did when we dropped that functionality into our products. We wanted to know how well it would work under extreme conditions because you don't think of extreme conditions as normal working, but whenever you have 10 nodes in different countries, there will always be a network break somewhere and someone will always need to be refreshing passwords a ridiculous rates of knots. So Andy let's talk about this kind of the notion that you're providing here, this about accountability and visibility, audit-ability, all these insights that you're providing through this kind of demonstration you've given us how critical is that today, especially when we know there are so many possible intrusions and so many opportunities with legacy systems and new apps and all of this. I mean talking about those three pillars, if you will, the importance of that and what we just saw in terms of providing that peace of mind that everybody wants in their system. >> That's a cracking question. I'm going to enjoy that question. Legacy systems, that's a really good question. If you, we have NHS, which is our national health service and we have hospitals and you have hospitals every country has hospitals. And the equipment that they use like the MRI scanners, the electro-microscope, some of the blood analysis machines, the systems in those costs multiple Gillions of dollars or should use dollars euros, dollars, pounds and the operating systems running those systems, the lifetime of that piece of equipment is much much longer than the lifetime of an operating system. So we glibly throw around this idea of legacy systems and to a hospital that's a system that's a mere five years old and has got to be delivering for another 15 years. But in reality, all of this stuff gets, acquires vulnerabilities because our adversaries the people that want to do organizations bad things ransomware and all the rest of it they are spending all that time learning about the vulnerabilities of old systems. So the beauty of what we do is being able to take those old legacy systems and put a zero trust safety shell around them, and then use extremely long credentials which can't be cracked. And then we make sure that those credentials don't go anywhere near any workstations. But what they do do, is they're inside that ADB database encrypted with a master encryption key, and they make that jump just inside the zero trust boundary so that Bob and Alice outside can get administration connections inside for them to work. So what we're doing is providing safety for those legacy systems. We are also providing an environment for old apps to run in as well. So we have something called a map server which I didn't think you'd asked us that question. I'd have to find you some slides or presentations, which we want to do. We have a map server, which is effectively a very protected window server, and you can put your old applications on them and you can let them age gracefully and carry on running. Dot net 3.5 and all of those old things. And we can map your connection into the older application and then map those connections out. But in terms of the other aspects of it is the hospital stay open 24 hours a day banks run 24 hours a day and they need to be managed from anywhere. We're in a global pandemic, people are working from home. That means that people are working from laptops and all sorts of things that haven't been provisioned by centrality and could all have all sorts of threats and problems to them. And being able to access any time is really important. And because we are changing the credentials on these machines on a regular basis, you cannot lose one. It's absolutely critical. You cannot go around losing Windows active directory domain credentials it just can't be done. And if you have a situation where you've just updated a password and you've had a failure one of those 10 nodes has the correct set of credentials. And when the system heals, you have to work out which one of the 10 it is and the one that did it last must be the one that updates all the other 10 nodes. And I think the important thing is as Osirium we have the responsibility for doing the updates and we have the responsibility for tracking all those things. But we hand the responsibility of making sure that all the other 10 nodes are up to date which just drop it into bi-directional replication and it just happens. And you've seen it happen. I mean, might be just for the fun of it, We'll go back to that demonstration Chrome, and you can see we're still connected to that machine. That's all still running fine but we could go off to our management thing, refresh it and you see that everything there is successful. I can go to a second machine and I can make a second connection to that device. Yet, in the meantime that password has been changed, Oh, I mean, I wouldn't like to tell you how many times it's been changed. I need to be on a slightly different device. I was going to do a reveal password for you, I'll make another connection but the passwords will be typically, do a top on that just to create some more load. But the passwords will typically be... I'll come back to me. They'll typically be 128 characters long. >> Andy, if I could, I mean, 'cause I think you're really showing this very complex set of challenges that you have these days, right? In terms of providing access to multiple devices across, in multiple networking challenges, when you talk to your prospective clients about the kind of how this security perimeters changed, it's very different now than it was four or five years ago. What are the key points that you want them to take away from your discussion about how they have to think about security and access especially in this day and age when we've even seen here in the States. Some very serious intrusions that I think certainly get everybody's attention. >> That's a great question again. They're all... The way that I would answer that question would definitely depend on the continent that I was talking to. But my favorite answer will be a European answer, so I'll give you a European answer. One of the things that you're doing when you come along and provide Privileged Access Management to a traditional IT team, is your taking away the sysadmins right now, before privilege access, they will know the passwords. They will be keeping the passwords in a password vault or something like this. So they own the passwords, they own the credentials. And when you come along with a product like privilege access management you're taking over management of those credentials and you're protecting those systems from a whole wide range of threats. And one of those threats is from the system administrators themselves. And they understand that. So what I would say, it's an interesting question. 'Cause I'm like, I'm thinking I've got two ways of answering I can answer as if I'm talking to management or as if I'm talking to the people who are actually going to use the products and I feel more aligned with the, I feel more aligned with the actual users. >> Yeah, I think let's just, we'll focus on that and I'll let you know, we just have a moment or two left. So if you could maybe boil it down for me a little bit. >> Boiling it down, I would say now look here CIS admins. It's really important that you get your job done but you need to understand that those privileged accounts that you're using on those systems are absolute gold dust if they get into the hands of your adversaries and you need protections income away from those adversaries, but we trust you and we are going to get you the access to your machines as fast as possible. So we're a little bit like a nightclub bouncer but we're like the Heineken of nightclub bounces. When you arrive, we know it's you and we're going to get you to your favorite machine logged on as domain admin, as fast as possible. And while you're there, we're going to cut that session recording of you. And just keep you safe and on the right side. >> All right, I'm going to enjoy my night in the nightclub. Now I can sleep easy tonight knowing that Andy Harris and Osirium are on the case. Thanks, Andy. Andy Harris speaking with us. So the Chief Technology Officer from Osirium as part of our Postgres vision, 2021, coverage here on theCUBE. (upbeat music) >> From theCUBE studios in Palo Alto, in Boston connecting with thought leaders all around the world. This is theCUBE conversation.

>>from around the globe. >>It's the cube with coverage of Kublai khan and cloud Native >>Con, Europe 2021 Virtual >>brought to you by >>red hat, cloud >>Native Computing foundation >>and ecosystem partners. >>Welcome back to the cubes coverage of coupon 21 cloud native con 21 part of the C N C s annual event this year. It's Virtual. Again, I'm john Kerry host of the cube and we have two great guests from the C N C. F. Cheryl Hung VP of ecosystems and Katie Manji who's the ecosystem advocate for C N C F. Thanks for coming on. Great to see you. I wish we were in person soon, maybe in the fall. Cheryl Katie, thanks for coming on. >>Um, definitely hoping to be back in person again soon, but john great to see you and great to be back on the >>cube. You know, I have to say one of the things that really surprised me is the resilience of the community around what's been happening with the virtual in the covid. Actually, a lot of people have been, um, you know, disrupted by this, but you know, the consensus is that developers have used to been working remotely and virtually in a home and so not too much disruption, but a hell of a lot of productivity. You're seeing a lot more cloud native, um, projects, you're seeing a lot more mainstreaming and the enterprise, you're starting to see cloud growth, just a really kind of nice growth. And we've been saying for years, rising tide floats, all boats, Cheryl, but this year you're starting to see real mainstream adoption with cloud native and this has really been part of the work of the community you guys have done. So what's your take on this? Because we're going to be coming out of this Covid pretty soon. There's a post covid light at the end of the tunnel. What's your view? >>Yeah, definitely, fingers crossed on that. I mean, I would love Katie to give her view on this. In fact, because she came from Conde Nast and American Express, both huge companies that were adopting have adopted cloud Native successfully. And then in the middle of the pandemic, in the middle of Covid, she joined CN CF. So Katie really has a view from the trenches and Katie would love to hear your thoughts. >>Yeah, absolutely. Uh, definitely cloud native adoption when it comes to the tooling has been more permanent in the enterprises. And that has been confirmed of my role at American Express. That is the role I moved from towards C N C F. But the more surprising thing is that we see big companies, we see banks and financial organization that are looking to adopt open source. But more importantly, they're looking for ways to either contribute or actually to direct it more into these areas. So from that perspective, I've been pretty much at the nucleus of enterprise of the adoption of cloud Native is definitely moving, it's slow paced, but it's definitely forward moving as well. Um and now I think while I'm in the role with C N C F as an ecosystem advocate and leading the end user community, there has been definitely uh the community is growing um always intrigued to find out more about the cloud Native usage is one of the things that I find quite intriguing is the fact that not one cloud native usage, like usage of covering just one platform, which is going to be called, the face is going to be the same. So it's always intriguing to find new use cases, find those extremist cases as well, that it really pushes the community forward. >>I want to do is unpack. The end user aspect of this has been a hallmark of the CNC F for years, always been a staple of the organization. But this year, more than ever it's been, seems to be prominent as people are integrating in what about the growth? I mean from last year this year and the use and user ecosystem, how have you guys seen the growth? Is there any highlights because have any stats and or observations around how the ecosystem is growing around the end user piece? >>Sure, absolutely. I mean, I can talk directly about C N C F and the C N C F. End user community, much like everything else, you know, covid kind of slowed things down, so we're kind of not entirely surprised by that, But we're still going over 2020 and in fact just in the last few months have brought in some really, really big names like Peloton, Airbnb, Citibank, um, just some incredible organizations who are, who have really adopted card native, who have seen the success and the benefits of it. And now we're looking to give back to the community, as Katie said, get involved with open source and be more than just a passive consumer of the technologies, but actually become leaders in their own right, >>Katie talk about the dynamic of developers that end user organizations. I mean, you have been there, you're now you've been on both sides of the table if you will not to the sides of the table, it's more like a round table if you will, but community driven. But traditional, uh, end user organizations, not the early adopters, not the hyper scale is, but the ones now are really embedding hybrid, um, are changing how I t to how modern applications being built. That's a big theme in these mainstream organizations. What's the dynamic going on? What's your view? >>I think for any organization, the kind of the core, what moves the organization towards cloud Native is um pretty much being ahead of your competitors. And now we have this mass of different organization of the cloud native and that's why we see more kind of ice towards this area. So um definitely in this perspective when it comes to the technology aspect, companies are looking to deploy complex application in an easier manner, especially when it comes to pushing them to production system securely faster. Um and continuously as well. They're looking to have this competitive edge when it comes to how can they quickly respond to customer feedback? And as well they're looking for this um hybrid element that has been, has been talked about. Again, we're talking about enterprise is not just about public cloud, it's about how can we run the application security and getting both an element of data centers or private cloud as well. And now we see a lot of projects which are balancing around that age but more importantly there is adoption and where there's adoption, there is a feedback loop and that's how which represents the organic growth. >>That's awesome. Cheryl like you to define what you mean when you say end user driven open source, what does that mean? >>Mm This is a really interesting dynamic that I've seen over the last couple of years. So what we see is that more and more of the open source project, our end users who who are solving their own problems and creating their own projects and donating these back to the community. An early example of this was Envoy and lift and Yeager from Uber but Spotify also recently donated backstage, which is a developer portal which has really taken off. We've also got examples from Intuit Donating Argo. Um I'm sure there are some others that I've just forgotten. But the really interesting thing I see about this is that class classically right. Maybe a few years ago, if you were an end user organization, you get involved through a vendor, you'd go to a red hat or something and say, hey, you fix this on my behalf because you know that's what I'm paying you to do. Whereas what I see now is and user saying we want to keep this expertise in house and we want to be owners of our own kind of direction and our own fate when it comes to these open source projects. And that's been a big driver for this trend of open source and user driven, open source. >>It's really the open model is just such a great thing. And I think one of the interesting thing is that fits in with a lot of people who want to work from mission driven companies, but here there's actually a business benefit as you pointed out as in terms of the dynamic of bringing stuff to the community. This is interesting. I'm sure that the ability to do more collaboration, um, either hiring or contributing kind of increases when you have this end user dynamic because that's a pretty big decision to donate and bring something into the open source. What's the playbook though? If I'm sitting in an end user organization like american express Katie or a big company, say, hey, you know, we really developed this really killer use cases niche to us, but we want to bring it to the community. What do they do? Is there like a, like a manager? Do they knock on someone's door? Zara repo is, I mean, how does someone, I mean, how does an end user get this done? >>Mm. Um, I think one of the best resources out there is called the to do group, which is a organization underneath the Linux foundation. So it's kind of a sister group to C N C F, which is about open source program offices. And how do you formalize such an open source program? Because it's pretty easy to say, oh well just put something on get hub. But that's not the end of the story, right? Um, if you want to actually build a community, if you want other people to contribute, then you do actually have to do more than just drop it and get up and walk away. So I would say that if you are an end user company and you have created something which scratches your own itch and you think other people could benefit from it then definitely come. And like you could email me, you could email Chris and chick who is the ceo of C N C F and just get in touch and sort of ask around about what are the things that you could do in terms of what you have to think about the licensing, How do you develop a community governance program, um, trademark issues, all of these things. >>It's interesting how open source is growing so much now, chris has got so much action going on. New verticals are opening up, you know, so, so much action Cheryl you had posted on the internet predictions for cloud native, which I found interesting because there's so much action going on, you have to break things out into pillars, tech devops and ecosystem, each one kind of with a slew event of key trends. So take us through the mindset, why break it out like that? You got tech devops and ecosystem tradition that was all kind of bundled in one. Why? Why the pillars? And is it because there's so much action, what's, what's the basis behind the prediction? >>Um so originally this was just a giant list of things I had seen from talking to people and reading around and seeing what people are talking about on social media. Um And when, once I invested at these 10, I thought about what, what does this actually mean for the people who are going to look at this list and what should they care about? So I see tech trends as things related to tools, frameworks. Um, perhaps architects I see develops as people who are more as a combination of process, things that a combination of process and people and culture best practices and then ecosystem was kind of anything else broader than that. Things that happened across organizations. So you can definitely go to my twitter, you can go to at boy Chevelle, O I C H E R Y L and take a look at this and This is my list of 10. I would love to hear from you whether you agree with it, whether you think there are other things that I've missed or what would your >>table. I love. I love the top. Well, first of all I think this is very relevant. The one that I would ask you on is more rust and cloud native. That's the number one item. Um, I think cross cloud is definitely totally happening, I think people are really starting to think about that and so I'd love to get your comments on that. But I think the thing that jumped out at me was the devops piece because this is a trend that I've been seeing a lot more certainly even in academic institutions, for folks in school, right? Um going to college for computer science and engineering. This idea of, sorry, large scale, cloud is not so much an IT practice, it's much more of a cloud native mindset. So I think this idea of of ops so much more about scale. I use SRE only because I can't think of a better word around it and certainly the edge pieces with kubernetes, I think this is the, I think the biggest story to me that's where all the action seems to be when I talk to people around what they're working on in terms of training new people on boarding and what not Katie, you're shaking your head, you're like Yeah, what's your thoughts? Yeah, >>I have definitely been uh through all of these stages from having a team where the develops, I think it's more of a culture of like a pattern to adopt within an organization more than anything. So I've been pre develops within develops and actually during the evolution of it where we actually added an s every team as well. Um I think having these cultural changes with an organization, they are necessary, especially they want to iterate iterate quicker and actually deliver value to the customers with minimal agency because what it actually does there is the collaboration between teams which were initially segregated. And that's why I think there is a paradigm nowadays which is called deficit ops, which actually moves security more to its left. This has been very popular, especially in the, in the latest a couple of months. Lots of talks around it and even there is like a security co located event of Yukon just going to focus on that mainly. Um, but as well within the Devil's area, um, one of the models that has been quite permanent has been get ups as well, which pretty much uses the power of gIT repositories to describe the state of the applications, how it actually should be within the production system and within the cloud native ecosystem. There are two main tools that pretty much leave this area and there's going to be Argo City which has been donated by, into it, which is our end user And we have flux as well, which has been donated by we've works and both of these projects currently are within the incubation stage, which pretty much by default um showcases there is a lot of adoption from the organizations um more than 100 of for for some of them. So there is a wider adoption um, and everything I would like to mention is the get ups working group which has emerged I think between que con europe and north America last year and that again is more to define a manifest of how exactly get expert and should be adopted within organizations. So there is a lot of, I would say initiatives and this is further out they confirmed with the tooling that we have within the ecosystem. >>That's really awesome insight. I want to just, if you don't mind follow up on that, why is getups so important right now, Is it because the emphasis of security is that the emphasis of more scale, Is it just because it's pretty much kid was okay just because storing it over there, Is it because there's so much more inspections are going on around it? I mean code reviews have been going on for a long time. What's what's the big deal? Why is it so hot right now? In your opinion? >>I think there is definitely a couple of aspects that are quite important. You mentioned security, that's definitely one of them with the get ups battery. And there is a pool model rather than a push model. So you have the actual tool, for example, our great city of flux watching for repository and if any changes are identified is going to pull those changes automatically. So the first thing that we actually can see from this model is that we always will have a delta between what's within our depositors and the production system. Usually if you have a pool model, you can pull it uh can push the changes towards death staging environment but not always the production because you have the change window sometimes with the get ups model, you'll always be aware of what's the Dell. Can you have quite a nice way to visualize that especially for your city, which has the UI as well as well with the get ups pattern, there is less necessity to share the credentials with the actual pipeline tool. All of because Argo flux there are natively build around communities, all the secrets are going to be residing within the cluster. There is no need to share any extra credentials or an extra permissions with external tools as well. There are scale, there is again with kids who have historical data points which allows us to easily revert um to stable points of the applications in the past. So multiple, multiple benefits I would say, but definitely secured. I think it's one of the main one and it has been talked about quite a lot as well. >>A lot of these end user stories revolve around these dynamics and the ones you guys are promoting and from your members as well as in the community at large is I hate to use the word day two operations, but that really is the issue like okay, we're up and running. I want more automation. This is again tops kind of vibe here where it's like okay we gotta go troubleshoot all this, but it should be working as more stuff comes in. This becomes more and more the dynamic is that is that because of just more edges, more things, more devices, what's what's the what's the push behind all these stories around this automation and day to operation things? What do you guys think? >>I think, I think the expectations are getting higher and higher to be honest, a few years ago it was enough to use containers and start using the barest minimum, you know, to orchestrate those containers. But now what we see is that, you know, it's easy to choose the technology, it's easy to install it and even configure it. But as you said, john those data operations are really, really hard. For example, one of the ones that we've seen up and coming and we care about from CNCF is kubernetes on the edge. And we see this as enabling telco use cases and 5G and IOT and really, really broad, difficult use cases that just a few years ago would have been nice on impossible, Katie, your zone, Katie Katie, you also talk about edge. Right? >>Absolutely. I think I I really like to watch some of the talks that keep going, especially given by the big organizations that have to manage thousands or tens of thousands, hundreds of thousands of customers. And they have to deliver a cluster to these to these teams. Now, from their point of view, they pretty much have to manage clusters at scale. There is definitely the edge out there and they really kind of pushing the technology towards how can we get closer to the physical devices within the customers? Kind of uh, let's say bubble or area in surface. So age has been definitely something which has been moving a lot when it comes to the cloud native ecosystem. We've had a lot of projects moving to towards the incubation stage, carefree as has been there, um, for for a while and again, has a lot of adoption is known for its stability. But another thing that I would like to mention is that now currently we have a lot of projects that are age focus but within some box, so there is again, a lot of potential if there's gonna be a higher demand for this, I would expect this tools move from sandbox to incubation and even graduation. So that's definitely something which, uh, it's moving and there is dynamism around it. >>Well, Cheryl kid, you guys are awesome, love the work you're doing. I gotta ask the final question since you brought it up about the expectations. Cheryl, if you guys could both end the segment with the comment around expectations as the industry and companies and developers and participants continue to grow. What, what's changed with C N C F koo Kahne cloud, native khan as the expectation has been growing and the stakes are higher too, frankly, I mean you've got security, you mentioned these things edge get up, so you start to see the maturation of this ecosystem, what's new and what's expected of you guys, What do you see and how are you guys organizing? >>I think we can definitely say the ecosystem has matured a lot compared to a few years ago. Same with CNTF, same with Cuba con, I think the very first cubic on I went to was Berlin, which was about 1800 people. Um, the kind of mind boggling to see how much, how much it's grown since then. I mean one of the things that we try and do is to expand the number of people who can reach the community. So for example, we launched kubernetes community days and we launched, that means community organized events in africa, for example, for people who couldn't come to large events in north America or europe, um we also launching things to help students. I actually love talking to students because quite often now you talk to them and they say, oh, I've never run software in anything other than a container. You're like, yeah, well this was a new thing, this is brand new a few years ago and now you can be 18 and have never tried anything else. So it's pretty amazing. But yeah, there's definitely, there's always space to go to the community. >>Yeah, once you go cloud native, it's like, you know, like you've never load Lennox on them server before. I mean, what, what's going on? Get your thoughts as expectations go higher And certainly there's more in migration, not only for young folks because they're jumping into this was that engineering meets computer science is now cross discipline. You're seeing scale, you mentioned scaling up those are huge factors, you've got younger, you got cross training, you got cybersecurity and you've got Fin tech ops that's chris is working on so much is happening. What, what, what you guys keep up with your, how you gonna raise the ball? >>Absolutely. I think there's definitely technology moving forward, but I think nowadays there is a more need for actual end user stories while at the beginning of cube cons there is a lot of focus on the technical aspects. How can you fix this particular problem of deploying between two clusters are deploying at scale. There is like a lot of technical aspects nowadays they're looking for the stories because as I mentioned before, not one platform is gonna be the same when it comes to cloud native and I think there's still, the community is still trying to look for some patterns or some standards and we actually can see like especially when it comes to the open standards, we can see this moving within um the observe abilities like that application delivery will have for example cross plane and Que Bella we have open metrics and open tracing as well, which focuses on observe ability and all of the interfaces that we had around um, Cuban directory service men and so forth. All of these pretty much try to bring a benchmark, making it easier to integrate these special use cases um when it comes to actual extreme technology kind of solutions that you need to provide and um, I was mentioning the end user stories that are there more in demand nowadays mainly because these are very, very necessary from the community like for example the six or the project maintainers, they require feedback to actually move forward. And as part of that, I would like to mention that we've recently soft launched the injuries lounge, which really focuses on this particular aspect of end user stories. We try to pretty much question our end users and really understand what really moved them to adopt, coordinative, what keeps them on this path and what like future challenges they would like to um to tackle or are they facing the moment I would like to solve in the future. So we're trying to create the speed back home between the inducers and the projects out there. So I think this is something which needs to be a bit more closely together these two spheres, which currently are segregated, but we're trying to just solve that. >>Also you guys do great work, great job. Cheryl wrap us up real, take a minute to put a plug in for the C. N. C. F. In the ecosystem. What's the fashion this year? What's hot? What's the trend? What are you guys doing? Share some quick update on what's going on the ecosystem from your perspective? >>Yeah, I mean the ecosystem, even though I just said that we're maturing, you know, the growth has not stopped now, what we're seeing is these as Casey was saying, you know, more specific use cases, even bigger, even more demanding environments, even more kind of crazy use cases. I mean I love the story from the U. S. Department of Defense about putting kubernetes on their fighter jets and putting ston fighter jets, you know, it's just absurd to think about it, but I would say definitely come and be part of the community, share your stories, share what you know, help other people um if you are end user of these technologies then go to see NCF dot io slash and user and just come and be part of our community, you know, meet your peers and hear what everybody else is doing >>well. Having kubernetes and stu on jets, that's the Air Force, I would call that technical edge Katie to you know, bring, bring back the edge carol kitty, thank you so much for sharing the inside ecosystem is robust. Rising tide is floating all the boats as we always say here in the cube, it's been great to watch and continue to watch the rise. I think it's just the beginning, we're starting to see post pandemic visibility cloud native, more standards, more visibility into the economics and value and great to see the ecosystem rising up with the end users as well. So congratulations and thanks for coming up. >>Thank you so much, john it's a pleasure, appreciate >>it. Thank you for having us, john >>Great to have you on. I'm john for with the cube here for Coop Con Cloud, Native Con 21 virtual soon we'll be back in real life. Thanks for watching. Mhm.