>> Narrator: From around the globe, it's theCUBE with digital coverage of AWS Public Sector Partner Awards brought to you by Amazon web services. >> Hi, and welcome back, I'm Stu Miniman and we're here at the AWS Public Sector. Their Partner Awards, really enjoying this. We get to talk to some of the diverse ecosystem as well as they've all brought on their customers, some really phenomenal case studies. Happy to welcome to the program two first time guests. First of all, we have Jared Bell, he's the Chief Engineer of self response, operational readiness at T-Rex Solutions and T-Rex is the award winner for the most customer obsessed mission-based in Fed Civ. So Jared, congratulations to you and the T-Rex team and also joining him, his customer Michael Thieme, he's the Assistant Director for the Decennial Census Program systems and contracts for the US Census Bureau, thank you so much both for joining us. >> Good to be here. >> All right, Jared, if we could start with you, as I said, you're an award winner, you sit in the Fed Civ space, you've brought us to the Census Bureau, which most people understand the importance of that government program coming up on that, you know, every 10 year we've been hearing, you know, TV and radio ads talking about it, but Jared, if you could just give us a thumbnail of T-Rex and what you do in the AWS ecosystem. >> So yeah again, my name's Jared Bell and I work for T-Rex Solutions. T-Rex is a mid tier IT federal contracting company in Southern Maryland, recently graduated from hubs on status, and so T-Rex really focuses on four key areas, infrastructure in Cloud modernization, cybersecurity, and active cyber defense, big data management and analytics, and then overall enterprise system integration. And so we've been, you know, AWS partner for quite some time now and with decennial, you know, we got to really exercise a lot of the bells and whistles that are out there and really put it all to the test. >> All right, well, Michael, you know, so many people in IT, we talk about the peaks and valleys that we have, not too many companies in our organization say, well, we know exactly, you know, that 10 year spike of activity that we're going to have, I know there's lots of work that goes on beyond that, but it tells a little bit , your role inside the Census Bureau and what's under your purview. >> Yes, the Census Bureau, is actually does hundreds of surveys every year, but the decennial census is our sort of our main flagship activity. And I am the Assistant Director under our Associate Director for the IT and for the contracts for the decennial census. >> Wonderful and if you could tell us a little bit the project that you're working on, that eventually pulled T-Rex in. >> Sure. This is the 2020 census and the challenge of the 2020 census is we've done the census since 1790 in the United States. It's a pillar, a foundation of our democracy, and this was the most technologically advanced census we've ever done. Actually up until 2020, we have done our censuses mostly by pen, paper, and pencil. And this is a census where we opened up the internet for people to respond from home. We can have people respond on the phone, people can respond with an iPhone or an Android device. We tried to make it as easy as possible and as secure as possible for people to respond to the census where they were and we wanted to meet the respondent where they were. >> All right. So Jared, I'd love you to chime in here 'cause I'm here and talking about, you know, the technology adoption, you know, how much was already in plans there, where did T-Rex intersect with this census activity? >> Yeah. So, you know, census deserves a lot of credit for their kind of innovative approach with this technical integrator contract, which T-Rex was fortunate enough to win. When we came in, you know, we were just wrapping up the 2018 test. we really only had 18 months to go from start to, you know, a live operational tests to prepare for 2020. And it was really exciting to be brought in on such a large mission critical project and this is one of the largest federal IT products in the Cloud to date. And so, you know, when we came in, we had to really, you know, bring together a whole lot of solutions. I mean, the internet self response, which is what we're going to to talk about today was one of the major components. But we really had a lot of other activities that we had to engage in. You know, we had to design and prepare an IT solution to support 260 field offices, 16,000 field staff, 400,000 mobile devices and users that were going to go out and knock on doors for a numeration. So it was real6ly a big effort that we were honored to be a part of, you know, and on top of that, T-Rex actually brought to the table, a lot of its past experience with cybersecurity and active cyber defense, also, you know, because of the importance of all this data, you know, we had the role in security all throughout, and I think T-Rex was prepared for that and did a great job. And then, you know, overall I think that, not necessarily directly to your question, but I think, y6ou know, one of the things that we were able to do to make ourselves successful and to really engage with the census Bureau and be effective with our stakeholders was that we really build a culture of decennial within the technical integrator, you know, we had brown bags and working sessions to really teach the team the importance of the decennial, you know, not just as a career move, but also as a important activity for our country. And so I think that that really helped the team, you know, internalize that mission and really drove kind of our dedication to the census mission and really made us effective and again, a lot of the T-Rex leadership had a lot of experience there from past decennials and so they really brought that mindset to the team and I think it really paid off. >> Michael, if you could bring us inside a little a bit the project, you know, 18 months, obviously you have a specific deadline you need to hit, for that help us understand kind of the architectural considerations that you had there, any concerns that you had and I have to imagine that just the global activities, the impacts of COVID-19 has impacted some of the end stage, if you will, activities here in 2020. >> Absolutely. Yeah. The decennial census is, I believe a very unique IT problem. We have essentially 10 months out of the decade that we have to scale up to gigantic and then scale back down to run the rest of the Census Bureau's activities. But our project, you know, every year ending in zero, April 1st is census day. Now April 1st continued to be census day in 2020, but we also had COVID essentially taking over virtually everything in this country and in fact in the world. So, the way that we set up to do the census with the Cloud and with the IT approach and modernization that we took, actually, frankly, very luckily enabled us to kind of get through this whole thing. Now, we haven't had, Jared discussed a little bit the fact that we're here to talk about our internet self response, we haven't had one second of downtime for our response. We've taken 77 million. I think even more than 78 million responses from households, out of the 140 million households in the United States, we've gotten 77 million people to respond on our internet site without one second of downtime, a good user experience, a good supportability, but the project has always been the same. It's just this time, we're actually doing it with much more technology and hopefully the way that the Cloud has supported us will prove to be really effective for the COVID-19 situation. Because we've had changes in our plans, difference in timeframes, we are actually not even going into the field, or we're just starting to go into the field these next few weeks where we would have almost been coming out of the field at this time. So that flexibility, that expandability, that elasticity, that being in the Cloud gives all of our IT capabilities was really valuable this time. >> Well, Jared, I'm wondering if you can comment on that. All of the things that Michael just said, you know, seem like, you know, they are just the spotlight pieces that I looked at Cloud for. You know, being able to scale on demand, being able to use what I need when I need it, and then dial things down when I don't, and especially, you know, I don't want to have to, you know, I want to limit how much people actually need to get involved. So help understand a little bit, you know, what AWS services underneath, we're supporting this and anything else around the Cloud deployment. >> Sure, yeah. Michael is spot on. I mean, the cloud is tailor made for our operation and activity here. You know, I think all told, we use over 30 of the AWS FedRAMP solutions in standing up our environment across all those 52 system of systems that we were working with. You know, just to name a few, I mean, internet self response alone, you're relying heavily on auto scaling groups, elastic load balancers, you know, we relied a lot on Lambda Functions, DynamoDB. We're one of the first adopters through DynamoDB global tables, which we use for a session persistence across regions. And then on top of that, you know, the data was all flowing down into RDS databases and then from there to, you know, the census data Lake, which was built on EMR and Elasticsearch capabilities, and that's just to name a couple. I mean, you know, we had, we ran the gamut of AWS services to make all this work and they really helped us accelerate. And as Michael said, you know, we stood this up expecting to be working together in a war room, watching everything hand in hand, and because of the way we, were able to architect it in partnership with AWS, we all had to go out and stay at home, you know, the infrastructure remain rock solid. We can have to worry about, you know, being hands on with the equipment and, you know, again, the ability to automate and integrate with those solutions Cloud formation and things like that really let us keep a small agile team of, you know, DevSecOps there to handle the deployments. And we were doing full scale deployments with, you know, one or two people in the middle of the night without any problems. So it really streamlined things for us and helped us keep a tight natural, sure. >> Michael, I'm curious about what kind of training your team need to go through to take advantage of this solution. So from bringing it up to the ripple effect, as you said, you're only now starting to look at who would go into the field who uses devices and the like, so help us understand really the human aspect of undergoing this technology. >> Sure. Now, the census always has to ramp up this sort of immediate workforce. We hire, we actually process over 3 million people through, I think, 3.9 million people applied to work for the Census Bureau. And each decade we have to come up with a training program and actually training sites all over the country and the IT to support those. Now, again, modernization for the 2020 census, didn't only involve the things like our internet self response, it also involves our training. We have all online training now, we used to have what we called verbatim training, where we had individual teachers all over the country in places like libraries, essentially reading text exactly the same way to exactly over and over again to our, to the people that we trained. But now it's all electronic, it allows us to, and this goes to the COVID situation as well, it allows us to bring only three people in at a time to do training. Essentially get them started with our device that we have them use when they're knocking on doors and then go home and do the training, and then come back to work with us all with a minimal contact, human contact, sort of a model. And that, even though we designed it differently, the way that we set the technology of this time allowed us to change that design very quickly, get people trained, not essentially stop the census. We essentially had to slow it down because we weren't sure exactly when it was going to be safe to go knocking on door to door, but we were able to do the training and all of that worked and continues to work phenomenally. >> Wonderful. Jared, I wonder if you've got any lessons learned from working with the census group that might be applicable to kind of, the broader customers out there? >> Oh, sure. Well, working with the census, you know, it was really a great group to work with. I mean, one of the few groups I worked with who have such a clear vision and understanding of what they want their final outcome to be, I think again, you know, for us the internalization of the decennial mission, right? It's so big, it's so important. I think that because we adopted it early on we felt that we were true partners with census, we had a lot of credibility with our counterparts and I think that they understood that we were in it with them together and that was really important. I would also say that, you know, because we're talking about the go Cloud solutions that we worked, you know, we also engage heavily with the AWS engineering group and in partnership with them, you know, we relied on the infrastructure event management services they offer and was able to give us a lot of great insight into our architecture and our systems and monitoring to really make us feel like we were ready for the big show when the time came. So, you know, I think for me, another lesson learned there was that, you know, the Cloud providers like AWS, they're not just a vendor, they're a partner and I think that now going forward, we'll continue to engage with those partners early and often. >> Michael the question I have for you is, you know, what would you say to your peers? What lessons did you have learned and how much of what you've done for the census, do you think it will be applicable to all those other surveys that you do in between the big 10 year surveys? >> All right. I think we have actually set a good milestone for the rest of the Census Bureau, that the modernization that the 2020 census has allowed since it is our flagship really is something that we hope we can continue through the decade and into the next census, as a matter of fact. But I think one of the big lessons learned I wanted to talk about was we have always struggled with disaster recovery. And one of the things that having the Cloud and our partners in the Cloud has helped us do is essentially take advantage of the resilience of the Cloud. So there are data centers all over the country. If ever had a downtime somewhere, we knew that we were going to be able to stay up. For the decennial census, we've never had the budget to pay for a persistent disaster recovery. And the Cloud essentially gives us that kind of capability. Jared talked a lot about security. I think we have taken our security posture to a whole different level, something that allowed us to essentially, as I said before, keep our internet self response free of hacks and breaches through this whole process and through a much longer process than we even intended to keep it open. So, there's a lot here that I think we want to bring into the next decade, a lot that we want to continue, and we want the census to essentially stay as modern as it has become for 2020. >> Well, I will tell you personally Michael, I did take the census online, it was really easy to do, and I'll definitely recommend if they haven't already, everybody listening out there so important that you participate in the census so that they have complete data. So, Michael, Jared, thank you so much. Jared, congratulations to your team for winning the award and you know, such a great customer. Michael, thank you so much for what you and your team are doing. We Appreciate all that's being done, especially in these challenging times. >> Thank you and thanks for doing the census. >> All right and stay tuned for more coverage of the AWS public sector partner award I'm Stu Miniman and thank you for watching theCUBE. (upbeat music)

>>Mhm. Mhm Hello and welcome back to the cubes coverage of AWS summit here. Public sector summit here in Washington, D. C. I'm john for your host, We're live at a physical event. People face to face. We're here with the cube on the ground back in business. Of course we have a virtual cube. We got the cube studios in Palo alto in boston. We're gonna bring you all the great coverage and our next guest is parallel casa, Anita Casanova got it. Chief of Channels at Pegasystems, also known as mega official titles, head of global partner ecosystem. But you're known as the Chief of channels. >>Absolutely, thank >>you for coming on. >>Absolutely nice to be here face to face in an event. >>Feel happy, feels good. It feels great. People are happy. I'm still good attendance. Considering what it is about 5, 6000 people roughly give or take maybe up to 7000, who knows. But you guys have a really strong relationship with AWS, you're the chief of the channel. You guys have a great enabling product that crashes itself, as you guys say. So let's get into it before explain what PEG A does. >>Okay, so paga he's a $1 billion dollar company. It's a software company and we call it that software built itself Because we are definitely here to crash customer complexity. So we do it by three doing three things, 1-1 customer engagement customers, customer service and also intelligent automation. So we are a platform and we are helping any single client that has a complex solution to make it simple and to have a good customer experience. >>So I got it wrong. It doesn't crash itself, it crashes complexity, It builds itself okay there it is. All right, I got that out of the way. Software that crashes itself actually doesn't really kind of doesn't sound like a compelling products, but it's not the case. So I gotta ask you So ecosystems are a big part of the cloud amazon has a great ecosystem but the ecosystem has ecosystem is starting to see an expansion of the cloud business with the software model. With cloud scale. What are you guys doing in the channel within the public sector? How do you guys work, how do people engage with you? >>Okay, so first of all we we were always very friendly channel partner but we were using our partners only for implementation because our product is so so uh built for each of the clients, there's a lot of services opportunity and we have very strong peg a practices in the different partners. But last year when I came in I came in almost 16 months ago we decided that we wanted also to improve our our sales with the partners. So we are engaging with partners and to and from the beginning of a sale cycle and brainstorming on what the client needs in order to be more efficient to reduce cost to the moment of the implementation. So we have been working with several uh system integrators, some resellers and with aws as our cloud platform. So we have been moving everything we can to the peg, a cloud that is on aws and clients are are really happy to be modernized in there because there you have the security, the scalability then you the new versions of the product without having to be worrying about it because it's done by our support. >>So it's software on amazon. So customers can buy your software through the marketplace or whatever through a partner or the marketplace and then they can still use the higher level services at in AWS, correct? >>They can use a high services in AWS or with any other partner system Integrator that also works with AWS and we have many cases where we are we we use the power of three. Right. We work with AWS accenture and and for example, Peg or we can use lay does or or booz allen or a parrot on any of the partners that are here in government. >>So you know, the channel equation, you're the chief of the channel. Channel channels love simplicity, simple products to buy. They love products that can throw off gross profit. And you said services, how is that going? Are you guys seeing a good economic equation with your partners? >>Well, our partners do between five and 10 IX of uh, of the revenue that we do on software on services. So that equation definitely works and they love it for that. At the same time we have invested five x the quantity of people that we have supporting the channel. For example, here in government we have invested also two or three times on the rest of the of the business. But there has been definitely good investments for partners. The partners are happy with us because again they not only they can do a good business one off, they can then radiate one. You usually clients one day once they buy peg for one of their use cases or case management as we call it, they usually want to replicate it in other cases and that is where the partners are doing enormous money because they are replicating the same use case in different departments. >>That's the way it's supposed to be, it's their touching the customer, they're adding value on top of your product. So they get to have the best of both worlds high margins on the profits and the services but yet worked with the customer directly to engage, make sure they get the right solution from you and a W. S together. >>Absolutely. Okay, >>what are the key challenges that you find that partners need to solve and overcome to keep this this this equation going. What do you guys focus on? You mentioned more people, what are some of the trends in the public cloud? I mean public sector area? What's this with the dynamics? >>So in in this moment the whole world is with a huge need of digital transformation the every single client but especially in government, they had all digital transformation projects. But they were going at slow motion because of the situation of the pandemic that I don't even want to name it again because everybody's talking about it but it's a reality. These projects have to accelerate 10 times. So whatever it was going to be done in five years has been done in one. So the biggest challenge that we are having is to ensure that we have that capacity to support all these projects that are being done very fast and and for that that's why we also need our partners right Because they have big mega practices. They have been investing as well as we are to ensure that we cover all those needs and but for now we are doing well and so that's that's right. We are growing as a company and with the partners >>carol great to have you on board with the company now kicking some butt now in the channel, Chief of channel good margins happy customers growth. What are some of the use case successes that you've had. Can you name a few customers and what they've done and what's their best practice? >>Well we have, I will name some government because we are in a public secretary event but we have and I will name north America although we also have in the rest of the world. So U. S. Census. That is something that everybody has done right. Even if you did in your mobile, you did it on paper, you did it on the phone. All of that was managed by paga And for the first time ever there was zero than downtime. Not a single problem to access the web. For example, the the US census took us 50% less expense than the one that we did in 2010 just because we use this digital approach And then we also were 50% more efficient because we needed, we didn't need to use all that paper storage that was used in the past. So we taxpayers have to be happy because they really spend less than what they should have spent on this topic. So definitely that was one of the biggest cases that we have in 2020. We have other, we took big big projects like the US and or we do smaller projects and there's one that is not small but that is smaller, that is the New Jersey court that caught my attention because I imagine myself in a situation like that that you are like my mistake taken to the court and you and they are, they are you have to defend yourself that was taking three hours and it's stressful, right? And you don't have to be there if you don't need to And this process got to 20 minutes, that is also reduction and expenses even jail expenses sometimes. So that was one that we did as well. And and that was just by making four legacy systems getting to one having a much faster experience on that. So >>a lot of migrations, a lot of cloud native re factoring going on in the applications sounds like >>yes. What we do is whatever legacy systems you have, we managed to ensure that we connect them all and to have a front line so that you can access information real time and that you can as a user and that you can really have a better experience whatever you do today, whatever company telco company you have, bank you use, I can guarantee you have you have, you speak to you just don't know about >>that. It's under the covers. I gotta ask you my final question. So you guys really doing some good business out here, what if people watching here trying to understand the dynamics of public sector market? What's your take, what's your what do you what would you say, that person? What's the big story happening in public sector? >>Well, to begin with, I'm not a public sector experts, I'm sure that there's a lot of public sector experts out there that can tell me, oh no, you missed this point. But what I have seen in these days that I have been here with the team is that the government needs to act fast in order to digitalized all these projects. So one of our partners yesterday was telling me that there is a mandate in in the army for example to move everything to cloud. How do you do it? They don't even know they're there, there are people that they don't they don't know how to do this. So our partners are building solutions to help them faster get into the cloud because they have to do it by the end of the year. And these are the key things that we are working on with partners to build solutions that can really can access for robust and they can >>escape. It's a very robust ecosystem. Yes, So amazon is an ecosystem you guys and you have an ecosystem. >>It's an ecosystem of ecosystems and that is what works right because Amazon has very good sellers for example, very good people that know the clients and they have a lot of experience but they are not specialized in what to do >>with the channel. These >>other partners have a peg a practice, they are experts and as I told you this is about crushing complexity. So it's making you need to understand the technology and the details behind it to make the best solution to the client. >>Corolla. Great to have you on very dynamic. Love, Love chatting with you Corolla Cazenove >>Cazenove >>Cazenove chief of channels that Pegasystems also known as peg a great to have you on, congratulations on your success. Ecosystems within an ecosystem crushing complexity. Mr que bringing you all the signal out there from the noise. I'm john Kerry. Thanks for watching. Mhm. Mhm.

>>Yeah. Hello and welcome back to the cubes coverage of AWS public sector summit here in Washington D. C. We're live on the ground for two days. Face to face conference and expo hall and everything here but keith brooks who is the director and head of technical business development for a dress government Govcloud selling brains 10th birthday. Congratulations. Welcome to the cube. Thank you john happy to be E. C. 2 15 S three is 9.5 or no, that maybe they're 10 because that's the same day as sqs So Govcloud. 10 years, 20 years. What time >>flies? 10 years? >>Big milestone. Congratulations. A lot of history involved in Govcloud. Yes. Take us through what's the current situation? >>Yeah. So um let's start with what it is just for the viewers that may not be familiar. So AWS Govcloud is isolated. AWS cloud infrastructure and services that were purposely built for our U. S. Government customers that had highly sensitive data or highly regulated data or applications and workloads that they wanted to move to the cloud. So we gave customers the ability to do that with AWS Govcloud. It is subject to the fed ramp I and D O D S R G I L four L five baselines. It gives customers the ability to address ITAR requirements as well as Seaga's N'est ce MMC and Phipps requirements and gives customers a multi region architecture that allows them to also designed for disaster recovery and high availability in terms of why we built it. It starts with our customers. It was pretty clear from the government that they needed a highly secure and highly compliant cloud infrastructure to innovate ahead of demand and that's what we delivered. So back in august of 2011 we launched AWS GovCloud which gave customers the best of breed in terms of high technology, high security, high compliance in the cloud to allow them to innovate for their mission critical workloads. Who >>was some of the early customers when you guys launched after the C. I. A deal intelligence community is a big one but some of the early customers. >>So the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Justice and the Department of Defense were all early users of AWS GovCloud. But one of our earliest lighthouse customers was the Nasa jet propulsion laboratory and Nasa Jpl used AWS GovCloud to procure Procure resources ahead of demand which allowed them to save money and also take advantage of being efficient and only paying for what they needed. But they went beyond just I. T. Operations. They also looked at how do they use the cloud and specifically GovCloud for their mission programs. So if you think back to all the way to 2012 with the mars curiosity rover, Nasa Jpl actually streamed and processed and stored that data from the curiosity rover on AWS Govcloud They actually streamed over 150 terabytes of data responded to over 80,000 requests per second and took it beyond just imagery. They actually did high performance compute and data analytics on the data as well. That led to additional efficiencies for future. Over there >>were entire kicking they were actually >>hard core missing into it. Mission critical workloads that also adhere to itar compliance which is why they used AWS GovCloud. >>All these compliance. So there's also these levels. I remember when I was working on the jetty uh stories that were out there was always like level for those different classifications. What does all that mean like? And then this highly available data and highly high availability all these words mean something in these top secret clouds. Can you take us through kind of meetings >>of those? Yeah absolutely. So it starts with the federal compliance program and the two most popular programs are Fed ramp and Dodi srg fed ramp is more general for federal government agencies. There are three levels low moderate and high in the short and skinny of those levels is how they align to the fisma requirements of the government. So there's fisma low fisma moderate fisma high depending on the sensitivity of the government data you will have to align to those levels of Fed ramp to use workloads and store data in the cloud. Similar story for D. O. D. With srg impact levels to 45 and six uh impacts levels to four and five are all for unclassified data. Level two is for less sensitive public defense data levels. Four and five cover more sensitive defense data to include mission critical national security systems and impact level six is for classified information. So those form the basis of security and compliance, luckily with AWS GovCloud celebrating our 10th anniversary, we address Fed ramp high for our customers that require that and D. O. D impact levels to four and five for a sensitive defense guy. >>And that was a real nuanced point and a lot of the competition can't do that. That's real people don't understand, you know, this company, which is that company and all the lobbying and all the mudslinging that goes on. We've seen that in the industry. It's unfortunate, but it happens. Um, I do want to ask you about the Fed ramp because what I'm seeing on the commercial side in the cloud ecosystem, a lot of companies that aren't quote targeting public sector are coming in on the Fed ramp. So there's some good traction there. You guys have done a lot of work to accelerate that. Any new, any new information to share their. >>Yes. So we've been committed to supporting the federal government compliance requirements effectively since the launch of GovCloud. And we've demonstrated our commitment to Fed ramp over the last number of years and GovCloud specifically, we've taken dozens of services through Fed ramp high and we're 100% committed to it because we have great relationships with the Fed ramp, Jabor the joint authorization board. We work with individual government agencies to secure agency A. T. O. S. And in fact we actually have more agency A. T. O. S. With AWS GovCloud than any other cloud provider. And the short and skinny is that represents the baseline for cloud security to address sensitive government workloads and sensitive government data. And what we're seeing from industry and specifically highly regulated industries is the standard that the U. S. Government set means that they have the assurance to run control and classified information or other levels of highly sensitive data on the cloud as well. So Fed ramp set that standard. It's interesting >>that the cloud, this is the ecosystem within an ecosystem again within crossover section. So for instance um the impact of not getting Fed ramp certified is basically money. Right. If you're a supplier vendor uh software developer or whatever used to being a miracle, no one no one would know right bed ramp. I'm gonna have to hire a whole department right now. You guys have a really easy, this is a key value proposition, isn't it? >>Correct. And you see it with a number of I. S. V. S. And software as the service providers. If you visit the federal marketplace website, you'll see dozens of providers that have Fed ramp authorized third party SAAS products running on GovCloud industry leading SAAS companies like Salesforce dot com driven technology Splunk essay PNS to effectively they're bringing their best of breed capabilities, building on top of AWS GovCloud and offering those highly compliant fed ramp, moderate fed ramp high capabilities to customers both in government and private industry that need that level of compliance. >>Just as an aside, I saw they've got a nice tweet from Teresa Carlson now it's plunk Govcloud yesterday. That was a nice little positive gesture uh, for you guys at GovCloud, what other areas are you guys moving the needle on because architecturally this is a big deal. What are some areas that you're moving the needle on for the GovCloud? >>Well, when I look back across the last 10 years, there were some pretty important developments that stand out. The first is us launching the second Govcloud infrastructure region in 2018 And that gave customers that use GovCloud specifically customers that have highly sensitive data and high levels of compliance. The ability to build fault tolerant, highly available and mission critical workloads in the cloud in a region that also gives them an additional three availability zones. So the launch of GovCloud East, which is named AWS GovCloud Us East gave customers to regions a total of six availability zones that allowed them accelerate and build more scalable solutions in the cloud. More recently, there is an emergence of another D O D program called the cybersecurity maturity model, C M M C and C M M C is something where we looked around the corner and said we need to Innovate to help our customers, particularly defense customers and the defense industrial based customers address see MMC requirements in the cloud. So with Govcloud back in December of 2020, we actually launched the AWS compliant framework for federal defense workloads, which gives customers a turnkey capability and tooling and resources to spin up environments that are configured to meet see MMC controls and D. O. D. Srg control. So those things represent some of the >>evolution keith. I'm interested also in your thoughts on how you see the progression of Govcloud outside the United States. Tactical Edge get wavelength coming on board. How does how do you guys look at that? Obviously us is global, it's not just the jet, I think it's more of in general. Edge deployments, sovereignty is also going to be world's flat, Right? I mean, so how does that >>work? So it starts back with customer requirements and I tie it back to the first question effectively we built Govcloud to respond to our U. S. Government customers and are highly regulated industry customers that had highly sensitive data and a high bar to meet in terms of regulatory compliance and that's the foundation of it. So as we look to other customers to include those outside of the US. It starts with those requirements. You mentioned things like edge and hybrid and a good example of how we marry the two is when we launched a W. S. Outpost in Govcloud last year. So outpost brings the power of the AWS cloud to on premises environments of our customers, whether it's their data centers or Coehlo environments by bringing AWS services, a. P. I. S and service and points to the customer's on premises facilities >>even outside the United States. >>Well, for Govcloud is focused on us right now. Outside of the U. S. Customers also have availability to use outpost. It's just for us customers, it's focused on outpost availability, geography >>right now us. Right. But other governments gonna want their Govcloud too. Right, Right, that's what you're getting at, >>Right? And it starts with the data. Right? So we we we spent a lot of time working with government agencies across the globe to understand their regulations and their requirements and we use that to drive our decisions. And again, just like we started with govcloud 10 years ago, it starts with our customer requirements and we innovate from there. Well, >>I've been, I love the D. O. D. S vision on this. I know jet I didn't come through and kind of went scuttled, got thrown under the bus or whatever however you want to call it. But that whole idea of a tactical edge, it was pretty brilliant idea. Um so I'm looking forward to seeing more of that. That's where I was supposed to come in, get snowball, snowmobile, little snow snow products as well, how are they doing? And because they're all part of the family to, >>they are and they're available in Govcloud and they're also authorized that fed ramp and Gov srg levels and it's really, it's really fascinating to see D. O. D innovate with the cloud. Right. So you mentioned tactical edge. So whether it's snowball devices or using outposts in the future, I think the D. O. D. And our defense customers are going to continue to innovate. And quite frankly for us, it represents our commitment to the space we want to make sure our defense customers and the defense industrial base defense contractors have access to the best debris capabilities like those edge devices and edge capable. I >>think about the impact of certification, which is good because I just thought of a clean crows. We've got aerospace coming in now you've got D O. D, a little bit of a cross colonization if you will. So nice to have that flexibility. I got to ask you about just how you view just in general, the intelligence community a lot of uptake since the CIA deal with amazon Just overall good health for eight of his gum cloud. >>Absolutely. And again, it starts with our commitment to our customers. We want to make sure that our national security customers are defense customers and all of the customers and the federal government that have a responsibility for securing the country have access to the best of breed capability. So whether it's the intelligence community, the Department of Defense are the federal agencies and quite frankly we see them innovating and driving things forward to include with their sensitive workloads that run in Govcloud, >>what's your strategy for partnerships as you work on the ecosystem? You do a lot with strategy. Go to market partnerships. Um, it's got its public sector pretty much people all know each other. Our new firms popping up new brands. What's the, what's the ecosystem looks like? >>Yeah, it's pretty diverse. So for Govcloud specifically, if you look at partners in the defense community, we work with aerospace companies like Lockheed martin and Raytheon Technologies to help them build I tar compliant E. R. P. Application, software development environments etcetera. We work with software companies I mentioned salesforce dot com. Splunk and S. A. P. And S. To uh and then even at the state and local government level, there's a company called Pay It that actually worked with the state of Kansas to develop the Icann app, which is pretty fascinating. It's a app that is the official app of the state of Kansas that allow citizens to interact with citizens services. That's all through a partner. So we continue to work with our partner uh broad the AWS partner network to bring those type of people >>You got a lot of MST is that are doing good work here. I saw someone out here uh 10 years. Congratulations. What's the coolest thing uh you've done or seen. >>Oh wow, it's hard to name anything in particular. I just think for us it's just seeing the customers and the federal government innovate right? And, and tie that innovation to mission critical workloads that are highly important. Again, it reflects our commitment to give these government customers and the government contractors the best of breed capabilities and some of the innovation we just see coming from the federal government leveraging the count now. It's just super cool. So hard to pinpoint one specific thing. But I love the innovation and it's hard to pick a favorite >>Child that we always say. It's kind of a trick question I do have to ask you about just in general, the just in 10 years. Just look at the agility. Yeah, I mean if you told me 10 years ago the government would be moving at any, any agile anything. They were a glacier in terms of change, right? Procure Man, you name it. It's just like, it's a racket. It's a racket. So, so, but they weren't, they were slow and money now. Pandemic hits this year. Last year, everything's up for grabs. The script has been flipped >>exactly. And you know what, what's interesting is there were actually a few federal government agencies that really paved the way for what you're seeing today. I'll give you some examples. So the Department of Veterans Affairs, they were an early Govcloud user and way back in 2015 they launched vets dot gov on gov cloud, which is an online platform that gave veterans the ability to apply for manage and track their benefits. Those type of initiatives paved the way for what you're seeing today, even as soon as last year with the U. S. Census, right? They brought the decennial count online for the first time in history last year, during 2020 during the pandemic and the Census Bureau was able to use Govcloud to launch and run 2020 census dot gov in the cloud at scale to secure that data. So those are examples of federal agencies that really kind of paved the way and leading to what you're saying is it's kind >>of an awakening. It is and I think one of the things that no one's reporting is kind of a cultural revolution is the talent underneath that way, the younger people like finally like and so it's cooler. It is when you go fast and you can make things change, skeptics turned into naysayers turned into like out of a job or they don't transform so like that whole blocker mentality gets exposed just like shelf where software you don't know what it does until the cloud is not performing, its not good. Right, right. >>Right. Into that point. That's why we spend a lot of time focused on education programs and up skilling the workforce to, because we want to ensure that as our customers mature and as they innovate, we're providing the right training and resources to help them along their journey, >>keith brooks great conversation, great insight and historian to taking us to the early days of Govcloud. Thanks for coming on the cube. Thanks thanks for having me cubes coverage here and address public sector summit. We'll be back with more coverage after this short break. Mhm. Mhm mm.

>>Mhm >>Welcome to the cube where we're celebrating the EC 2/15 birthday anniversary. My name is Dave Volonte and we're joined right now by Sandy carter, Vice President of AWS. Welcome Sandy, it's great to see you again, >>David. So great to see you too. Thanks for having me on the show today. >>Very welcome. We were last physically together. I think it was reinvent 2019. Hopefully I'll see you before 2022. But first happy birthday to EC two. I mean, it's hard to imagine back in 2006, the degree to which EC two would impact our industry. Sandy, >>I totally agree. You know, I joined a W S about 4.5 years ago in EC two and it's, it's even amazing to see what's just happened in the last 4.5 years. So I'm with you. Nobody really expected the momentum, but EC two has really shone brightly in value to our customers. >>You know, we've done the public sector summit, you know, many times. It's a great event. Things are a little different in public sector as you well know. So talk about the public sector momentum with EC two and that journey. What have you seen? >>Yeah, so it's a great question day. So I had to go back in the time vault. You know, public sector was founded in 2010 and we were actually founded by the amazon process writing a paper setting up a two pizza team, which happened to be six people. And that journey really started with a lot of our public sector customers thinking that we don't know about the cloud. So we might want to do a pilot or just look at non mission critical workloads now public sector and I know you know this day but public sector is more than just government, it has education, not for profit healthcare and now space. But everybody at that time was very skeptical. So we had to really work hard to migrate some workloads over. And one of our very first non mission critical workloads was the U. S. Navy. Um and what they did was the Navy Media Services actually moved images over to EC two. Now today that seems like oh that's pretty easy. But back then that was a big monumental reference. Um and we had to spend a lot of time on training and education to win the hearts and souls of our customers. So back then we had half of the floor and Herndon Washington, we just had a few people and that room really became a training room. We trained our reps, we trained our customers um research drive. A lot of our early adopters accounts like Nasa and jpl. And um then when cloud first came out and governments that started with the U. S. A. And we announced Govcloud, you know, things really picked up, we had migration of significant workloads. So if you think back to that S. A. P. And just moving media over um with the Navy, the Navy and S. A. P. Migrated their largest S A P E R P solution to the cloud in that time as well. Um, then we started international. Our journey continued with the UK International was UK and us was us. Then we added a P. J. And latin America and Canada. And then of course the partner team which you know, is very close to my heart. Partners today are about 73% of our overall public sector business. And it started out with some interesting small pro program SVS being very crucial to that, accelerating adoption. And then of course now the journey has continued with Covid. That has really accelerated that movement to the cloud. And we're seeing, you know, use of ec two to really help us drive by the cute power needed for A I N. M. L. And taking all that data in from IOT and computing that data. And are they are. Um, and we're really seeing that journey just continue and we see no end in sight. >>So if we can stay in the infancy and sort of the adolescent years of public sector, I mean, remember, I mean as analysts, we were really excited about, you know, the the the introduction of of of of EC two. But but there was a lot of skepticism in whatever industry, financial services, healthcare concerns about security, I presume it was similar in public sector, but I'm interested in how you you dealt with those challenges, how you you listen to folks, you know, how did you drive that leadership to where it is today? >>Yeah, you're right. The the first questions were what is the cloud? Doesn't amazon sell books? What is this clown thing? Um, what is easy to, what is easy to stand for and then what the heck is an instance? You know, way back when there was one instance, it didn't even have a name. And today of course we have over 400 instant types with different names for each one. Um and the big challenges you asked about challenges, the big challenges that we had to face. Dave were first and foremost, how do we educate? Um we had to educate our employees and then we had to educate our customers. So we created these really innovative hands on training programmes, white boarding um, sessions that we needed. They were wildly popular. So we really have to do that and then also prove security as you know. So you asked how we listen to our customers and of course we followed the amazon way we work backwards from where we were. So at that time, customers needed education. And so we started there um, data was really important. We needed to make customer or data for government more available as well. So for instance, we first started hosting the Census Bureau for instance. Um and that was all on EC two. So we had lots of early adopters and I think the early adopters around EC two really helped us to remember. I said that the UK was our international office for a while. So we had NIH we had a genomes project and the UK Ministry of Justice as well. And we had to prove security out. We had to prove how this drove a structured GovCloud and then we had to also prove it out with our partners with things like helping them get fed ramped or other certifications. I'll for that sort of thing as well. And so we really lead in those early days through that education and training. Um we lead with pilots to show the potential of the possible and we lead with that security setting those security standards and those compliance certifications, always listening to the customer, always listening to the partner, knowing how important the partners we're going to be. So for example, recovery dot gov was the first government wide system that moved to the cloud. Um the recovery transparency board was first overseeing that Recovery act spending, which included stimulus tracking website. I don't know if you remember that, but they hosted the recovery dot gov On amazon.com using EC two. And that site quickly made information available to a million visitors per hour and at that time, that was amazing. And the cost savings were significant. We also launched Govcloud. You'd asked about GovCloud earlier and that federal cloud computing strategy when the U. S. Government came out with cloud first and they had to consider what is really going to compel these federal agencies to consider cloud. They had Public-sector customers had 70 requirements for security and safety of the data that we came out with Govcloud to open up all those great opportunities. And I think Dave we continue to leave because we are customer obsessed uh you know, still supporting more security standards and compliance sort than any other provider. Um You know, now we lead with data not just data for census or images for the US Navy, but we've got now data in space and ground station and data at scale with customers like Finra who's now doing 100 billion financial transactions. Not just that one million from the early days. So it has been a heck of a ride for public sector and I love the way that the public sector team really used and leveraged the leadership principles. Re invent and simplify dive deep. Be obsessed with the customers start where they are. Um and make sure that you're always always always listening to what they need. >>You know, it's interesting just observing public sector. It's not uncommon, especially because of the certifications that some of the services, you know come out after they come out for the commercial sector. And I remember years ago when I was at I. D. C. I was kind of the steward of the public sector business. And that was a time when everybody was trying to focus in public sector on commercial off the shelf software. That was the big thing. And they want to understand, they wanted to look at commercial use cases and how they could apply them to government. And when I dug in a little bit and met with generals and like eight different agencies, I was struck by how many really smart people and the things that they were doing. And I said at the time, you know, a lot of my commercial clients could learn a lot from you. And so the reason I bring that up is because I saw the same thing with Govcloud because there was a lot of skepticism in various industries, particularly regulated industries, financial services, healthcare. And then when Govcloud hit and the CIA deal hit, people said, whoa CIA, they're like the most security conscious industry or organization in the world. And so I feel as though in a way public sector led that that breakthrough. So I'm wondering when you think about EC two today and the momentum that it has in the government, Are there similar things that you see? Where's the momentum today in public sector? >>You are right on target day? I mean that CIA was a monumental moment and that momentum with ever increasing adoption to the cloud has continued in public sector. In fact today, public sector is one of our fastest growing areas. So we've got um, you know, thousands of startups or multiple countries that were helping out today to really ignite that innovation. We have over 4000 government agencies, 9000 education agencies. Um 2000 public sector partners from all over the globe. 24,000 not for profit organizations. And what I see is the way that they're using EC two um is is leading the pack now, especially after Covid, you know, many of these folks accelerated their journey because of Covid. They got to the cloud faster and now they are doing some really things that no one else is doing like sending an outpost postbox into space or leveraging, you know robots and health care for sure. So that momentum continues today and I love that you were the champion of that you know way back when even when you were with I. D. C. >>So I want to ask you, you sort of touched on some interesting use cases, what are some of the more unusual ones and maybe breakthrough use cases that you see? >>Oh so yeah we have a couple. So one is um I mentioned it earlier but there is a robot now that is powered by IOT and EC two and the robot helps to take temperature and and readings for folks that are entering the hospital in latin America really helped during Covid, one of my favorites. It actually blew the socks off of verne or two and you know that's hard to do is a space startup called lunar outpost and they are synthesizing oxygen on mars now that's, that's driven by Ec two. That's crazy. Right? Um, we see state governments like new york, they've got this vision zero traffic and they're leveraging that to prevent accidents all through new york city. I used to live in new york city. So this is really needed. Um, and it continues like with education, we see university of Illinois and Splunk one of our partners, they created a boarding pass for students to get back to school. So I have a daughter in college. Um, and you know, it's really hard for her to prove that she's had the vaccine or that she's tested negative on the covid test. They came out with a past of this little boarding pass, just like you used to get on an airplane to get into different classes and labs and then a couple of my favorites and you guys actually filmed the Cherokee nation. So the Cherokee nation, the chief of the Cherokee nation was on our silicon um show and silicon angles show and the cube featured them And as the chief talked about how he preserves the Cherokee language. And if you remember the Cherokee language has been used to help out the US in many different ways and Presidio. One of our partners helped to create a game, a super cool game that links in with unity To help teach that next generation the language while they're playing a game and then last but not least axle three d out of the UK. Um, they're using easy to, to save lives. They've created a three D imaging process for people getting ready to get kidney transplants and they have just enhanced that taken the time frame down for months. Now today's that they can actually articulate whether the kidney transplant will work. And when I talked to roger their Ceo, they're doing R. O. L return on life's not return on investment. So those are just some of the unusual and breakthrough use cases that we see powered by E. C. To >>Sandy. I'll give you the last word. Your final closing comments. >>Well, my final closing comments are happy birthday to ec two celebrating 15 years. What a game changer and value added. It has been the early days of Ec two. Of course we're about education like what is the cloud? Why is a bookseller doing it. But um, easy to really help to create a new hub of value Now. We've got customers moving so fast with modernization using a I. M and M. L. Containers survivalists. Um, and all of these things are really changing the game and leveling it up as we increased that business connection. So I think the future is really bright. We've only just begun. We've only just begun with EC two and we've only just begun with public sector. You know, our next great moments are still left to come. >>Well, Sandy, thanks so much. Always Great to see you. Really appreciate your time. >>Thank you so much. Dave. I really appreciate it. And happy birthday again to E. C. To keep >>It right there were celebrating Ec 2's 15th birthday right back. >>Mhm.

(upbeat music) >> We're here theCUBE on Cloud Startup Showcase brought to you by AWS. And right now we're going to explore the next frontier for privacy, you know, security, privacy, and compliance, they're often lumped together and they're often lumped on as an afterthought bolted on to infrastructure, data and applications. But, you know, while they're certainly related they're different disciplines and they require a specific domain knowledge and expertise to really solve the challenges of today. One thing they all share is successful implementations, must be comprehensive and designed in at the start and with me to discuss going beyond compliance and designing privacy protections into products and services. Justin Antonipillai, who is the founder and CEO of WireWheel, Justin awesome having you on the AWS Startup Showcase. Thanks for being here >> Dave, thanks so much for having me. It's a real honor, and I appreciate it. Look forward to the discussion. >> So I always love to ask founders, like, take us back. Why did you start this company? Where did your inspiration come from? >> So Dave, I was very lucky. I had the honor of serving in president Obama's second term as an Acting Under Secretary for Economic Affairs. So I ran the part of the government that includes the U.S. Census Bureau and the Bureau of Economic Analysis. So core economic statistical bureaus. But I helped lead a lot of the Obama administration's, outreach and negotiations on data privacy around the world. Including on something called the EU-U.S. Privacy Shield. So at the time the two jobs I had really aligned with what our discussion is here today. The first part of it was, I could see that all around the world in the U.S. and around the world, data privacy and protecting privacy, had become a human rights issue. It was a trade issue. You could see it as a national security issue and companies all around the world were just struggling with how to get legal, how to make sure that I do it right, and how I make sure that I'm treating my customer's data, in the right way. But when I was also leading the agency, a lot of what we were trying to do was to help our U.S. citizens, our folks here around the country solve big public problems by ethically and responsibly using government data to do it. And I can talk about what that meant in a little while. So the inspiration behind why WireWheel was, we need better more technically driven ways to help companies get compliance, to show their customers that they're protecting privacy and to put customers, our customers onto a path where they can start using the customer data better, faster and stronger, but most importantly, ethically. And that's really what we try to tackle at WireWheel. >> Right, excellent. Thank you for that. I mean, yeah you know, in the early days of social media, people kind of fluffed it off and oh there is no privacy in the internet, blah, blah, blah. And then wow, it became a huge social issue and public policy really needed to step in but also technology needs this to help solve this problem. So let's try to paint a picture for people as to really dig into the problem that you solve and why it's so complicated. We actually have a graphic. It's a map of the U S that we want to pull up here. Explain this. >> Yeah, I mean, what you're saying here is that every one of your, our viewers today is going to be looking at privacy laws moving across the country Dave but there's a lot of different ones. You know, if you're a company that's launching and building your product, that you might be helping your customers your consumer facing. The law, and you're even let's assume you want to do the right thing. You want to treat that customer data responsibly and protect it. When you look at a map like this and you can see three States have already passed different privacy laws, but look at the number of different States all across the country that are considering their own privacy laws. It really could be overwhelming. And Virginia, as you can see is just about to pass it's next privacy law but there's something like 23,24 States that are moving them through. The other thing Dave, that's really important about this is, these are not just breach laws. You know, I think years ago we were all looking at these kinds of laws spreading across the country and you would be saying, okay, that's just a breach law. These laws are very comprehensive. They have a lot to them. So what we have been really helping companies with is to enable you to get compliant with a lot of these very quickly. And that's really what we've tried to take on. Because if you're trying to do the right thing there should be a way to do it. >> Got it. Yeah, I can't even imagine what the it had been so many permutations and complexities but imagine this, if this were a globe we were looking at it says it gets out of control. Okay, now you guys well you use a term called phrase beyond compliance? What do we mean by that? >> There are a couple of things. So I'd say almost every company taking a product to market right now, whether you're B2C or B2B you want to make sure you can answer the customer question and say, yes, I'm compliant. And usually that means if you're a B2C company it means that your customers can come to your site. Your site is compliant with all of the laws out there. You can take consents and preferences. You can get their data back to them. All of these are legal requirements. If you're a B2B company, you're also looking at making sure you can create some critical compliance records that's it, right? But when we think beyond compliance, we think of a couple of basic things. Number one, do you tell the story about all the trust and protection you put around your data in a way that your customers want to do business with you? I mean Dave, if you went to CES the last couple of years and you were walking into the center or looking at a virtual version of it, on every billboard, the top five, top 10 global companies advertise that they take care of your data and they're onto something, they're onto something. You can actually build a winning strategy by solving a customer's problem and also showing them that you care, and that they're trustworthy. Because there are too many products out there, that aren't. The second thing, I'm sorry, go ahead. >> No, please carry on. >> No, I mean the second thing, and then I think I'd say is going beyond compliance also means that you're thinking about how you can use that data for your customer, to solve all of their problems. And Dave, what I'd say here is imagine a world right now, in which, you know you trusted that the data that you gave to companies or to the government, was protected and that if you changed your mind and you wanted it back that they would delete it or give it back to you. Can you imagine how much more quickly we would have solved getting a COVID vaccine? Can you imagine how much data would have been available to pharmaceutical companies to actually develop a vaccine? Can you imagine how much more quickly we would have opened the economy? The thing is companies can't solve every problem that they could for a customer because customers don't trust that the data is going to be used correctly and companies don't know how to use it in that way and ethically. And that's what we're talking about when we say getting beyond compliance which is we want to enable our customers to use the data in the best way and most ethical way to solve all of their customer's problems. >> Okay, so I ask the elephant in the room question. If you asked most businesses about personal information, where it's stored, you know who has access to it, the fact is that most people can't answer it. And so when they're confronted with these uncomfortable questions. The other documents and policies that maybe check some boxes, why is that not a good idea? I mean, there's an expense to going beyond that but so why is that not just a good idea to check it off? >> Well look, a lot of companies do need to just check it off and what I mean, get it right, make sure you label and the way we've thought about this is that when you're building on a backbone like AWS, it does give you the ability to buy a lot of services quickly and scale with your company. But it also gives us an ability to comply faster by leveraging that infrastructure to get compliant faster. So if you think about it, 20 years ago whenever I wanted to buy storage or if I wanted to buy servers and look we're a company that built in the cloud, Dave it would have been very difficult for us to buy the right storage and the processing we needed, given that we were starting. But I was able to buy very small amounts of it until our customer profile grew. But that also means my data moved out of a single hard drive and out of a single set of servers, into other places that are hosted in the cloud. So the entire tech stack that all of our customers are building on means they're distributing personal data into the cloud, into SAS platforms. And there's been a really big move through integration platforms as a service to allow you to spread the personal data quickly. But that same infrastructure can be used to also get you compliant faster, and that's the differentiation. So we built a platform that enables a company to inventory their systems, to track what they're doing in those systems and to both create a compliance record faster by tracking what they're doing inside the cloud and in SAS systems. And that's the different way we've been thinking about it as we've been going to market. >> So, okay. So what actually do you sell, you sell a service? Is it a subscription? >> Yeah. >> And AWS is underneath that, maybe you could put down a picture for us. >> Sure, we're a cloud hosted software as a service. We have two core offerings. One is the WireWheel Trust Access Consent Solution. So if you go to a number of major brands, and you go to their website, when they tell you here's the data we're collecting about you, when they collect your consents and preferences, when they collect a request for data correction or deletion of the data, all the way from the request to delivery back to the consumer, we have an end to end system that our customers use with their customers, a completely cloud hostable in a subscription. So enables even very small startups, to build that experience into their website and into their products, from the very beginning, at a cost efficient point. So if you want to stand up a compliant website or you want to build into your product that Trust Access Consent Solution, we have a SAS platform, and we have developer tools and our developer portal to let you do it quickly. The second thing we do is we have a privacy operations manager. So this is the most security center but for privacy operations. It helps you inventory your systems, actually create data flow maps and most critically create compliance records that you need to comply with, you know the European law, the Brazilian law, and that whole spectrum of U.S. privacy laws that you showed a few minutes ago. And those are the two core offerings we have. >> I love it. I mean, it's the cloud story, right? One is you don't have to spend a millions of dollars on hardware and software. And the second is, when you launch you enable small companies, not just the biggest companies you give them the same, essentially the same services. And that's a great story. Who do you sell to Justin? What does a typical customer engagement look? >> Yeah, we, in many of our customers and in the AWS say startup environment, you often don't have companies that have like a privacy officer. They often don't even have a general counsel. So we sell a package that will often go to whoever is responsible at the company for privacy compliance. And, you know, interestingly Dave in some startups that might be a marketing officer, it might be a CLO, it might be the CTO. So in startups and sort of growing companies, we've put out a lot of guidance, and our core WireWheel developer portal is meant to give even a startup all they need to stand up that experience and get it going, so that when you get that procurement imagine you're about to go sell your product, and they ask you, are you compliant, then you have that document ready to provide. We also do provide this core infrastructure for enormous enterprises. So think telecoms, think top three global technology companies. So Dave, we get excited about is we've built a core software platform privacy infrastructure that is permanently being used by some of the largest companies in the world. And our goal is to get that infrastructure at the right price point into every company in the world, right? We want to enable any company to spend and stand up the right system, that's leveraging that same privacy infrastructure that the big folks have, so that as they scale, they can continue to do the right thing. >> That's awesome. I mean, you mentioned a number of roles of marketing folks. I can even see a sales, let's say sales lead saying, okay we got this deal on the table. How do we get through the procurement because we didn't check the box, all right. So, let me ask you this. We talked a little bit about designing privacy in a and it's clear you help do that. How do you make it, you know fundamental to customer's workloads? Do they have to be like an AWS customer to take advantage of that concept? Or how did they make it part of their workflow? >> Yeah, so there's a couple of critical things. How do you make it part of the workflow? The first thing is, you go to any company's website right now, they have to be compliant with the California law. So a very straightforward thing we do is we can for both B2B and B2C companies stand up an entire customer experience that matches the scale of the company that enables it to be compliant. That means you have a trust center that shows the right information to your customers, it collects the consents, preferences, and it stands up with a portal to request data. These are basics. And for a company that's standing up the internal operations, we can get them app collecting that core record and create a compliance record very fast. With larger companies, Dave you're right. I mean, when you're talking about understanding your entire infrastructure and understanding where you're storing and processing data it could seem overwhelming, but the truth is, the way we onboard our customers is we get you compliance on your product and website first, right? We focus on your product to get that compliance record done. We focus on your website so that you can sell your product. And then we go through the rest of the major systems where you're handling personal information, your sales, your marketing, you know, it's like a natural process. So larger enterprises we have a pretty straightforward way that we get them up and running, but even small startups we can get them to a point of getting them compliant and starting to think about other things very, very quickly. >> And so Justin, you're a government so you understand big, but how I talk about the secret ingredient that allows you to do this at scale and still handle all that diversity, like what we showed in that graphic, the different locations, different local laws, data sovereignty, et cetera. >> Yeah, there's a couple things on the secret source. One is, we have to think about our customers every day. And we had to understand that companies will use whatever their infrastructure is to build. Like you've seen, even on AWS there are so many different services you can use. So number one, we always think with an engineering point of view in mind. Understand the tools, understand the infrastructure in a way that brings that kind of basic visibility to whoever it is that's handling privacy, that basic understanding. The second is, we focused on core user experience for the non-technical user. It's really easy to get started. It's really easy to stand up your privacy page and your privacy policy. It's really easy to collect that and make that first record. The third is, and you know, this is one of those key things. When I was in the government, I met with folks in the intelligence community at one point day, and this always stuck with me. They were telling me that 20 years ago, you know to do the kind of innovation that you have going on now, you would have had to have had a defense contract. You would have had to have invested an enormous amount of money to buy the processing and the services and the team. But the ability for me as a startup founder, to understand the big picture and understand that companies need to be compliant fast, get their website compliant fast, get their product compliant fast, but build on a cloud infrastructure that allowed me to scale was incredible. Because it allows us to do a lot with our customers that a company like ours would have been really challenged to do without that cloud backbone. >> Love this, the agility and the innovation. Last question, give us the company update Justin, you know where are you? What can you share with us, fundraising, head count, are you generating revenue? Where you are? >> Oh yeah, we're excited as I mentioned, we are already the privacy platform of choice of some of the larger brands in the world, which we're very excited about. And we help them solve both the trust, access consent problem for their customers, and we help with the privacy operations management. We recently announced a new $20 million infusion of capital, led by a terrific venture capital fund, ForgePoint Capital. We've been lucky to have been supported by NEA, Sands Capital, Revolution Capital, Pritzker Capital, PSP. And so we have a terrific group of investors behind us. We are scaling, we've grown the company a lot in the last year. Obviously it's been an interesting and challenging year with COVID, but we are really focused on growing our sales team, our marketing team, and we're going to be offering some pretty exciting solutions here for the rest of the year. >> The timing was unbelievable, you had the cloud at your beck and call, you had the experience in government. You've got your background as a lawyer. And it all came in, and the legal come into the forefront of public policy, just a congratulations on all your progress today. We're really looking forward to seeing you guys rocket in the future. I really appreciate you coming on. >> Dave, thanks so much for having me, really enjoyed it. And I look forward to seeing you soon. >> Great, and thank you for watching everyone is Dave Vellante for theCUBE on cloud startups. Keep it right there. (upbeat music)

(upbeat music) >> We're here theCUBE on Cloud Startup Showcase brought to you by AWS. And right now we're going to explore the next frontier for privacy, you know, security, privacy, and compliance, they're often lumped together and they're often lumped on as an afterthought bolted on to infrastructure, data and applications. But, you know, while they're certainly related they're different disciplines and they require a specific domain knowledge and expertise to really solve the challenges of today. One thing they all share is successful implementations, must be comprehensive and designed in at the start and with me to discuss going beyond compliance and designing privacy protections into products and services. Justin Antonipillai, who is the founder and CEO of WireWheel, Justin awesome having you on the AWS Startup Showcase. Thanks for being here >> Dave, thanks so much for having me. It's a real honor, and I appreciate it. Look forward to the discussion. >> So I always love to ask founders, like, take us back. Why did you start this company? Where did your inspiration come from? >> So Dave, I was very lucky. I had the honor of serving in president Obama's second term as an Acting Under Secretary for Economic Affairs. So I ran the part of the government that includes the U.S. Census Bureau and the Bureau of Economic Analysis. So core economic statistical bureaus. But I helped lead a lot of the Obama administration's, outreach and negotiations on data privacy around the world. Including on something called the EU-U.S. Privacy Shield. So at the time the two jobs I had really aligned with what our discussion is here today. The first part of it was, I could see that all around the world in the U.S. and around the world, data privacy and protecting privacy, had become a human rights issue. It was a trade issue. You could see it as a national security issue and companies all around the world were just struggling with how to get legal, how to make sure that I do it right, and how I make sure that I'm treating my customer's data, in the right way. But when I was also leading the agency, a lot of what we were trying to do was to help our U.S. citizens, our folks here around the country solve big public problems by ethically and responsibly using government data to do it. And I can talk about what that meant in a little while. So the inspiration behind why WireWheel was, we need better more technically driven ways to help companies get compliance, to show their customers that they're protecting privacy and to put customers, our customers onto a path where they can start using the customer data better, faster and stronger, but most importantly, ethically. And that's really what we try to tackle at WireWheel. >> Right, excellent. Thank you for that. I mean, yeah you know, in the early days of social media, people kind of fluffed it off and oh there is no privacy in the internet, blah, blah, blah. And then wow, it became a huge social issue and public policy really needed to step in but also technology needs this to help solve this problem. So let's try to paint a picture for people as to really dig into the problem that you solve and why it's so complicated. We actually have a graphic. It's a map of the U S that we want to pull up here. Explain this. >> Yeah, I mean, what you're saying here is that every one of your, our viewers today is going to be looking at privacy laws moving across the country Dave but there's a lot of different ones. You know, if you're a company that's launching and building your product, that you might be helping your customers your consumer facing. The law, and you're even let's assume you want to do the right thing. You want to treat that customer data responsibly and protect it. When you look at a map like this and you can see three States have already passed different privacy laws, but look at the number of different States all across the country that are considering their own privacy laws. It really could be overwhelming. And Virginia, as you can see is just about to pass it's next privacy law but there's something like 23,24 States that are moving them through. The other thing Dave, that's really important about this is, these are not just breach laws. You know, I think years ago we were all looking at these kinds of laws spreading across the country and you would be saying, okay, that's just a breach law. These laws are very comprehensive. They have a lot to them. So what we have been really helping companies with is to enable you to get compliant with a lot of these very quickly. And that's really what we've tried to take on. Because if you're trying to do the right thing there should be a way to do it. >> Got it. Yeah, I can't even imagine what the it had been so many permutations and complexities but imagine this, if this were a globe we were looking at it says it gets out of control. Okay, now you guys well you use a term called phrase beyond compliance? What do we mean by that? >> There are a couple of things. So I'd say almost every company taking a product to market right now, whether you're B2C or B2B you want to make sure you can answer the customer question and say, yes, I'm compliant. And usually that means if you're a B2C company it means that your customers can come to your site. Your site is compliant with all of the laws out there. You can take consents and preferences. You can get their data back to them. All of these are legal requirements. If you're a B2B company, you're also looking at making sure you can create some critical compliance records that's it, right? But when we think beyond compliance, we think of a couple of basic things. Number one, do you tell the story about all the trust and protection you put around your data in a way that your customers want to do business with you? I mean Dave, if you went to CES the last couple of years and you were walking into the center or looking at a virtual version of it, on every billboard, the top five, top 10 global companies advertise that they take care of your data and they're onto something, they're onto something. You can actually build a winning strategy by solving a customer's problem and also showing them that you care, and that they're trustworthy. Because there are too many products out there, that aren't. The second thing, I'm sorry, go ahead. >> No, please carry on. >> No, I mean the second thing, and then I think I'd say is going beyond compliance also means that you're thinking about how you can use that data for your customer, to solve all of their problems. And Dave, what I'd say here is imagine a world right now, in which, you know you trusted that the data that you gave to companies or to the government, was protected and that if you changed your mind and you wanted it back that they would delete it or give it back to you. Can you imagine how much more quickly we would have solved getting a COVID vaccine? Can you imagine how much data would have been available to pharmaceutical companies to actually develop a vaccine? Can you imagine how much more quickly we would have opened the economy? The thing is companies can't solve every problem that they could for a customer because customers don't trust that the data is going to be used correctly and companies don't know how to use it in that way and ethically. And that's what we're talking about when we say getting beyond compliance which is we want to enable our customers to use the data in the best way and most ethical way to solve all of their customer's problems. >> Okay, so I ask the elephant in the room question. If you asked most businesses about personal information, where it's stored, you know who has access to it, the fact is that most people can't answer it. And so when they're confronted with these uncomfortable questions. The other documents and policies that maybe check some boxes, why is that not a good idea? I mean, there's an expense to going beyond that but so why is that not just a good idea to check it off? >> Well look, a lot of companies do need to just check it off and what I mean, get it right, make sure you label and the way we've thought about this is that when you're building on a backbone like AWS, it does give you the ability to buy a lot of services quickly and scale with your company. But it also gives us an ability to comply faster by leveraging that infrastructure to get compliant faster. So if you think about it, 20 years ago whenever I wanted to buy storage or if I wanted to buy servers and look we're a company that built in the cloud, Dave it would have been very difficult for us to buy the right storage and the processing we needed, given that we were starting. But I was able to buy very small amounts of it until our customer profile grew. But that also means my data moved out of a single hard drive and out of a single set of servers, into other places that are hosted in the cloud. So the entire tech stack that all of our customers are building on means they're distributing personal data into the cloud, into SAS platforms. And there's been a really big move through integration platforms as a service to allow you to spread the personal data quickly. But that same infrastructure can be used to also get you compliant faster, and that's the differentiation. So we built a platform that enables a company to inventory their systems, to track what they're doing in those systems and to both create a compliance record faster by tracking what they're doing inside the cloud and in SAS systems. And that's the different way we've been thinking about it as we've been going to market. >> So, okay. So what actually do you sell, you sell a service? Is it a subscription? >> Yeah. >> And AWS is underneath that, maybe you could put down a picture for us. >> Sure, we're a cloud hosted software as a service. We have two core offerings. One is the WireWheel Trust Access Consent Solution. So if you go to a number of major brands, and you go to their website, when they tell you here's the data we're collecting about you, when they collect your consents and preferences, when they collect a request for data correction or deletion of the data, all the way from the request to delivery back to the consumer, we have an end to end system that our customers use with their customers, a completely cloud hostable in a subscription. So enables even very small startups, to build that experience into their website and into their products, from the very beginning, at a cost efficient point. So if you want to stand up a compliant website or you want to build into your product that Trust Access Consent Solution, we have a SAS platform, and we have developer tools and our developer portal to let you do it quickly. The second thing we do is we have a privacy operations manager. So this is the most security center but for privacy operations. It helps you inventory your systems, actually create data flow maps and most critically create compliance records that you need to comply with, you know the European law, the Brazilian law, and that whole spectrum of U.S. privacy laws that you showed a few minutes ago. And those are the two core offerings we have. >> I love it. I mean, it's the cloud story, right? One is you don't have to spend a millions of dollars on hardware and software. And the second is, when you launch you enable small companies, not just the biggest companies you give them the same, essentially the same services. And that's a great story. Who do you sell to Justin? What does a typical customer engagement look? >> Yeah, we, in many of our customers and in the AWS say startup environment, you often don't have companies that have like a privacy officer. They often don't even have a general counsel. So we sell a package that will often go to whoever is responsible at the company for privacy compliance. And, you know, interestingly Dave in some startups that might be a marketing officer, it might be a CLO, it might be the CTO. So in startups and sort of growing companies, we've put out a lot of guidance, and our core WireWheel developer portal is meant to give even a startup all they need to stand up that experience and get it going, so that when you get that procurement imagine you're about to go sell your product, and they ask you, are you compliant, then you have that document ready to provide. We also do provide this core infrastructure for enormous enterprises. So think telecoms, think top three global technology companies. So Dave, we get excited about is we've built a core software platform privacy infrastructure that is permanently being used by some of the largest companies in the world. And our goal is to get that infrastructure at the right price point into every company in the world, right? We want to enable any company to spend and stand up the right system, that's leveraging that same privacy infrastructure that the big folks have, so that as they scale, they can continue to do the right thing. >> That's awesome. I mean, you mentioned a number of roles of marketing folks. I can even see a sales, let's say sales lead saying, okay we got this deal on the table. How do we get through the procurement because we didn't check the box, all right. So, let me ask you this. We talked a little bit about designing privacy in a and it's clear you help do that. How do you make it, you know fundamental to customer's workloads? Do they have to be like an AWS customer to take advantage of that concept? Or how did they make it part of their workflow? >> Yeah, so there's a couple of critical things. How do you make it part of the workflow? The first thing is, you go to any company's website right now, they have to be compliant with the California law. So a very straightforward thing we do is we can for both B2B and B2C companies stand up an entire customer experience that matches the scale of the company that enables it to be compliant. That means you have a trust center that shows the right information to your customers, it collects the consents, preferences, and it stands up with a portal to request data. These are basics. And for a company that's standing up the internal operations, we can get them app collecting that core record and create a compliance record very fast. With larger companies, Dave you're right. I mean, when you're talking about understanding your entire infrastructure and understanding where you're storing and processing data it could seem overwhelming, but the truth is, the way we onboard our customers is we get you compliance on your product and website first, right? We focus on your product to get that compliance record done. We focus on your website so that you can sell your product. And then we go through the rest of the major systems where you're handling personal information, your sales, your marketing, you know, it's like a natural process. So larger enterprises we have a pretty straightforward way that we get them up and running, but even small startups we can get them to a point of getting them compliant and starting to think about other things very, very quickly. >> And so Justin, you're a government so you understand big, but how I talk about the secret ingredient that allows you to do this at scale and still handle all that diversity, like what we showed in that graphic, the different locations, different local laws, data sovereignty, et cetera. >> Yeah, there's a couple things on the secret source. One is, we have to think about our customers every day. And we had to understand that companies will use whatever their infrastructure is to build. Like you've seen, even on AWS there are so many different services you can use. So number one, we always think with an engineering point of view in mind. Understand the tools, understand the infrastructure in a way that brings that kind of basic visibility to whoever it is that's handling privacy, that basic understanding. The second is, we focused on core user experience for the non-technical user. It's really easy to get started. It's really easy to stand up your privacy page and your privacy policy. It's really easy to collect that and make that first record. The third is, and you know, this is one of those key things. When I was in the government, I met with folks in the intelligence community at one point day, and this always stuck with me. They were telling me that 20 years ago, you know to do the kind of innovation that you have going on now, you would have had to have had a defense contract. You would have had to have invested an enormous amount of money to buy the processing and the services and the team. But the ability for me as a startup founder, to understand the big picture and understand that companies need to be compliant fast, get their website compliant fast, get their product compliant fast, but build on a cloud infrastructure that allowed me to scale was incredible. Because it allows us to do a lot with our customers that a company like ours would have been really challenged to do without that cloud backbone. >> Love this, the agility and the innovation. Last question, give us the company update Justin, you know where are you? What can you share with us, fundraising, head count, are you generating revenue? Where you are? >> Oh yeah, we're excited as I mentioned, we are already the privacy platform of choice of some of the larger brands in the world, which we're very excited about. And we help them solve both the trust, access consent problem for their customers, and we help with the privacy operations management. We recently announced a new $20 million infusion of capital, led by a terrific venture capital fund, ForgePoint Capital. We've been lucky to have been supported by NEA, Sands Capital, Revolution Capital, Pritzker Capital, PSP. And so we have a terrific group of investors behind us. We are scaling, we've grown the company a lot in the last year. Obviously it's been an interesting and challenging year with COVID, but we are really focused on growing our sales team, our marketing team, and we're going to be offering some pretty exciting solutions here for the rest of the year. >> The timing was unbelievable, you had the cloud at your beck and call, you had the experience in government. You've got your background as a lawyer. And it all came in, and the legal come into the forefront of public policy, just a congratulations on all your progress today. We're really looking forward to seeing you guys rocket in the future. I really appreciate you coming on. >> Dave, thanks so much for having me, really enjoyed it. And I look forward to seeing you soon. >> Great, and thank you for watching everyone is Dave Vellante for theCUBE on cloud startups. Keep it right there. (upbeat music)

>> Announcer: From around the globe, it's theCUBE, with digital coverage of AWS re:Invent 2020. Special coverage sponsored by AWS Worldwide Public Sector. >> Welcome to theCUBE Virtual and our coverage of AWS re:Invent 2020, the specialized programming for Worldwide Public Sector. I'm Lisa Martin. I'm joined by Nick Speece the chief federal technologist for Snowflake. Nick, welcome to theCUBE. >> Thank you, Lisa. It's great to be here. >> Likewise, chief federal technologist, that's the first time I've ever heard of that title. Tell me a little bit about that. >> It's probably the last time you'll hear it. So chief federal technologist is really somebody in the company who is focused on bringing the needs of the federal government back to our corporate headquarters, making sure that the product as it's developed and evolves has the federal requirements in mind. >> Excellent. So the last couple of months for Snowflake big, biggest software IPO and software history your market cap right now is at 66 billion 515 data workloads running on Snowflake's platform every day 250 petabytes of data under management, a lot is going on. Let's talk about Snowflake. You guys operate only in the cloud, why was that decision made and how does that impact businesses analysis of data? >> Yeah, so great question and the answer is actually in the opening that you gave for us and thank you for that reinforcement. Snowflake can't exist anywhere, but the cloud. Technology over the last five to 10 years has really seen a move from what the cloud originally was, which was I have a virtual machine in my data center, I'm going to run it on your stuff not mine, into more comprehensive service offerings like Snowflake. We can't reach the kind of scale that Snowflake operates at every day and that our customers demand without the technology of clouds like AWS. The technology has to be there, the underlying and underpinning architecture has to be there, otherwise our customers get left in the dark and we can't can't have that. >> And especially today as data volumes are massively increasing and we know that that's only going to go up. We know that IT is only going to be more complex but when we talk to businesses in any industry the value of the data is in the insights the ability to extract that data in real time glean insights from it so that businesses can make data-based decisions that pivot their business, especially critical during the year that we have now known as 2020. Talk to me a little bit about though digging into your marketing material, everyone, there's all these terms, right, that everyone uses and you guys use single source of truth. What does it actually mean for single source, for stuff like? >> Yeah, so we talk about cloud, we talk about single source of truth and when you're looking at data problems, the problem and the solution are the same thing. A massive amount of data is a raw resource, that's all it is. And trying to refine that raw resource into something that is insightful or something that is useful to a business process is a challenge that every customer in every market, in every region undergoes. And how you overcome that is critical. And one of the primary focuses of Snowflake is to evolve the data cloud. Snowflake platform is the underlying technology for the data cloud but the data cloud is where we're going. And what I mean by data cloud. If you have a data set, your internal data, that is your truth, but it might not be the truth. So in Snowflake we encourage our customers to collaborate on data sets. For example, if you want to know how many people are living in a certain borough in New York City you could go around with a clicker and count everyone, or you could just ask the Census Bureau. That's the nature of the data cloud and what we're talking about here. Going to the subject matter experts who have the data that you need, using our marketplace, using our private exchanges, using our data sharing to build your own data cloud and become part of the next gen architecture for data sharing and collaboration, to get to the source of the truth, to make better decisions, to gain better insights. It's great to combine your data with enrich data from other sources, especially when it comes to making federal decisions and governance decisions. >> Absolutely that's critical. That the biggest challenge customers have is being able to sort through all that and find. I like how you put this as their single source of truth. Can you give us some examples of some federal agencies maybe even just anonymously that are using the power of Snowflake to do just that? >> Absolutely. We've got customers in the healthcare space and in some of the law enforcement spaces and especially in public education that are trying to increase the awareness of the folks that are subscribing to their services, for example, folks that are looking for healthcare help. If you're filing claims for a certain healthcare providers or certain care facilities, we want to make sure that those claims that are forwarded to those entities are legitimate, first of all, for example, if you're filing a claim for knee surgery in Florida, you probably didn't have one in California, three hours later. So those kinds of enforcement activities, and not just trying to do audits but also to benefit everybody who's receiving care. There's a lot of push now about genetic sequencing, DNA and RNA vaccination is huge with COVID-19, getting access to massive amounts of data to do analysis against and figure out the best approach, that's critical for where we go in the next 10 to 15 years in healthcare. Snowflake is very, very honored and happy to be propelling that move in the healthcare space. >> It is that's going to be absolutely critical but we're also seeing it, you know, everywhere else, such as for universities and education, suddenly this need, the last few months for real-time learning. Talk to me about data analysis. Can Snowflake help companies, you talked about enriching data sets so not just companies sources of data but additional data sets that they can add in and evaluate and analyze to make great decisions, but from a historical real-time perspective, talk to me how Snowflake helps with that data analysis. >> Yeah, sure. Right. So Snowflake in and of itself can do some analysis work. We've got some great visualization tools in our new UI that was released recently on public preview. So there's some analysis tools built into Snowflake but really where the value comes from is in taking your tools that you already use today and connecting it to a data source or platform that can wrangle that data, that can move that data through automated pipelines to give you a model view of that data that's beneficial. For example, data scientists and data engineers spend 80% of their time, and I know a lot of statistics are made up on the spot, that was not a promise, but trying to move this data through and refine it and build features to get to the point where you can ask a question is 80% of these very valuable professionals time. Shortening those timelines is what Snowflake really aims to do in the analysis space. We're not trying to replace the analysis tools that you use today, we work fine with all of them. The big difference is presenting them with enough data volume to give you real insights and eliminate bias as much as we can in data sets. >> What are some of the things that differentiates Snowflake from data warehouses and other folks in the market? >> Yeah. Great question. The big difference is Snowflake was built natively for the cloud. We weren't adapted to the cloud, we didn't adopt the cloud at some point in the future, Snowflake was built from scratch to be in the cloud. And since this is the appropriate show to mention it the primary difference between us is we were built to use object storage foundationally underneath our technology. And I know that sounds really nerdy and it is, but it adds a tremendous amount of value. If you think about how we used to collaborate 10 years ago we'd have a spreadsheet that if I open that spreadsheet for my share drive and you tried to open it at the same time, you'd get locked out. You're told you couldn't have it. And if tradition stays true I would probably be on vacation for two weeks. Contrast that now with the massive Google Doc platform and Office 365, object storage has changed the way that we collaborate on the same kinds of documents. Multiple people interacting with one thing at one time without contention, that's the reason why Snowflake has to operate in the cloud. We bring that same paradigm, multiple actors on a single object and give you that source of truth the truth that you absolutely need to make decisions. >> And that's critical these days as we know. We're in living in uncertain times and one of the things I think we can expect is the uncertainty to continue, but also for many industries people to stay remote or some big percentage for quite a while. So the ability to have those collaboration tools and be able to collaborate in real time is table stakes for so many companies. But when we're talking about some of the things going on this year, security, we can't not talk about security. You know, all these folks from home accessing corporate networks, you know, maybe not through VPNs or behind firewalls, the cloud is paramount to that. How does Snowflake address the security issue? >> Absolutely. So I'll start by saying our security is inherited from the wonderful security platform that AWS has underneath it. So we inherit all the security around data storage the EC Compute, all of the different entities and end points that AWS already secures Snowflake takes the same precautions. More than that, we've also built and rolled this access control to ensure that people are getting access only to the data that they should be getting access to, we recently implemented data masking as well, so certain roles are not able to see unmasked data, but they can still do queries that use the underlying data to filter. So there's a lot of different capabilities built in, encryption at rest, encryption in flight, AES-256 encryption keys used in a hierarchial model. These are phenomenal security architectures that are paramount to the security of the folks that are using our platform. Because we know at the end of the day the first day we have a leak in Snowflake is probably our last day in business. We got to be good at that which is why it's our top priority. >> I didn't, to ever talk about security as an inherited, I must be a dominant trait if we're going to be talking about, you know, genetics and chromosomes and mRNA and things like that. So walk me through last question, a government organization, or say they're an AWS customer or they want to start using Snowflake, what's that process? How do they go about doing that to leverage those inherited security capabilities that you talked about? >> Well, thankfully AWS has helped us put a FedRAMP moderate certified Snowflake region together in AWS, East commercial, so we're very happy to have a FedRAMP moderate region. They can access Snowflake through the AWS Marketplace or from Snowflake.com, you can start a trial in just a couple of minutes. Our security is built into all of our regions although the FedRAMP regions are specialized in some of the encryption technology we use, but we always, always always protect our users' data, regardless of where it is. >> You make it sound easy, I got to say. (laughing) >> That's because it is. (laughing) Thank you cloud. >> That's good. And well, that's good and it should be, especially because there's so much complexity and uncertainty everywhere else in the world right now. Last question for you. As I mentioned in the beginning, the biggest IPO in software history, just a couple of months ago during probably one of the most strangest time of any of us have ever, and our relatives ever witnessed, what can we expect from Snowflake in 2021? Are you going to bring all the good vibes that we all need? (laughing) >> Well, good vibes is our business model. You know, Snowflake is a phenomenal platform. We've had a ton of success driven by the success of our cloud provider partners, driven by the success of our wonderful customers. We have over 4,000 people using Snowflake now to great effect. You can look for more features, you can look for more functions, but really the evolution of the data cloud, our big push is to help our customers get into the data cloud, get the truth out of their data and make better decisions every day. And you'll see more of that from us as time continues. >> One more question I wanted to sneak in, how did you work with those customers to evolve the data cloud? What's that feedback loop like? >> It's, a lot of it comes down to silos that the customers have built up over years and years and years of operation. That's the first step. In Snowflake there isn't such thing really as a data silo there's data put into Snowflake, everything is unified, you can do queries across databases, that's the first thing. The second thing is browsing our data marketplace. It's just like an App Store for your phone but instead it's data sets and the data sets are published by the experts who know that material better than anyone. I mentioned earlier bringing in everything from housing evaluation data to COVID-19 data from California and Boston, bringing World Health Organization data, John Hopkins University data, joining that with the data that you already use today along with weather and population counts, the main thing here, the strategy is almost endless. More and more data sets are being published over every day. We have over a hundred contributors in the marketplace now. >> That's exciting that we have the technology and the power like this to help the world re, you know, recover from such a crazy time. It's nice to know that, that there was the power of that behind that, and the smart folks like you chief federal technologists, helping to fine tune that and really ensure that organizations across the government can maximize the value of data and find their single source of truth. Nick, it's been a blast having you on theCUBE. Thank you for joining me. >> Thank you for having me. >> For next piece, I'm Lisa Martin. You're watching theCUBE Virtual. (upbeat music)

>> Announcer: From around the globe, it's the queue with digital coverage of DockerCon live 2020. Brought to you by Docker and its ecosystem partners. >> Welcome, welcome, welcome to DockerCon 2020. We got over 50,000 people registered so there's clearly a ton of interest in the world of Docker and Eddie's as I like to call it. And we've assembled a power panel of Open Source and cloud native experts to talk about where things stand in 2020 and where we're headed. I'm Shawn Conley, I'll be the moderator for today's panel. I'm also a proud alum of JBoss, Red Hat, SpringSource, VMware and Hortonworks and I'm broadcasting from my hometown of Philly. Our panelists include; Michelle Noorali, Senior Software Engineer at Microsoft, joining us from Atlanta, Georgia. We have Kelsey Hightower, Principal developer advocate at Google Cloud, joining us from Washington State and we have Chris Aniszczyk, CTO CIO at the CNCF, joining us from Austin, Texas. So I think we have the country pretty well covered. Thank you all for spending time with us on this power panel. Chris, I'm going to start with you, let's dive right in. You've been in the middle of the Docker netease wave since the beginning with a clear focus on building a better world through open collaboration. What are your thoughts on how the Open Source landscape has evolved over the past few years? Where are we in 2020? And where are we headed from both community and a tech perspective? Just curious to get things sized up? >> Sure, when CNCF started about roughly four, over four years ago, the technology mostly focused on just the things around Kubernetes, monitoring communities with technology like Prometheus, and I think in 2020 and the future, we definitely want to move up the stack. So there's a lot of tools being built on the periphery now. So there's a lot of tools that handle running different types of workloads on Kubernetes. So things like Uvert and Shay runs VMs on Kubernetes, which is crazy, not just containers. You have folks that, Microsoft experimenting with a project called Kruslet which is trying to run web assembly workloads natively on Kubernetes. So I think what we've seen now is more and more tools built around the periphery, while the core of Kubernetes has stabilized. So different technologies and spaces such as security and different ways to run different types of workloads. And at least that's kind of what I've seen. >> So do you have a fair amount of vendors as well as end users still submitting in projects in, is there still a pretty high volume? >> Yeah, we have 48 total projects in CNCF right now and Michelle could speak a little bit more to this being on the DOC, the pipeline for new projects is quite extensive and it covers all sorts of spaces from two service meshes to security projects and so on. So it's ever so expanding and filling in gaps in that cloud native landscape that we have. >> Awesome. Michelle, Let's head to you. But before we actually dive in, let's talk a little glory days. A rumor has it that you are the Fifth Grade Kickball Championship team captain. (Michelle laughs) Are the rumors true? >> They are, my speech at the end of the year was the first talk I ever gave. But yeah, it was really fun. I wasn't captain 'cause I wasn't really great at anything else apart from constantly cheer on the team. >> A little better than my eighth grade Spelling Champ Award so I think I'd rather have the kickball. But you've definitely, spent a lot of time leading an Open Source, you've been across many projects for many years. So how does the art and science of collaboration, inclusivity and teamwork vary? 'Cause you're involved in a variety of efforts, both in the CNCF and even outside of that. And then what are some tips for expanding the tent of Open Source projects? >> That's a good question. I think it's about transparency. Just come in and tell people what you really need to do and clearly articulate your problem, more clearly articulate your problem and why you can't solve it with any other solution, the more people are going to understand what you're trying to do and be able to collaborate with you better. What I love about Open Source is that where I've seen it succeed is where incentives of different perspectives and parties align and you're just transparent about what you want. So you can collaborate where it makes sense, even if you compete as a company with another company in the same area. So I really like that, but I just feel like transparency and honesty is what it comes down to and clearly communicating those objectives. >> Yeah, and the various foundations, I think one of the things that I've seen, particularly Apache Software Foundation and others is the notion of checking your badge at the door. Because the competition might be between companies, but in many respects, you have engineers across many companies that are just kicking butt with the tech they contribute, claiming victory in one way or the other might make for interesting marketing drama. But, I think that's a little bit of the challenge. In some of the, standards-based work you're doing I know with CNI and some other things, are they similar, are they different? How would you compare and contrast into something a little more structured like CNCF? >> Yeah, so most of what I do is in the CNCF, but there's specs and there's projects. I think what CNCF does a great job at is just iterating to make it an easier place for developers to collaborate. You can ask the CNCF for basically whatever you need, and they'll try their best to figure out how to make it happen. And we just continue to work on making the processes are clearer and more transparent. And I think in terms of specs and projects, those are such different collaboration environments. Because if you're in a project, you have to say, "Okay, I want this feature or I want this bug fixed." But when you're in a spec environment, you have to think a little outside of the box and like, what framework do you want to work in? You have to think a little farther ahead in terms of is this solution or this decision we're going to make going to last for the next how many years? You have to get more of a buy in from all of the key stakeholders and maintainers. So it's a little bit of a longer process, I think. But what's so beautiful is that you have this really solid, standard or interface that opens up an ecosystem and allows people to build things that you could never have even imagined or dreamed of so-- >> Gotcha. So I'm Kelsey, we'll head over to you as your focus is on, developer advocate, you've been in the cloud native front lines for many years. Today developers are faced with a ton of moving parts, spanning containers, functions, Cloud Service primitives, including container services, server-less platforms, lots more, right? I mean, there's just a ton of choice. How do you help developers maintain a minimalist mantra in the face of such a wealth of choice? I think minimalism I hear you talk about that periodically, I know you're a fan of that. How do you pass that on and your developer advocacy in your day to day work? >> Yeah, I think, for most developers, most of this is not really the top of mind for them, is something you may see a post on Hacker News, and you might double click into it. Maybe someone on your team brought one of these tools in and maybe it leaks up into your workflow so you're forced to think about it. But for most developers, they just really want to continue writing code like they've been doing. And the best of these projects they'll never see. They just work, they get out of the way, they help them with log in, they help them run their application. But for most people, this isn't the core idea of the job for them. For people in operations, on the other hand, maybe these components fill a gap. So they look at a lot of this stuff that you see in the CNCF and Open Source space as number one, various companies or teams sharing the way that they do things, right? So these are ideas that are put into the Open Source, some of them will turn into products, some of them will just stay as projects that had mutual benefit for multiple people. But for the most part, it's like walking through an ion like Home Depot. You pick the tools that you need, you can safely ignore the ones you don't need, and maybe something looks interesting and maybe you study it to see if that if you have a problem. And for most people, if you don't have that problem that that tool solves, you should be happy. No one needs every project and I think that's where the foundation for confusion. So my main job is to help people not get stuck and confused in LAN and just be pragmatic and just use the tools that work for 'em. >> Yeah, and you've spent the last little while in the server-less space really diving into that area, compare and contrast, I guess, what you found there, minimalist approach, who are you speaking to from a server-less perspective versus that of the broader CNCF? >> The thing that really pushed me over, I was teaching my daughter how to make a website. So she's on her Chromebook, making a website, and she's hitting 127.0.0.1, and it looks like geo cities from the 90s but look, she's making website. And she wanted her friends to take a look. So she copied and paste from her browser 127.0.0.1 and none of her friends could pull it up. So this is the point where every parent has to cross that line and say, "Hey, do I really need to sit down "and teach my daughter about Linux "and Docker and Kubernetes." That isn't her main goal, her goal was to just launch her website in a way that someone else can see it. So we got Firebase installed on her laptop, she ran one command, Firebase deploy. And our site was up in a few minutes, and she sent it over to her friend and there you go, she was off and running. The whole server-less movement has that philosophy as one of the stated goal that needs to be the workflow. So, I think server-less is starting to get closer and closer, you start to see us talk about and Chris mentioned this earlier, we're moving up the stack. Where we're going to up the stack, the North Star there is feel where you get the focus on what you're doing, and not necessarily how to do it underneath. And I think server-less is not quite there yet but every type of workload, stateless web apps check, event driven workflows check, but not necessarily for things like machine learning and some other workloads that more traditional enterprises want to run so there's still work to do there. So server-less for me, serves as the North Star for why all these Projects exists for people that may have to roll their own platform, to provide the experience. >> So, Chris, on a related note, with what we were just talking about with Kelsey, what's your perspective on the explosion of the cloud native landscape? There's, a ton of individual projects, each can be used separately, but in many cases, they're like Lego blocks and used together. So things like the surface mesh interface, standardizing interfaces, so things can snap together more easily, I think, are some of the approaches but are you doing anything specifically to encourage this cross fertilization and collaboration of bug ability, because there's just a ton of projects, not only at the CNCF but outside the CNCF that need to plug in? >> Yeah, I mean, a lot of this happens organically. CNCF really provides of the neutral home where companies, competitors, could trust each other to build interesting technology. We don't force integration or collaboration, it happens on its own. We essentially allow the market to decide what a successful project is long term or what an integration is. We have a great Technical Oversight Committee that helps shepherd the overall technical vision for the organization and sometimes steps in and tries to do the right thing when it comes to potentially integrating a project. Previously, we had this issue where there was a project called Open Tracing, and an effort called Open Census, which is basically trying to standardize how you're going to deal with metrics, on the tree and so on in a cloud native world that we're essentially competing with each other. The CNCF TC and committee came together and merged those projects into one parent ever called Open Elementary and so that to me is a case study of how our committee helps, bridges things. But we don't force things, we essentially want our community of end users and vendors to decide which technology is best in the long term, and we'll support that. >> Okay, awesome. And, Michelle, you've been focused on making distributed systems digestible, which to me is about simplifying things. And so back when Docker arrived on the scene, some people referred to it as developer dopamine, which I love that term, because it's simplified a bunch of crufty stuff for developers and actually helped them focus on doing their job, writing code, delivering code, what's happening in the community to help developers wire together multi-part modern apps in a way that's elegant, digestible, feels like a dopamine rush? >> Yeah, one of the goals of the(mumbles) project was to make it easier to deploy an application on Kubernetes so that you could see what the finished product looks like. And then dig into all of the things that that application is composed of, all the resources. So we're really passionate about this kind of stuff for a while now. And I love seeing projects that come into the space that have this same goal and just iterate and make things easier. I think we have a ways to go still, I think a lot of the iOS developers and JS developers I get to talk to don't really care that much about Kubernetes. They just want to, like Kelsey said, just focus on their code. So one of the projects that I really like working with is Tilt gives you this dashboard in your CLI, aggregates all your logs from your applications, And it kind of watches your application changes, and reconfigures those changes in Kubernetes so you can see what's going on, it'll catch errors, anything with a dashboard I love these days. So Yali is like a metrics dashboard that's integrated with STL, a service graph of your service mesh, and lets you see the metrics running there. I love that, I love that dashboard so much. Linkerd has some really good service graph images, too. So anything that helps me as an end user, which I'm not technically an end user, but me as a person who's just trying to get stuff up and running and working, see the state of the world easily and digest them has been really exciting to see. And I'm seeing more and more dashboards come to light and I'm very excited about that. >> Yeah, as part of the DockerCon just as a person who will be attending some of the sessions, I'm really looking forward to see where DockerCompose is going, I know they opened up the spec to broader input. I think your point, the good one, is there's a bit more work to really embrace the wealth of application artifacts that compose a larger application. So there's definitely work the broader community needs to lean in on, I think. >> I'm glad you brought that up, actually. Compose is something that I should have mentioned and I'm glad you bring that up. I want to see programming language libraries, integrate with the Compose spec. I really want to see what happens with that I think is great that they open that up and made that a spec because obviously people really like using Compose. >> Excellent. So Kelsey, I'd be remiss if I didn't touch on your January post on changelog entitled, "Monoliths are the Future." Your post actually really resonated with me. My son works for a software company in Austin, Texas. So your hometown there, Chris. >> Yeah. >> Shout out to Will and the chorus team. His development work focuses on adding modern features via micro services as extensions to the core monolith that the company was founded on. So just share some thoughts on monoliths, micro services. And also, what's deliverance dopamine from your perspective more broadly, but people usually phrase as monoliths versus micro services, but I get the sense you don't believe it's either or. >> Yeah, I think most companies from the pragmatic so one of their argument is one of pragmatism. Most companies have trouble designing any app, monolith, deployable or microservices architecture. And then these things evolve over time. Unless you're really careful, it's really hard to know how to slice these things. So taking an idea or a problem and just knowing how to perfectly compartmentalize it into individual deployable component, that's hard for even the best people to do. And double down knowing the actual solution to the particular problem. A lot of problems people are solving they're solving for the first time. It's really interesting, our industry in general, a lot of people who work in it have never solved the particular problem that they're trying to solve for the first time. So that's interesting. The other part there is that most of these tools that are here to help are really only at the infrastructure layer. We're talking freeways and bridges and toll bridges, but there's nothing that happens in the actual developer space right there in memory. So the libraries that interface to the structure logging, the libraries that deal with rate limiting, the libraries that deal with authorization, can this person make this query with this user ID? A lot of those things are still left for developers to figure out on their own. So while we have things like the brunettes and fluid D, we have all of these tools to deploy apps into those target, most developers still have the problem of everything you do above that line. And to be honest, the majority of the complexity has to be resolved right there in the app. That's the thing that's taking requests directly from the user. And this is where maybe as an industry, we're over-correcting. So we had, you said you come from the JBoss world, I started a lot of my Cisco administration, there's where we focus a little bit more on the actual application needs, maybe from a router that as well. But now what we're seeing is things like Spring Boot, start to offer a little bit more integration points in the application space itself. So I think the biggest parts that are missing now are what are the frameworks people will use for authorization? So you have projects like OPA, Open Policy Agent for those that are new to that, it gives you this very low level framework, but you still have to understand the concepts around, what does it mean to allow someone to do something and one missed configuration, all your security goes out of the window. So I think for most developers this is where the next set of challenges lie, if not actually the original challenge. So for some people, they were able to solve most of these problems with virtualization, run some scripts, virtualize everything and be fine. And monoliths were okay for that. For some reason, we've thrown pragmatism out of the window and some people are saying the only way to solve these problems is by breaking the app into 1000 pieces. Forget the fact that you had trouble managing one piece, you're going to somehow find the ability to manage 1000 pieces with these tools underneath but still not solving the actual developer problems. So this is where you've seen it already with a couple of popular blog posts from other companies. They cut too deep. They're going from 2000, 3000 microservices back to maybe 100 or 200. So to my world, it's going to be not just one monolith, but end up maybe having 10 or 20 monoliths that maybe reflect the organization that you have versus the architectural pattern that you're at. >> I view it as like a constellation of stars and planets, et cetera. Where you you might have a star that has a variety of, which is a monolith, and you have a variety of sort of planetary microservices that float around it. But that's reality, that's the reality of modern applications, particularly if you're not starting from a clean slate. I mean your points, a good one is, in many respects, I think the infrastructure is code movement has helped automate a bit of the deployment of the platform. I've been personally focused on app development JBoss as well as springsSource. The Spring team I know that tech pretty well over the years 'cause I was involved with that. So I find that James Governor's discussion of progressive delivery really resonates with me, as a developer, not so much as an infrastructure Deployer. So continuous delivery is more of infrastructure notice notion, progressive delivery, feature flags, those types of things, or app level, concepts, minimizing the blast radius of your, the new features you're deploying, that type of stuff, I think begins to speak to the pain of application delivery. So I'll guess I'll put this up. Michelle, I might aim it to you, and then we'll go around the horn, what are your thoughts on the progressive delivery area? How could that potentially begin to impact cloud native over 2020? I'm looking for some rallying cries that move up the stack and give a set of best practices, if you will. And I think James Governor of RedMonk opened on something that's pretty important. >> Yeah, I think it's all about automating all that stuff that you don't really know about. Like Flagger is an awesome progressive delivery tool, you can just deploy something, and people have been asking for so many years, ever since I've been in this space, it's like, "How do I do AB deployment?" "How do I do Canary?" "How do I execute these different deployment strategies?" And Flagger is a really good example, for example, it's a really good way to execute these deployment strategies but then, make sure that everything's happening correctly via observing metrics, rollback if you need to, so you don't just throw your whole system. I think it solves the problem and allows you to take risks but also keeps you safe in that you can be confident as you roll out your changes that it all works, it's metrics driven. So I'm just really looking forward to seeing more tools like that. And dashboards, enable that kind of functionality. >> Chris, what are your thoughts in that progressive delivery area? >> I mean, CNCF alone has a lot of projects in that space, things like Argo that are tackling it. But I want to go back a little bit to your point around developer dopamine, as someone that probably spent about a decade of his career focused on developer tooling and in fact, if you remember the Eclipse IDE and that whole integrated experience, I was blown away recently by a demo from GitHub. They have something called code spaces, which a long time ago, I was trying to build development environments that essentially if you were an engineer that joined a team recently, you could basically get an environment quickly start it with everything configured, source code checked out, environment properly set up. And that was a very hard problem. This was like before container days and so on and to see something like code spaces where you'd go to a repo or project, open it up, behind the scenes they have a container that is set up for the environment that you need to build and just have a VS code ID integrated experience, to me is completely magical. It hits like developer dopamine immediately for me, 'cause a lot of problems when you're going to work with a project attribute, that whole initial bootstrap of, "Oh you need to make sure you have this library, this install," it's so incredibly painful on top of just setting up your developer environment. So as we continue to move up the stack, I think you're going to see an incredible amount of improvements around the developer tooling and developer experience that people have powered by a lot of this cloud native technology behind the scenes that people may not know about. >> Yeah, 'cause I've been talking with the team over at Docker, the work they're doing with that desktop, enable the aim local environment, make sure it matches as closely as possible as your deployed environments that you might be targeting. These are some of the pains, that I see. It's hard for developers to get bootstrapped up, it might take him a day or two to actually just set up their local laptop and development environment, and particularly if they change teams. So that complexity really corralling that down and not necessarily being overly prescriptive as to what tool you use. So if you're visual code, great, it should feel integrated into that environment, use a different environment or if you feel more comfortable at the command line, you should be able to opt into that. That's some of the stuff I get excited to potentially see over 2020 as things progress up the stack, as you said. So, Michelle, just from an innovation train perspective, and we've covered a little bit, what's the best way for people to get started? I think Kelsey covered a little bit of that, being very pragmatic, but all this innovation is pretty intimidating, you can get mowed over by the train, so to speak. So what's your advice for how people get started, how they get involved, et cetera. >> Yeah, it really depends on what you're looking for and what you want to learn. So, if you're someone who's new to the space, honestly, check out the case studies on cncf.io, those are incredible. You might find environments that are similar to your organization's environments, and read about what worked for them, how they set things up, any hiccups they crossed. It'll give you a broad overview of the challenges that people are trying to solve with the technology in this space. And you can use that drill into the areas that you want to learn more about, just depending on where you're coming from. I find myself watching old KubeCon talks on the cloud native computing foundations YouTube channel, so they have like playlists for all of the conferences and the special interest groups in CNCF. And I really enjoy talking, I really enjoy watching excuse me, older talks, just because they explain why things were done, the way they were done, and that helps me build the tools I built. And if you're looking to get involved, if you're building projects or tools or specs and want to contribute, we have special interest groups in the CNCF. So you can find that in the CNCF Technical Oversight Committee, TOC GitHub repo. And so for that, if you want to get involved there, choose a vertical. Do you want to learn about observability? Do you want to drill into networking? Do you care about how to deliver your app? So we have a cig called app delivery, there's a cig for each major vertical, and you can go there to see what is happening on the edge. Really, these are conversations about, okay, what's working, what's not working and what are the next changes we want to see in the next months. So if you want that kind of granularity and discussion on what's happening like that, then definitely join those those meetings. Check out those meeting notes and recordings. >> Gotcha. So on Kelsey, as you look at 2020 and beyond, I know, you've been really involved in some of the earlier emerging tech spaces, what gets you excited when you look forward? What gets your own level of dopamine up versus the broader community? What do you see coming that we should start thinking about now? >> I don't think any of the raw technology pieces get me super excited anymore. Like, I've seen the circle of around three or four times, in five years, there's going to be a new thing, there might be a new foundation, there'll be a new set of conferences, and we'll all rally up and probably do this again. So what's interesting now is what people are actually using the technology for. Some people are launching new things that maybe weren't possible because infrastructure costs were too high. People able to jump into new business segments. You start to see these channels on YouTube where everyone can buy a mic and a B app and have their own podcasts and be broadcast to the globe, just for a few bucks, if not for free. Those revolutionary things are the big deal and they're hard to come by. So I think we've done a good job democratizing these ideas, distributed systems, one company got really good at packaging applications to share with each other, I think that's great, and never going to reset again. And now what's going to be interesting is, what will people build with this stuff? If we end up building the same things we were building before, and then we're talking about another digital transformation 10 years from now because it's going to be funny but Kubernetes will be the new legacy. It's going to be the things that, "Oh, man, I got stuck in this Kubernetes thing," and there'll be some governor on TV, looking for old school Kubernetes engineers to migrate them to some new thing, that's going to happen. You got to know that. So at some point merry go round will stop. And we're going to be focused on what you do with this. So the internet is there, most people have no idea of the complexities of underwater sea cables. It's beyond one or two people, or even one or two companies to comprehend. You're at the point now, where most people that jump on the internet are talking about what you do with the internet. You can have Netflix, you can do meetings like this one, it's about what you do with it. So that's going to be interesting. And we're just not there yet with tech, tech is so, infrastructure stuff. We're so in the weeds, that most people almost burn out what's just getting to the point where you can start to look at what you do with this stuff. So that's what I keep in my eye on, is when do we get to the point when people just ship things and build things? And I think the closest I've seen so far is in the mobile space. If you're iOS developer, Android developer, you use the SDK that they gave you, every year there's some new device that enables some new things speech to text, VR, AR and you import an STK, and it just worked. And you can put it in one place and 100 million people can download it at the same time with no DevOps team, that's amazing. When can we do that for server side applications? That's going to be something I'm going to find really innovative. >> Excellent. Yeah, I mean, I could definitely relate. I was Hortonworks in 2011, so, Hadoop, in many respects, was sort of the precursor to the Kubernetes area, in that it was, as I like to refer to, it was a bunch of animals in the zoo, wasn't just the yellow elephant. And when things mature beyond it's basically talking about what kind of analytics are driving, what type of machine learning algorithms and applications are they delivering? You know that's when things tip over into a real solution space. So I definitely see that. I think the other cool thing even just outside of the container and container space, is there's just such a wealth of data related services. And I think how those two worlds come together, you brought up the fact that, in many respects, server-less is great, it's stateless, but there's just a ton of stateful patterns out there that I think also need to be addressed as these richer applications to be from a data processing and actionable insights perspective. >> I also want to be clear on one thing. So some people confuse two things here, what Michelle said earlier about, for the first time, a whole group of people get to learn about distributed systems and things that were reserved to white papers, PhDs, CF site, this stuff is now super accessible. You go to the CNCF site, all the things that you read about or we used to read about, you can actually download, see how it's implemented and actually change how it work. That is something we should never say is a waste of time. Learning is always good because someone has to build these type of systems and whether they sell it under the guise of server-less or not, this will always be important. Now the other side of this is, that there are people who are not looking to learn that stuff, the majority of the world isn't looking. And in parallel, we should also make this accessible, which should enable people that don't need to learn all of that before they can be productive. So that's two sides of the argument that can be true at the same time, a lot of people get caught up. And everything should just be server-less and everyone learning about distributed systems, and contributing and collaborating is wasting time. We can't have a world where there's only one or two companies providing all infrastructure for everyone else, and then it's a black box. We don't need that. So we need to do both of these things in parallel so I just want to make sure I'm clear that it's not one of these or the other. >> Yeah, makes sense, makes sense. So we'll just hit the final topic. Chris, I think I'll ask you to help close this out. COVID-19 clearly has changed how people work and collaborate. I figured we'd end on how do you see, so DockerCon is going to virtual events, inherently the Open Source community is distributed and is used to not face to face collaboration. But there's a lot of value that comes together by assembling a tent where people can meet, what's the best way? How do you see things playing out? What's the best way for this to evolve in the face of the new normal? >> I think in the short term, you're definitely going to see a lot of virtual events cropping up all over the place. Different themes, verticals, I've already attended a handful of virtual events the last few weeks from Red Hat summit to Open Compute summit to Cloud Native summit, you'll see more and more of these. I think, in the long term, once the world either get past COVID or there's a vaccine or something, I think the innate nature for people to want to get together and meet face to face and deal with all the serendipitous activities you would see in a conference will come back, but I think virtual events will augment these things in the short term. One benefit we've seen, like you mentioned before, DockerCon, can have 50,000 people at it. I don't remember what the last physical DockerCon had but that's definitely an order of magnitude more. So being able to do these virtual events to augment potential of physical events in the future so you can build a more inclusive community so people who cannot travel to your event or weren't lucky enough to win a scholarship could still somehow interact during the course of event to me is awesome and I hope something that we take away when we start all doing these virtual events when we get back to physical events, we find a way to ensure that these things are inclusive for everyone and not just folks that can physically make it there. So those are my thoughts on on the topic. And I wish you the best of luck planning of DockerCon and so on. So I'm excited to see how it turns out. 50,000 is a lot of people and that just terrifies me from a cloud native coupon point of view, because we'll probably be somewhere. >> Yeah, get ready. Excellent, all right. So that is a wrap on the DockerCon 2020 Open Source Power Panel. I think we covered a ton of ground. I'd like to thank Chris, Kelsey and Michelle, for sharing their perspectives on this continuing wave of Docker and cloud native innovation. I'd like to thank the DockerCon attendees for tuning in. And I hope everybody enjoys the rest of the conference. (upbeat music)

(electronic music) >> From New York City, it's theCUBE. Covering, New Relic Futurestack 2019. Brought to you by New Relic. >> Hi, I'm Stu Minamin and we're here at New Relic's Futurestack 2019 in the middle of Manhattan. Right next door to Grand Central Station at the Grand Hyatt. Right next door to Grand Central Station at the Grand Hyatt. Happy to welcome to the program, first time guest, Nadya Duke Boone, who's the vice president and general manager of application monitoring here at New Relic. Thanks so much for joining us. >> You're welcome, it's great to be here. >> All right, so, a lot of announcements this morning. Of course, observability front and center Lou talking about how that fits into this space. You have handled really kind of the APM product inside New Relic, so I'm hoping you can help us understand kind of the journey that New Relic's going on. And I've heard in the marketplace, you know, there's AI ops, and there's observability in all of these things. And, you know, APM was the old world for the monolith. So, you know, how does New Relic help live across all of these environments that customers are living in today, and you know, undergoing so much change and new things? >> So as Lou talked about this morning, we think to be an observability platform like New Relic 1, you've got to be open, connected and programmable. That is, we think about that within the application monitoring space, um, we really think it comes down to the matter and issue of like, what are the questions you need to ask. And that really depends on like what stacks you need to see and what are the questions you need to ask. And so, I think it's a false dichotomy to say you need to like, pick a side in observability or monitoring. I think it's really a yes/and. You don't have to pick a side. And with New Relic, what we're able to do whether using our agents and all the rich data they give you or they're using our open platform, the important thing is that we're able to bring it all together in one place. So you can get all your questions answered. >> Yeah, I spent lots of time in my career trying to help break down silos. You know, the traditional infrastructure world, the networking and storage and compute teams. >> Sure >> You know, virtualization helped pull some things together. Software tends to be a unifying factor, but when I look at, you know, the people that own application and the developers. I mean, you've got monoliths, you've got this containerization in microservices coming. You've got the new serverless environments here. You've got a lot of fragmentation inside the customers. How does that impact your business today and are we going to see those, you know, pulled together over time? >> Yeah, what we hear from customers is that, you know, they're going to be running heterogenius environments for a long time. If you're over a year old company, you're not running a single tech stack. You've made choices for your business needs and you need to be able to see across your whole estate. And where New Relic's adding value for our customers, is by bringing this all together and connecting it. So, you can actually see, let's say from a lambda function and our lambda agents, all the way back through your Java monolith and down to the server whether it's running containers or on bare metal, you can see all the way down. And then you can connect it out to you front end as well. And I think it's that ability to see across, is where we're playing. >> All right, uh, can you bring us inside your customers? What are some of the challenges they're facing? And how do you help them along those transformations that they're undergoing? Cause, as you've said, they're going to have this heterogenius environment for quite a long time. >> Yeah, well I think one of the thing they're saying is that they're trying to move faster. And one of the ways they're moving faster is by changing the process by which they build software. So, you know, we've been talking about DevOps for years. We've been talking about Agile for much longer than years. Um, but those changes bring about new needs also, for observability. Cause now, you've got a team that maybe wants to see very deeply with, um, the things they're on call for. But software refuses to break neatly at team boundaries. It just won't, it's going to break wherever it wants to break. So you need to be able to quickly assess, across your whole enterprise what's going on and help those teams talk to you. So, that's definitely a problem we're solving for our customers now. And if I were to pick one more, that I'm hearing, um, well, I'll pick one from this morning and that's cost management, right. As people move to the Cloud, um, its so powerful and easy to be able to start up new services in the Cloud but then, do you know what you have, do you know what is costs, do you know how to optimize? Um, we announced 12 new applications this morning. One of them is addressing exactly that point. >> Yeah, um, okay, what are some of the challenges customers have really monitoring across these different environments? I think cost, it's, well, the promise of Cloud is to help me understand and control my cost quite a bit. But, you know, I understand my data center cost and, in general, much more than I do what I have in the Cloud. >> So, you mean, trying to understand in their software? >> So, I guess, just, if they have these different environments that need to span from a monitoring standpoint what are some of the challenges that customers have and the differences and how does New Relic pull those together for them? >> Well, I think some of it is bringing their teams together. If you've got folks that have a Dev accent and an Ops accent, they may have different points of view about monitoring right? And so, a Dev team might be saying lets go all in on this method or this tool. But an Ops team might be saying something else. And then as you introduce new technologies and maybe now people don't always want to run an agent. They want to have complete visibility over their software. And so, with New Relic, we're giving them those choices. We're giving them, like, hey, you can run an agent, you can, if you've already got stuff at Zipkin, cause maybe, internally, you've got like a great Zipkin champion. Like, great, we're going to be there with you on that too. So, we want to be able to help these teams come together. Um, rather than forcing them to sort of live in silos. >> All right, uh, Lou put a real emphasis talking about platform. And he said platform with a capital 'P'. >> Yeah >> Help us understand a little bit about that and the impact that's going to have for your customers. >> Yeah, absolutely, I think, you know, anyone can say I've got more than one product, therefore I have a platform I think. When we talk about a Platform, we think of software engineers, a Platform is something I can build on. So, I think a capital 'p' Platform is the ability to build apps, to be able to extend it, to be able to add data because you're open. Um, and then the power that we bring, you know, I got to put in my plug, is by connecting it all together. Um, but I think the power of the Platform, um, has been really showing off in the work that we've been doing with our customers to build these new applications. >> All right, um, you mentioned open, which was one of the three features of the Platform itself. Uh, there's open and with API'S and then there's open source can you help us tease through a little bit because there's the openness and then there's some open source pieces. How do those go together and um, I guess, more importantly, what does it mean for the customers? >> Mhmm, thanks for asking, cause I do think those words kind of got tumbled up. So, let's first, let me like tease it apart a little bit. So, first part of open, you sort of already mentioned this, is like, we're open to all data. So, metrics, vents, logs, traces, you can send that data. That's, that's the first thing. You don't have to be running a New Relic agent to use New Relic. The second part though, uh, is that we are actually building and contributing to the open source community software development kits and exporters to make it easy for our customers. And so, we've shipped, we're shipping Open Census and Drop Wizard and Micrometer and exporters and Prometheus scrapers so that these are open source tools that our customers can get, can extend if they need to, to get that data in. So, we're making it easy to get the open data in by providing these open source tools. Um, and we're in there with the communities contributing to the communities as well. And then, finally, you know, the last one is with our new programmable Platform, we are also all in on open source on that. So, we're contributing to open source for folks building on New Relic and our customers are telling us that they're excited to also be able to do that and to share and exchange with each other. >> There's value to the customer and I guess the question is, your relationship with your customer is going to change though. As they're building applications not just, you know, more than just a tool. And I've heard from many of the customers that use New Relic, is, they talk about the partnership. And it really is taking that partnership to the next level. What I say is, New Relic is not coming out and saying oh, we're an open source company and we're building our company around open source. So, you know, it seems that somewhat a maturation of the model but not open source being the be all and end all of New Relic's mission. >> Our mission is to help customers build more perfect software. I mean, that's why we come to work. Is to help them do that and we think this is the right step. Um, to be able to do that and our community around New Relic, as you said, is excited and dynamic. It's great to be here at Futurestack and hear them talking to each other and hear the buzz. I was at our customer advisory board meeting yesterday which is 11 execs from some of our biggest customers and they were talking about how excited they are to see how this is going to help them with their business cause they can connect, now their telemetry data to sort of higher order business problems. Um, and they're also excited to share. So, I think it's the right step for New Relic and our customers. >> There's a lot of startups out there that attack pieces of what New Relic's trying to deliver. Um, you know, how does New Relic look at the landscape out there and the challenge when you're trying to be a platform is, are you providing good enough solutions? Or, you know, are you providing, you know, best solutions across all of these environments? >> Yeah, I think any of our point solutions could go head to head with anything on the market. Um, you know, and the fact that the market is so dynamic is because it's a real problem space for people who are building software. So, folks are going to keep innovating and coming up with new ideas and my mission is to make sure that everyone writing software, is instrumenting it and able to observe it. So I think, I love that more and more folks are joining this conversation. I think it's a great time to be working on monitoring observability. >> Okay, uh, let's start at the top talking a little bit about observability, what should customers be looking at, should they be thinking about that? What feedback are you getting from some of your key customers? Uh, in the space in general and how New Relic's looking to address it? >> Yep, well I think comes down to, a little bit of what we talked about earlier, visibility and answerability and if I were talking to an exec or if I was talking to an engineer, and I was looking at their tools, you know, whatever level you're at and saying, what do you need to monitor how can you get that data in and can you answer the questions? Do you have the tools, the ability to query, to connect the data. Um, to see, hey there's an event that happened and how did my systems change? So I think a lot of it comes down to, is it visible, can I ask the questions? And then for every stack, and no matter what job I'm doing. >> All right, um, when we look at this broad term which gets overused some, but, digital transformation Um, the comment I've made is the long pole in the tent of going through that transformation, really is the application portfolio. You know, I can modernize my platform, I can go to Cloud, but, you know, changing my applications, especially the ones that run my business, is really tough you know. If I'm a company that's been around 15-20 years, you know, I probably have applications that are as old as the company, if not longer. >> Yep. >> Uh, just broadly, how are your customers doing, uh, are they being able to kind of, you know, move along that modernization journey of the application uh, better today than they might have a couple of years ago, or just kind of macro level? >> I think so, I think, you know, between what the Cloud vendors are doing and what we're doing, folks are getting both tools and they're also getting support. I think, you know, the community, the software engineering community is really leaning into this moment. And talking about how to do these types of trasnformations. So I think there's a lot of just, knowledge sharing going on, there's a lot of advice and consulting that you can get. And then I think the tools are lending themselves to being able to do, you know, some people move to the Cloud or lift and shift. Some people use it as an excuse to re-architect. A lot of folks pick and choose. Because not every apps work the same and some apps are, you know, are, um. For some given app, it might be a more relevant time to change it, a more relevant time to let it stay put and you can make those choices. And I think people are approaching it with a certain rational sense. >> Yeah, uh, one last question for you, New Relic's a leader in, according to, the analyst firms that look at the APM market. New Relic's doing a lot of the things that I hear from, you know, the startups getting lots of money thrown at them, so, how should customers think of New Relic today? >> I think, we're the best leading APM product on the market for a reason. And we can never rest our laurel. So I think customers should at us as a trusted partner. Who's going to continue to grow and meet them wherever they are. Our customers are going to Cloud, we want to be there first to meet them there and welcome them in the door. And that comes back to how do we help customers through digital transformation? We're a big software company. We get it, like, we are going through the same, we go through these same questions ourselves. Um, and we talk to our customers all the time. So I think for our customers, it's like, we're the platform and the right partner. Because we're never going to stop. >> Nadya, thank you so much for sharing the updates. Congratulations on the launch today and, uh, best of luck going forward. >> Thanks a bunch. >> All right, lots more here at New Relic Futurestack 2019, I'm Stu Minamin, thanks for watching theCUBE. (electronic music)

>> From Cambridge, Massachusetts, it's theCUBE. Covering MIT Chief Data Officer and Information Quality Symposium 2019. Brought to you by SiliconANGLE Media. (futuristic music) >> Welcome back to Cambridge, Massachusetts everybody. You're watching theCUBE, the leader in live tech coverage. We go out to the events and we extract the signal from the noise. This is day two, we're sort of wrapping up the Chief Data Officer event. It's MIT CDOIQ, it started as an information quality event and with the ascendancy of big data the CDO emerged and really took center stage here. And it's interesting to know that it's kind of come full circle back to information quality. People are realizing all this data we have, you know the old saying, garbage in, garbage out. So the information quality worlds and this chief data officer world have really come colliding together. Robert Abate is here, he's the Vice President and CDO of Global IDS and also the co-chair of next year's, the 14th annual MIT CDOIQ. Robert, thanks for coming on. >> Oh, well thank you. >> Now you're a CDO by background, give us a little history of your career. >> Sure, sure. Well I started out with an Electrical Engineering degree and went into applications development. By 2000, I was leading the Ralph Lauren's IT, and I realized when Ralph Lauren hired me, he was getting ready to go public. And his problem was he had hired eight different accounting firms to do eight different divisions. And each of those eight divisions were reporting a number, but the big number didn't add up, so he couldn't go public. So he searched the industry to find somebody who could figure out the problem. Now I was, at the time, working in applications and had built this system called Service Oriented Architectures, a way of integrating applications. And I said, "Well I don't know if I could solve the problem, "but I'll give it a shot." And what I did was, just by taking each silo as it's own problem, which was what EID Accounting Firm had done, I was able to figure out that one of Ralph Lauren's policies was if you buy a garment, you can return it anytime, anywhere, forever, however long you own it. And he didn't think about that, but what that meant is somebody could go to a Bloomingdale's, buy a garment and then go to his outlet store and return it. Well, the cross channels were different systems. So the outlet stores were his own business, retail was a different business, there was a completely different, each one had their own AS/400, their own data. So what I quickly learned was, the problem wasn't the systems, the problem was the data. And it took me about two months to figure it out and he offered me a job, he said well, I was a consultant at the time, he says, "I'm offering you a job, you're going to run my IT." >> Great user experience but hard to count. >> (laughs) Hard to count. So that's when I, probably 1999 was when that happened. I went into data and started researching-- >> Sorry, so how long did it take you to figure that out? You said a couple of months? >> A couple of months, I think it was about two months. >> 'Cause jeez, it took Oracle what, 10 years to build Fusion with SOA? That's pretty good. (laughs) >> This was a little bit of luck. When we started integrating the applications we learned that the messages that we were sending back and forth didn't match, and we said, "Well that's impossible, it can't not match." But what didn't match was it was coming from one channel and being returned in another channel, and the returns showed here didn't balance with the returns on this side. So it was a data problem. >> So a forensics showdown. So what did you do after? >> After that I went into ICICI Bank which was a large bank in India who was trying to integrate their systems, and again, this was a data problem. But they heard me giving a talk at a conference on how SOA had solved the data challenge, and they said, "We're a bank with a wholesale, a retail, "and other divisions, "and we can't integrate the systems, can you?" I said, "Well yeah, I'd build a website "and make them web services and now what'll happen is "each of those'll kind of communicate." And I was at ICICI Bank for about six months in Mumbai, and finished that which was a success, came back and started consulting because now a lot of companies were really interested in this concept of Service Oriented Architectures. Back then when we first published on it, myself, Peter Aiken, and a gentleman named Joseph Burke published on it in 1996. The publisher didn't accept the book, it was a really interesting thing. We wrote the book called, "Services Based Architectures: A Way to Integrate Systems." And the way Wiley & Sons, or most publishers work is, they'll have three industry experts read your book and if they don't think what you're saying has any value, they, forget about it. So one guy said this is brilliant, one guy says, "These guys don't know what they're talking about," and the third guy says, "I don't even think what they're talking about is feasible." So they decided not to publish. Four years later it came back and said, "We want to publish the book," and Peter said, "You know what, they lost their chance." We were ahead of them by four years, they didn't understand the technology. So that was kind of cool. So from there I went into consulting, eventually took a position as the Head of Enterprise and Director of Enterprise Information Architecture with Walmart. And Walmart, as you know, is a huge entity, almost the size of the federal government. So to build an architecture that integrates Walmart would've been a challenge, a behemoth challenge, and I took it on with a phenomenal team. >> And when was this, like what timeframe? >> This was 2010, and by the end of 2010 we had presented an architecture to the CIO and the rest of the organization, and they came back to me about a week later and said, "Look, everybody agrees what you did was brilliant, "but nobody knows how to implement it. "So we're taking you away, "you're no longer Director of Information Architecture, "you're now Director of Enterprise Information Management. "Build it. "Prove that what you say you could do, you could do." So we built something called the Data CAFE, and CAFE was an acronym, it stood for: Collaborative Analytics Facility for the Enterprise. What we did was we took data from one of the divisions, because you didn't want to take on the whole beast, boil the ocean. We picked Sam's Club and we worked with their CFO, and because we had information about customers we were able to build a room with seven 80 inch monitors that surrounded anyone in the room. And in the center was the Cisco telecommunications so you could be a part of a meeting. >> The TelePresence. >> TelePresence. And we built one room in one facility, and one room in another facility, and we labeled the monitors, one red, one blue, one green, and we said, "There's got to be a way where we can build "data science so it's interactive, so somebody, "an executive could walk into the room, "touch the screen, and drill into features. "And in another room "the features would be changing simultaneously." And that's what we built. The room was brought up on Black Friday of 2013, and we were able to see the trends of sales on the East Coast that we quickly, the executives in the room, and these are the CEO of Walmart and the heads of Sam's Club and the like, they were able to change the distribution in the Mountain Time Zone and west time zones because of the sales on the East Coast gave them the idea, well these things are going to sell, and these things aren't. And they saw a tremendous increase in productivity. We received the 2014, my team received the 2014 Walmart Innovation Project of the Year. >> And that's no slouch. Walmart has always been heavily data-oriented. I don't know if it's urban legend or not, but the famous story in the '80s of the beer and the diapers, right? Walmart would position beer next to diapers, why would they do that? Well the father goes in to buy the diapers for the baby, picks up a six pack while he's on the way, so they just move those proximate to each other. (laughs) >> In terms of data, Walmart really learned that there's an advantage to understanding how to place items in places that, a path that you might take in a store, and knowing that path, they actually have a term for it, I believe it's called, I'm sorry, I forgot the name but it's-- >> Selling more stuff. (laughs) >> Yeah, it's selling more stuff. It's the way you position items on a shelf. And Walmart had the brilliance, or at least I thought it was brilliant, that they would make their vendors the data champion. So the vendor, let's say Procter & Gamble's a vendor, and they sell this one product the most. They would then be the champion for that aisle. Oh, it's called planogramming. So the planogramming, the way the shelves were organized, would be set up by Procter & Gamble for that entire area, working with all their other vendors. And so Walmart would give the data to them and say, "You do it." And what I was purporting was, well, we shouldn't just be giving the data away, we should be using that data. And that was the advent of that. From there I moved to Kimberly-Clark, I became Global Director of Enterprise Data Management and Analytics. Their challenge was they had different teams, there were four different instances of SAP around the globe. One for Latin America, one for North America called the Enterprise Edition, one for EMEA, Europe, Middle East, and Africa, and one for Asia-Pacific. Well when you have four different instances of SAP, that means your master data doesn't exist because the same thing that happens in this facility is different here. And every company faces this challenge. If they implement more than one of a system the specialty fields get used by different companies in different ways. >> The gold standard, the gold version. >> The golden version. So I built a team by bringing together all the different international teams, and created one team that was able to integrate best practices and standards around data governance, data quality. Built BI teams for each of the regions, and then a data science and advanced analytics team. >> Wow, so okay, so that makes you uniquely qualified to coach here at the conference. >> Oh, I don't know about that. (laughs) There are some real, there are some geniuses here. >> No but, I say that because these are your peeps. >> Yes, they are, they are. >> And so, you're a practitioner, this conference is all about practitioners talking to practitioners, it's content-heavy, There's not a lot of fluff. Lunches aren't sponsored, there's no lanyard sponsor and it's not like, you know, there's very subtle sponsor desks, you have to have sponsors 'cause otherwise the conference's not enabled, and you've got costs associated with it. But it's a very intimate event and I think you guys want to keep it that way. >> And I really believe you're dead-on. When you go to most industry conferences, the industry conferences, the sponsors, you know, change the format or are heavily into the format. Here you have industry thought leaders from all over the globe. CDOs of major Fortune 500 companies who are working with their peers and exchanging ideas. I've had conversations with a number of CDOs and the thought leadership at this conference, I've never seen this type of thought leadership in any conference. >> Yeah, I mean the percentage of presentations by practitioners, even when there's a vendor name, they have a practitioner, you know, internal practitioner presenting so it's 99.9% which is why people attend. We're moving venues next year, I understand. Just did a little tour of the new venue, so, going to be able to accommodate more attendees, so that's great. >> Yeah it is. >> So what are your objectives in thinking ahead a year from now? >> Well, you know, I'm taking over from my current peer, Dr. Arka Mukherjee, who just did a phenomenal job of finding speakers. People who are in the industry, who are presenting challenges, and allowing others to interact. So I hope could do a similar thing which is, find with my peers people who have real world challenges, bring them to the forum so they can be debated. On top of that, there are some amazing, you know, technology change is just so fast. One of the areas like big data I remember only five years ago the chart of big data vendors maybe had 50 people on it, now you would need the table to put all the vendors. >> Who's not a data vendor, you know? >> Who's not a data vendor? (laughs) So I would think the best thing we could do is, is find, just get all the CDOs and CDO-types into a room, and let us debate and talk about these points and issues. I've seen just some tremendous interactions, great questions, people giving advice to others. I've learned a lot here. >> And how about long term, where do you see this going? How many CDOs are there in the world, do you know? Is that a number that's known? >> That's a really interesting point because, you know, only five years ago there weren't that many CDOs to be called. And then Gartner four years ago or so put out an article saying, "Every company really should have a CDO." Not just for the purpose of advancing your data, and to Doug Laney's point that data is being monetized, there's a need to have someone responsible for information 'cause we're in the Information Age. And a CIO really is focused on infrastructure, making sure I've got my PCs, making sure I've got a LAN, I've got websites. The focus on data has really, because of the Information Age, has turned data into an asset. So organizations realize, if you utilize that asset, let me reverse this, if you don't use data as an asset, you will be out of business. I heard a quote, I don't know if it's true, "Only 10 years ago, 250 of the Fortune 10 no longer exists." >> Yeah, something like that, the turnover's amazing. >> Many of those companies were companies that decided not to make the change to be data-enabled, to make data decision processing. Companies still use data warehouses, they're always going to use them, and a warehouse is a rear-view mirror, it tells you what happened last week, last month, last year. But today's businesses work forward-looking. And just like driving a car, it'd be really hard to drive your car through a rear-view mirror. So what companies are doing today are saying, "Okay, let's start looking at this as forward-looking, "a prescriptive and predictive analytics, "rather than just what happened in the past." I'll give you an example. In a major company that is a supplier of consumer products, they were leading in the industry and their sales started to drop, and they didn't know why. Well, with a data science team, we were able to determine by pulling in data from the CDC, now these are sources that only 20 years ago nobody ever used to bring in data in the enterprise, now 60% of your data is external. So we brought in data from the CDC, we brought in data on maternal births from the national government, we brought in data from the Census Bureau, we brought in data from sources of advertising and targeted marketing towards mothers. Pulled all that data together and said, "Why are diaper sales down?" Well they were targeting the large regions of the country and putting ads in TV stations in New York and California, big population centers. Birth rates in population centers have declined. Birth rates in certain other regions, like the south, and the Bible Belt, if I can call it that, have increased. So by changing the marketing, their product sales went up. >> Advertising to Texas. >> Well, you know, and that brings to one of the points, I heard a lecture today about ethics. We made it a point at Walmart that if you ran a query that reduced a result to less than five people, we wouldn't allow you to see the result. Because, think about it, I could say, "What is my neighbor buying? "What are you buying?" So there's an ethical component to this as well. But that, you know, data is not political. Data is not chauvinistic. It doesn't discriminate, it just gives you facts. It's the interpretation of that that is hard CDOs, because we have to say to someone, "Look, this is the fact, and your 25 years "of experience in the business, "granted, is tremendous and it's needed, "but the facts are saying this, "and that would mean that the business "would have to change its direction." And it's hard for people to do, so it requires that. >> So whether it's called the chief data officer, whatever the data czar rubric is, the head of analytics, there's obviously the data quality component there whatever that is, this is the conference for, as I called them, your peeps, for that role in the organization. People often ask, "Will that role be around?" I think it's clear, it's solidifying. Yes, you see the chief digital officer emerging and there's a lot of tailwinds there, but the information quality component, the data architecture component, it's here to stay. And this is the premiere conference, the premiere event, that I know of anyway. There are a couple of others, perhaps, but it's great to see all the success. When I first came here in 2013 there were probably about 130 folks here. Today, I think there were 500 people registered almost. Next year, I think 600 is kind of the target, and I think it's very reasonable with the new space. So congratulations on all the success, and thank you for stepping up to the co-chair role, I really appreciate it. >> Well, let me tell you I thank you guys. You provide a voice at these IT conferences that we really need, and that is the ability to get the message out. That people do think and care, the industry is not thoughtless and heartless. With all the data breaches and everything going on there's a lot of fear, fear, loathing, and anticipation. But having your voice, kind of like ESPN and a sports show, gives the technology community, which is getting larger and larger by the day, a voice and we need that so, thank you. >> Well thank you, Robert. We appreciate that, it was great to have you on. Appreciate the time. >> Great to be here, thank you. >> All right, and thank you for watching. We'll be right back with out next guest as we wrap up day two of MIT CDOIQ. You're watching theCUBE. (futuristic music)

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the cue. Now, here's your host. Day Volonte. >> Hi, >> everybody. Welcome to this cute conversation. I'm Dave Volonte and Stew Minuteman is here with me. We're gonna break down a w s kind of give you Ah, midyear What's happened so far this year with all the events that we've been covering and what to look forward to? Uh, the N Y C Summit is coming up stew. It's been a big year. Obviously. What we came off a re invent. Amazon's got $30,000,000,000 run rate business growing at 40 plus percent per year. That means they're putting 9,000,000,000 of incremental revenue every year into the cloud business. The marketplace, That growth that's roughly as large is tthe e entire Microsoft cloud business, which is astounding >> day that that that's that's the point Amazon definitely has been making for a couple of years. And you're absolutely right. Microsoft is definitely growing at a faster pace than Amazon, and they're running about 75 87 but off a much smaller number. So the incremental add that Amazon has been throwing off the last couple years. Every year they're adding more than an azure every year. So absolutely Amazon, you know, is the lead horse out there. And while you know, the horses on the track behind them are trying fast to catch up Amazon. If you talk about Infrastructures service, AWS is still the lead. >> Well, the big question is. Will that attenuate? And we were at Remember the Nutanix inaugural Nutanix Stop next? Do you rush Pandey, who's very smart guy, somebody we respect a lot. One of the fundamental assumptions they were making is eventually the law of large numbers will catch up to them and know it very well May. But it hasn't yet. I asked John Lovelock, can a company the size of Amazon $30,000,000,000 company grow it for 42% a year? Is that sustainable? And he said, Absolutely. There's nothing to stop them now. Who knows who has the crystal ball? What are your thoughts? >> Yeah, So, Dave, what we saw is Amazon's not sitting still. You know, they always like to say it's always Day one, and if you look at where they're going, the products that they keep throwing off the innovation that they keep moving on and the flywheel that they've had first of customer acquisition with all of the innovations that they're putting out there and the flight well. But I've been talking about the last couple of years the label of data, which is something we want to be a little concerned about. How much data Amazon actually does have both Amazon AWS and Amazon, with all those intelligent devices that are in your homes and connecting everything together. Some people are a little concerned about that. The government's a little bit concerned about that, but absolutely Amazon is going everywhere. We've seen Amazon going into sub segments of the market, going into verticals and going just really broad, really deep. So absolutely I don't see anything slowing a bit on down. It is a company that continues to impress one of >> the challenges. I think those do that that Amazon does have, and this came out of the reinforced >> conference a couple weeks ago in Boston, which was, Ah, conference for security practitioners, a lot of si SOS chief information security officers. The number one challenge that came out of that when you talk to practitioners was their ability to keep up with the innovations that Amazon is putting forth. So, you know, I wonder if we're gonna talk to some commercial customers. You'll see them down the summit probe to see if, in fact, that's part of their challenge. Just the pace at which Amazon brings out new features. But we've done Gosh, we've covered eight events or will have covered eight events this year. Eight productions. It started in the U. K. Where we covered a public sector health care. And then we did the AWS summit London really all about both public sector in the UK as well as the summit in the UK Innovations in the UK around cloud, etcetera, cloud adoption. 12,000 people at the AWS London summit. Now you covered re Mars, which was not the Cube wasn't there, but you were there. What was that show? >> Yes. So, first of all, it's an Amazon >> show, not a native US show, but absolutely showed underneath where eight of us fits into the fulfillment centers of Amazon. And it was about re Marceau Mars A play of course on space. But it was a machine learning automation, robotics in space. So you had the cool blue origin stuff that actually brought in. Robert Downey Jr talked about how he's going to save the planet with, you know, robotics and intelligence out there to help clean up pollution in the globe on and the like. But it was a phenomenal show, but what I said is actually going to show a little bit underneath the covers of Amazon similar what we've seen from eight of us at the reinvent shows over the years. Because, you know, we all know how many boxes air coming to our, you know, our place of home every day and how fast that's going. And so this is what's happening underneath the robotics and machine learning a lot of those Air AWS Service's that are powering that. So it was a fascinating show, Dave and absolutely showed other relationship between Amazon, the parent company. Eight of us, all those cloud service is that helped feed the bigger business. >> Now, June, the Cube covered the D. C. Public sector summit. This is Teresa Carlson's gig. She's the host. Actually, Andy Jassy was there this time. He wasn't there last year when you and I recovering it. And of course, that's all about bringing cloud to public sector, not just federal but all public sector. It includes AH, non profit and education, which talk about in a minute. The big story. There is a jet. I we're talking about tens of billions of dollars going to ah, contract. Oracle, of course, is fighting it. It's going into the courts. I guess they've been a number of reviews or could won't give up its oracle. Amazon clearly is the front runner. Last I read, it was down to AWS and Microsoft, with AWS being the lead contender there. We'll see what happens. I think the decision is coming down this month, July 2019. But it's really again about bringing cloud innovations to public sector. Public sector tends to take things a little bit later than the commercial like. For instance, last year they announced the the VM wear on AWS was available, so you'll see those kinds of things come maybe a year later. But its again. Another big show there 12. 13,000 people there at the D. C Convention center. >> Yeah, Davey, when you talked about the critique of what's happening in Amazon as Amazon goes deeper into all of these verticals How do they help get that information to the user in a way that they need to run their businesses? So my co host for New York City's Cory Quinn was listen to his podcast this morning and he said, That's where Amazon's got dozens of blog's. They've got so many announcements, they haven't done a really good job, something we've seen many companies do. How do I get to you know that business roll and put it in, you know, verbal that they understand, as opposed to just >> Hey, we had 1000 new features >> come out this year and they're awesome. Then you should use everything s o. You know, that's something that, you know the industry as a whole needs to do better at an Amazon. Just in the nature of how fast they're moving is something that they should be able to do a better job. >> And Jennifer is also gonna be in New York City. And one of things he was stressing at reinforce was the marketplace. We had Dave McCann on the just rocketing. I think it was 100,000 census of security subscriptions. I think it was 1,000,000 subscriptions in total so just an amazing ah momentum in the marketplace. But reinforce was all about security. Deep dives on security, chief information, security officers. What came out of that show the big takeaway was was head of AWS is, uh, security. The chief information security officer, Schmidt said. This narrative in the industry that the sky is falling doesn't do anybody any good. Um, it's not productive. We should be more positive. The state of the cloud union is good, like the president of states is State of the Union is strong. Um, having said that, Amazon talks about the shared security model. The practitioners that we talked to said, Yeah, shared model Amazon's going to secure the the infrastructure of the storage, the compute of the database. We are responsible for our end, and it really is on us to make sure that we are secure. So again, back to that point about the pace of innovation that Amazon is putting forth is a challenge for people. AWS imagine is also going down. I think this week what's that you're >> so it's in Seattle and it's you mentioned the public Sector one in D. C, which is government agencies, nonprofits and education. So imagine is a subset of that. My understanding is the education, a nonprofit piece of that from when you and I were in D. C. Last year for the Public sector summit. It's It is impressive how deep Amazon is going into these spaces, the affinity they have. And really, you know how happy the customers are to be able to move fast. So, you know, when you think about nonprofits and think about education, innovation is not the first thing that usually comes to mind because budgets are tight and I don't have enough people. And usually you've got, you know, whatever's left over. But imagine is them. How do we move these forward? How do we You know, we know we need to help transform education. It's so important to train the next generation. So, you know, imagine there are some great stories that come out of that. Jeffrey loves getting those stories, helping us tell those stories through the Cube platform. And so it's the second year we're doing >> Yes, it would be covering that. And then, of course, reinvent will have two sets again that reinvent this year. The Super >> Bowl of our industry, >> right? Sure. Um, something's going on. So unfortunate incidents in Southern California. Big earthquakes, actually. Multiple earthquakes, Right? You had the physical earthquake, and then you had CO I, leonard going to the Clippers. But so I'm interested in sort of poking at this notion of ground stations. So at reinvent last year, Amazon announced on his own ground station, which essentially was ground station is a service. So if I understand it, one of the challenges okay, You launched the satellites, but you still need a ground station to collect the data and then uploaded and analyze it. That's what AWS is is partnering to put in infrastructure that allows you to essentially rent ground station infrastructure. So, you know, they worry about building it in securing it yourself. Because you think about it. It's got to be a secure location. You gotta have fencing. You got a physical security. You got to get the data in. You gotta upload it to the toe. Where we gonna upload it? So Amazon is basically building this service out, saying Don't worry about the ground station piece. Rent that from us, you know, swipe your credit card. Your ground station as a service, and then we'll ingest that data uploaded to the cloud and then apply all of the tooling that we have to allow you to analyze that data. So if you think about the earthquake of devastation, if you don't have a ground station there, you can, in theory, go to AWS and actually spin up a ground station in jest. You know, on the ground, you know, the ground truth as we like to sometimes talk about and actually get satellite imaging and telemetry in that region, you know, this comes into play things like forest fires and all kinds of of natural disaster. >> Dave, even at the remarks show, I attended a session where one of the Amazon partners was talking about not only just getting the satellite data down, but Justus. They have the snowball edge today, which is, you know, for you know, I ot or some remote sites, but some of these satellites are gonna have the compute and storage at in satellite themselves. So if you think about I'm gonna have these geosynchronous satellites. I'm gonna have all this connectivity. And if I could get a gigabit of Ethernet, you know, traffic going to the satellites and I could do the processing at the edge, which is now up in space. I can process that. And you know, that edge that we talked about get to hold another dimension, you know, off off the terra firma to be able to do those kind of analysis. As you said, earthquakes, you know, all the all the climate discussion that's going on, we should be able to have tap into even more. Resource is, and we'll have to rename Cloud if it even goes beyond the Earth. >> And then, um, outpost is the other story that we've been tracking, attracting a lot of stories, but but outpost is starting to ship in beta form. We've seen instances of >> so, so seeing >> it. We just did a little quick right up. >> I mean, Dave, you know, just a ripple went through the >> industry when they showed Hey, here's Iraq and what they're like. This is the exact same rack that we have in the Amazon data centers and why it's a little surprising because we're allowed to see inside the Amazon Data Center. So it's like, Okay, this is what they're computed awaited to 24 in tracking, supposed to a 19 in track. But that line between the public cloud and my on premises environment absolutely is blurring. So everybody wants to see where Amazon's going. They have the big partnership with VM, where Veum, where is already shipping the solution? That is the same software for that Veum wear on AWS in my data center. So, you know, I can have you know, the Dell hardware with the Veum where code or I can have the Amazon hardware with the VM where code coming later this year without post. So that line between public in private is absolutely blurring. And where to my applications live, You know that that future of how fast is eight of us continue to grow? Absolutely. There are applications and data and things that will stay in my own data center and under my control. But that line is definitely blurring. And there's gonna be some re architectures. It's definitely still gonna take a couple of years to sort some of these things out. But we're at some of those inflection points where we'll see some of >> us. So I wrote a post its upon wicked bond kind of analyzing that video, and there's some interesting things that are unique. There's certainly a lot of goodness in there. Not some of the things they talk about are completely unique. Thio, aws. But things like Nitro and their special virtual ization engine and their special chip on Do you want to get a look at that? You take a look at that video and thence to New York City Summit this week. Um, we mentioned some of the innovations that we've seen up to date this year. A lot of talk I'm sure about the marketplace. >> Yeah, I'm wondering if there'll be any ripples, Dave, because the 1/2 of a chick you, too, was supposed to be in New York City. And now it's not, doesn't mean they don't have a strong presence in New York City like London and believe it's somewhere around 12 to 15,000 people. When I went to New York City two years ago was quite impressive. It is a free show, which means if your customer you get in for free. If you're a partner, of course, you're still paying for everything that goes there. But the regional summits are quite impressive and a great way to get in touch with Amazon and all that they're doing. If you don't want to go to the Super Bowl itself, which is, you know, 50,000 plus now in Las Vegas towards the end of the year. >> Yeah, these air, like many reinvents and they're actually quite good. A lot of a lot of practitioner focused on you're gonna you're gonna see that New York City >> did what I always love about every Amazon show I go to. There are customers that are interested learning new things. How can you do better with what I'm doing? But also, how can I change what I'm doing? How can I move forward? So even if it's not adopting the latest and greatest from AWS, the entire ecosystem is going there to meet with those customers and talk about digital transformation? Modern workforce? All of these hot trends definitely play out. Ground zero is the AWS. >> Yeah, and this is by design. As I said before, the pace of innovation is a challenge for people. It's an adoption blocker and so Amazon wants to educate and share the knowledge so that they can get more adoption. OK, stew. Thanks very much. Good luck. This week. Check out silicon angle dot com For all the news, the cube dot net is where the videos will live and watch. Do on John Ferrier and Corey Quinn. Live and check out the cuban dot com for all the research. Thanks for watching Everybody Day, Volonte and Stupid Event. We'll see you next time.

>> Live, from Washington DC it's the Cube. Covering AWS Public-Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to AWS public sector here in Washington DC, the Cube's live coverage, two-day coverage, I'm your host, Rebecca Knight. Co-hosting alongside John Ferrier, and we are welcoming back to the Cube, 13 time Cube alum, Sanjay Poonen in the COO of VM-Ware. Thank you so much for coming back on the show >> VIP status, by the way. >> Yes, absolutely. >> Thank you, Rebecca. >> That's definitely VIP status. >> Yes we have a red carpet rolled out >> Delighted to be here. I've lost track of the number of times, but when you're having fun it's good. >> Exactly, so tell us a little bit about what is VM-ware's role here in the public sector, what are you doing here at this conference? >> VM-ware and AWS announced a partnership in October 2016, and it really was the coming together of the best in the public cloud, with the best in the private cloud for what we describe as the hybrid cloud opportunity. And the past two and a half years, coming up on three years pretty soon, has been incredibly exciting. We started off with some of the key industries that we felt, for us, the public sector is among our top three industries. But financial services, telco, public sector, healthcare, manufacturing, all the key industries, technology, we're looking for ways by which they could take their applications into the cloud without having to re-factor and re-platform those applications. That's a big deal because it's wasted of work, if you can lift and shift and then innovate. And that's the value we brought to the public sector and some of our earliest customers, were customers in the public sector like MIT, schools, most of the regulated industries. In the on premise world, we're very strong in almost every, civilian, military, the legislative advance, the judicial advance, the federal agency, all of them use us. Millions and millions of work loads. The question really is how is they think about modernization can they get the best manifesto of the public cloud while leveraging their VM footprint >> So some would say that modernization may not include the original VM-ware vision because a lot of the governments are tryna replace and equated old systems like coldblow, mainframes, whatever, but you guys have been around dominated the operating side of IT for a while so you're kind of seeing the first wave of virtualization, the first wave of modernization but there's some cloud native people they might see that as like "Whoa, is that old school?" So what is particular perspective on that innovation dynamic? Because a lot of the public sector investors are awakening now going "Oh my god, I can move fast with Cloud" So Cloud is bringing on a new set of disruptors in IT, you guys have already been there on the first wave of disruption, so how do balance that kind of presence, >> Yeah >> But also disruption, you might be viewed that way, I'm not sure. >> Yeah, I would say, actually, that the first wave of our free reign modernization started with this device before Cloud. Okay, in 2007 when the iPhone came out there was a significant move by big parts of the public sector to move away from blackberry, which is kind of what they use for the decade prior to that. And when we brought AirWatch, we began to see some of the earliest industries that were adopting the public sector. Many of the agencies started to look at us now, so we actually began our journey into this modernization discussion in the workplace transformation, part of the discussion before we got to Cloud. So we were prepared for some of what that looked like, for example, census 2020 that entire for all the workers something is being done with mobile devices now as opposed to paper or surveys that were done maybe 10, 20 years ago, and all powered and secured by Workspace ONE. Now, when it got to Cloud we were prepared for that because, you know, we knew a little bit of what that meant and mobile and Cloud were some of the two top discussion items that people were talking about as modernization at first under the banner of digital transformation. We had to begin to showcase to a customer that moving an application, now we're talking clients server three tier architectures as opposed to a cobalt mainframe that's really where we have but the bulk of the 886 architecture that's from virtualized VM-ware if you could take them now to the cloud and then use some of the services that these guys are building whether it's data based, whether it's artificially intelligence, machine learning, if you waste all your time in re-platforming and re-marketing an application it's that much less time you have to do some of those innovative things. And the lift and shift process once we had this sort of highway into the Cloud, so to speak, which is what VM-ware Cloud and AWS does, it became so apparent, so we are that process, we had to then work what we can talk about Fred RAM certification all of these things that I'm (inaudible) >> In AirWatch was really a critical acquisition, turns out a boom for you guys with public sector. >> Oh yeah. >> You guys had the iPhone was a driver not so much the blocking and tackling of virtualizing data centers and IT, which you had a presence in, but it was the mobility piece. >> Well since 1998, 99, since the company was founded, the public sector business of VM-ware has been very important, I mean I would say, like I said it's the top three and so, we have tremendous amount of relationships some of our biggest deals. Eight figures plus deals where done with some of the biggest and many of our partners here. >> So it's a large business. >> Large business. >> Did you break that in the numbers? >> We did but we have always said it so a top three, we have always talked about in our earnings calls, some big, large customer examples like US Army, and then , which is also a sort of representative of this community here. Safe, local education. All the universities are using us. So the footprint of VW-ware premise was well documented, well understood, lots of spent going on there. What we didn't have an access to, we had some virtual desktops, VDIs. This mobile aperture gave us a whole new banner of spending. But then the Cloud aperture is kind of taking this to a whole new level. And quite frankly if you look at the commercial sector, the overall IT spent in the world is about one trillion we track and about 150 to 200 billion of that, 15 to 20 % is being spent on the Cloud. And the public sector, governs sector is starting to track that, they are probably a little bit lagging in certain areas to commercial. But that 15 to 20 % is only going to get 30 or 40 % in the next five years. VM-ware has been one the top infrastructure companies, we are looking at our move, a bigger part of the wall of share that we gain as people move their investment to the Cloud. >> When you are thinking about the different clients and customers that you're working with, the Sled groups and then the corporate customers, what-how different are they and how, what's on the public sector's mind versus your corporate clients? And how do you manage the relationships differently? >> Yeah, we have sort of segment them at VM-ware and many companies have done the same thing into three pockets. One is who we describe as the federal public sector customers that are civilian, military and we mirror that in almost every country so Theresa here, for example, runs AWS and we have a similar type of work structure to hear in each of the key regions. The second big segment is healthcare, many of the healthcare organizations are regulated there's similar characteristics and the third is SLED, state local education. And those three pockets are very similar patterns in the way in which they buy, their CIOs are similar and they also have often very similar security requirements. So the highest maybe something like a FED and FedRAMP and we some specialized needs that they have for certain certifications on the device or certifications on the Cloud and we have to comply with all of those. But then as you get to the ones that are in the state local maybe they don't as many and higher certifications but what it's helped is to basically work with partners with a very similar across this, and the proposition on the initial transformation is really modernization of either the data center and their applications or modernization of the device. And VM-ware is very uniquely provisioned to help on both those fronts. >> And security is really top of mind >> Absolutely >> I mean we've heard on the main stage and we know how big a threat these cyber threats face. These Cyber threats pose. >> Absolutely, and if you think about aspects of security. Security has multiple aspects of where you can think of them as control points. The network, the end-point, the cloud, identity and lots of event management that is collected. These are the five biggest markets of security. In each of those areas VM-ware is starting to play more. For example, network, you know, five, six years ago people didn't think of VM-ware in that area but with NSX our leading software define networking area, we have become the lead on that segment and about half of our use cases are security related for a use case called micro-segmentation. So the government can basically segment out a set of their apps and through software, think of these as on-off switches almost like light switches only allow certain apps to access certain parts of the data center. That's very easily done through NSX. Workspace ONE, the endpoint can now be extremely secure and provide all the levels of security that Blackware provided in their proprietary devices but now on any device. So we've been systematically looking at each of these areas I would estimate about 15 to 20 % of VM-ware revenue is security related use cases and public sector this is a very, very key place where we get grilled on and we have to satisfy their level of requirements for security. >> Sanjay, what are you doing here? I know you said you are speaking at a panel, Fireside chat, what's your agenda of the week? What's the story? What some of the key talking points for VM-ware? >> VM-ware is one of the top sponsors here, I don't know whatever is global or platinum or whatever the highest level is, you will see our name's there. And largely what we did when we announced this partnership was, you know, Andy and I were classmates at school. We wanted to build a very close partnership at their big events, so you will see us at all the major summits. VM-ware is a top sponsor, and you'll see them also at >> Doubling down on the relationships. >> Yep, we're doubling down. And they're doing the same at VM-world, so we said "Listen" and I think I talked about this in one of your previous shows. If you can mingle, VM-ware has collectively about 100,000 people that come to all the VM-ware events across the world and maybe about half a million to people who watch those events online. Amazon has probably twice that number. But if we can mingle each other audiences because they are coming off into both shows and we, the best showing up at AWS summits and we'll give them lots of access to VM-world. >> Ups* >> (laughs) There we go. >> Operations >> Hey, that's got a ring to it. I like it >> That's exactly the vision. So we, first of all, VM-ware is a big presence and the acquisition we've done, also, like Cloud helped also has a big presence, so that's one. Number two, we try as often as possible to have either a key note or some kind of Provence, I've had a good friendship with Theresa. She invited me to speak, I think there's an event with their top five hundred customers, sort of a key note inside that. And I do that a little later this afternoon. And it's also a tremendous opportunity, I think they have 13 or 15,000 attendees here to meet some of our top customers, so those are the three things that I'm doing over the course of the next day and a half. >> You got the CIA deal 2013, what that has done, in gestation period since then, a lot of other folks in the DC circuit here, public sector, government, agencies, they are all going "Hmm, Amazon has got the right formula" so Theresa put the formula together, people are adopting it, you guys do the strategic deal with AWS with your AA gown on, as a student of the game if you will in tech, Sanjay, which you are, knowing what you know now at VM-ware what's your perspective on this? Because you got a big tail wind with Cloud, you get clarity in what you guys do, in what AWS does, you also have multi Cloud with other Clouds, I mean you got NSX with a nice product, you got multi Cloud built-in hybrid, I mean, pretty good at spot for VM-ware for public sector. What's your perspective on this? >> Yeah, two parts to your question. First off, tremendous respect for Andy. I was describing before I go out on the show with both of you, when we were in school, I wouldn't have put him, in 1987 when we graduated, as the person who would of been the pied piper of this public Cloud revolution. But kudos to him, Theresa a fantastic executive and I think that, you know, 2013 CIA deal put them on an incredible place to be, a front runner in this and many other deals they've done similarly. VM-ware, we saw over the last, you know, 3, 4, 5 years is a significant rise of Amazon in our accounts. Customers were asking us "Why can't we get the best of both worlds? Why does it have to be on premise runs and VM-ware and public lines and I've got to portent and refactor and re platform my applications?" So our customers drove a us together and what we've sort to do in our relationship with Amazon is we meet on a quarterly basis, we review feature and function, product road map, we're aggressive, with our sales teams are trying to pursue opportunities together. And that's really helped us, you know, that's part of the reason I'm here, so, the more that we can do together to satisfy customers, customers like seeing big partners come together, even if, it feels a little bit like Berlin wall moment, right? You remember 1987? You had the US and Soviet Union and people were surprised by that. I that that the general consensus was complete surprise in 2016 when we announced the project with Amazon. But with every move we made like for instance, recently we announced the FedRAM status, one of our biggest 8 figure deals we had announced in our queue for was with a major customer that's in this segment, actually. Our public sector SLED and the more that we can do this, I think there's a lot of future ahead of us. >> Berlin is interesting, you know, tearing down that wall that was a moment that came down and the government, the theme that we are hearing over and over again is red tape. Lag with data it hurts application work loads so fast data, make it available, cut the read tape out of procurement, I mean, basically, 1980s, 1990s, procurement rules don't apply to how people consume and deploy technology today. >> Yeah, absolutely. >> Tear down that red tape. >> I think you got that right. I think the governments mandate to go Cloud first in the, you know, last several administrations was absolutely key and certain elementary work loads like websites, I mean why, so if it's a public website that's holding public information, I mean, of course, you've got to worry about security but the data public anyway. Okay, so, what's going to get hacked? I mean, why don't you move all websites that are web content, so some of those early work loads are moved over very easy. I would call it so, the 1-O-1 of posting. Why would you want to have server just to host a website? But once that's done the more mission critical applications, Windows work loads, Oracle's sequel service databases, Virtual desktops, now you are starting to see and I think eventually some of the more mission critical apps like SAP or Oracle apps, I think you see them also now with a lot of customers in both public sectors and commercial- >> Military DOD tactical edges, >> Absolutely. >> The military lives are on the line, it's not a video game, lag actually will kill people. So you want to have that application peaked. >> Exactly. >> With the right architect >> One of the things that are so inspiring about being here at the public sector summit is that we are seeing all these used cases, of using the Cloud for good to solve pressing environmental challenges, health challenges, social challenges, what are you seeing, what is VM-ware working on that is, that is particularly inspiring to you? >> I am glad you asked that Rebecca. I would say that's one the things and Amazon shares a similar value where we think that, you know, technology companies have to think beyond themselves and be a force for good. I think that one of the first times at any major conference, last year we had the Nobel Peace Prize winner who's changed the world, Malala, come and speak and I think everyone who comes to major tech conferences, and we had one of the biggest conferences, was, I mean, we had grown big men, 6 foot tall crying at the end of that. And we had a number of customers that we loved to be able to talk about there stories, Make A wish is an example of an organization that, you know, if someone's with a terminal disease and they want to have some wish that they could wish for, all the infrastructure runs in VM-ware and we can help them serve that audience better, we have a number of charitable organization, Red Cross was on (unintelligible), so we, a big part of pad mind the attire of companies, kind of charter in our EPICC values has been people of integrity, people of work with the customers and the community. Our values EPICC stands for execution, passion, integrity customer and community. And that last C I think is very important, cause, you know, we live in a world and the more important thing is not necessarily how much money you make but what a force you can be for changing people's life. That lasts forever. You can't take your money into the grave but the more you can have on people, impact on people's lives, I mean, John, I am delighted to see your daughter. >> Yeah. >> I mean that generation continues >> Well, it's community right? >> And you're passing on those values onto the next generation or helping people that's the bigger story of life and that gets us equally excited as innovation. >> Communities can now be instrumented via digital technologies, so your faster time to find truth, people who have communities were very active, the data is there, it's all in the data and so you can see the impact >> You know, I think that's absolutely key. So John, I would agree with you and I think you as, you know, you talk to companies that's an important question to ask them. Because we are all in this together. There is no whether it's competitors or what's not, we can all serve the greater community, here for good and make this world a better place, you know there is a lot of what we do that helps the world run better, that's good, infrastructure helps us run better, but helping the world be a better place, it takes both individual and collective will. >> Well one of the talent gaps is not just computer programming and tech people it's architects for the new society that needs help and these key policy questions like governance and responsibilities, you're seeing YouTube and Facebook and our neck of the woods responsible for all this impact and they don't really kind of, there's no oversight. (laughs) >> Well, listen I'm not going to get into the public debate about, you know, privacy and governance and so on. I would say that one thing that, you know, we're also really excited to kind of give back to the community in terms of education. One of the things that is very powerful to VM-ware is our user groups. We call them V-mugs, VM-ware user groups and there's collectively about 150, 200000 of them and it's amazing when you spend time with them, they are really, really, they are members of the community really because they're customers and partners and they dedicate their time to educating others and the more that we can use online forums, I love the way in which you're using your online platform with the AI and other techniques. I think artificial intelligence becomes the ground equalizer, give access to everybody. >> Access to the voice is access to the data but right now as you pointed out we need a society that's going to have shared values and I think that's like where the good is coming from and it's easy to get on the bad tech band wagon which everyone is on right now but there are examples of tech for good, you mentioned- >> But when you say shared values, is that you, I mean is that possible? >> Well, I think there is, there is an awakening going on now from Silicon Valley where I live and here in DC which it's, it's in my face here because people as tech savvy here as they are in say Silicon Valley, no offense, but those people aren't as tech savvy here as they are in Silicon Valley, they don't go deep on the impact of tech but they see the results of bad tech. So I don't see a lot of a vandalizing going on outside of certain areas around tech for good. So I think there's a lot of great examples, human trafficking, you're seeing tech for hiring, new generations onboard training, skills gap, so efficiencies in healthcare, there is so many areas that tech could be used for good and if people were educated on focusing on that and not the bad, I mean bad's got to eradicated, certainly, I'm not for bad things but maybe there's a lot more good, the good pile is much bigger than the bad pile in tech, so, when I say shared values is recognition of that which is let's get on the same page, there's bad and there's good, have that debate and then apply the tech. >> Yeah, interesting. It's a galvanizing force. >> Well, it's just like any invention whether it's the printing press or the use of fire, I mean, there is good use of it and there's bad use of it. And we got to to find ways by which technology while this debate is going on as to as some of these social media platforms, my fundamental belief is that technology is going to transform society, the reason I came to the United States as an immigrant was to study computer science and I felt like the United States had, you know, when I came to this college I hade never heard of called Dartmouth College in Haven New Hampshire, was very fortunate to have a scholarship to go there but that's because I wanted to study computer science and I felt like computer science could change a lot of the way at which, you know, at that time, I was just trying to program and learn how to, you know, create algorithms but if you look at what transformed every aspect whether it's the mobile device which is really a computer in your pocket or Cloud computing which is kind of bringing the super computer into the Cloud. >> (inaudible) >> I think it's tremendous what we can do and we have to constantly find ways by which artificial intelligence and these forces of, you know, the next part of general mobile, Cloud computing can be used for greater good. >> Did you go to scholarship on full bode with basketball? (all laugh) >> Man, we got the Warriors with two ball games. >> So you are a big Warriors and for the folks that don't know Sanjay, we always used to talk about every time Warriors looking good to stay alive but not looking good >> So sad to see. I mean it's sort of, the last game I was watching last night, it was, it was sad, it was, of course, it was a win but also a loss to see KD go down that way was just absolutely tearful, yeah, but, you know, we have one more game. >> It's going to be hard >> It's going to be hard to, you know, kind of beat the crowd and the crowd is really loud at Oracle and get one more game and then, yeah, I think it'll get to game 7, we'll what happens but it's just great to their heart. >> I'm from Boston so I'm kind of over Golden state but I am sure everyone is over Boston and our red socks and our throw-ins and our pads >> Duck tour has only been 15 months? >> I know exactly! Exactly! We're still- >> There will be a Celtic warriors game >> That would have been so good >> That would have been so good like the Lakers (inaudible) >> It was more recent than that. It was the pads victory, so yeah >> Okay >> Yeah, anyway. Just saying, just saying. Sanjay, thank you so much for coming back on The cube, we look forward to your 14th visit on the show. >> Thank you, Rebecca. Thank you, John. >> I'm Rebecca Knight for John Ferrier, stay tuned for more AWS public sector summit here in Washington DC. (Upbeat Music)

live from San Francisco it's the queue covering micron insight 2018 brought to you by micron welcome to San Francisco everybody this is the cube the leader in live tech coverage my name is Dave Volante I'm here with my co-host David flora this is our special presentation of micron insight 18 hashtag micron insight 18 where the theme is accelerated intelligence the blending together of memory storage and artificial intelligence micron is a 40 year old company there's a dominant player in the DRAM marketplace years and years ago they used to be 1920 manufacturers of DRAM there's really three companies now that dominate that market they own 96% of it micron Samsung and Toshiba I believe right is the third one and and so microns is 30 billion dollar company they've got about a 50 billion just under 50 billion dollar market cap growing like crazy 70% of their business comes from DRAM the balance comes from alternative storage and other memory systems that they built and traditionally David memories have been a very cyclical business micron number two semiconductor manufacturer worldwide behind Intel obviously competing with a lot of overseas players and micron is putting forth the premise that they've begun to be able to dampen the fluctuations the peaks in the valleys in this business why because first of all the capital expense required to participate in this business is enormous that's why somebody companies have been shaken out and secondly the technology transitions are getting much much more difficult and so the premise that micron put forth in May at their financial analyst conference is that the cyclic allottee of this business is starting to moderate we've certainly seen this in some regards in the last several years with component shortages it's been a boon to Microsoft's financials the stock you know up until recently have been been climbing like crazy this is a company that has literally last quarter had seventy percent gross margins in its in business it's not and much much you know and if you look at the SSD business the flash business smaller gross margin maybe 48 50 percent they're gonna start blending those together and reporting on a blended basis I think they don't want Michael Dell you know advertising to Michael Dell that we're getting 70% gross margins on T Ram so they're gonna stop giving that guidance out excessively B to thwart competition but really it's probably examination probably something that's not sustainable but David so we're seeing sort of moderation and supply growth we're seeing a very well-run company this company is growing like crazy let me break down some of the businesses and I want to bring you into the conversation the compute and networking business very strong a grew at 53 percent year-over-year the mobile business up sixty percent last year Mobile's taking tons of of memory of course and and storage the embedded business which is sort of automobiles and and industrial markets is up about 12% and the storage business unit actually is gonna flat to down they expect growth but you know the stores business has been you know a bit of a challenge for them even though you know they're doing very well and they're gaining share they've gone through some transitions that we'll talk about to some of the executives here but but David the theme really is about about bringing artificial intelligence to the world and the intersection between AI and memory and storage obviously you need memory obviously you need storage to make AI happen and you know micron in the value chain at the lowest level is right there making tons of money shipping a lot of product driving a lot of innovation and competing very effectively so your thoughts on micron and right those are this event my car crushing it I mean the the growth in in in their revenues from DRAM with 70 percent year-on-year last four quarters to the four quarters before that was 70 percent desam that's actually was it's 70 percent of their business it was about 50 percent 47 to 50 percent growth so yeah well for the DRAM piece of the business well NAND is about 25 26 percent of the business and and growing you know about 20% a year yeah I think they're on the calling it's tiny but so the the figures the we're using a even better than that so I think as it fundamentally they're crushing it from from a business perspective and they're in as you said in a very good place because as AI takes place as what I call the matrix applications are coming on board that's a virtual reality augmented reality the the modern gaming machines all of these types of compute and then on top of that IOT as well with all the sensors and and the requirements of memory and and compute very very close to the Census themselves all of these different areas are relying on AI to make a difference of lying on that type of workload that matrix workload and some of the figures is very interesting to look at when you're looking at new workloads you need at least around six times as much DRAM and and and more storage as well more and Nan storage as well six times you're talking about the ratio between storage and the if you can take traditional processing you need for a tree you need six times that's interesting figure and and similarly with an and and and the on top of that when you're looking at graphics work all the graphics work that's very very bandwidth intensive and that requires the very latest technology and again premium technology to go into the graphics side of things as well so they are in a the right place at the right time in terms of the speed of which memory is is developing and the opportunities to make a difference so if you think about some of the tail winds and headwinds in their business there's a lot of tailwind I mean they're manufacturing efficiencies they're really started to see a flywheel effect there and they're did micron has made a lot of investment in of technology transitions what's happening is the bit density growth for each new technology transfer transition is starting to moderate presumably Moore's Law story to moderate right is what's really going on there and but they've really done a good job of investing in technology transitions ahead of their competition and so they're getting some good returns on that investment investment they lead in a lot of these markets they're a very well-run company pricing has been pretty firm for them over the last several years so that's been a nice tailwind and supply has been short in the last several years now they're the the headwinds are there are CPU shortages in the marketplace today and so if you can't can't get the CPU you can't necessarily make the box you can't ship the PC or you can't you know you need you need CPU memory and storage to go together and as a result there's a pending oversupply it looks like and so they're having to manage some of that inventory import tariffs from China not you know that's a I would say huge deal for these guys is something they can manage but you know president Trump's tariff posture it doesn't help a company like micron their tax rate is much higher this year than it was last year it's about going from 4% to like 28% and so those are some of the the headwinds and that's ahead the stock moderate a little bit but the stock has been on fire for the last several years and the company has done very very well cash flow is it's nine billion free cash flow which is important because they have to spend eight billion dollars a year more even they're growing that capex spending from 8 billion this year to 10 and a half billion next year so you get a sense of the various to entry in this marketplace it takes a lot of tenacity which I like micron is exhibited over the last 40 years when you think about all the ebbs and flows but the big changes are this used to be kind of driven by pcs it used to be a PC centered world and now we're seeing a much more diverse customer customer base probably driven by mobile no question about it the data center guys the big hyper scale is the autonomous vehicle folks the industrial internet edge computing they all need memory they all need storage the other piece of this is the transition from spinning hard disk to flash even though it's not a majority of their business today micron is in a very well position very well positioned to take advantage of that David something that you were the first in the industry to call he was a very first analyst that said that SSD flash is going to replace spinning disk it's clearly happening and it happened first in laptops and it's clearly happening in the in the data center you know with some exceptions but generally speaking that trend is pretty substantial you don't absolutely the that the technology changes we keep on saying each year we've witnessed the the most change in technology that we've ever seen and next year it gets faster and it gets faster it's absolutely amazing I think there's another area coming into play when you're looking at the traditional marketplaces they were the PC and the servers that's what we're most of the of the DRAM went we're seeing a change with mobile taking an increasing portion of that you're looking at PCs now they're introducing the the arm pcs as well and then grow ARM processors in the PCs so and that's growing very fast as as well and we're predicting that will go fast and we're looking at also at a very aggressive entry into the market place of ARM processors in general all the way through from from from the edge all the way through up to the top and therefore there's and those are really being designed for this matrix computing I was talking about met much more attention to parallelism to the ability to have GPUs inside it neural networks inside it that is that change and that that that requirement to fit in with this new way of doing is is a fantastic opportunity and they have an opportunity really to lead and powering some of these new workload so we're gonna be unpacking this all all day here at micron inside hashtag micron insight 18 you're watching the cube Dave Volante for David floor we'll be right back right after this short break