foreign welcome back to thecube's coverage of AWS re invent 2022 I'm John Furrier host of thecube we've got a great conversation with Patrick Coughlin vice president of go to market strategy and specialization at Splunk we're talking about the open cyber security schema framework also known as the ocsf a joint strategic collaboration between Splunk and AWS it's got a lot of traction momentum Patrick thanks for coming on thecube for reinvent coverage John great to be here I'm excited for this you know I love this open source movement and open source continues to add value almost sets the standards you know we were talking at the cncf Linux Foundation this past fall about how standards are coming out of Open Source not so much the the classic standards groups but you start to see the developers voting with their code groups deciding what to adopt to fact those standards and security is a real key part of that where data becomes key for resilience and this has been the top conversation at re invent and all around the industry is how to make data a key part of building into cyber resilience so I want to get your thoughts about the problem that you see that's emerging that you guys are solving with this group kind of collaboration around the ocsf yeah well look John I I think I think you you've already you've already hit the high notes there uh data is proliferating across the Enterprise uh the attack surface area is rapidly expanding the threat landscape is Ever Changing uh you know we we just had a a lot of uh uh scares around openssl before that we had vulnerabilities and Confluence in atlassian and you go back to log 4J and solarwinds before that um and challenges with the supply chain uh in this year in particular we've had a huge acceleration in in concerns and threat vectors around uh operational technology in our customer base alone we saw a huge uptick you know in double digit percentage of customers that we're concerned about the traditional vectors like like ransomware uh like business email compromise phishing but also from Insider threat and others um so you've got this this highly complex Flex environment where data continues to proliferate and flow through new applications new infrastructure new Services driving different types of outcomes in the digitally transformed Enterprise of today and and what happens there is is our customers particularly in security are left with having to stitch all of this together and they're trying to get visibility across multiple different Services infrastructure applications across a number of different point solutions that they've bought to help them protect defend detect and respond better and it's a massive Challenge and uh you know when our when our customers come to us they are often looking for ways to drive more consolidation uh across a variety of different solutions they're looking to drive better outcomes in terms of speed to detection how do I detect faster how do I find the thing that when banging in the night faster um how do I then fix it quickly and then how do I layer in some automation so hopefully I don't have to do it again now the Challenger that really ocf ocsf helps to to solve is to do that effectively to detect and to respond to the speed at which attackers are demanding today we have to have normalization of data across this entire landscape of tools infrastructure Services we have to have integration to have visibility um and these tools have to work together but the biggest barrier to that is often data is stored in different structures and in different formats across different solution providers across different tools that are that are that our customers are using um and that that lack of data normalization chokes the integration problem and so um you know several years ago a number of very smart people in this position this was a initiative started by Splunk and AWS came together and said look we as an industry have to solve this for our customers we have to start to shoulder this burden for our customers we can't we can't make our customers have to be systems integrators that's not their job our job is to help make this easier for them and so ocsf was born and over the last couple of years um we've built out this this collaboration to not just be AWS and Splunk uh but over uh 50 different organizations um uh um cloud service providers solution providers in the cyber security space have come together and said let's decide on a single unified schema for how we're going to represent event data in this industry um and uh I'm very proud to be here today to say that we've launched it and and um uh I can't wait to see where we go next yeah I mean this is really compelling I mean there's so much packed in that in that statement I mean data normalization you mentioned chokes this the the solution and the integration as you call it but really also it's like data is not just stored in silos it may not even be available right so if you don't have availability of data that's an important Point number two you mentioned supply chain there's physical supply chain is coming up big time at re invent this time as well as in open source the software supply chain so you now have the perimeter has been dead for multiple years we've been talking about that for years everybody knows that but now combined with the supply chain problem both physical and software there's so much more to go on and so you know the leaders in the industry they're not sitting on their hands they know this but they're just overloaded so so how do leaders deal with this right now before we get into the ocsf I want to just get your thoughts on what's the psychology of the of the business leader who's facing this landscape yeah well I mean unfortunately too many leaders feel like they have to face these trade-offs between you know how and where they are really focusing cyber resilience investments in the business um and and often there is a siled approach across security I.T developer operations or engineering rather than the ability to kind of Drive visibility integration and and connection of outcomes across those different functions I mean the truth is the Telemetry that that you get from an application for application performance monitoring or infrastructure monitoring is often incredibly valuable when there's a security incident and vice versa some of the security data um that you may see in a security operations center can be incredibly valuable when trying to investigate a performance degradation in an application and understanding where that may come from and so what we're seeing is this data layer is collapsing faster than the org charts are or the budget line items are in the Enterprise and so at Splunk here you know we believe security resilience is is fundamentally a data problem and one of the things that we do often is is actually help connect the dots for our customers and bring our customers together across the silos they may have internally so that they can start to see a holistic picture of what resilience means for their Enterprise and how they can drive faster detection outcomes and more automation coverage you know we recently had an event called super cloud we're going into the next gen kind of a cloud how data and security are all kind of part of this next-gen applications not just SAS and we had a panel that was titled the innovators dilemma kind of talk about getting some of the challenges and one of the panelists said it's not the innovators dilemma it's the integrators dilemma and you mentioned that earlier I think this is a key point right now integration is so critical not having the data and putting pieces together and now open source is becoming a composability market and I think having things snap together and work well it's a platform system conversation not a tool conversation so I really want to get into where the ocsf kind of intersects with this area people are working on it's not just solution Architects or cloud cloud native sres especially where devsecops is so this this intersection is critical how does ocsf integrate into that integration of the data making that available to make machine learning and automation smarter and more relevant right right well look I mean I I think that's a fantastic question because you know we talk about we use buzzwords like machine learning and AI all the time and you know I I know they're all over the place here at reinvented and and um there's so much promise and hope out there around these Technologies and these Innovations however uh machine learning AI is only as effective as the data is clean and normalized uh and and we will not realize the promise of these Technologies for outcomes in resilience unless we have better ways to normalize data upstream and better ways to integrate that data to the downstream tools where detection and response is happening and so ocsf was really about the industry coming together and saying this is no longer the job of our customers we are going to create a unified schema that represents the an event that we will all bite down on even some of us are competitors you know this is this is that that no longer matters because at the point the point is how do we take this burden off of our customers and how do we make the industry safer together um and so 15 initial members came together um along with AWS and Splunk to to start to create that uh that initial schema and standardize it and if you've ever you know if you ever worked with a bunch of technical grumpy security people it's kind of hard to drive consensus about around just about anything but uh um but I'm really happy to see how quickly this this organization Has Come Together has open sourced the schema um and and just as you said like I think this this unlocks the potential for real Innovation that's going to be required to keep up with the bad guys but right now is getting stymied and held back by the lack of normalization and the lack of integration I've always said Splunk was a it's AIDS data for breakfast lunch and dinner and turns it into insights and I think you bring up The Silo thing what's interesting is the cross company sharing I think this hits point on so I see this as a valuable opportunity for the industry what's the traction on that because you know to succeed it does take a village takes a community of security practitioners and and Architects and developers to kind of coalesce around this de facto movement has been has been uptake been good that's attraction can you share your thoughts on how this is translating across companies yeah absolutely I mean look I I think um cyber security has a long track record of of Standards development um there's been some fantastic standards recently things like um sticks and taxi for threat intelligence there's been things like the you know the minor attack framework coming out of my miter and and the adoption the traction that we've seen with attack in particular has been amazing to watch how that has kind of roared onto the scene in the last couple of years and has become table Stakes for um how you do security operations and incident response um and you know I think with ocsf we're going to see something similar here but you know we are in literally the first Innings of of this um so right now you know we're architecting this into our um into every part of our sort of back end systems here at spelunk I know um our collaborators at AWS and elsewhere are doing it too and so I think it starts with bringing this standard now the standard exists on a uh you know in schema format um and there's you know Confluence and jira tickets around it how do we then sort of build this into the code of of the the collaborators that have been leading the way on this and you know it's not going to happen overnight but I think in the coming quarters you'll start to see this schema um be the standard um across the leaders in this space companies like Splunk and AWS and others who are leading the way and often that's what helps Drive adoption of a standard is if you can get the big dogs so to speak to to embrace it and you know there's no bigger one than AWS and I think there's no no more important one than Splunk in the cyber security space and so as we adopt this we hope others will follow and like I said we've got over 50 organizations contributing to it today and so um I think we're off to a running start you know it's interesting choking Innovation or having things kind of get get slowed down has really been a problem we've seen successes recently over the past few years like kubernetes has really unlocked and accelerated the cloud native worlds of runtime with containers to kind of have the consensus of the community say hey if you we just do this it gets better I think this is really compelling with the ocsf because if people can come together around this and get unified as well as other the other official standards things can go highly accelerated so I think I think it looks really good and I think it's great initiative and I really appreciate your Insight on that on on your relationship with Amazon okay it's not just the Partnerships it's a strategic collaboration could you share that uh relationship Dynamic how to start how's it going what's strategic about it share to the audience kind of the relationship between Splunk and natives on this important ocsf initiative look I I mean I think this this year marks the the 10th year anniversary that that Splunk and AWS have been collaborating in a variety of different ways um I I think our our companies have um a fantastic and long-standing relationship and we've we've partnered on a number of really important projects together that bring value um obviously to our individual companies uh but also to our shared customers um uh when I think about some of the most important customers at Splunk that I spend a significant amount of time with um uh I I know how many of those are our AWS customers as well and I know how important AWS is to them so I think it's it's a it's a collaboration that is rooted in in a respect for each other's Technologies um and Innovation but also in a recognition that that our shared customers want to see us work better together over time and it's not it's not two companies that have kind of decided in a back room that they should work together it's actually our customers that are that are pushing us and I think we're both very customer-centric organizations and I think that has helped us actually be better collaborators and better Partners together um because we're working back backwards from our customers as security becomes a physical and software approach we've seen the trend where even Steven Schmidt at Amazon web services is the CSO he's not the CSO anymore so why he says well security is also physical stuff too so so lens is now expanded you mentioned supply chain physical digital this is an important inflection point can you summarize in your mind why open cyber security scheme information is important I know the unification but beyond that what why is this so important why should people pay attention to this you know I if if you'll let me be just a little abstract and meta for a second yeah I think what's what's really meaningful at the highest level about the ocsf initiative um and then it goes beyond I think the Tactical value it will provide to to organizations and to customers in terms of making them safer um over the coming years and and decades I think what's more important than that is it's really the one of the first times that you've seen um the industry come together and say we got a problem we need to solve that you know doesn't really have anything to do with with our own economics um our customers are are hurting and yeah some of us may be competitors um uh you know we got different cloud service providers that are participating in this along with AWS we've got different cyber security solution providers participating in this along with spelunk um but but folks have come together and say we can actually solve this problem um if if we're able to kind of put aside our competitive differences in the markets and approach this from the perspective of what's best for information security as a whole um and and I think that's what I'm most proud of uh and and what I hope we can do more of in other places in this industry because I think that kind of collaboration from real Market leaders can actually um change markets it can change the the the trend lines in terms of how we are keeping up with the bad guys and and I'd like to see a lot more of that and we're seeing a lot more new kind of things emerging in the cloud next kind of this next Generation architecture and alcohol thumbs are happening I think it's interesting you know we always talk about sustainability supply chain sustainability about making the earth a better place but you're hitting on this this meta point about businesses are under threat of going under I mean we want to keep businesses to businesses to be sustainable not just you know the the environment so if a business goes out of business which the threats here are can be catastrophic for companies I mean there is there is a community responsibility to protect businesses so they can sustain and stay stay producing this is a real key point yeah yeah I mean look I think I think one of the things that you know we We complain a lot in in cyber security about the lack of of talent the talent shortage and cyber security and every year we kind of we kind of uh whack ourselves over the head about how hard it is to bring people into this industry and it's true um but one of the things that I think we forget John is is how important mission is to so many people in what they do for a living and how they work and I think one of the things that cyber security is strongest in information security General and has been for decades is this sense of mission and people work in this industry not because it's it's it's always the the the most lucrative but because it really drives a sense of um Safety and Security in the Enterprises and the fabric of the economy that we use every day to go through our lives and when I think about the sport customers and AWS customers I think about um um the the different products and tools that power my life and and we need to secure them and and sometimes that means coming to work every day at that company and doing your job and sometimes that means working with others better faster and stronger to help drive that level of of maturity and security that this industry needs it's a human it's a human opportunity human problem and and challenge that's a whole other segment the role of the talent and the human machines and with scale Patrick thanks so much for sharing the information and the Insight on the open cyber security schema frame and what it means and why it's important thanks for sharing on thecube really appreciate it thanks for having me John okay this is AWS re invent 2022 coverage here on thecube I'm John Furrier the host thanks for watching foreign [Music]

>>from around the globe. It's the Cube presenting enterprise. Digital resilience on hybrid and multi cloud Brought to You by Iota Ho. Hello, everyone, and welcome to our continuing Siri's covering data automation brought to you by Io Tahoe. Today we're gonna look at how to ensure enterprise resilience for hybrid and multi cloud. Let's welcome in age. Eva Hora, who is the CEO of Iota A J. Always good to see you again. Thanks for coming on. >>Great to be back. David Pleasure. >>And he's joined by Fozzy Coons, who is a global principal architect for financial services. The vertical of financial services. That red hat. He's got deep experiences in that sector. Welcome, Fozzie. Good to see you. >>Thank you very much. Happy to be here. >>Fancy. Let's start with you. Look, there are a lot of views on cloud and what it is. I wonder if you could explain to us how you think about what is a hybrid cloud and and how it works. >>Sure, yes. So the hybrid cloud is a 90 architecture that incorporates some degree off workload, possibility, orchestration and management across multiple clouds. Those clouds could be private cloud or public cloud or even your own data centers. And how does it all work? It's all about secure interconnectivity and on demand. Allocation of resources across clouds and separate clouds can become hydrate when they're similarly >>interconnected. And >>it is that interconnectivity that allows the workloads workers to be moved and how management can be unified in off the street. You can work and how well you have. These interconnections has a direct impact on how well your hybrid cloud will work. >>Okay, so we'll fancy staying with you for a minute. So in the early days of Cloud that turned private Cloud was thrown a lot around a lot, but often just meant virtualization of an on PREM system and a network connection to the public cloud. Let's bring it forward. What, in your view, does a modern hybrid cloud architecture look like? >>Sure. So for modern public clouds, we see that, um, teams organizations need to focus on the portability off applications across clouds. That's very important, right? And when organizations build applications, they need to build and deploy these applications as small collections off independently, loosely coupled services, and then have those things run on the same operating system which means, in other words, running it on Lenox everywhere and building cloud native applications and being able to manage and orchestrate thes applications with platforms like KUBERNETES or read it open shit, for example. >>Okay, so that Z, that's definitely different from building a monolithic application that's fossilized and and doesn't move. So what are the challenges for customers, you know, to get to that modern cloud? Aziz, you've just described it. Is it skill sets? Is that the ability to leverage things like containers? What's your view there? >>So, I mean, from what we've seen around around the industry, especially around financial services, where I spent most of my time, we see that the first thing that we see is management right now because you have all these clouds and all these applications, you have a massive array off connections off interconnections. You also have massive array off integrations, possibility and resource allocations as well, and then orchestrating all those different moving pieces. Things like storage networks and things like those are really difficult to manage, right? That's one. What s O Management is the first challenge. The second one is workload, placement, placement. Where do you place this? How do you place this cloud? Native applications. Do you or do you keep on site on Prem? And what do you put in the cloud? That is the the the other challenge. The major one. The third one is security. Security now becomes the key challenge and concern for most customers. And we could talk about how hundreds? Yeah, >>we're definitely gonna dig into that. Let's bring a J into the conversation. A J. You know, you and I have talked about this in the past. One of the big problems that virtually every companies face is data fragmentation. Um, talk a little bit about how I owe Tahoe unifies data across both traditional systems legacy systems. And it connects to these modern I t environments. >>Yeah, sure, Dave. I mean, fancy just nailed it. There used to be about data of the volume of data on the different types of data. But as applications become or connected and interconnected at the location of that data really matters how we serve that data up to those those app. So working with red hat in our partnership with Red Hat being able Thio, inject our data Discovery machine learning into these multiple different locations. Would it be in AWS on IBM Cloud or A D. C p R. On Prem being able thio Automate that discovery? I'm pulling that. That single view of where is all my data then allows the CEO to manage cast that can do things like one. I keep the data where it is on premise or in my Oracle Cloud or in my IBM cloud on Connect. The application that needs to feed off that data on the way in which you do that is machine learning. That learns over time is it recognizes different types of data, applies policies to declassify that data. Andi and brings it all together with automation. >>Right? And that's one of the big themes and we've talked about this on earlier episodes. Is really simplification really abstracting a lot of that heavy lifting away so we can focus on things A. J A. Z. You just mentioned e nifaz e. One of the big challenges that, of course, we all talk about his governance across thes disparity data sets. I'm curious as your thoughts. How does Red Hat really think about helping customers adhere to corporate edicts and compliance regulations, which, of course, are are particularly acute within financial services. >>Oh, yeah, Yes. So for banks and the payment providers, like you've just mentioned their insurers and many other financial services firms, Um, you know, they have to adhere Thio standards such as a PC. I. D. S s in Europe. You've got the G g d p g d p r, which requires strange and tracking, reporting documentation. And you know, for them to to remain in compliance and the way we recommend our customers to address these challenges is by having an automation strategy. Right. And that type of strategy can help you to improve the security on compliance off the organization and reduce the risk after the business. Right. And we help organizations build security and compliance from the start without consulting services residencies. We also offer courses that help customers to understand how to address some of these challenges. And that's also we help organizations build security into their applications without open sources. Mueller, where, um, middle offerings and even using a platform like open shift because it allows you to run legacy applications and also continue rights applications in a unified platform right And also that provides you with, you know, with the automation and the truly that you need to continuously monitor, manage and automate the systems for security and compliance >>purposes. Hey, >>Jay, anything. Any color you could add to this conversation? >>Yeah, I'm pleased. Badly brought up Open shift. I mean, we're using open shift to be able. Thio, take that security application of controls to to the data level. It's all about context. So, understanding what data is there being able to assess it to say who should have access to it. Which application permission should be applied to it. Um, that za great combination of Red Hat tonight. Tahoe. >>But what about multi Cloud? Doesn't that complicate the situation even even further? Maybe you could talk about some of the best practices to apply automation across not only hybrid cloud, but multi >>cloud a swell. Yeah, sure. >>Yeah. So the right automation solution, you know, can be the difference between, you know, cultivating an automated enterprise or automation caress. And some of the recommendations we give our clients is to look for an automation platform that can offer the first thing is complete support. So that means have an automation solution that provides that provides, um, you know, promotes I t availability and reliability with your platform so that you can provide, you know, enterprise great support, including security and testing, integration and clear roadmaps. The second thing is vendor interoperability interoperability in that you are going to be integrating multiple clouds. So you're going to need a solution that can connect to multiple clouds. Simples lee, right? And with that comes the challenge off maintain ability. So you you you're going to need to look into a automation Ah, solution that that is easy to learn or has an easy learning curve. And then the fourth idea that we tell our customers is scalability in the in the hybrid cloud space scale is >>is >>a big, big deal here, and you need a to deploy an automation solution that can span across the whole enterprise in a constituent, consistent manner, right? And then also, that allows you finally to, uh, integrate the multiple data centers that you have, >>So A J I mean, this is a complicated situation, for if a customer has toe, make sure things work on AWS or azure or Google. Uh, they're gonna spend all their time doing that, huh? What can you add really? To simplify that that multi cloud and hybrid cloud equation? >>Yeah. I could give a few customer examples here Warming a manufacturer that we've worked with to drive that simplification Onda riel bonuses for them is has been a reduction cost. We worked with them late last year to bring the cost bend down by $10 million in 2021 so they could hit that reduced budget. Andre, What we brought to that was the ability thio deploy using open shift templates into their different environments. Where there is on premise on bond or in as you mentioned, a W s. They had G cps well, for their marketing team on a cross, those different platforms being out Thio use a template, use pre built scripts to get up and running in catalog and discover that data within minutes. It takes away the legacy of having teams of people having Thio to jump on workshop cause and I know we're all on a lot of teens. The zoom cause, um, in these current times, they just sent me is in in of hours in the day Thio manually perform all of this. So yeah, working with red hat applying machine learning into those templates those little recipes that we can put that automation toe work, regardless of which location the data is in allows us thio pull that unified view together. Right? >>Thank you, Fozzie. I wanna come back to you. So the early days of cloud, you're in the big apple, you know, financial services. Really well. Cloud was like an evil word within financial services, and obviously that's changed. It's evolved. We talked about the pandemic, has even accelerated that, Um And when you really, you know, dug into it when you talk to customers about their experiences with security in the cloud it was it was not that it wasn't good. It was great, whatever. But it was different. And there's always this issue of skill, lack of skills and multiple tools suck up teams, they're really overburdened. But in the cloud requires new thinking. You've got the shared responsibility model you've got obviously have specific corporate requirements and compliance. So this is even more complicated when you introduce multiple clouds. So what are the differences that you can share from your experience is running on a sort of either on Prem or on a mono cloud, um, or, you know, and versus across clouds. What? What? What do you suggest there? >>Yeah, you know, because of these complexities that you have explained here, Miss Configurations and the inadequate change control the top security threats. So human error is what we want to avoid because is, you know, as your clouds grow with complexity and you put humans in the mix, then the rate off eras is going to increase, and that is going to exposure to security threat. So this is where automation comes in because automation will streamline and increase the consistency off your infrastructure management. Also application development and even security operations to improve in your protection, compliance and change control. So you want to consistently configure resources according to a pre approved um, you know, pre approved policies and you want to proactively maintain a to them in a repeatable fashion over the whole life cycle. And then you also want to rapid the identified system that require patches and and reconfiguration and automate that process off patching and reconfiguring so that you don't have humans doing this type of thing, right? And you want to be able to easily apply patches and change assistant settings. According Thio, Pre defined, based on like explained before, you know, with the pre approved policies and also you want is off auditing and troubleshooting, right? And from a rate of perspective, we provide tools that enable you to do this. We have, for example, a tool called danceable that enables you to automate data center operations and security and also deployment of applications and also obvious shit yourself, you know, automates most of these things and obstruct the human beings from putting their fingers on, causing, uh, potentially introducing errors right now in looking into the new world off multiple clouds and so forth. The difference is that we're seeing here between running a single cloud or on prem is three main areas which is control security and compliance. Right control here it means if your on premise or you have one cloud, um, you know, in most cases you have control over your data and your applications, especially if you're on Prem. However, if you're in the public cloud, there is a difference there. The ownership, it is still yours. But your resources are running on somebody else's or the public clouds. You know, e w s and so forth infrastructure. So people that are going to do this need to really especially banks and governments need to be aware off the regulatory constraints off running, uh, those applications in the public cloud. And we also help customers regionalize some of these choices and also on security. You will see that if you're running on premises or in a single cloud, you have more control, especially if you're on Prem. You can control this sensitive information that you have, however, in the cloud. That's a different situation, especially from personal information of employees and things like that. You need to be really careful off that. And also again, we help you rationalize some of those choices. And then the last one is compliant. Aziz. Well, you see that if you're running on Prem or a single cloud, um, regulations come into play again, right? And if you're running a problem, you have control over that. You can document everything you have access to everything that you need. But if you're gonna go to the public cloud again, you need to think about that. We have automation, and we have standards that can help you, uh, you know, address some of these challenges for security and compliance. >>So that's really strong insights, Potsie. I mean, first of all, answerable has a lot of market momentum. Red hats in a really good job with that acquisition, your point about repeatability is critical because you can't scale otherwise. And then that idea you're you're putting forth about control, security compliance It's so true is I called it the shared responsibility model. And there was a lot of misunderstanding in the early days of cloud. I mean, yeah, maybe a W s is gonna physically secure the, you know, s three, but in the bucket. But we saw so many Miss configurations early on. And so it's key to have partners that really understand this stuff and can share the experiences of other clients. So this all sounds great. A j. You're sharp, you know, financial background. What about the economics? >>You >>know, our survey data shows that security it's at the top of the spending priority list, but budgets are stretched thin. E especially when you think about the work from home pivot and and all the areas that they had toe the holes that they had to fill their, whether it was laptops, you know, new security models, etcetera. So how do organizations pay for this? What's the business case look like in terms of maybe reducing infrastructure costs so I could, you know, pay it forward or there's a There's a risk reduction angle. What can you share >>their? Yeah. I mean, the perspective I'd like to give here is, um, not being multi cloud is multi copies of an application or data. When I think about 20 years, a lot of the work in financial services I was looking at with managing copies of data that we're feeding different pipelines, different applications. Now what we're saying I talk a lot of the work that we're doing is reducing the number of copies of that data so that if I've got a product lifecycle management set of data, if I'm a manufacturer, I'm just gonna keep that in one location. But across my different clouds, I'm gonna have best of breed applications developed in house third parties in collaboration with my supply chain connecting securely to that. That single version of the truth. What I'm not going to do is to copy that data. So ah, lot of what we're seeing now is that interconnectivity using applications built on kubernetes. Um, that decoupled from the data source that allows us to reduce those copies of data within that you're gaining from the security capability and resilience because you're not leaving yourself open to those multiple copies of data on with that. Couldn't come. Cost, cost of storage on duh cost of compute. So what we're seeing is using multi cloud to leverage the best of what each cloud platform has to offer That goes all the way to Snowflake and Hiroko on Cloud manage databases, too. >>Well, and the people cost to a swell when you think about yes, the copy creep. But then you know when something goes wrong, a human has to come in and figured out um, you brought up snowflake, get this vision of the data cloud, which is, you know, data data. I think this we're gonna be rethinking a j, uh, data architectures in the coming decade where data stays where it belongs. It's distributed, and you're providing access. Like you said, you're separating the data from the applications applications as we talked about with Fozzie. Much more portable. So it Z really the last 10 years will be different than the next 10 years. A. >>J Definitely. I think the people cast election is used. Gone are the days where you needed thio have a dozen people governing managing black policies to data. Ah, lot of that repetitive work. Those tests can be in power automated. We've seen examples in insurance were reduced teams of 15 people working in the the back office China apply security controls compliance down to just a couple of people who are looking at the exceptions that don't fit. And that's really important because maybe two years ago the emphasis was on regulatory compliance of data with policies such as GDP are in CCP a last year, very much the economic effect of reduce headcounts on on enterprises of running lean looking to reduce that cost. This year, we can see that already some of the more proactive cos they're looking at initiatives such as net zero emissions how they use data toe under understand how cape how they can become more have a better social impact. Um, and using data to drive that, and that's across all of their operations and supply chain. So those regulatory compliance issues that may have been external we see similar patterns emerging for internal initiatives that benefiting the environment, social impact and and, of course, course, >>great perspectives. Yeah, Jeff Hammer, Bucker once famously said, The best minds of my generation are trying to get people to click on ads and a J. Those examples that you just gave of, you know, social good and moving. Uh, things forward are really critical. And I think that's where Data is gonna have the biggest societal impact. Okay, guys, great conversation. Thanks so much for coming on the program. Really appreciate your time. Keep it right there from, or insight and conversation around, creating a resilient digital business model. You're watching the >>Cube digital resilience, automated compliance, privacy and security for your multi cloud. Congratulations. You're on the journey. You have successfully transformed your organization by moving to a cloud based platform to ensure business continuity in these challenging times. But as you scale your digital activities, there is an inevitable influx of users that outpaces traditional methods of cybersecurity, exposing your data toe underlying threats on making your company susceptible toe ever greater risk to become digitally resilient. Have you applied controls your data continuously throughout the data Lifecycle? What are you doing to keep your customer on supply data private and secure? I owe Tahoe's automated, sensitive data. Discovery is pre programmed with over 300 existing policies that meet government mandated risk and compliance standards. Thes automate the process of applying policies and controls to your data. Our algorithm driven recommendation engine alerts you to risk exposure at the data level and suggests the appropriate next steps to remain compliant on ensure sensitive data is secure. Unsure about where your organization stands In terms of digital resilience, Sign up for a minimal cost commitment. Free data Health check. Let us run our sensitive data discovery on key unmapped data silos and sources to give you a clear understanding of what's in your environment. Book time within Iot. Tahoe Engineer Now >>Okay, let's now get into the next segment where we'll explore data automation. But from the angle of digital resilience within and as a service consumption model, we're now joined by Yusuf Khan, who heads data services for Iot, Tahoe and Shirish County up in. Who's the vice president and head of U. S. Sales at happiest Minds? Gents, welcome to the program. Great to have you in the Cube. >>Thank you, David. >>Trust you guys talk about happiest minds. This notion of born digital, foreign agile. I like that. But talk about your mission at the company. >>Sure. >>A former in 2011 Happiest Mind is a born digital born a child company. The reason is that we are focused on customers. Our customer centric approach on delivering digitals and seamless solutions have helped us be in the race. Along with the Tier one providers, Our mission, happiest people, happiest customers is focused to enable customer happiness through people happiness. We have Bean ranked among the top 25 i t services company in the great places to work serving hour glass to ratings off 41 against the rating off. Five is among the job in the Indian nineties services company that >>shows the >>mission on the culture. What we have built on the values right sharing, mindful, integrity, learning and social on social responsibilities are the core values off our company on. That's where the entire culture of the company has been built. >>That's great. That sounds like a happy place to be. Now you said you had up data services for Iot Tahoe. We've talked in the past. Of course you're out of London. What >>do you what? Your >>day to day focus with customers and partners. What you focused >>on? Well, David, my team work daily with customers and partners to help them better understand their data, improve their data quality, their data governance on help them make that data more accessible in a self service kind of way. To the stakeholders within those businesses on dis is all a key part of digital resilience that will will come on to talk about but later. You're >>right, e mean, that self service theme is something that we're gonna we're gonna really accelerate this decade, Yussef and so. But I wonder before we get into that, maybe you could talk about the nature of the partnership with happiest minds, you know? Why do you guys choose toe work closely together? >>Very good question. Um, we see Hyo Tahoe on happiest minds as a great mutual fit. A Suresh has said, uh, happiest minds are very agile organization um, I think that's one of the key things that attracts their customers on Io. Tahoe is all about automation. Uh, we're using machine learning algorithms to make data discovery data cataloging, understanding, data done. See, uh, much easier on. We're enabling customers and partners to do it much more quickly. So when you combine our emphasis on automation with the emphasis on agility that happiest minds have that that's a really nice combination work works very well together, very powerful. I think the other things that a key are both businesses, a serious have said, are really innovative digital native type type companies. Um, very focused on newer technologies, the cloud etcetera on. Then finally, I think they're both Challenger brands on happiest minds have a really positive, fresh ethical approach to people and customers that really resonates with us at Ideo Tahoe to >>great thank you for that. So Russia, let's get into the whole notion of digital resilience. I wanna I wanna sort of set it up with what I see, and maybe you can comment be prior to the pandemic. A lot of customers that kind of equated disaster recovery with their business continuance or business resilient strategy, and that's changed almost overnight. How have you seen your clients respond to that? What? I sometimes called the forced march to become a digital business. And maybe you could talk about some of the challenges that they faced along the way. >>Absolutely. So, uh, especially during this pandemic, times when you say Dave, customers have been having tough times managing their business. So happiest minds. Being a digital Brazilian company, we were able to react much faster in the industry, apart from the other services company. So one of the key things is the organisation's trying to adopt onto the digital technologies. Right there has bean lot off data which has been to manage by these customers on There have been lot off threats and risk, which has been to manage by the CEO Seo's so happiest minds digital resilient technology, right where we bring in the data. Complaints as a service were ableto manage the resilience much ahead off other competitors in the market. We were ableto bring in our business continuity processes from day one, where we were ableto deliver our services without any interruption to the services. What we were delivered to our customers So that is where the digital resilience with business community process enabled was very helpful for us. Toe enable our customers continue their business without any interruptions during pandemics. >>So I mean, some of the challenges that customers tell me they obviously they had to figure out how to get laptops to remote workers and that that whole remote work from home pivot figure out how to secure the end points. And, you know, those were kind of looking back there kind of table stakes, But it sounds like you've got a digital business. Means a data business putting data at the core, I like to say, but so I wonder if you could talk a little bit more about maybe the philosophy you have toward digital resilience in the specific approach you take with clients? >>Absolutely. They seen any organization data becomes. The key on that, for the first step is to identify the critical data. Right. So we this is a six step process. What we following happiest minds. First of all, we take stock off the current state, though the customers think that they have a clear visibility off their data. How are we do more often assessment from an external point off view on see how critical their data is, then we help the customers to strategies that right. The most important thing is to identify the most important critical herself. Data being the most critical assert for any organization. Identification off the data's key for the customers. Then we help in building a viable operating model to ensure these identified critical assets are secure on monitor dearly so that they are consumed well as well as protected from external threats. Then, as 1/4 step, we try to bring in awareness, toe the people we train them >>at >>all levels in the organization. That is a P for people to understand the importance off the digital ourselves and then as 1/5 step, we work as a back up plan in terms of bringing in a very comprehensive and a holistic testing approach on people process as well as in technology. We'll see how the organization can withstand during a crisis time, and finally we do a continuous governance off this data, which is a key right. It is not just a one step process. We set up the environment, we do the initial analysis and set up the strategy on continuously govern this data to ensure that they are not only know managed will secure as well as they also have to meet the compliance requirements off the organization's right. That is where we help organizations toe secure on Meet the regulations off the organizations. As for the privacy laws, so this is a constant process. It's not on one time effort. We do a constant process because every organization goes towards their digital journey on. They have to face all these as part off the evolving environment on digital journey. And that's where they should be kept ready in terms off. No recovering, rebounding on moving forward if things goes wrong. >>So let's stick on that for a minute, and then I wanna bring yourself into the conversation. So you mentioned compliance and governance when when your digital business, you're, as you say, you're a data business, so that brings up issues. Data sovereignty. Uh, there's governance, this compliance. There's things like right to be forgotten. There's data privacy, so many things. These were often kind of afterthoughts for businesses that bolted on, if you will. I know a lot of executives are very much concerned that these air built in on, and it's not a one shot deal. So do you have solutions around compliance and governance? Can you deliver that as a service? Maybe you could talk about some of the specifics there, >>so some of way have offered multiple services. Tow our customers on digital against. On one of the key service is the data complaints. As a service here we help organizations toe map the key data against the data compliance requirements. Some of the features includes in terms off the continuous discovery off data right, because organizations keep adding on data when they move more digital on helping the helping and understanding the actual data in terms off the residents of data, it could be a heterogeneous data soldiers. It could be on data basis, or it could be even on the data legs. Or it could be a no even on compromise all the cloud environment. So identifying the data across the various no heterogeneous environment is very key. Feature off our solution. Once we identify classify this sensitive data, the data privacy regulations on the traveling laws have to be map based on the business rules So we define those rules on help map those data so that organizations know how critical their digital assets are. Then we work on a continuous marching off data for anomalies because that's one of the key teachers off the solution, which needs to be implemented on the day to day operational basis. So we're helping monitoring those anomalies off data for data quality management on an ongoing basis. On finally, we also bringing the automated data governance where we can manage the sensory data policies on their later relationships in terms off mapping on manage their business roots on we drive reputations toe Also suggest appropriate actions to the customers. Take on those specific data sets. >>Great. Thank you, Yousef. Thanks for being patient. I want to bring in Iota ho thio discussion and understand where your customers and happiest minds can leverage your data automation capability that you and I have talked about in the past. I'm gonna be great if you had an example is well, but maybe you could pick it up from there, >>John. I mean, at a high level, assertions are clearly articulated. Really? Um, Hyoty, who delivers business agility. So that's by, um accelerating the time to operationalize data, automating, putting in place controls and actually putting helping put in place digital resilience. I mean way if we step back a little bit in time, um, traditional resilience in relation to data often met manually, making multiple copies of the same data. So you have a d b A. They would copy the data to various different places, and then business users would access it in those functional style owes. And of course, what happened was you ended up with lots of different copies off the same data around the enterprise. Very inefficient. ONDA course ultimately, uh, increases your risk profile. Your risk of a data breach. Um, it's very hard to know where everything is. And I realized that expression. They used David the idea of the forced march to digital. So with enterprises that are going on this forced march, what they're finding is they don't have a single version of the truth, and almost nobody has an accurate view of where their critical data is. Then you have containers bond with containers that enables a big leap forward so you could break applications down into micro services. Updates are available via a p I s on. So you don't have the same need thio to build and to manage multiple copies of the data. So you have an opportunity to just have a single version of the truth. Then your challenge is, how do you deal with these large legacy data states that the service has been referring Thio, where you you have toe consolidate and that's really where I attack comes in. Um, we massively accelerate that process of putting in a single version of the truth into place. So by automatically discovering the data, discovering what's dubica? What's redundant? Uh, that means you can consolidate it down to a single trusted version much more quickly. We've seen many customers have tried to do this manually, and it's literally taken years using manual methods to cover even a small percentage of their I T estates. With our tire, you could do it really very quickly on you can have tangible results within weeks and months on Ben, you can apply controls to the data based on context. So who's the user? What's the content? What's the use case? Things like data quality validations or access permissions on. Then, once you've done there. Your applications and your enterprise are much more secure, much more resilient. As a result, you've got to do these things whilst retaining agility, though. So coming full circle. This is where the partnership with happiest minds really comes in as well. You've got to be agile. You've gotta have controls. Um, on you've got a drug toward the business outcomes. Uh, and it's doing those three things together that really deliver for the customer. >>Thank you. Use f. I mean you and I. In previous episodes, we've looked in detail at the business case. You were just talking about the manual labor involved. We know that you can't scale, but also there's that compression of time. Thio get to the next step in terms of ultimately getting to the outcome. And we talked to a number of customers in the Cube, and the conclusion is, it's really consistent that if you could accelerate the time to value, that's the key driver reducing complexity, automating and getting to insights faster. That's where you see telephone numbers in terms of business impact. So my question is, where should customers start? I mean, how can they take advantage of some of these opportunities that we've discussed today. >>Well, we've tried to make that easy for customers. So with our Tahoe and happiest minds, you can very quickly do what we call a data health check. Um, this is a is a 2 to 3 week process, uh, to really quickly start to understand on deliver value from your data. Um, so, iota, who deploys into the customer environment? Data doesn't go anywhere. Um, we would look at a few data sources on a sample of data. Onda. We can very rapidly demonstrate how they discovery those catalog e on understanding Jupiter data and redundant data can be done. Um, using machine learning, um, on how those problems can be solved. Um, And so what we tend to find is that we can very quickly, as I say in the matter of a few weeks, show a customer how they could get toe, um, or Brazilian outcome on then how they can scale that up, take it into production on, then really understand their data state? Better on build. Um, Brasiliense into the enterprise. >>Excellent. There you have it. We'll leave it right there. Guys, great conversation. Thanks so much for coming on the program. Best of luck to you and the partnership Be well, >>Thank you, David Suresh. Thank you. Thank >>you for watching everybody, This is Dave Volonte for the Cuban are ongoing Siris on data automation without >>Tahoe, digital resilience, automated compliance, privacy and security for your multi cloud. Congratulations. You're on the journey. You have successfully transformed your organization by moving to a cloud based platform to ensure business continuity in these challenging times. But as you scale your digital activities, there is an inevitable influx of users that outpaces traditional methods of cybersecurity, exposing your data toe underlying threats on making your company susceptible toe ever greater risk to become digitally resilient. Have you applied controls your data continuously throughout the data lifecycle? What are you doing to keep your customer on supply data private and secure? I owe Tahoe's automated sensitive data. Discovery is pre programmed with over 300 existing policies that meet government mandated risk and compliance standards. Thes automate the process of applying policies and controls to your data. Our algorithm driven recommendation engine alerts you to risk exposure at the data level and suggests the appropriate next steps to remain compliant on ensure sensitive data is secure. Unsure about where your organization stands in terms of digital resilience. Sign up for our minimal cost commitment. Free data health check. Let us run our sensitive data discovery on key unmapped data silos and sources to give you a clear understanding of what's in your environment. Book time within Iot. Tahoe Engineer. Now. >>Okay, now we're >>gonna go into the demo. We want to get a better understanding of how you can leverage open shift. And I owe Tahoe to facilitate faster application deployment. Let me pass the mic to Sabetta. Take it away. >>Uh, thanks, Dave. Happy to be here again, Guys, uh, they've mentioned names to be the Davis. I'm the enterprise account executive here. Toyota ho eso Today we just wanted to give you guys a general overview of how we're using open shift. Yeah. Hey, I'm Noah Iota host data operations engineer, working with open ship. And I've been learning the Internets of open shift for, like, the past few months, and I'm here to share. What a plan. Okay, so So before we begin, I'm sure everybody wants to know. Noel, what are the benefits of using open shift. Well, there's five that I can think of a faster time, the operation simplicity, automation control and digital resilience. Okay, so that that's really interesting, because there's an exact same benefits that we had a Tahoe delivered to our customers. But let's start with faster time the operation by running iota. Who on open shift? Is it faster than, let's say, using kubernetes and other platforms >>are >>objective iota. Who is to be accessible across multiple cloud platforms, right? And so by hosting our application and containers were able to achieve this. So to answer your question, it's faster to create and use your application images using container tools like kubernetes with open shift as compared to, like kubernetes with docker cry over container D. Okay, so we got a bit technical there. Can you explain that in a bit more detail? Yeah, there's a bit of vocabulary involved, uh, so basically, containers are used in developing things like databases, Web servers or applications such as I have top. What's great about containers is that they split the workload so developers can select the libraries without breaking anything. And since Hammond's can update the host without interrupting the programmers. Uh, now, open shift works hand in hand with kubernetes to provide a way to build those containers for applications. Okay, got It s basically containers make life easier for developers and system happens. How does open shift differ from other platforms? Well, this kind of leads into the second benefit I want to talk about, which is simplicity. Basically, there's a lot of steps involved with when using kubernetes with docker. But open shift simplifies this with their source to image process that takes the source code and turns it into a container image. But that's not all. Open shift has a lot of automation and features that simplify working with containers, an important one being its Web console. Here. I've set up a light version of open ship called Code Ready Containers, and I was able to set up her application right from the Web console. And I was able to set up this entire thing in Windows, Mac and Lennox. So its environment agnostic in that sense. Okay, so I think I've seen the top left that this is a developers view. What would a systems admin view look like? It's a good question. So here's the administrator view and this kind of ties into the benefit of control. Um, this view gives insights into each one of the applications and containers that are running, and you could make changes without affecting deployment. Andi can also, within this view, set up each layer of security, and there's multiple that you can prop up. But I haven't fully messed around with it because with my luck, I'd probably locked myself out. So that seems pretty secure. Is there a single point security such as you use a log in? Or are there multiple layers of security? Yeah, there are multiple layers of security. There's your user login security groups and general role based access controls. Um, but there's also a ton of layers of security surrounding like the containers themselves. But for the sake of time, I won't get too far into it. Okay, eso you mentioned simplicity In time. The operation is being two of the benefits. You also briefly mention automation. And as you know, automation is the backbone of our platform here, Toyota Ho. So that's certainly grabbed my attention. Can you go a bit more in depth in terms of automation? Open shift provides extensive automation that speeds up that time the operation. Right. So the latest versions of open should come with a built in cryo container engine, which basically means that you get to skip that container engine insulation step and you don't have to, like, log into each individual container host and configure networking, configure registry servers, storage, etcetera. So I'd say, uh, it automates the more boring kind of tedious process is Okay, so I see the iota ho template there. What does it allow me to do? Um, in terms of automation in application development. So we've created an open shift template which contains our application. This allows developers thio instantly, like set up our product within that template. So, Noah Last question. Speaking of vocabulary, you mentioned earlier digital resilience of the term we're hearing, especially in the banking and finance world. Um, it seems from what you described, industries like banking and finance would be more resilient using open shift, Correct. Yeah, In terms of digital resilience, open shift will give you better control over the consumption of resource is each container is using. In addition, the benefit of containers is that, like I mentioned earlier since Hammond's can troubleshoot servers about bringing down the application and if the application does go down is easy to bring it back up using templates and, like the other automation features that open ship provides. Okay, so thanks so much. Know us? So any final thoughts you want to share? Yeah. I just want to give a quick recap with, like, the five benefits that you gained by using open shift. Uh, the five are timeto operation automation, control, security and simplicity. You could deploy applications faster. You could simplify the workload you could automate. A lot of the otherwise tedious processes can maintain full control over your workflow. And you could assert digital resilience within your environment. Guys, >>Thanks for that. Appreciate the demo. Um, I wonder you guys have been talking about the combination of a Iot Tahoe and red hat. Can you tie that in subito Digital resilience >>Specifically? Yeah, sure, Dave eso when we speak to the benefits of security controls in terms of digital resilience at Io Tahoe, we automated detection and apply controls at the data level, so this would provide for more enhanced security. >>Okay, But so if you were trying to do all these things manually. I mean, what what does that do? How much time can I compress? What's the time to value? >>So with our latest versions, Biota we're taking advantage of faster deployment time associated with container ization and kubernetes. So this kind of speeds up the time it takes for customers. Start using our software as they be ableto quickly spin up io towel on their own on premise environment are otherwise in their own cloud environment, like including aws. Assure or call GP on IBM Cloud a quick start templates allow flexibility deploy into multi cloud environments all just using, like, a few clicks. Okay, so so now just quickly add So what we've done iota, Who here is We've really moved our customers away from the whole idea of needing a team of engineers to apply controls to data as compared to other manually driven work flows. Eso with templates, automation, previous policies and data controls. One person can be fully operational within a few hours and achieve results straight out of the box on any cloud. >>Yeah, we've been talking about this theme of abstracting the complexity. That's really what we're seeing is a major trend in in this coming decade. Okay, great. Thanks, Sabina. Noah, How could people get more information or if they have any follow up questions? Where should they go? >>Yeah, sure. They've. I mean, if you guys are interested in learning more, you know, reach out to us at info at iata ho dot com to speak with one of our sales engineers. I mean, we love to hear from you, so book a meeting as soon as you can. All >>right. Thanks, guys. Keep it right there from or cube content with.

>>from around the globe. It's the Cube with digital coverage of VM World 2020 brought to you by VM Ware and its ecosystem partners. Hello and welcome back to the cubes. Virtual coverage of VM World 2020 Virtual I'm John for your host of the Cube, our 11th year covering V emeralds. Not in person. It's virtual. I'm with my coast, Dave. A lot, of course. Ah, guest has been on every year since the cubes existed. Sanjay Putin, who is now the chief operating officer for VM Ware Sanjay, Great to see you. It's our 11th years. Virtual. We're not in person. Usually high five are going around. But hey, virtual fist pump, >>virtual pissed bump to you, John and Dave, always a pleasure to talk to you. I give you more than a virtual pistol. Here's a virtual hug. >>Well, so >>great. Back at great. >>Great to have you on. First of all, a lot more people attending the emerald this year because it's virtual again, it doesn't have the face to face. It is a community and technical events, so people do value that face to face. Um, but it is virtually a ton of content, great guests. You guys have a great program here, Very customer centric. Kind of. The theme is, you know, unpredictable future eyes is really what it's all about. We've talked about covert you've been on before. What's going on in your perspective? What's the theme of your main talks? >>Ah, yeah. Thank you, John. It's always a pleasure to talk to you folks. We we felt as we thought, about how we could make this content dynamic. We always want to make it fresh. You know, a virtual show of this kind and program of this kind. We all are becoming experts at many Ted talks or ESPN. Whatever your favorite program is 60 minutes on becoming digital producers of content. So it has to be crisp, and everybody I think was doing this has found ways by which you reduce the content. You know, Pat and I would have normally given 90 minute keynotes on day one and then 90 minutes again on day two. So 180 minutes worth of content were reduced that now into something that is that entire 180 minutes in something that is but 60 minutes. You you get a chance to use as you've seen from the keynote an incredible, incredible, you know, packed array of both announcements from Pat myself. So we really thought about how we could organize this in a way where the content was clear, crisp and compelling. Thekla's piece of it needed also be concise, but then supplemented with hundreds of sessions that were as often as possible, made it a goal that if you're gonna do a break out session that has to be incorporate or lead with the customer, so you'll see not just that we have some incredible sea level speakers from customers that have featured in in our pattern, Mikey notes like John Donahoe, CEO of Nike or Lorry beer C I, a global sea of JPMorgan Chase partner Baba, who is CEO of Zuma Jensen Wang, who is CEO of video. Incredible people. Then we also had some luminaries. We're gonna be talking in our vision track people like in the annuity. I mean, one of the most powerful women the world many years ranked by Fortune magazine, chairman, CEO Pepsi or Bryan Stevenson, the person who start in just mercy. If you watch that movie, he's a really key fighter for social justice and criminal. You know, reform and jails and the incarceration systems. And Malala made an appearance. Do I asked her personally, I got to know her and her dad's and she spoke two years ago. I asked her toe making appearance with us. So it's a really, really exciting until we get to do some creative stuff in terms of digital content this year. >>So on the product side and the momentum side, you have great decisions you guys have made in the past. We covered that with Pat Gelsinger, but the business performance has been very strong with VM. Where, uh, props to you guys, Where does this all tie together for in your mind? Because you have the transformation going on in a highly accelerated rate. You know, cov were not in person, but Cove in 19 has proven, uh, customers that they have to move faster. It's a highly accelerated world, a lot. Lots changing. Multi cloud has been on the radar. You got security. All the things you guys are doing, you got the AI announcements that have been pumping. Thean video thing was pretty solid. That project Monterey. What does the customer walk away from this year and and with VM where? What is the main theme? What what's their call to action? What's what do they need to be doing? >>I think there's sort of three things we would encourage customers to really think about. Number one is, as they think about everything in infrastructure, serves APS as they think about their APS. We want them to really push the frontier of how they modernize their athletic applications. And we think that whole initiative off how you modernized applications driven by containers. You know, 20 years ago when I was a developer coming out of college C, C plus, plus Java and then emerge, these companies have worked on J two ee frameworks. Web Logic, Be Aware logic and IBM Web Street. It made the development off. Whatever is e commerce applications of portals? Whatever was in the late nineties, early two thousands much, much easier. That entire world has gotten even easier and much more Micro service based now with containers. We've been talking about kubernetes for a while, but now we've become the leading enterprise, contain a platform making some incredible investments, but we want to not just broaden this platform. We simplified. It is You've heard everything in the end. What works in threes, right? It's sort of like almost t shirt sizing small, medium, large. So we now have tens Ooh, in the standard. The advanced the enterprise editions with lots of packaging behind that. That makes it a very broad and deep platform. We also have a basic version of it. So in some sense it's sort of like an extra small. In addition to the small medium large so tends to and everything around at modernization, I think would be message number one number two alongside modernization. You're also thinking about migration of your workloads and the breadth and depth of, um, er Cloud Foundation now of being able to really solve, not just use cases, you are traditionally done, but also new ai use cases. Was the reason Jensen and us kind of partner that, and I mean what a great company and video has become. You know, the king maker of these ai driven applications? Why not run those AI applications on the best infrastructure on the planet? Remember, that's a coming together of both of our platforms to help customers. You know automotive banking fraud detection is a number of AI use cases that now get our best and we want it. And the same thing then applies to Project Monterey, which takes the B c f e m A Cloud Foundation proposition to smart Knicks on Dell, HP Lenovo are embracing the in video Intel's and Pen Sandoz in that smart make architectural, however, that so that entire world of multi cloud being operative Phobia Macleod Foundation on Prem and all of its extended use cases like AI or Smart Knicks or Edge, but then also into the AWS Azure, Google Multi Cloud world. We obviously had a preferred relationship with Amazon that's going incredibly well, but you also saw some announcements last week from, uh, Microsoft Azure about azure BMR solutions at their conference ignite. So we feel very good about the migration opportunity alongside of modernization on the third priority, gentlemen would be security. It's obviously a topic that I most recently taken uninterested in my day job is CEO of the company running the front office customer facing revenue functions by night job by Joe Coffin has been driving. The security strategy for the company has been incredibly enlightening to talk, to see SOS and drive this intrinsic security or zero trust from the network to end point and workload and cloud security. And we made some exciting announcements there around bringing together MAWR capabilities with NSX and Z scaler and a problem black and workload security. And of course, Lassiter wouldn't cover all of this. But I would say if I was a attendee of the conference those the three things I want them to take away what BMR is doing in the future of APS what you're doing, the future of a multi cloud world and how we're making security relevant for distributed workforce. >>I know David >>so much to talk about here, Sanjay. So, uh, talk about modern APS? That's one of the five franchise platforms VM Ware has a history of going from, you know, Challenger toe dominant player. You saw that with end user computing, and there's many, many other examples, so you are clearly one of the top, you know. Let's call it five or six platforms out there. We know what those are, uh, and but critical to that modern APS. Focus is developers, and I think it's fair to say that that's not your wheelhouse today, but you're making moves there. You agree that that is, that is a critical part of modern APS, and you update us on what you're doing for that community to really take a leadership position there. >>Yeah, no, I think it's a very good point, David. We way seek to constantly say humble and hungry. There's never any assumption from us that VM Ware is completely earned anyplace off rightful leadership until we get thousands, tens of thousands. You know, we have a half a million customers running on our virtualization sets of products that have made us successful for 20 years 70 million virtual machines. But we have toe earn that right and containers, and I think there will be probably 10 times as many containers is their virtual machines. So if it took us 20 years to not just become the leader in in virtual machines but have 70 million virtual machines, I don't think it will be 20 years before there's a billion containers and we seek to be the leader in that platform. Now, why, Why VM Where and why do you think we can win in their long term. What are we doing with developers Number one? We do think there is a container capability independent of virtual machine. And that's what you know, this entire world of what hefty on pivotal brought to us on. You know, many of the hundreds of customers that are using what was formerly pivotal and FDR now what's called Tan Xue have I mean the the case. Studies of what those customers are doing are absolutely incredible. When I listen to them, you take Dick's sporting goods. I mean, they are building curbside, pick up a lot of the world. Now the pandemic is doing e commerce and curbside pick up people are going to the store, That's all based on Tan Xue. We've had companies within this sort of world of pandemic working on contact, tracing app. Some of the diagnostic tools built without they were the lab services and on the 10 zoo platform banks. Large banks are increasingly standardizing on a lot of their consumer facing or wealth management type of applications, anything that they're building rapidly on this container platform. So it's incredible the use cases I'm hearing public sector. The U. S. Air Force was talking about how they've done this. Many of them are not public about how they're modernizing dams, and I tend to learn the best from these vertical use case studies. I mean, I spend a significant part of my life is you know, it s a P and increasingly I want to help the company become a lot more vertical. Use case in banking, public sector, telco manufacturing, CPG retail top four or five where we're seeing a lot of recurrence of these. The Tan Xue portfolio actually brings us closest to almost that s a P type of dialogue because we're having an apse dialogue in the in the speak of an industry as opposed to bits and bytes Notice I haven't talked at all about kubernetes or containers. I'm talking about the business problem being solved in a retailer or a bank or public sector or whatever have you now from a developer audience, which was the second part of your question? Dave, you know, we talked about this, I think a year or two ago. We have five million developers today that we've been able to, you know, as bringing these acquisitions earn some audience with about two or three million from from the spring community and two or three million from the economic community. So think of those five million people who don't know us because of two acquisitions we don't. Obviously spring was inside Vienna where went out of pivotal and then came back. So we really have spent a lot of time with that community. A few weeks ago, we had spring one. You guys are aware of that? That conference record number of attendees okay, Registered, I think of all 40 or 50,000, which is, you know, much bigger than the physical event. And then a substantial number of them attended live physical. So we saw a great momentum out of spring one, and we're really going to take care of that, That that community base of developers as they care about Java Manami also doing really, really well. But then I think the rial audience it now has to come from us becoming part of the conversation. That coupon at AWS re invent at ignite not just the world, I mean via world is not gonna be the only place where infrastructure and developers come to. We're gonna have to be at other events which are very prominent and then have a developer marketplace. So it's gonna be a multiyear effort. We're okay with that. To grow that group of about five million developers that we today Kate or two on then I think there will be three or four other companies that also play very prominently to developers AWS, Microsoft and Google. And if we're one among those three or four companies and remembers including that list, we feel very good about our ability to be in a place where this is a shared community, takes a village to approach and an appeal to those developers. I think there will be one of those four companies that's doing this for many years to >>come. Santa, I got to get your take on. I love your reference to the Web days and how the development environment change and how the simplicity came along very relevant to how we're seeing this digital transformation. But I want to get your thoughts on how you guys were doing pre and now during and Post Cove it. You already had a complicated thing coming on. You had multi cloud. You guys were expanding your into end you had acquisitions, you mentioned a few of them. And then cove it hit. Okay, so now you have Everything is changing you got. He's got more complex city. You have more solutions, and then the customer psychology is change. You got to spectrums of customers, people trying to save their business because it's changed, their customer behavior has changed. And you have other customers that are doubling down because they have a tailwind from Cove it, whether it's a modern app, you know, coming like Zoom and others are doing well because of the environment. So you got your customers air in this in this in this, in this storm, you know, they're trying to save down, modernized or or or go faster. How are you guys changing? Because it's impacted how you sell. People are selling differently, how you implement and how you support customers, because you already had kind of the whole multi cloud going on with the modern APS. I get that, but Cove, it has changed things. How are you guys adopting and changing to meet the customer needs who are just trying to save their business on re factor or double down and continue >>John. Great question. I think I also talked about some of this in one of your previous digital events that you and I talked about. I mean, you go back to the last week of February 1st week of March, actually back up, even in January, my last trip on a plane. Ah, major trip outside this country was the World Economic Forum in Davos. And, you know, there were thousands of us packed into the small digits in Switzerland. I was sitting having dinner with Andy Jassy in a restaurant one night that day. Little did we know. A month later, everything would change on DWhite. We began to do in late February. Early March was first. Take care of employees. You always wanna have the pulse, check employees and be in touch with them. Because the health and safety of employees is much more important than the profits of, um, where you know. So we took care of that. Make sure that folks were taking care of older parents were in good place. We fortunately not lost anyone to death. Covert. We had some covert cases, but they've recovered on. This is an incredible pandemic that connects all of us in the human fabric. It has no separation off skin color or ethnicity or gender, a little bit of difference in people who are older, who might be more affected or prone to it. But we just have to, and it's taught me to be a significantly more empathetic. I began to do certain things that I didn't do before, but I felt was the right thing to do. For example, I've begun to do 25 30 minute calls with every one of my key countries. You know, as I know you, I run customer operations, all of the go to market field teams reporting to me on. I felt it was important for me to be showing up, not just in the big company meetings. We do that and big town halls where you know, some fractions. 30,000 people of VM ware attend, but, you know, go on, do a town hall for everybody in a virtual zoom session in Japan. But in their time zone. So 10 o'clock my time in the night, uh, then do one in China and Australia kind of almost travel around the world virtually, and it's not long calls 25 30 minutes, where 1st 10 or 15 minutes I'm sharing with them what I'm seeing across other countries, the world encouraging them to focus on a few priorities, which I'll talk about in a second and then listening to them for 10 15 minutes and be, uh and then the call on time or maybe even a little earlier, because every one of us is going to resume button going from call to call the call. We're tired of T. There's also mental, you know, fatigue that we've gotta worry about. Mental well, being long term. So that's one that I personally began to change. I began to also get energy because in the past, you know, I would travel to Europe or Asia. You know, 40 50%. My life has travel. It takes a day out of your life on either end, your jet lag. And then even when you get to a Tokyo or Beijing or to Bangalore or the London, getting between sites of these customers is like a 45 minute, sometimes in our commute. Now I'm able to do many of these 25 30 minute call, so I set myself a goal to talk to 1000 chief security officers. I know a lot of CEOs and CFOs from my times at S A P and VM ware, but I didn't know many security officers who often either work for a CEO or report directly to the legal counsel on accountable to the audit committee of the board. And I got a list of these 1,002,000 people we called email them. Man, I gotta tell you, people willing to talk to me just coming, you know, into this I'm about 500 into that. And it was role modeling to my teams that the top of the company is willing to spend as much time as possible. And I have probably gotten a lot more productive in customer conversations now than ever before. And then the final piece of your question, which is what do we tell the customer in terms about portfolio? So these were just more the practices that I was able to adapt during this time that have given me energy on dial, kind of get scared of two things from the portfolio perspective. I think we began to don't notice two things. One is Theo entire move of migration and modernization around the cloud. I describe that as you know, for example, moving to Amazon is a migration opportunity to azure modernization. Is that whole Tan Xue Eminem? Migration of modernization is highly relevant right now. In fact, taking more speed data center spending might be on hold on freeze as people kind of holding till depend, emmick or the GDP recovers. But migration of modernization is accelerating, so we wanna accelerate that part of our portfolio. One of the products we have a cloud on Amazon or Cloud Health or Tan Xue and maybe the other offerings for the other public dog. The second part about portfolio that we're seeing acceleration around is distributed workforce security work from home work from anywhere. And that's that combination off workspace, one for both endpoint management, virtual desktops, common black envelope loud and the announcements we've now made with Z scaler for, uh, distributed work for security or what the analysts called secure access. So message. That's beautiful because everyone working from home, even if they come back to the office, needs a very different model of security and were now becoming a leader in that area. of security. So these two parts of the portfolio you take the five franchise pillars and put them into these two buckets. We began to see momentum. And the final thing, I would say, Guys, just on a soft note. You know, I've had to just think about ways in which I balance work and family. It's just really easy. You know what, 67 months into this pandemic to burn out? Ah, now I've encouraged my team. We've got to think about this as a marathon, not a sprint. Do the personal things that you wanna do that will make your life better through this pandemic. That in practice is that you keep after it. I'll give you one example. I began biking with my kids and during the summer months were able to bike later. Even now in the fall, we're able to do that often, and I hope that's a practice I'm able to do much more often, even after the pandemic. So develop some activities with your family or with the people that you love the most that are seeing you a lot more and hopefully enjoying that time with them that you will keep even after this pandemic ends. >>So, Sanjay, I love that you're spending all this time with CSOs. I mean, I have a Well, maybe not not 1000 but dozens. And they're such smart people. They're really, you know, in the thick of things you mentioned, you know, your partnership with the scale ahead. Scott Stricklin on who is the C. C so of Wyndham? He was talking about the security club. But since the pandemic, there's really three waves. There's the cloud security, the identity, access management and endpoint security. And one of the things that CSOs will tell you is the lack of talent is their biggest challenge. And they're drowning in all these products. And so how should we think about your approach to security and potentially simplifying their lives? >>Yeah. You know, Dave, we talked about this, I think last year, maybe the year before, and what we were trying to do in security was really simplified because the security industry is like 5000 vendors, and it's like, you know, going to a doctor and she tells you to stay healthy. You gotta have 5000 tablets. You just cannot eat that many tablets you take you days, weeks, maybe a month to eat that many tablets. So ah, grand simplification has to happen where that health becomes part of your diet. You eat your proteins and vegetables, you drink your water, do your exercise. And the analogy and security is we cannot deploy dozens of agents and hundreds of alerts and many, many consoles. Uh, infrastructure players like us that have control points. We have 70 million virtual machines. We have 75 million virtual switches. We have, you know, tens of million's off workspace, one of carbon black endpoints that we manage and secure its incumbent enough to take security and making a lot more part of the infrastructure. Reduce the need for dozens and dozens of point tools. And with that comes a grand simplification of both the labor involved in learning all these tools. Andi, eventually also the cost of ownership off those particular tool. So that's one other thing we're seeking to do is increasingly be apart off that education off security professionals were both investing in ah, lot of off, you know, kind of threat protection research on many of our folks you know who are in a threat. Behavioral analytics, you know, kind of thread research. And people have come out of deep hacking experience with the government and others give back to the community and teaching classes. Um, in universities, there are a couple of non profits that are really investing in security, transfer education off CSOs and their teams were contributing to that from the standpoint off the ways in which we can give back both in time talent and also a treasure. So I think is we think about this. You're going to see us making this a long term play. We have a billion dollar security business today. There's not many companies that have, you know, a billion dollar plus of security is probably just two or three, and some of them have hit a wall in terms of their progress sport. We want to be one of the leaders in cybersecurity, and we think we need to do this both in building great product satisfying customers. But then also investing in the learning, the training enable remember, one of the things of B M worlds bright is thes hands on labs and all the training enable that happened at this event. So we will use both our platform. We in world in a variety of about the virtual environments to ensure that we get the best education of security to professional. >>So >>that's gonna be exciting, Because if you look at some of the evaluations of some of the pure plays I mean, you're a cloud security business growing a triple digits and, you know, you see some of these guys with, you know, $30 billion valuations, But I wanted to ask you about the market, E v m. Where used to be so simple Right now, you guys have expanded your tam dramatically. How are you thinking about, you know, the market opportunity? You've got your five franchise platforms. I know you're very disciplined about identifying markets, and then, you know, saying, Okay, now we're gonna go compete. But how do you look at the market and the market data? Give us the update there. >>Yeah, I think. Dave, listen, you know, I like davinci statement. You know, simplicity is the greatest form of sophistication, and I think you've touched on something that which is cos we get bigger. You know, I've had the great privilege of working for two great companies. s a P and B M where the bulk of my last 15 plus years And if something I've learned, you know, it's very easy. Both companies was to throw these TLS three letter acronyms, okay? And I use an acronym and describing the three letter acronyms like er or s ex. I mean, they're all acronyms and a new employee who comes to this company. You know, Carol Property, for example. We just hired her from Google. Is our CMO her first comments like, My goodness, there is a lot of off acronyms here. I've gotta you need a glossary? I had the same reaction when I joined B. M or seven years ago and had the same reaction when I joined the S A. P 15 years ago. Now, of course, two or three years into it, you learn everything and it becomes part of your speed. We have toe constantly. It's like an accordion like you expanded by making it mawr of luminous and deep. But as you do that it gets complex, you then have to simplify it. And that's the job of all of us leaders and I this year, just exemplifying that I don't have it perfect. One of the gifts I do have this communication being able to simplify things. I recorded a five minute video off our five franchise pill. It's just so that the casual person didn't know VM where it could understand on. Then, when I'm on your shore and when on with Jim Cramer and CNBC, I try to simplify, simplify, simplify, simplify because the more you can talk and analogies and pictures, the more the casual user. I mean, of course, and some other audiences. I'm talking to investors. Get it on. Then, Of course, as you go deeper, it should be like progressive layers or feeling of an onion. You can get deeper. It's not like the entire discussion with Sanjay Putin on my team is like, you know, empty suit. It's a superficial discussion. We could go deeper, but you don't have to begin the discussion in the bowels off that, and that's really what we don't do. And then the other part of your question was, how do we think about new markets? You know, we always start with Listen, you sort of core in contact our borough come sort of Jeffrey Moore, Andi in the Jeffrey more context. You think about things that you do really well and then ask yourself outside of that what the Jason sees that are closest to you, that your customers are asking you to advance into on that, either organically to partnerships or through acquisitions. I think John and I talked about in the previous dialogue about the framework of build partner and by, and we always think about it in that order. Where do we advance and any of the moves we've made six years ago, seven years ago and I joined the I felt VM are needed to make a move into mobile to really cement opposition in end user computing. And it took me some time to convince my peers and then the board that we should by Air One, which at that time was the biggest acquisition we've ever done. Okay. Similarly, I'm sure prior to me about Joe Tucci, Pat Nelson. We're thinking about nice here, and I'm moving to networking. Those were too big, inorganic moves. +78 years of Raghu was very involved in that. The decisions we moved to the make the move in the public cloud myself. Rgu pack very involved in the decision. Their toe partner with Amazon, the change and divest be cloud air and then invested in organic effort around what's become the Claudia. That's an organic effort that was an acquisition fast forward to last year. It took me a while to really Are you internally convinced people and then make the move off the second biggest acquisition we made in carbon black and endpoint security cement the security story that we're talking about? Rgu did a similar piece of good work around ad monetization to justify that pivotal needed to come back in. So but you could see all these pieces being adjacent to the core, right? And then you ask yourself, Is that context meaning we could leave it to a partner like you don't see us get into the hardware game we're partnering with. Obviously, the players like Dell and HP, Lenovo and the smart Knick players like Intel in video. In Pensando, you see that as part of the Project Monterey announcement. But the adjacent seas, for example, last year into app modernization up the stack and into security, which I'd say Maura's adjacent horizontal to us. We're now made a lot more logical. And as we then convince ourselves that we could do it, convince our board, make the move, We then have to go and tell our customers. Right? And this entire effort of talking to CSOs What am I doing is doing the same thing that I did to my board last year, simplified to 15 minutes and get thousands of them to understand it. Received feedback, improve it, invest further. And actually, some of the moves were now making this year around our partnership in distributed Workforce Security and Cloud Security and Z scaler. What we're announcing an XDR and Security Analytics. All of the big announcements of security of this conference came from what we heard last year between the last 12 months of my last year. Well, you know, keynote around security, and now, and I predict next year it'll be even further. That's how you advance the puck every year. >>Sanjay, I want to get your thoughts. So now we have a couple minutes left. But we did pull the audience and the community to get some questions for you, since it's virtually wanted to get some representation there. So I got three questions for you. First question, what comes after Cloud and number two is VM Ware security company. And three. What company had you wish you had acquired? >>Oh, my goodness. Okay, the third one eyes gonna be the turkey is one, I think. Listen, because I'm gonna give you my personal opinion, and some of it was probably predates me, so I could probably safely So do that. And maybe put the blame on Joe Tucci or somebody else is no longer here. But let me kind of give you the first two. What comes after cloud? I think clouds gonna be with us for a long time. First off this multi cloud world, you just look at the moment, um, that AWS and azure and the other clouds all have. It's incredible on I think this that multi cloud from phenomenon. But if there's an adapt ation of it, it's gonna be three forms of cloud. People are really only focus today in private public cloud. You have to remember the edge and Telco Cloud and this pendulum off the right balance of workloads between the data center called it a private cloud. The public cloud on one end and the telco edge on the other end. I think we're in a really good position for workloads to really swing between all three of those locations. Three other part that I think comes as a sequel to Cloud is cloud native. All of the capabilities a serverless functions but also containers that you know. Obviously the one could think of that a sister topics to cloud but the entire world of containers. The other seat, uh, then cloud a cloud native will also be topics, but these were all fairly connected. That's how I'd answer the first question. A security company? Absolutely. We you know, we aspire to be one of the leading companies in cyber security. I don't think they will be only one. We have to show this by the wealth on breath of our customers. The revenue momentum we have Gartner ranking us or the analysts ranking us in top rights of magic quadrants being viewed as an innovator simplifying the stack. But listen, we weren't even on the radar. We weren't speaking of the security conferences years ago. Now we are. We have a billion dollar security business, 20,000 plus customers, really strong presences and network endpoint and workload and Cloud Security. The three Coppola's a lot more coming in Security analytics, Cloud Security distributed workforce Security. So we're here to stay. And if anything, BMR persist through this, we're planning for multi your five or 10 year timeframe. And in that course I mean, the competition is smaller. Companies that don't have the breadth and depth of the n words are Andy muscle and are going market. We just have to keep building great products and serving customer on the third man. There's so many. But I mean, I think Listen, when I was looking back, I always wondered this is before I joined so I could say the summit speculatively on. Don't you know, make this This is BMR. Sorry. This is Sanjay one's opinion. Not VM. I gotta make very, very clear. Well, listen, I would have if I was at BMO in 2012 or 2013. I would love to about service now then service. It was a great company. I don't even know maybe the company's talk, but then talk about a very successful company at that time now. Maybe their priorities were different. I wasn't at the company at the time, but I can speculate if that had happened, that would have been an interesting Now I think that was during the time of Paul Maritz here and and so on. So for them, maybe there were other priorities the company need to get done. But at that time, of course, today s so it's not as big of a even slightly bigger market cap than us. So that's not happening. But that's a great example of a good company that I think would have at that time fit very well with VM Ware. And then there's probably we don't look back and regret we move forward. I mean, I think about the acquisitions we have made the big ones. Okay, Nice era air watch pop in black. Pivotal. The big moves we've made in terms of partnership. Amazon. What? We're announcing this This, you know, this week within video and Z scaler. So you never look back and regret. You always look for >>follow up on that To follow up on that from a developer, entrepreneurial or partner Perspective. Can you share where the white spaces for people to innovate around vm Where where where can people partner and play. Whether I'm an entrepreneur in a garage or venture back, funded or say a partner pivoting and or resetting with Govind, where's the white spaces with them? >>I think that, you know, there's gonna be a number off places where the Tan Xue platform develops, as it kind of makes it relevant to developers. I mean, there's, I think the first way we think about this is to make ourselves relevant toe all of that ecosystem around the C I. C. D type apply platform. They're really good partners of ours. They're like, get lab, You know, all of the ways in which open source communities, you know will play alongside that Hash E Corp. Jay frog there number of these companies that are partnering with us and we're excited about all of their relevancy to tend to, and it's our job to go and make that marketplace better and better. You're going to hear more about that coming up from us on. Then there's the set of data companies, you know, con fluent. You know, of course, you've seen a big I p o of a snowflake. All of those data companies, we'll need a very natural synergy. If you think about the old days of middleware, middleware is always sort of separate from the database. I think that's starting to kind of coalesce. And Data and analytics placed on top of the modern day middleware, which is containers I think it's gonna be now does VM or play physically is a data company. We don't know today we're gonna partner very heavily. But picking the right set of partners been fluent is a good example of one on. There's many of the next generation database companies that you're going to see us partner with that will become part of that marketplace influence. And I think, as you see us certainly produce out the VM Ware marketplace for developers. I think this is gonna be a game changing opportunity for us to really take those five million developers and work with the leading companies. You know, I use the example of get Lab is an example get help there. Others that appeal to developers tie them into our developer framework. The one thing you learn about developers, you can't have a mindset. With that, you all come to just us. It's a very mingled village off multiple ecosystems and Venn diagrams that are coalescing. If you try to take over the world, the developer community just basically shuns you. You have to have a very vibrant way in which you are mingling, which is why I described. It's like, Listen, we want our developers to come to our conferences and reinvent and ignite and get the best experience of all those provide tools that coincide with everybody. You have to take a holistic view of this on if you do that over many years, just like the security topic. This is a multi year pursuit for us to be relevant. Developers. We feel good about the future being bright. >>David got five minutes e. >>I thought you were gonna say Zoom, Sanjay, that was That was my wildcard. >>Well, listen, you know, I think it was more recently and very fast catapult Thio success, and I don't know that that's clearly in the complete, you know, sweet spot of the anywhere. I mean, you know, unified collaboration would have probably put us in much more competition with teams and, well, back someone you always have to think about what's in the in the bailiwick of what's closest to us, but zooms a great partner. Uh, I mean, obviously you love to acquire anybody that's hot, but Eric's doing really well. I mean, Erica, I'm sure he had many people try to come to buy him. I'm just so proud of him as a friend of all that he was named to Time magazine Top 100. But what he's done is phenomenon. I think he could build a company that's just his important, his Facebook. So, you know, I encourage him. Don't sell, keep building the company and you'll build a company that's going to be, you know, the enterprise version of Facebook. And I think that's a tremendous opportunity to do this better than anybody else is doing. And you know, I'm as an immigrant. He's, you know, China. Born now American, I'm Indian born, American, assim immigrants. We both have a similar story. I learned a lot from him. I learned a lot from him, from on speed on speed and how to move fast, he tells me he learns a thing to do for me on scale. We teach each other. It's a beautiful friendship. >>We'll make sure you put in a good word for the Kiwi. One more zoom integration >>for a final word or the zoom that is the future Facebook of the enterprise. Whatever, Sanjay, Thank >>you for connecting with us. Virtually. It is a digital foundation. It is an unpredictable world. Um, it's gonna change. It could be software to find the operating models or changing you guys. We're changing how you serve customers with new chief up commercial customer officer you have in place, which is a new hire. Congratulations. And you guys were flexing with the market and you got a tailwind. So congratulations, >>John and Dave. Always a pleasure. We couldn't do this without the partnership. Also with you. Congratulations of Successful Cube. And in its new digital format, Thank you for being with us With VM world here on. Do you know all that you're doing to get the story out? The guests that you have on the show, they look forward, including the nonviable people like, Hey, can I get on the Cuban like, Absolutely. Because they look at your platform is away. I'm telling this story. Thanks for all you're doing. I wish you health and safety. >>I'm gonna bring more community. And Dave is, you know, and Sanjay, and it's easier without the travel. Get more interviews, tell more stories and tell the most important stories. And thank you for telling your story and VM World story here of the emerald 2020. Sanjay Poon in the chief operating officer here on the Cube I'm John for a day Volonte. Thanks for watching Cube Virtual. Thanks for watching.

>> Announcer: From theCUBE Studios in Palo Alto and Boston, it's theCUBE, covering IBM Think, brought to you by IBM. >> Welcome back, I'm Stu Miniman and this is theCUBE's coverage of IBM Think 2020. It is the digital experience online so rather than all gathering together in San Francisco we're getting to talk to everybody where they are and we're happy to bring back one of our CUBE alums, it's actually been a little while since we've had them on the program. Willie Tejada, who is the general manager and Chief Developer Advocate with IBM. Willie, so great to see you, thanks for joining us. >> Hey Stu, thanks for having me, it's good to be back, it's been too long. >> So, first thing, obviously we're all together while we're apart, because of the global pandemic, developers, I've had so many interviews I've done over the years talking about dispersed development, around the clock development, I had a great interview with a head of remote work in the developer community at the beginning of the year before everything happened, so, how's the community doing overall and how are you seeing them react to what's happening? >> In the developer community, I think one of the interesting parts is one, developers feel oftentimes that they can actually make a difference. Two, their work oftentimes happens remotely. And so, one of the things that we've seen is a lot of the interaction that we have when we're doing our developer advocacy work has just converted to digital. And there's some interesting dynamics that come about, just even in that, where if you were doing something like a meetup in New York that was attracting something like 50 people, to maybe 100, maybe the venue was limiting the number of people that you would actually have there if you had a popular topic or speaker. We've had meetups basically be as large as 500 plus people when we went to digital. So definitely some different dynamics as we actually talk about this new normal that we're in, and everybody utilizing digital vehicles to reach the people that they want to talk to. >> All right. So I know last time we talked with you a big topic we talked about was Call for Code, and something that IBM has done different initiatives there, and you've got a very relevant one so bring our audience up to speed, this year's Call for Code, what that would involve. >> Yeah Stu, thanks very much. The Call for Code initiative inside of IBM is now in its third year. We did it in 2018, the concept was fairly simple, developers always love to solve problems and we said what if we challenge the 24 million developers to come and take a crack at society's most pressing issues? And in the first two years we focused on natural disasters, all you had to do was take a look at the coverage prior to the COVID-19 pandemic and you had wildfires in Australia and in Northern California where my home actually is based, and you had tsunamis and hurricanes and floodings. And so the ability for us to actually bring the developer community to bear on some of society's most pressing issues was really kind of the concept upfront, and IBM would help by bringing subject matter experts together, making available tools, because we're thinking let's solve the problem exactly how we solve it when we apply business. You get an expert on supply chain, you get a user of supply chain, you bring them together, developer builds these things. Well, not all the time can you get an expert in disaster, a first responder, so we actually created a lot of that fusion from there. Then, over the course of the first two years, we've had over 210,000 developers participate over across 168 nations with over 8,000 applications submitted. So, wildly successful. Now this year, Stu to your point, we had something that we could really bear down on very heavily. We announced that we were taking on climate change kind of laddering up natural disasters was let's look at the root, climate change, and then the COVID pandemic came about. We said let's tilt people towards that and it's been a tremendous outcoming for it. We've asked the developers to focus on three areas: crisis communications, you may have been one of those folks that's on a conference call or emails that haven't been responded to, on wait times forever, so those communications systems how do we fortify them get them to scale? The second area is remote learning, really look at where all the students are actually these days and what they're doing there, not just teaching but basically how do you give them entertainment, how do you actually provide them some level of social interaction. And the third area with the COVID focus is community collaboration. We really want to try to make sure people's spirits are up and that really does require everybody leaning in, and again you look at the news and tremendous examples of community collaboration and where technology can help scale or broaden that, that's really where Call for Code actually comes into play. >> Yeah, maybe it would be helpful, tell us a little bit about some of the previous winners, what have been some of the outcomes, more than just rallying the community, what resources is IBM putting into this? >> So one of the things that makes it different is rather than it just being a regular hack, this is really a processing side of IBM that we've developed over the course of this last three years. Where the challenge is one piece, the Call for Code challenge, we also developed and rolled out and committed another 25 million, with Call for Code we committed 30 million over that five years and in the following year we recognized the need to see the solutions actually get deployed. And so we committed another $25 million for the fortification, testing, scaling and deployment. So when you win a Call for Code Global Challenge, you also get IBM's support around deployment, fortification, some counseling and relation basically from development, to architecture, to even the business side of it. In our first year, we had a team called Project Owl actually come out and win, and one of the first things that happens especially in hurricanes or these natural disasters, communication grids go down. So they developed a solution that could quickly establish an ad hoc communication grid, and anybody that had a typical cell phone could connect up to that Wi-Fi grid or that grid very similar to the way they actually connect into a Starbucks Wi-Fi system. And it would allow both the first responders to understand where folks were at, and then establish communications. So that was in the first year. The second year was a team called Prometeo, and in October we selected them as the Global Challenge winner, and they were a solution that was built by a firefighter, a nurse and a developer with this concept roughly of how do they monitor essentially a firefighter's situation when they're actually in the heat of battle to best allocate the resources to the people who need them most. Understanding a little bit about their environment, understanding a little bit about the health that's actually happening with the firefighter, and again it's one of those scenarios where you couldn't just build it from the firefighter's side, you couldn't just build it from the nurse's side, and a developer would have a difficult time building it just by themselves. So bringing those people together, a nurse, a firefighter and a developer, and creating a system like this is really really what we're aspiring to do. Now, they won in October, and in February, they're in a field deployment actually doing real testing in the field in some of the fields at Catalonia, Spain. So, we've seen it first-hand exactly what happens when they win, the Project Owl team actually did some hurricane deployment testing in Puerto Rico, that of course IBM helped fortify and build connections between the Puerto Rico government so that we're really seeing essentially the challenge winner see this type of deployment. >> Willie, I love it, it's even better than a punch line I could do, what do you get when you combine a firefighter, a nurse and a developer? The answer is you can positively impact the world so phenomenal there. >> Absolutely. >> I'm curious, where does open source play into this activity? We were just covering Red Hat Summit last week, of course, lots of open source, lots of community engagement in hearing how they are helping communities engage and of course open source has been a big rallying point, everything from 3D printing to other projects in the community. So where does open source fit into this initiative? >> 100%. The amazing part about activating developers these days is just the broad availability of the technologies. And it's certainly stimulated by the community aspect of open source, this idea that they democratize access to technology, and it's really community-centric, and folks can start building very quickly on open source technologies that are material. So number one, all the things that is part of Call for Code and what we actually deployed are based on open source technologies. Now, again one of the differences is how do we actually make those winners and those technology sets become real? And becoming real requires this idea of how do you actually build durable sustainable solutions. So each five of the winners every year have the opportunity essentially to go through the Linux Foundation and have their solutions established as a project with the idea of roughly that people can download it and fork it, people can actually fortify it, but it's available to the whole globe, everybody in the world, to help build upon and fortify and continue to innovate on. So open source is right at the root of it, not just from the technology side, but from the ecosystem and community side that open source was for. And so we've seen as an example the formal establishment of Project Owl's software being open sourced by the Linux Foundation. And it's been fantastic to see both the participation actually there and see how people are basically deriving it and using it exactly what we intended to see in the vision of Call for Code, and Code and Response. >> Well, that's phenomenal. We're huge fans of the community activity, of course open source is a great driver of everything you were talking about. So I'm curious, one of the things we're all looking at is where people are spending their time, how this global pandemic is impacting what people are doing. There's plenty of memes out there on social media, it doesn't mean that you all of a sudden are going to learn a new language, or learn to play an instrument because you have lots of time at home, but I'm curious from what you've seen so far, compared to previous years, how's the engagement? What's the numbers? What can you share? Is there a significant difference or change from previous years? >> Yeah, there's so much good will, I would say, that's been brought about around the world in what we're seeing around the COVID-19 pandemic. That the way I would describe it is the rate of submissions and interest that we've seen is 3x above what we've seen in the prior years. Now keep in mind, we're not even actually at the area where we see the most. So keep in mind, right now we tried to accelerate the time to highlight some of these solutions. So April 27th will be the first deadline for COVID-19 challenge, and we'll highlight some of the solutions on May 5th. Now, when we think about it basically from that standpoint we typically actually see people waiting until that submission timeframe. And so when you think of it from that standpoint you really oftentimes see this acceleration, right? At that submission deadline. But we're already seeing 3x what we've seen in the past in terms of participation just because of the amount of good will that's actually out there, and what people are trying to do in solving these problems. And developers, they're problem solvers overall, and putting out those three areas, community crisis communications, remote learning, and community collaboration, they'll see examples of what they see on the news and think they can actually do something better, and then express that in software. >> That's excellent. So, Willie, one of the things, we've been talking to leaders across the industry and one of things we don't know is how much of what we are going through is temporary, and how much will actually be long term. I'm curious if there's any patterns you're seeing out there, discussions you're having with developers, you talk about remote work, you talk about communication. Are there anything that you've seen so far that you think that this will fundamentally just alter the way things might've been in the past going forward? >> Developers are always actually looking for this idea of how they actually sharpen their skills, their craft, new languages that they actually know, new platforms, whatever it actually might be. And I think in the past there was probably, even from our perspective, this balance of face-to-face versus digital, and a mix of both, but I think what we'll find going forward is a more robust mix of that. Because you can't deny the power of reach that actually happens when you actually move something digital. And then I would say that think about how you at theCUBE have refined your studios in dealing with an interview like mine, it gets better and better, you refine it. How you do an online workshop and how you do a workshop on a steel service mesh, you get better and better about how you engage from real time, hands-on keyboard experience in what information, what chat, what community pieces do you put on the screen to stimulate these pieces, I think in general the industry and our company and our teams have gotten better even in this short amount of time. I think those things will be long-lasting. I think we're all humans, so I think they still want the physical face-to-face and community interaction and camaraderie that comes from being in that physical energy, but I do think it'll be complemented by the things that we refined through the digital delivery that's been refined during this situation. >> All right, so Willie, final thing of course, this week, the winners are all being announced, how about people that are watching this and say this sounds phenomenal, how do I learn more, if I didn't get to participate in some of the initial pieces what should I be looking for? And how can I contribute and participate even after Think? >> Well, number one keep in mind that the challenge for the year will still actually go all the way to October, and submissions for that whole Challenger Watch will go to February first. So that's number one. But number two, going to developer.ibm.com/callforcode you'll find all the resources, we have these things called starter kits that help developers actually get up and going very quickly, finding out more information about both the competition structure, and really how you become part of the movement, go there basically and answer the call. >> Awesome. Love it, Willie, thanks so much, pleasure to catch up with you and definitely looking forward to seeing all the outcome that the community is putting forth to focus on this really important challenge. >> Hey Stu, thanks for having me, I really appreciate it. >> All right, be sure to check out thecube.net for all the coverage from IBM Think, all the backlog we had to see Willie a couple years ago when he was on the program, and check out where we will be later in the year. I'm Stu Miniman, and as always, thanks for watching. (gentle music)

>>from around the globe. It's the Cube with digital coverage of Red Hat. Summit 2020 Brought to you by Red Hat. >>Hi. And welcome back to the Cube's coverage of Red Hat Summit 2020. I'm stew Minuteman. And while this year's event is being held virtually, which means we're talking to all of the guests where they're coming from, one of the things that we always love about the user conference is talking to the practitioners themselves And Red Hat Summit. Of course, we love talking to customers and really happy to welcome to the program. Uh, Alejandro Lopez Asano, who's the director of e health with the Argentine Ministry of Health, Coming to us from Buenos Iris, Argentina. Alessandro, thank you so much for joining us. Thank you for having me. All right, So Ah, you know, look, healthcare obviously is, You know, normally, you know, challenging in the midst of what is happening globally. There are strange and pressures on. What? What is happening? So really appreciate. You think with us? Um, tell us a little bit about you know, the organization, and you know your role in Nike's role in supporting the company's mission. >>I'm part of the minister of girls in Argentina, Argentina Federal country. That's a national military girls, according it's Felker Healthcare System. All around the country with different provinces work, we work with the with the Ministry of Culture, which problems with the governor of problems trying to maintain and coordination the healthcare system. And we create the national policies that tried everybody. Show them to apply on the assistance that we create national incentive. This is much more. It's similar to the US, with the national government. Create incentives the province since the states adopt new new new practices and the best quality >>Excellent. So, yeah, the anytime we talk about healthcare, you know, uh, you know, medical records, of course, critically important. It's usually a key piece of, I d you know, governance, compliance in general. So what are some of the challenges that the ministry basis when it comes to you know, this piece >>of overall health care? My role in the midst of cops is exactly that. Coordinate health information systems around the country and having and access to the single sorts of medical records around the country. It's a great thing that we're trying to achieve We don't want to have a central repository, but they're going to have some kind of have that allows you to access information for all around the country. So the fragmentation of the seat between different provinces and also having public providers and private providers. It's a challenge because the information for one patient is this. Turn a lot of different places. I need to have some kind off have or enterprise services. But you're allows you to gather this information at the point of care and to provide the best quality of care for the patient having the full road regardless of work. It was taking her before. >>Yeah, pretty Universal Challenger talking about their distributed architecture, obviously security of Paramount performance, but still has to have the scale and performance that customers need to bring us in a little bit. This this project, you know, how long has this national health information system? How long has it been to put that together, Bring us through a little bit as to you know, how you choose how to architect these pieces, >>except that we've been working on for the last three years and then be able to create an architecture that was not invasive, that anyone can collaborate and contribute to this information network, but still having the on the rights and other responsibility for Monday in their own data. And we didn't want to have a central that the rates that it's acceptable security issues or privacy issues. We wanted information to remain distributed. But to be able to collect that a 10 point so they're able to create a set off AP Eyes Bay seven Healthcare interoperability standards that allow developers off critical systems all around the country to adopt this new way of changing information to your and privately provided to the practitioners so they can access information. Another side, >>Excellent. And so three years. You know, that's a rather big project. You've got quite a lot of constituents, and obviously, you know, healthcare is, you know, completely essential and critical service. There, underneath the pieces obviously were part of Red Hat Summit covering this so help us understand a little bit, you know, Red Hat and any other partners. You know what technologies they're using to deliver this? >>That's the big challenge was to have this kind of distributed organization with a central how that needs to provide services around the country at any time today. And we really think people need to be confident that they can use this network, that we're treating patients. We don't want them to try to do it and fail from the lost confidence in that you're not going to have the greater adoption from system developers. We need to have a very strong and company in the world, and this can grow really exponentially cause data. I mean, any chess is constructing, like one billion right work on math or something like that. But we know we can grow exponentially, but we need to have some kind of infrastructure that was reliable, but it was easy to deploy the first time. But the house and growth road map that will allow us to incorporate all the extra capacity around Argentina, Mr Safeway Way, need to be confident that we can grow a dog's level. So basically we were working already. We're Kalina and all the basic things. We wanted to go to open shift. It was really important to be able to have the container station system that allows us to found according to the needs and the adoption, right? That was really unpredictable because we need to create incentives for election. But you never know how fast the adoption would be. We need to have some flexibility of attracted by open ship, but also, we need to use a P. I like the scale in order to provide this way to communicate ap eyes to give people secure form to access the FBI's to learn about them and to try. So we're using different parts off the off the stack we have in order to do that. >>Okay, great. Tell us the adoption of this solution. How was the how is the learning curve? But, you know, moving to containerized architectures. You talking about all the AP eyes in there? How much was there a retraining of your group? Were there any new people that came in? You know what was what was Red Hat's role in really the organizational pieces of getting everybody on this on this new skill set? >>Well, the role of record was central because we didn't have the capability to go on research all these open source tools and find the proper combination between the container administrated orchestrator, the continuous integration part it was really difficult for us to start from scratch. I mean, this is something that this violent wanting to have a huge team, a lot of time, special skills and when you, because there are teams were used to work in monolithic applications with a very long development cycles that every time you need to change, we need, like, three months another. See, the change lives in the application for the end user, but we need to make a radical change there. So we saw in Red Hat Opportunity. We have a robot on the container adoption program sandcastle the steps that we need to work true. So what's really good to have our 16 team to retrain and to go through the container adoption program to use the combination of tools that breath already provides, like a stock that's the really compatible with each other. Then you need to know that that is easy to update when there are changes in their security things that they need to take to get the notification. So this and you have the daily support also because we have to create a new brand developers and the Dev Ops team was negative and you have developers and very technical person that didn't know anything about the application. We helped to create the tools that this, these new roles that combined these activities on the day to day work record expert was really key to that because they give us the roadmap. But what we need to do with timeframe with thing, that sort of statement we need to do in order on give us the daily support, the retraining, and they were really excited to work. Yeah, attempting that also was really good news for them because they were using old versions of job on old versions, off deployment systems, that they were everything by heart and the common life. And now, when they learn to do that with sensible and with the continuous integration system, a lot of menial tasks that they were doing everything you know there are automated. But that's a really great impact on the quality of life for them. >>Well, it's interesting that you talk about that, you know. Automation, of course, has been something we've been talking about for decades, but critically important today, you know, 100. I'm curious with kind of the situation happening with the pandemic. You know, people are having to work from home. There needs to be social, distancing the automation. And you know some of this new tooling. You know, what impact has that had on being able to deal with today's work >>environment? That kind of very good impact also, because not only for the automation, because that was that. It's really people have a secure way to work from home to the place ever. You don't need to access directly. Each one of the servers with logging or things like that is much more secure, much safer, much easier to work from home and maintaining the city. But also the dynamic has put a strain on the system because we are maintaining in open shift the whole family objects and violence system for Argentina, and that has much more information going through all the decision making. Politicians are getting information from the violence system and make predictions the style policies and they did. That information is to be available all the time, and previously, when a new strain came like the officially system went down, what was old workings globally So but now, with open shift, we were able to dial up more resources. The system, I maintain the quality, the world, the perimeter Signet work until the decision making person that needs information just in there. >>All right, so So all 100. We've talked about kind of a transformation that you've had. There's the government impact. There's the practice, the other providers of services. If you talk about you know, the ultimate end patient, you know what is the impact on them or you know what? What you have implemented here, >>what they did, that the patients now would be able to move between different parts of this complex system we have before. It was very common that the patient arrived hospital with about full of studies in paper, like somebody from a previous hospital finishes reported lab reports. And they have to bring about Dr and don't have to go to all the way from the foundation or a basic both from a province to the capital to get terrible, especially when they go back. And the Dr in the province don't have any information about what happened on one side that said no. They will care if you but no information. I get it through the patient. But now I think the system will integrate the older caregiver around Argentina in a much more simpler where you will be able to collaborate with doctors, another throwing, sitting, other CPIs on the patient will be able to vote from private to public. We have different kind of procedures, and every information will follow him on. Everyone will be able to take care of him with the best information. >>I'll under that. That's really powerful pieces there. So I guess the last piece is a little bit about kind of where you are with the overall project. What future goals do you have for this initiative? >>You've been really happy with the way we're starting to have adoption. We have more than 37 knows not already working in this network. And so this is really good. We have a good adoption right on. The implementation of open shift is going really well. The developers are really happy. We see the impact. That there are no downtime is really good. We need to continue transforming old legacy applications, monolithic applications to transform that into micro services. This work to do in deconstructing these big applications into more scalable micro services, and we need to take more advantage off. Sorry. Scale, Because really excellent feature for Developer portal. So, like that, everything will be about the adoption of the FBI. That information much simpler when we give all those tools developed. >>That's that. Once again, Andre, thank you so much. This has been, ah, really important work that your team is doing. Congratulations on the progress that you've made and, you know, definitely hope in the future. We will get to see you at one of the Red hat summits in person. So thank you so much for joining us. Thank you very much. All right, Lots more coverage from the cube at Red Hat Summit 2020. I'm stew minimum. And thank you. As always for watching the Cube. >>Yeah, yeah, yeah, yeah.

>>live from Boston, Massachusetts. It's the Q covering I f s World Conference 2019. Brought to you by I >>f. S, I say, What a minute. I didn't cash it. Everybody welcome to I f s World 2019. You watching the Cube? The leader in live tech coverage on day Volante with my co host, Paul Galen. Marty Martin is here. She is the president of the service management division of I F s and C e o of work wave. Marty, good to see you. >>Yeah, it's great to be here. I'm so excited. >>A lot of action going on. You guys. Service management, Field Service management particular. You guys had an acquisition today. We're gonna talk about Let's start with your role you came in and 2017 with the >>pretty acting. Actually, >>2018 finalized the acquisition. I think they announce it in 2017. So tell us about how you came in and where you're at today with >>Certainly. So work wave the company. I lied. Join the effects family in 2017. Darren Ruess, who joined I f s in April 2018 recruited me into form a global business unit around service in August of 2018 and the reason why we did this is service isn't only a part of our economies all over the world, but it's a super great growth area that almost every business can go after in in progress both revenue and margins. So we had a lot of great software products, and we really wanted to improve our go to market around this. >>So why, why all of a sudden today, this talk about service management? Why's it becoming so hard? I mean, everybody's always been focused on customer service, but why this service management generally and field service management while the buzz. >>So first off, you've had the evolution of a number of line of business applications and service certainly has been a part of maintenance organizations or break fix where you're going out in repairing thing. What we're realizing now when you talk about service ization, how o E EMS air building what's called aftermarket revenue? There is literally $100 billion of revenue that you can get from that you look, we had Melissa did a nano from Souza. If you think about open source software, they make money from sirve ties, ing, open source software and the products. You look at apple how they're doing APs. So people are starting to realize that service is an engine for brand loyalty, customer experience, not just a cost center. How it used to be, what the >>customers do. Ah, companies do wrong with service one of the areas where they tend to have the greatest inefficiencies where you can help him. >>So first off, I'd say that often in the C suite, unless they're pure place service companies. They don't understand how transformative service is and how important it is to their brand. Many times now, if you have digital enablement of a new customer, the first time they see a face of your brand might be your service technician. So getting the awareness of the C suite is Step one, because we want to start talking about outcomes that grow revenue and profits and getting them to invest in service. So you know, many times will say, Oh, I want to do a C. R M project. I want to do an E r P project. That's certainly things were good at it. Here I a fest, but we can coach them through how you take the market opportunity for your company and service enabled by our technology and transform. Tomorrow I'll be with Accenture, one of our many great partners, and we're talking about adapting the business, the service transformation, sometimes digitally, sometimes with workflow transformation. But that opportunity and service is huge and almost never. There's no company I know of that's taking 100% of their service market share. That's the difference, especially in slower growth. Asset manufacturing are more mature verticals. >>So I was here last night walking the floor, and I went to the extent you Booth, you know, anytime you see, except you're in a show like this. Okay, Censure. You think Large company Global. I was actually quite impressed a little bit surprised to see you know, their presence here because they they go where the money is, right? And so my specific question is, think, except you think big companies. But you guys obviously focused on what range of companies smaller midsize company. So what's the landscape? Looked like? What's the difference is between sort of smaller and larger companies, >>so that's a great question. I'll take it in part So if you think about a neck censure definitely they looked a large. I also have had meetings with the Lloyd McKinsey Cap gem and I dxc etcetera Also tcs Tech Mahindra which a little bit or more telco focused. So if you think about at the very large and you have telco utilities, large manufacturing O e ems that our customers and definitely the customers I'm pursuing Maur with this focus But we also with work with go down to the S and B We had panels also of, for example, female owners of franchises and also males as well that are creating new service businesses and they're starting maybe with one truck in out providing service. So the fact that we can handle not only the breath and depth of complex service needs, but through work wave we also can encourage the small service businesses to reach their full potential is fantastic. And you know that makes me excited every day. And part of why I focused on service specifically is you are delighting customers. You are the face of a brand and you're making a difference. It's not something that s 02 is esoteric. This is about really value that we're delivering, >>always interested in the dynamics of serving the SNB market >>because one of >>these small companies don't really have that. Maybe family owned there found her own. They don't really put a lot of value on technology. How >>do you >>get in the door? How do you convince them that automating the service function is actually worth the investment? >>Well, first off, I'd say that even the big companies are struggling to go paperless. Okay, so, you know, I think some of the challenges we see survive, if you will, big to small, especially when you look globally in different countries. What have you. But the approach we take in the S and B is that we want to be a software as a service provider, and we were to really handle everything they need in their business. So everything from how they grow leads how they have c r m type functionality. How, then they're delivering service, how they're cross selling service, how they're billing service. So at the at the S M B level, we're putting that kind of all in one technology and there's really not that much integration or I T Service is around that right. We want it to be easy and fast, etcetera, as you go more into the mid market and then definitely into the enterprise. Then you start getting more complexity. You get more I t service's integrations, more configurable ity, sometimes even some customized software. So there is a definitely a difference in the complexity. But the fundamentals of what a service business needs really isn't that much different to your >>customers that you mentioned customize and you guys were SAS space. That's one of the text that we'd like to sort of explore a little bit. A lot >>of >>times SAS companies want to avoid, you know, custom mods. But at the same time, you guys are trying to offer a choice. So help us square that circle. How do you What's the conversation like with customers in terms of how you advise them, You guys obviously do a lot of deep functionality, you know? How do you sort of advise them whether or not to go heavily custom or try to go out of the box? >>Certainly. So in the true, I'd say the small business of a medium you start getting some crossover, but in the small business, Absolutely avoid customization because you won't be able to stay evergreen. It's going to be too hard to maintain. You don't have the subject matter experts, et cetera, so that's really a truce. Ask that from a community. A product engagement. We need to be driving the partnership with the customers that they can use a software out of the box in ways that matter to them. As you start getting into the mid market and especially the enterprise, then it becomes more of a choice, right? How much money do you have to spend? How robust is your organization and set trek? And in general, I advise customers if they care about evergreen software, et cetera. If they care about ease of upgrades, don't customize that Being said, we recognize sometimes in the field with your brand experience Custom mobile. You may need to customize a little bit, so it's Ah, say, a chicken and an egg. You have to weigh the benefits of the costs, and that's what we work through with our >>customers. Specifically morning. What's the upgrade cycle like? There's a customer having the choice Thio upgrade at a particular time, Or do they have a window? >>So it varies primarily, there's a few exceptions, but in general, with the work way, Family of products is true SAS. So it's almost like you're Apple Phone. We pushed the upgrade and you have to take it. Okay, And that's the true SAS model at I. F. S. And this is something Darren talked about in his keynote. We pride ourselves on offering choice. So even though we do have regular release cycles, we encourage customers to upgrade regularly. They have the choice on when they take upgrades and also how they deploy. We have some markets with things like data, privacy and what have you that they may, for that reason or for other reasons, go on premise even still today. So we give them the choice on how they upgrade as well as where they host. >>I'm fascinated by your product line. You have products for pest control. H V. A. C. Plumbing cleaning service is long and landscape. How different are these industries really in terms of their their automation needs? >>Well, I'll tell you one of the personal factors that Darren wanted to make sure I was comfortable with was multitasking. And that definitely is the case, because an I f s, we serve five key industries. So if you think about manufacturing utilities, telco service providers and Andy Okay, that's more at the enterprise level. If you think then when you go toe work wave. Those verticals that you mentioned are all the ones we service at work wave, and they are different. So you know what? Work wave. It's primarily service industries where you're going into ah, home and a little bit The commercial aspect and I effects were also doing more some heavy industries, some very large asset base, things like that. So I like to think about it as a product I service consumer based service. And then you can also differentiate across verticals with what are called high value assets versus, you know, Mork consumer size assets. >>So what >>are >>the one of the key technology enablers that are driving service management today? I mean, obviously, cloud, we talked about sas a lot of push on you X and customer experience, but what other key ones? >>So all the three that you mentioned mobile is huge. You know, Pete and even today, like I run. I work mainly from my phone, and that's really what people want. They want efficient work flows that are configurable on mobile, tied to the customer, the asset, the business. And that's an area that we're continuing to make investment. We also try to prioritize how we bring in the new technology trends into service. Because every technology trend that you see has applicable ity and service supply chain and how you run spare parts specially globally, you can see applications for Blockchain augmented emerged Reality how you can connect the field tech with an expert resource or remote resource to the consumer. That is obvious, right? So you talked about the enabling technologies like Cloud, how we're thinking about data platforms and Data's the currency. Of all of that, we need to d'oh. His service is really about a an execution engine, right? Because to deliver a customer experience that makes people come back to your brand. To purchase Maur, you need great service, so any time somebody talks about customer experience, but they don't talk about service. I want to say you're really naive because you can just get the customer. You have to delight the customer. >>Uh, the, uh, there's a lot of interesting technology going on now in the area. Fleet Management making fleets more efficient How does that figure into the service is? You offer. >>So Fleet management is an important part, and it's one that you have a very tangible return on investment when you deploy route management route optimization, fleet management. So you have the aspects that are very tangible, relate to how do you get the person or the truck where it needs to be when it needs to be okay, and that's pretty well understood. Then how do you get the most efficient schedule that minimizes miles driven gas, used et cetera? And then, of course, you also are thinking about health and safety. There's some cool things now that you can partner that if you have these fleet technologies installed in a way that is integrated in your service business, you can actually get lower insurance premiums, right? So it's not just the conventional use. Cases were starting to think in this kind of gig economy, how you can also be thinking about bringing in Maura what's called a contingent workforce. So if you have surge capacity in a certain period or you want to just do more third party service, probably your appliances. You know they're not the employees, if you will, of a g e or a world polar and LG right there Probably a contingent workforce. And that's a model that's also evolving. But to do Fleet Management across say, contractors, not just employees is an area that were thinking more and more led by some of the uber ization, if you will, of the of the marketplace >>right up against the clock, Marty. But to last questions You made an acquisition today, Vashti Uh, yeah, uh, I thought of it as a tuck in acquisitions, although Darren essentially sort of said, it's gonna make you the leader now in service management. Um And then I want to understand how you guys differentiate from some of the big whales. >>So, you know, overall, we're on track to be about 700 revenue this year in service management. We're working to get to 200 million, right? So this year will probably be around maybe 1/5 50 ish per se. Don't quote me on that check with our coms team, but the point being is that we have the ability to use these tuck in acquisitions and service to accelerate our lead, not just from a revenue perspective, which is what we were just talking about. But from a product perspective, you might have followed Salesforce acquiring Click. That means we are the only independent. Aye, aye. Optimization engine that is field tested. Battle ready. So that's great. This s t a is how we consolidate our dominance and complex service. So what darren was speaking to is not on Lee the service management segment of our revenue and how we continue to accelerate over the oracles in the S a. P s and the service maxes et cetera of the world. But how we take what we're already dominant in and really put the hammer down. Honesty is part of that. >>Your differentiation then if I infers, is focus. Um, you're you're deep customer customs agent deep >>domain expertise. Yeah, So really, when you think about a i optimization, which drives a ton of business value and the ability to handle the complex service cases that then drive business outcomes and outcomes based service models, we are number one and s dea tucks into that, even though it is very strategic on how we position ourselves with leadership and service. >>All right, Challenger becomes number one, Marty. Thanks very much. All right, Keep it right, everybody. Dave A lot with Paul Galen. You're watching the Cube from Boston Mass. I f s world 2019 right back.

>> From Cambridge Massachusetts, it's the CUBE, covering MIT Chief Data Officer and Information Quality Symposium 2019. Brought to you by silicon angle media. >> Welcome back to Cambridge Massachusetts everybody you're watching the cube. The leader in live tech coverage. The cubes two day coverage of MIT's CDOIQ. The chief data officer information quality event. Thirteenth year we started here in 2013. I'm Dave Vallante with my co-host Paul Gillin. Veda Bawo. Bowo. Bawo. Sorry Veda Bawo is here. Did I get that right? >> That's close enough. >> The director of data governance at Raymond James and Althea Davis the former chief data officer of ING bank challengers and growth markets. Ladies welcome to the cube thanks so much for coming on. >> Thank you. >> Thank you. >> Hi Vita, talk about your role at Raymond James. Relatively new role for you? >> It is a relatively new role. So I recently left fifth third bank as their managing director of data governance and I've moved on to Raymond James in sunny Florida. And I am now the director of data governance for Raymond James. So it's a global financial services company they do asset wealth management, investment banking, retail banking. So I'm excited, I'm very excited about it. >> So we've been talking all day and actually several years about how the chief data officer role kind of emerged from the back office of the data governance. >> Mmm >> And the information quality and now its come you know front and center. And actually we've seen a full circle because now it's all about data quality again. So Althea as the former CDO right is that a fair assessment that it sort of came out of the ashes of the back room. >> Yeah, I mean its definitely a fair assessment. That's where we got started. That's how we got our budgets that's how we got our teams. However, now we have to serve many masters. We have to deal with all of the privacy, we have to deal with the multiple compliancies. We have to deal with the data operations and we have to deal with all of the new, sexy emerging technologies. So to do AI and data science you need a lot of data. You need data rich. You need it to be knowledge management, you need it to be information management. And it needs to be intelligent. So we need to actually raise the bar on what we do and at the same time get the credibility from our sea sweet peers. >> Well I think we no longer have the. We don't have the luxury of being just a cost center anymore . >> No. >> Right, we have to generate revenue. So it's about data monetization. It's about partnering with our businesses to make sure that we're helping to drive strategy and deliver results for the broader organization. >> So you got to hit the bottom line. >> Yeah. >> Either raise revenue or cut costs >> Yeah absolutely >> You know directly that can be tangibly monetized. >> Exactly keep them out of jail. Right. Save money >> That too. >> Save money, make money. (inaudible laughter) keep them out of jail. >> Like both CDO's you do not study for this career path because it didn't exist a few years ago. So talk about your backgrounds and how you came to come into this role Veda. >> Yeah absolutely so you know you talked about you know data kind of starting in the bowels of the back office. So I am that person right. So I am an accountant by training. So I am the person who is non legally entity controllership by book journal entries I've closed the books. I've done regulatory reporting so I know what it feels like to have to deal with dirty data every single month end, every single quarter end right. And I know the pain of having to cleanse it and having to deal with our business partners and having experienced that gave me the passion to want to do better. Right so I want to influence my partners upstream to do better as well as to take away some of the pain points that my teams experiencing over and over again it really was groundhog day. So that really made me feel passionate about going into the data discipline. Right and so you know the benefit is great it's not an easy journey but yeah out of accounting finance and that kind of back office operational support was boring right. A data evangelist and some passionate were about it. >> Which made sense because you have to have quality. >> Absolutely. >> Consistency. You have to have so called single version of the truth. >> Absolutely because you look regularly there's light for the financial reports to be accurate. All the time. (laughter) >> Exactly >> How about you? >> I came at it from a totally different angle. I was a marketeer so I was a business manager, a marketeer I was working with the big retail brands you know the Nikes and the Levi's strauss's of the world. So I came to it from a value chain perspective from marketing you know from rolling out retail chains across Europe. And I went from there as a line management position and all the pains of the different types of data we needed and then did quite a bit of consulting with some of the big consultancies accenture. And then rolled more into the data migration so dealing with those huge change projects and having teams from all of the world. And knowing the pains what all of the guys didn't want to work on. I got it all on my plate. But it put me in position to be a really solid chief data officer. >> Somebody it was called like data chicks or something like that (laughter) and I snuck in I was like the lone >> Data chicks >> I was like the lone data dude >> You can be a data chick. It's okay no judgement here. >> And so one of the things that one of the CDO's said there. She was a woman obviously. And she said you know I think that and the stat was there was a higher proportion of women as CDO's than there were across tech which is like I don't know fifty seventeen percent. And she's positive that the reason was because it's like a thankless job that nobody wants and so I just wonder as woman CDO your thoughts on that is that true. >> Well first of all we're the newest to the table right so you're the new kid on the block it doesn't matter if you're man or woman you're the new kid on the block so you know the CFO's got the four thousand year history behind him or her. The CIO or CTO they've got the fifty, sixty year up on us. So we're new. So you have to calve out your space and I do think that a lot of women by nature like to take on things big. To do things that other people don't want to do. So I can see how women kind of fell into that. But, at the same time you know data it's an asset and it is the newest asset. And it's definitely misunderstood. So I do think that you know women you know we kind of fell into it but it was actually something that happened good for women because there's a big future in data. >> Well let's just be realistic right. Woman have unique skillset. I may be a little bias but we have a unique skillset. We're able to solve problems creatively. Right there's no one size fits all solution for data. There's no accounting pronouncement that tells me how to handle and manage my data. Right I have to kind of figure it out as I go along and pivot when something doesn't work. I think that's something that is very natural to women. >> Yeah. >> I think that contributes to us kind of taking on these roles. >> Can I just do a little survey here (laughter) We hear that the chief data officer of function is defined differently at different organizations. Now you both are in financial services. You both have a chief data function. Are you doing the same thing? (laughter) >> Absolutely not! (laughter) >> You know this is data by design. I mean I'm getting lucky I've had teams that go the whole gammon right so. From the compliancy side through to the data operations through to all of the like I said the exotics, sexy you know emerging technologies stuff with the data scientists. So I've had the whole thing. I've also had my last position at ING bank I had to you know lead a team of chief data officers across three different continents Australia, Asia and also Eastern and Western Europe. So it's totally different than you know maybe another company that they've only got to chief data officer working on data quality and data governance. >> So again another challenge of being the new kid on the block right. Defining roles and responsibilities. There's no one globally, universally accepted definition of what a chief data officer should do. >> Right >> Right is data science in or out are analytics in or out. Right. >> Security sometimes. >> Security right sometimes privacy is it or out. Do you have operational responsibilities or are you truly just a second line governance function right? There's a mixed bag out there in the industry. I don't know that we have one answer that we know for sure is true. But I do know for sure is that data is not an IT function. >> Well okay. That's really important. >> It's not an IT asset. >> Yeah. >> I want to say that it's not an IT asset. It is an information asset or a data asset which is a different asset than an IT asset or a financial asset or a human asset. >> But and that's the other big change is that fifteen. Ten to fifteen years ago data was assumed to be a liability right. >> Mmm. >> Federal rules set up a civil procedure we got to get rid of the data or you know we're going to get sued. Number one and number two is that data because it's digital you know people say data is the new oil. I always say it's not. It's more important than oil. >> It's like blood. >> Oil you can only use in one use case. Data you can reuse over and over again. >> Reuse, reuse perpetual. It goes on and on and on. And every time you reuse it the value increases. So I would agree with you it is not the new oil. It is much bigger than that and it needs to I mean I know from some of my colleagues in the profession. We talk about borrowing from other more mature disciplines to make data management, information management and knowledge management much more robust and be much more professional. We also need to be more professional about it as the data leaders. >> So when you're a little panel today. One of the things that you guys addressed is what keeps the CDO up at night. >> Yes >> I presume it's data. (laughter) >> No, no, no. >> It's our payers that don't get it. (laughter) >> That's what keeps us up at night. >> Its the sponsors that keep us up at night. (laughter) So what was that discussion like? >> So yeah I mean it was a lively discussion. Um, great attendance at the panel so we appreciate everyone who came out and supported. >> Full house. >> Definitely a full house. Great reviews so far. >> Yep. >> Okay, so the thing that definitely keeps folks up at night and I'm going to start with my standard one which is quality. Right you can have all of the fancy tools, right you can have a million data scientists but if the quality is not good or sufficient. Then you're no where. So quality is fundamentally the thing that the CDO has to always pay attention to. And there's no magic you know pill or magic right potion that's going to make the quality right. It's something that the entire organization has a rally around. And it's not a one thing done right it has to be a sustainable approach to making sure the quality is good enough so that you can actually reap the benefits or derive the value right from your data. >> Absolutely and I would say you know following on from the quality and I consider that trustworthiness of the data. I would say as a chief data officer you're coming to the table. You're coming to the executive table you need to bring it all so you need to be impactful. You need to be absolutely relevant to your peers. You also need to be able to make their teams in a position to act. So it needs to be actionable. And if you don't have all of that combination with the trustworthiness you're dead in the water. So it is a hard act and that's why there is a high attrition for chief data officers. You know it's a hard job. But I think it's very much worthwhile because this particular asset this new asset we haven't been able to even scratch the surface of what it could mean for us a society and for commercial organizations or government organizations. >> To your point it's not a technology problem when Mark Ramsay who was surveying the audience this morning. He said you know why have we had so many failures and the first hand that went up said. It's because of relations with the database. >> And I wanted to say it's not a technology problem. >> It's a hearts, minds and haves >> Absolutely. Absolutely. You couldn't make an impact to your data landscape without changing your technology. >> You said at the outset how important it is for you to show a bottom line impact. >> Right >> What's one project you've worked on or that you've led in your tenure that did that. >> If we're talking about for example I can't say specifics but if we're looking at one of institutions I worked at in an insurance firm and we looked at the customer journey. So we worked with some of the different departments that traditionally did not get access to data for them to be able to be effective at their jobs. But they wanted to do in marketing was create actually new products to make you know increase the wallet from the existing customers other things they wanted to do was for example, when there were problems with the customers instead of customer you know leaving you know the journey they were able to bring them back in by getting access to the data. So we either gave them insight like you know looking back to make sure that things didn't happen wrong the next time or we helped them giving them information so they could develop new products so this is all about going to market. So that's absolutely bottom line. It's not just all cost efficiency and products to begin . >> Yeah pipeline. (laughter) >> And that's really valid but you know. >> Absolutely so I'll give you one example where the data organization partnered with our data scientists. To try to figure out the best location for various branches. For that particular institution. And it was taking right trillions of data points right about current footprint as well as other information about geographic information that was out there publicly available. Taking that and using the analytics to figure out okay where should we have our branches, our ATM's etc... and then conslidating the footprint or expanding where appropriate. So that is bottom line impact for sure. >> I remember in the early part of the two thousands I remember reading a Harvard business review article about gut feel trumps data every time. But that's an example where no way. >> Nope. >> You could never do better with the gut than that example that you just gave. >> Absolutely. >> Veda. I want to ask you a question. I don't know if you've heard Mark Ramsays talk this morning but he sort of. He sort of declared that data governance was over. >> Mmm. >> And as the director of data governance >> Never! >> I wondered if you would disagree with that. >> Never! >> Look. >> Were you surprised? >> It's just like saying that I should stop brushing my teeth. Right I always will have to maintain a certain level of data hygiene. And I don't think that employees and executives and organizations have reached a level of maturity where I can trust them to maintain that level of hygiene independently. And therefore I need a governance function. I need to check to make sure you brush your teeth in the morning and in the evening. Right and I need you to go for your annual exam to make sure you don't have any cavities that weren't detected. Right so I think that there's still a role for governance to play. It will evolve over time for sure. Right as you know the landscape changes but I think there's still a role right for like governance. >> And that wasn't my takeaway part. I think he said that basically enterprise data warehouse fail massive data management fail. The single data model failed so we punted to governance and that's not going to solve the enterprise data problem. >> I think it's a one leg in the stool. It's one leg in the stool. ` >> Yeah I think I would really sum it up as a monolithic data storage approach failed. Like that. And then our attention went to data governance but that's not going to solve it either. Look, data management is about twelve different data capabilties it's a discipline so we give the title data governance but it means multiple things. And I think that if we're more educated and we have more confidence on what we're doing on those different areas. Plus information and knowledge management then we're way ahead of the game. I mean knowledge graphs and semantics. That puts companies you know at the top of that you know corporate inequality gap that we're looking at right now. Where you know companies are you know five and thousand times more valuable then their competition and the gap is just going to get bigger considering if some of those companies at the bottom of the gap are you know just keep on doing the same thing. >> I agree I was just trying to get you worked up. (laughter) >> Well you did. >> It's going to be a different kind of show. >> But that point you're making. Microsoft, Apple, Amazon and Google, Facebook. Top five companies in terms of market cap. And they're all data companies. They surpass all the financial services, all the energy companies, all the manufacturers. >> And Alibaba same thing. >> Oh yeah. >> They're doing the same thing. >> They're coming right up there. With four or five hundred billion. >> They're all doing the knowledge approach. They're doing all of this stuff and that's a much more comprehensive approach to looking at it as a full spectrum and if we keep on in the financial industry or any industry keep on just kind of looking at little bits and pieces. It's not going to work. It's a lot of talk but there's no action. >> We are losing right. I know that Fintechs are right fringing upon are territory. Right if Amazon can provide a credit card or lend you money or extend you credit. They're now functioning as a traditional bank would. If we're not paying attention to them as real competitors. We've lost the battle. >> That's a really important point you're making because it's all digital now. >> Absolutely. >> You used to be you'd never see companies traverse industries and now you see it Apple pay and Amazon and healthcare. >> Yeah. >> And government organizations teaming up with corporations and individuals. Everything is free flowing so that means the knowledge and the data and the information also needs to flow freely but it needs to be managed. >> Now you're into a whole realm of privacy and security. >> And regulations right. Regulations for the non right traditional banks. So we're doing banking transactions. >> Do you think traditional banks will lose control over the payment systems? >> If they don't move with the time they will. If they don't. I mean it's not something that's going to happen tomorrow but you know there is a category of bank called Challenger banks so there's a reason. You know even within their own niche there's a group of banks. >> I mean not even just payments right. Think about cash transactions like if I do money transfer am I going to my traditional bank to do it or am I going to cashapp. >> I think it's interesting particularly in the retail banking business where you know one banking app looks pretty much like other and people don't go to branches anymore and so that brand affinity that used to exist is harder and harder to maintain and I wonder what role does data play in reestablishing that connection. >> Well for me right I get really excited and sometimes annoyed when I can open up my app for my bank and I can see the pie chart of my spending. They're using my data to inform me about my behaviors sometimes a good story, sometimes a bad story. But they're using it to inform me. That's making me more loyal to that particular institution right so I can also link all of my financial accounts in that one institutions app and I can see a full list of all of my credit cards, all of my loans, all of my investments in one stop shopping. That's making me go to their app more often versus the other options that are out there. So I think we can use the data in order to endear the customer source but we have to be smart about it. >> That's the accountant in you. I just refuse to not look. (laughter) >> You can afford to not look. I can't. >> Thank you. >> Thanks for riling us up. >> Alright thank you for watching everybody we'll be right back with our next guest right after this short break. You're watching the cube from MIT in Boston, Cambridge. Right back. (atmospheric music)

(click) >> Stu: Hi, I'm Stu Miniman and this is a special on-the-ground here at the VTUG: Summer Slam 2019. It's the 16th year of the event and unfortunately it's actually the final event. I've been to a few of these in Maine. I've been to many more of them at the Winter Warmer at Gillette Stadium and welcoming back to the program someone that's been to many more of these that I have, Chris Collotti, who's a principal technologist today at Cohesity but you know, who is doing many other jobs and actually used to live here in New England, southern New Hampshire before. >> Chris: That's right. Chris, welcome back. >> Chris: Thank you, good to see you as always. >> Yeah, give us a little bit of your history with these events and you know, what you've been seeing at you know, user groups and regional events and what brought you back for the final one. >> So this one was interesting cause even last night when I showed up for the night before, I think I knew everybody in the room, it was all hugs and you know, it's just, it's all about the people, I mean, this is all the same people that we've had up here. But, yeah, I grew up in southern New Hampshire, since moved to Tennessee five years ago but I was actually at another event before this and when we found it was the last one, well, Cohesity has always sponsored it but I actually decided to fly over here, being the last one cause knowing the Harneys really well and see all you guys it's just, it's kind of an odd thing to have the curtain go down. >> Yeah, you talk about the people and communities, Chris, I think back to the earliest days that I came to this event I'm like, there's that guy on stage, he's almost always wearing a Patriots jersey there and >> (laughs) I did make that famous. >> Figuring out it was I believe P90x and some of the other things there so, you know, what's the workout regime today? >> Uh, this morning I actually jacked up my neck, um, back in to lifting heavy a little bit but yeah, it was always great to be the guy who always came up on stage and always had a Brewsky jersey on or something. I remember the one year that someone told me they were practicing that year and I was in the middle of the presentation and I was, you know, conflicted on what to do but, um, no I think it's always been good to come back and talk, not just about technology, but I've had so many conversations over the years about where my career's gone and the changes and it was always that opportunity a couple times a year to figure out what changed for everybody. And even now, I mean, there's guys that I've seen that have different shirts on that we're, you know, I have one different from last year when I was at the Winter Warmer. >> Yeah, 16 years it's safe to say almost everyone here has changed what logo they had here. Many of the companies >> We've lost a little more hair, we've got a little more gray. >> So a lot of changes. One thing I tell you, 16 years has been a good run for the Patriots over the last 16 years >> People don't like us when we talk about that for some reason >> We're here in New England, we're allowed to talk about it. >> That's true, that's true. >> At this event, Chris, it's The Cube, you always like talking about sports and if they don't like this piece of it that's all right but, you know, I tell you talking to the vendors here, they're always hiring, like, SEs, technical people, you know, if they understand that latest in technology, usually they can find a job here. What else are you seeing? What are some of the you know, kind of in-demand jobs, of course, you know, the space that your company is playing in, data, is at the center of so much of what we talk, >> Absolutely. Data protection, data management, is a super hot space. >> Yep. I think, I've definitely seen a lot of, all the new companies are always hiring SEs, right? They got to get their sales up and running. For Cohesity, it's a bit similar. I mean, we took over another couple of floors in one of the other buildings in San Jose, which is great, the growth is unbelievable. For people who don't know, you know, we've got a truck rolling around the country that John Hildebrand and I personally, pretty much built over the course of a couple a months, but I think that speaks to it. There's all this stuff happening and everybody's trying to find a different way to get out in front of customers, right, whether it's a salesperson, whether it's the marketing, whether it's creative videos or something else and we're always trying to figure out what's the next, well, not even technical ability, but what's just the next ability you want to hire, right, is it a coder, is it, I mean, we always have developers, we're always hiring developers, but around here, I've been out of the area so much I'm really not sure, like what the hotbed is right now around the Boston area and southern New Hampshire. >> Boston's such a hotbed lately for, you know, everything that's going in IoT, of course, Cloud's having an impact, those people that hadn't been to the Seaport District, oh my gosh, it's great to see those buildings go up. >> Oh yeah. >> You know, not just, you know, Red Hat put in a big facility there, AWS and Amazon, of course, has a strong presence, but between Cambridge and Boston there's so much growth here. Chris, want to give you the kind of final word, as you've been at more of these events than many people, you know, what's it like to see kind of the end of an era and any final memories you have from these shows. >> The only, and I've been talking about this memory, and you may remember this one, and Ed Hartley would too, I think, Tex, he will, when my Challenger broke down. Were you here for that one, when I pulled into Gritty's? That's my worse memory of these but it's the one that always comes up when I come back and everybody saw it on the flatbed driving by, you know, Luigi and everybody. What made it interesting was a horrible situation for me because I drove up here but it speaks to the community because everybody ran out to ask what happened, do you need a ride home, what's going on? And I do think the Harneys have done such an incredible job over the years just bringing all these people together. It's a little bit sad I think, you know, my wife came up for this, Julie actually flew up because she knows everybody and being the last one. She also won't turn down lobster, at all. I'm happy for them though, I think, a lot's happened in their lives in the last couple years and to finally get down to Florida and spend more time down there, I'm happy for them, I think it's great, I think they've done a, they've left a legacy, really I think, I don't think anybody can match up here. >> The intersections of great information, great people and you throw in >> Great food. a great New England Lobsterfest, you really can't go wrong with that, Chris, thank you so much for sharing the update. Always great to catch up with you. >> Yeah, great seeing you again. We'll see you tonight at the bake. >> All right and we'll see Chris and many others at VMWorld later this year as well as lots of other shows. Be sure to check out thecube.net. I'm Stu Miniman and as always, thanks for watching. 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(upbeat music) >> Welcome to this special Cube Conversation. We're here in Palo Alto, California with a special guest. Dialing in remotely Paul Martino, the founder of Bullpen Capital and also the producer of an upcoming film called The Inside Game. It's a story about a true story about an NBA betting scandal. It's really, it's got everything you want to know. It's got sports, it's got gambling, it's got fixing of games. Paul Martino, known for being a serial entrepreneur and then an investor, investing in some great growth companies, and now running his own firm called Bullpen Capital, which bets on high-growth companies and takes them to the next level. Paul, great to see you. Thanks for spending the time. Good to see you again. >> John, always good to see you. Thanks for having me on the show. >> So, you're a unique individual. You're a computer science whiz, investor, entrepreneur, now film producer. This story kind of crosses over your interests. Obviously in Philly, you're kind of like me, kind of a blue collar kind of guy. You know hot starters when you see it. You also were an investor in a lot of the sports, gambling, betting, kind of online games, we've talked about in the past. But now you're crossing over into filming movies. Which is, seems like very cool and obviously we're living in a date of digital media where code is software, code is content, obviously we believe that. What's this movie all about? All the buzz is out there, Inside Game. You get it on sports radio all the time. Give us the scoop. Why Inside Game? What's it about? Give us the 411. >> Yeah, so John, I mean, this is a story that picked me. My producing partner in this is a guy named Michael Pierce who made a bunch of great movies, including The Cooler, one of the best gambling movies, with William H Macy. And he says sometimes the movie picks you and sometimes you pick the movie. And I wasn't sitting around one day going wow I want to be a movie producer, it was just much more that my cousin is the principal in the story. My cousin was the go-between between the gambler and the referee. The three of them were friends ever since they were kids. And when they all got out of jail Tommy called me, Tommy Martino. He said hey Paulie, you're about the only legitimate business guy I know. Could you help me with my life rights? And that's how this started almost six years ago. >> And what progressed next? You sat down, had a couple cocktails, beers, said okay here's how we're going to structure it. Was it more brainstorming and then it kind of went from there? Take us through that progression. >> It was a pure intellectual property exercise, and this is where being a startup guy was helpful. I was like, Tommy, I'll buy your life rights. Maybe we'll get a script written, we'll put it on the shelf, so that if anybody ever wants to make this story they have to go through us. Almost like a blocking patent or a copyright. And he's like okay cool. And so I said I have no delusions of ever making this movie. I actually don't know that, I don't know anybody to make a movie. This is not my skill set. But if anybody ever wants to make the movie, they're going to have to come deal with us. And then the lucky break happens, like anything in a startup. I have this random meeting with a guy named Michael Pierce, who was at a firm called WPS Challenger out of London. And we're down in Hillstone in Santa Monica, and I say to him, I say I've got this script written about this NBA betting scandal, would you do me a favor? He literally laughs in my face. He goes a venture guy from Silicon Valley is going to hand me a script. What a bad, anyway, I was like look dude, I'm a good guy to have owe you a favor so just read this dang thing. About 8 hours later my phone rings, he says who the hell is Andy Callahan? This is the best script I've ever read in my entire life. Let's go make a movie. Andy Callahan was a friend of a friend from high school who wrote the script. He actually once beat Kobe Bryant when he was a center at Haverford when Kobe Bryant played at Lower Merion here in the Philly suburbs. So, it's kind of this local Philly story. I'm a local Philly blue collar guy, we put the pieces together, and I'll be danged and now six years later the film is in the can and you're probably going to see it during the NBA finals this year in June. >> All right, so there's some news out there it's on the cover on ESPN Magazine, the site is now launched. I've been hearing buzz all morning on this in the sports radio world. A lot of buzz, a lot of organic virality around it. Reminds of the Crazy, Rich Asians, which kind of started organically, similar kind of community behind it. This has really got some legs to it. Give us some taste of what's some of the latest organic growth here around the buzz. >> Yeah so, think about this. This happened in, primarily '06 and '07. They were sentenced in 2010 and were in jail in 2011. It is 2019 and the front page story on ESPN is What Tim, Tommy, and Jimmy Battista Did. Those were the three guys, the gambler, the ref, and the go-between. And this is a front page story on ESPN all these years later. So we know this story has tremendous legs. We know this movie has a tremendous built-in audience. And so now it's just our job to leverage all those marketing channels, places we pioneered, like Zynga and FanDuel to get people who care about the story into the theaters. And we're hoping we can really show people how to do a modern way to market a film using those channels we've pioneered at places like FanDuel and Zynga. >> You and I have had many conversations privately and here on the Cube in the past around startups disruption, and it's the same pattern right? No one thinks it's a great idea, you get the rights to it, and you kind of got to find that inflection point, that magical moment which comes through networking and just hard work and hustle. And then you've got everything comes together. And then it comes together. And then it grows. As the world changes, you're seeing digital completely change the game on Hollywood. For instance, Netflix, you've got Prime, you've got Hulu. This is, essentially, a democratization, I'm not saying, well first of all you've made some money so you had some dough to put into it, but here's a script from a friend. You guys put it together. This is now the new startup model going to Hollywood. Talk about that dynamic, what's your vision there? Because this, I think, is an important signal in how digital content, whether it's guys in the Cube doing stuff or Cube Studios, which we'll, we have a vision for. This is something that's real. Talk about the dynamic. How do you see the entrepeneurial vision around how movies are made, how content's made, and then, ultimately, how they're merchandised in the future. >> Right, there's a whole, there's a whole bunch of buckets. There's the intellectual property bucket of the story, the script, etc. Then there's the bucket of getting the movie made. You know, that's the on the set and that's the director and that's post-production, and then there's the marketing. And what was really interesting is even though I'd never made a movie, two of those three buckets I knew a tremendous amount about from my experience as a startup investor. The marketing and the IP side I understood almost completely, even though I'd never made a film. And so all of the disruptive technologies that we learn for doing disruptive things like marketing a new thing called Daily Fantasy Sports, we were able to bring to bear to this film. Now, I had fun on the set and meeting all the actors, etc. But I had no delusion that I knew about the making of the movie part. So I plead ignorance there, but of the three buckets that you need to go make something in the media space 66% of what I knew as a startup guy overlapped and I think this is what the future of the media is. Because guys like me and you, John, we actually know a lot about this because we're startup people as opposed to we have to learn about it in terms of how to market and how to get an audience. I mean, my last company Aggregate Knowledge designs custom audiences for ad targeting. So we know how to find gamblers to go see this movie. That's literally the company I started. And so that's a thing that I'm very, very comfortable with and it's exciting to then work with the producer who did the creative and the director and I say hey guys, I've got this marketing thing under control, I know how to do it, oh by the way, the old Head of Marketing from FanDuel, he's a consultant to the project. Right, so, we got that. >> You got that, and the movie's being made. That's also again, back to entrepreneurship, risk. You got to take risks, right? This is all about risk management at the end of the day and you know, navigating as the lead entrepreneur, getting it done, there's heavy lifting and costs involved in making the movie, >> Right >> How did you, that's like production, right? You got to build a product. That is ultimately the product when it has to get to market. How did that go, what's your thoughts on your first time running a movie like this, from a production standpoint, learnings, observations? >> I learned a tremendous amount. I must admit, I was along for the ride on that piece of the puddle, puzzle. The product development piece of this was all new to me. But then again, I mean think about it, John, I started four companies, a social network, an ad targeting company, a game company, and a security company. I didn't know anything about those four companies when I started them either in terms of what the product needed to do. So learning a new product called make a movie was kind of par for the course, even though I didn't really know anything about it. You know, if you're going to be a startup person you got to have no fear. That's the real attribute you need to have in these kinds of situations. >> So I got to >> And so, witnessed that first-hand and, you know what, now, if I ever make a movie again I kind of know how to make that product. >> Yeah, well looking forward. You've got great instincts as an entrepreneur. I love hanging out with you. I got to ask you a question. I talk to a lot of young people, my son and his friends and I see people coming out of business school, all this stuff. You know, every college has an entrepreneurial program. Music, film, you know, whatever, they all have kind of bolted on entrepreneurship. You're essentially breaking down that kind of dogma of that you have to have a discipline. Anyone can do this, right? So talk about the folks that are out there, trying to be entrepreneurial, whether you're a musician. This is direct to consumer. If you have skills as an entrepreneur it translates. Talk about what it takes to be an entrepreneur, if you're a musician or someone who has, say, content rights or has content story. What do they do? What's your advice? >> We have lived through, perhaps the most awesome period of the last five to 10 years, where it got cheap to do a startup. You know, when we're doing our first startups 20 years ago, it cost 5 million bucks to go get a license from Oracle and go hire a DBA and do all that stuff. You know what, for 5 grand you can get your website up, you can build, you can use your iPhone, you can film your movie. That's all happened in the last five to 10 years. And what it's done is exactly the word you used. It's democratized who can become an entrepreneur. Now people who never thought entrepreneurship was for them, are able to do it. One of our great examples of this is Ipsy, our cosmetics company. You know, Michelle Phan was a cocktail waitress working in Florida, but she had this YouTube following around watching her videos of her putting her makeup on. And you know when we met her, we're like you know what? You're the next generation of what entrepreneurs look like. Because no, she didn't go to Stanford. She didn't have a PhD in computer science, but she knew what this next generation of content marketing was going to look like. She knew what it was to be a celebrity influencer. You know, that company Ipsy makes hundreds of millions of dollars every year now, and I don't think most people on Sand Hill would've necessarily given Michelle the chance because she didn't look like what the traditional entrepreneur looked like. So it's so cool we live in a time where you don't need to look like what you think an entrepreneur needs to look like or went to the school you had to think you'd go to to become an entrepreneur. It's open to everybody now. >> And the key to success, you know, again, we've talked about those privately all the time when we meet, but I want to get your comment on the record here. But I mean, there's some basic blocking and tackling that's independent of where you went to school that's being creative, networking, networking, networking, you know, and being, good hustle. And being, obviously good judgment and being smart. Do your thoughts on the keys to success for as those folks saying hey you know I didn't have to go to these big, fancy schools. I want to go out there. I want to test my idea. I want to go push the envelope. I want to go for it. What's the tried and true formula from your perspective? >> So when you're in the early stage of hustling and you want to figure out if you're good at being an entrepreneur, I tell entrepreneurs this all the time. Every meeting is a job interview. Now, you might not think it's a job interview, but you want to think about every meeting, this might be the next person I start my company with. This might be the person I end up hiring to go run something at my company. This might be the person I end up getting money for, from to start my company. And so show up, have some skills, have some passion, have a vision, and impress the person on the other side of the table. Every once in a while I get invited to a college and they're like well Paul, life's easy for you, you started a company with Mark Pinkus and you're friend with Reid Hoffman and this... Well how the hell do you think I met those people? I did the same thing I'm telling you to do. When I was nobody coming out of school, I went and did stuff for these guys. I helped them with a business plan. I wrote the code of Tribe, and then now all of the sudden we've got a whole network of people you can go to. Well, that didn't happen by accident. You had to show up and have some skills, talent, and passion and then impress the person on the other side of the table. >> Yeah >> And guess what? If you do that enough times in a row, you're going to end up having your own network. And then you're going to have kids come in and say, wow, how can I impress you? >> Be authentic, be genuine, hustle, do networking, do the job interview, great stuff. All right, back to final point I want to get your thoughts on because I think this is your success and getting this movie out of the gate. Everyone, first, everyone should go see Inside Game. Insidegamemovie.com is the URL. The site just went up. This should be a great movie. I'm looking forward to it, and knowing the work that went in, I followed your journey on this. It should be great. I'm looking forward to seeing it. Uh, digital media, um, your thoughts because we're seeing a direct to consumer model. You've got the big companies, YouTube, Amazon, others. There's kind of a, a huge distribution of those guys. The classic Web 2.0 search kind of paradigm and portal. But now you've got a whole 'nother set of distribution or network effects. Your thoughts, because you were involved in, again, social networking before it became the monster that it is now. How is digital media changing? What's your vision of how that's happening and how does someone jump on that wave and be successful? >> Yeah, we're in the midst of disruption. I mean, I'm in the discussions and final negotiations right now on how we're going to end up ultimately doing the film distribution. And I am very disappointed with the quality of the thinking of the people on the other side of the table. Because they come from very traditional backgrounds. And I'm talking to them about, I want to do a site takeover across Zynga. I want to do a digital download on FanDuel of a 20 minute clip of the film. And they're like what's FanDuel? Who's Zynga? And I'm sitting there, I'm like guys, this is the new media. Oh, by the way, there's a sports app called Wave and Wave is where the local influencers in the markets who want to write the stories are, and we want to do a deal with those guys. And oh, by the way, the CEO of that company is a buddy of mine I met years ago, right? One of those kids I gave advice to, and now I'm going to ask him for a favor from, right, that's how it works. But, it's amazing when you have these conversations with traditional old line media companies. They don't understand any of the words coming out of your mouth. They're like Paul, here's how much I'll give you for your film. Thank you, we'll go market it. I'm like, really? Seriously? I got the former CMO of FanDuel going to help out on this. You don't want to talk to him? >> Yeah >> And so this is where the industry is really ripe for disruption. Because the people from the startup world have already disrupted the apple cart and now we've just got to demonstrate that this model is going to continue to work for the future and be ready when the next new kind of digital transmedia thing comes along and embrace that, as opposed to be scared to death of it or not even know how to talk the language of the people on it. >> Well, you're doing some amazing venturing in your, kind of, unique venture capital model on Bullpen Capital. Certainly isn't your classic venture capital thing, so I'm sure people are going to be talking to you about oh, Paul, are all VCs going to be doing movies? I'm sure that's a narrative that's out there. But you're not just a normal venture capital. You certainly invest. So, venture capitals have reputation issues right now. People talk about, well, you know, they're group think. You know, they only invest in who they see themselves. You mentioned that comment there. The world's changing in venture. Your thoughts on that, how you guys started your firm, and your evolution of venture capital. And is this a sign that you'll see venture capitalists go into movies? >> Well, I don't know about that part. There have been a couple venture people who have done movies. But the part I will talk about is the you got to know somebody, it's an inside game, ha ha, we'll play double entendre on Inside Game here. You know, 20% of the deal we've done at Bullpen, we've done over 100. 20% of them were cold emails on something like LinkedIn or business plans at bullpen.com. 20%, now there's this old trope in venture if you don't get a warm intro I won't even talk to you. Well 20% of our deals came in and we had no idea who the person on the other side was. That's how we run the firm. And so if you're out there going I'm one of those entrepreneurs in the Midwest and no one, I don't know anyone. I'm not in a network, send me a plan. I'm someone who's going to look at it. It doesn't mean I'm going to be an investor, but you know what I'm going to do? I'm going to give you a shot. And I don't care where you're from or what school you went to or what social clique you're in or what your political persuasion is. Matter of fact, I literally don't care. I'm going to give you a shot. Come into my office and that, I think, is what was missing in a lot of firms, where it's a we only do security and we only look at companies that spun out of Berkeley and Stanford. And yeah, there can be an old boys network in that. But you know what, we like to talk to everybody. And the more blue collar the CEO is, the more we love them at Bullpen. >> That's awesome. Talk about the movie real quick on terms of how Hollywood's handling it. Um, expectations, in terms of reaction, was it positive, is it positive, what's the vibe going on in Hollywood, is this going to be a grassroots kind of thing around the FanDuels and your channels? What's your plan for that and what's the reaction of Hollywood? >> So it's going to be a lot of all of the above. But PR is going to be a huge component, I mean, part of the reason we're on today is there's a huge front page story on ESPN about Tim Donaghy and the NBA betting scandal of 2007. And so the earned media is going to be a huge component of this. And I think this is where the Hollywood people do understand the language we're speaking. We're like, look, we have a huge built-in audience that we know how to market to. We have a story. Actually, in the early days, you asked about risk? Back when I was thinking about if I would do this project I would do the following little market research. I'd walk into a sports bar, it didn't matter what town I was in. I could be in Dallas, I could be in Houston, I could be in Boston. I would literally walk up to the bar and say, hey, uh, six of you at the bar, ever hear of Tim Donaghy? It'd be amazing. About seven out of 10 people would go yeah he was the referee, crooked referee in the NBA. I'm like, this is amazing. Seven out of 10 people I meet in a bar know about the story I want to go tell. That sounds like a good chance to make a movie, as opposed to a movie that has no built-in audience. And so, a built-in audience with PR channels that we know work, I think we can really show Hollywood how to do this in a different way if this all works. >> And this comes back to my point around built-in audiences. You know, YouTube has got a million subscribers. That's kind of an old metric. That means they, like an RSS feed kind of model. That's a million people that are, could be, amplifying their network connections. It is a massive built-in audience. The iteration, the DevOps kind of mindset, we talk about cloud computing, can be applied to movies. It's agile movie making. That's what you're talking about. >> Yeah, and by the way, so we have a social network of all the actors and people in the film. So when it's ready, let's go activate our network of all the actors that are in the film. Each of them have a couple million followers. So let's go be smart. Let's, two weeks before the movie, let's send some screenshots. A week before the movie let's show some exclusive videos. Two days before the film, go see it, it's now out in the theaters. You know what, that's pretty, that's 101. We've got actors. We've got producers. Like, let's go use the influencer network we built that actually got the movie made. Let's go on Sports Talk, talk about the movie. Let's go on places like this and talk about how a venture guy made a movie. This is the confluence of all of the pieces all coming together at once. And I just don't think enough people in the film business or in the media business think big enough about going after these audiences. It's oh, we're going to take ads out on TV and I'm going to see my trailer and we're going to do this and that's how we do it. There's so many better ways to get your audience now. >> And this is going to change, just while I've got you here, it's just awesome, awesome conversation. Bringing it back to kind of the CMO in big companies, whether it's consumer or B to B or whatever, movies, the old model of here's our channels. There's certainly this earned media kind of formula and it's not your classic we've got a website, we're going to do all this instrumentation, it's a whole 'nother mechanism. So talk about, in your opinion, the importance of earned media, vis a vis the old other buckets. Owned media, paid media, well-defined Web 1.0, Web 2.0 tactics, earned media is not just how good is our PR? It's actually infrastructure channels, it's networks, a new kind of way to do things. How relevant and how important will this be going forward? Because there's no more website. It's a, you're basically building a media company for this movie. >> That is exactly right. We're building an ad hoc media business. I think this is what the next generation of digital agencies are going to look like. And there are some agencies that we've talked to that really understand all of what you've just said. They are few and far between, unfortunately. >> Yeah, well, Paul, this was theCube. We love talking to people, making it happen. Again, our model's the same as yours. We're open to anyone who's got signal, and you certainly are doing a great job and great to know you and follow your entrepreneur journey, your investment journey, and now your film making journey. Paul Martino, General Pen on Bullpen Capital, with the hot film Inside Game. I'm definitely going to see it. It should be really strong and it's going to be one of those movies like Crazy, Rich Asians, where not looking, not really well produced, I mean not predicted to be great and then goes game buster so I think this is going to be one of those examples. Paul, thanks for coming on. >> Love it, thank you! >> This Cube Conversation, I'm John Furrier here in Palo Alto, California, bringing ya all the action. Venture capitalist turned film maker Paul Martino with the movie Inside Game. I'm John Furrier, thanks for watching. (triumphant music)

>> Voiceover: Live from Las Vegas, it's theCUBE! Covering NAB 2017, brought to you by HGST. >> Hey, welcome back, everybody. Jeff Frick here with Lisa Martin. We are wrapping up three days of wall-to-wall coverage here at NAB 2017, theCUBE's first trip to NAB. What a great three days it's been. Lisa, I really enjoyed working with you over the last couple days. And what a show! >> Oh, what a show. Frick and Martin together again. This is the biggest show I've ever been to and seen and experienced. The breadth of solutions here for just the... I don't want to say amateur photographer or filmmaker to the six major film studios. That is so shocking, to actually see all of it in person. >> Jeff: It's a little overwhelming. I took a little walk around at lunchtime and out in between the convention center they've got the satellite trucks, and the satellite dishes, Steadicams, and drones flying around... >> Lisa: Yes. >> There's a Crazydrone on the back of a jet ski. Really, a bunch of exciting stuff. 360 cameras all over, virtual reality cameras all over. It's overwhelming, the creative tools that can be put in most people's hands today are virtually unlimited. But it just makes me wonder, is it too much? I guess it's always great to have more tools to work with from a creative point of view, to just have alternate ways to realize your vision, and bring your vision to life. >> Yeah. I would agree on the comment of 'overwhelming'. There's so much to see and do here. When I walked out to lunch, I felt like I was on a treadmill that wasn't going anywhere. Like, where's the exit? But you know, the whole theme of the event, the M.E.T. effects, I think being here you're feeling the convergence of media, entertainment, technology. One of the great quotes that I read before we came here from Shira Lazar, who's the official M.E.T. evangelist here is, "If content is king, then technology is queen." And I think we really saw that underscored in all of the different guests that we had on the program the last couple of days. From security experts to those that are enabling large-scale rendering in the cloud for movies like Deadpool 2. Talking to Adobe who's enabling the next aspiring YouTube star, to be able to have access to what they need to do to be creative and really let their creativity flow. >> Right. And in the comfort zone you see the same things that we see all the time. You see democratization of data, access to the data, we see more data-based decision-making. Especially, what I found really interesting is the conversation around audience development and audience knowledge. You know, the great advantage that Netflix had over the original cinemas or HBO is they actually knew who was watching. They had profiles on how long did they watch? When did they change channels? What were their similar likes? It's all the same things: the amazing amount of power that can be delivered via cloud to any individual or small company to really be a game-changer in terms of capabilities where before, they would have to make these tremendous investments. Same things we hear over and over and over at all the other events that we do. >> Exactly. I would say I would agree with you on that. There was a lot of transcendence, the things that we saw here. Obviously, at a media and entertainment show, but things that are very applicable in retail, in sports and sporting events, from the filmmaker studio down to the individual guy or gal. Even to healthcare, we talk about this massive volume of data. Today, incredible opportunity. A historic event, really, that happened with NASA The first-ever live 4K stream conversation from 250 miles above the Earth down to Las Vegas, of all places, where that wasn't possible too long ago. And you think of how massive data sets are. Not just in video, but also in music production. We even look at things that are transcendent to healthcare, but might not be videos. It might be the massive file sizes for all the imaging. There's a lot of cross-pollination with a lot of the other shows that we go to. I agree with you on the audience front. Being a cord-cutter... we're all cord-cutters these days, right? Something that was interesting to me was, like you said, the streaming providers know so much about the audience. And you think, well, traditional film, they don't know as much, it's been more qualitative. And actually, when we had Joan Wrabetz on from HGST, she was actually saying there's benefits on both sides. That the streaming providers actually can't change content, whereas the filmmakers can, so there's really a lot of collaboration and learning that both can do from each other even though they are, obviously, competing for mind share. >> But Lisa, you're trying to be way too professional. Let's just call a spade a spade. You got to ball with an astronaut. >> I did! >> She said there's only 40 astronauts left in the US space program. >> You're right. >> We've had two of them on theCUBE. Both women in the last six months. >> That's right. I can't even say it was a dream come true, because it's never something I dreamt was even possible. But having started my professional career with NASA aims in the Bay Area, I recognized Tracy Caldwell Dyson from her photo I saw many years ago. What a great ambassador, and very inspiring. She was talking about what inspired her to want to be an astronaut back when she was 14. The Challenger accident, which had a teacher. And we were asking her, with real-time video capabilities, what does that mean for NASA? And she was saying, think of the next generation of astronauts and the next generation that will be going to Mars. How much more inspired that they're going to be because, with this technology that they even shared today, it makes space exploration so much more tangible because now there's these incredible videos and images that can be transmitted down to Earth in real time. So that was probably one of the highlights of my life, I would say. So thank you for handing over the keys for that one. >> It's just great. When they arrived on the set after the broadcast from space, the whole area lit up. They're such, as you say, ambassadors. Astronauts as ambassadors are super smart. They're super friendly. They totally have their stuff together. To get an opportunity to have her on was really cool. That was a really great moment, and so fun. You had the background to appreciate it even more than most of us did, so that was a kick. It just goes to show you, it is really about the future. There is a very bright future ahead. We're going to keep covering it. We'll still keep going out to these events, and hopefully be back at NAB next year. >> Lisa: I hope so. >> All right. So with Lisa Martin, I'm Jeff Frick. You're watching theCUBE. Thanks for watching us from NAB 2017. Keep an eye out. The busy season is just getting started here in May. We're going to be all over the airwaves for all the rest of the summer. So keep an eye on siliconangle.tv, youtube.com/siliconangle and siliconangle.com. Thanks for watching. [Upbeat Music]

>> Live from Las Vegas it's The Cube covering NAB 2017. Brought to you by HGST. >> Welcome back to The Cube. We are live at NAB 2017. I'm Lisa Martin. Very, very excited, kind of geeking out right now to be joined by our next two guests. Sam Blackman, the co-founder and CEO of AWS Elemental, welcome to The Cube. >> Sam: Thank you so much. >> And we have NASA astronaut, Tracy Caldwell Dyson. Both of you, welcome to The Cube. >> Thank you. >> Today has been a very historic day for technology and space. This was the first ever live 4k video stream that happened between you on Earth, Sam, and Doctor Peggy Whitson, aboard the International Space Station. >> Sam: Yes. >> Wow. Tell us about that. >> It was truly amazing to be part of history and the amount of technology that came into play to make this possible. You know, sitting in the conference room in NAB in the middle of Las Vegas, seeing astronauts 250 miles ahead, going around the Earth, 17,000 miles an hour and a seamless, beautiful 4k picture. It was mind blowing. Hard to believe it's happened still. >> I can't even imagine. I'm getting goosebumps for you. Tell us some of the things that Dr. Whitson shared about her experiences. What was the interaction like? >> Well, Commander Whitson and Colonel Fisher was also in the interview and that guy is hilarious, by the way. >> Yeah, he is. >> He is hilarious. They talked about how advanced imaging technology really helps NASA perform experiments and bring experiments that are happening on the space station down to Earth for researchers to use that data and discover how the world works inside the universe. Some of the really interesting examples revolved around some experiments they showed. With thin film technology they had a very small, metallic structure that they could pull water out of and then corral that water, convert it into a spherical shape and in the 4k resolution, you could just see every element of that thin film in a way that looked like it was right next to us. I mean, it was transformative. >> Tracy: Yeah. >> I bet it was. Well, speaking of transformative, this was, I mentioned, a really historic event for a number of reasons. Obviously, for those of us on the ground, for AWS Elemental. But, Tracy, from your perspective, you've been in space for 188... I had it here somewhere, hours. >> Yeah, days. >> You've been on STS118, you've been on the Soyuz to the station on expeditions 23 and 24. What does this capability now mean in the life of an astronaut? >> I think what it does is it helps us bring the experience to everybody here on Earth. It is so hard to capture what we are not just seeing, but experiencing. The richness, the detail, the vividness of the colors and how they're changing are all a part of looking at our beautiful planet. And just from that alone, being able to bring that to the American people, the world, really, is, I think to me a great relief. Because it grieves me to think about how in the world I would describe this beautiful, magnificent view to everybody back home. >> I can imagine. You've done extra-vehicular space walks. >> Tracy: Yes. >> And I can imagine it's indescribable. >> It is. And from the fact you're looking at our planet from 250 miles above, you see the curvature of the Earth, you see it moving at a super high speed, you don't feel the wind in your face, but there's no doubt you're traveling very fast. Just the fact that you are out in the vacuum of space. If you could bring parts of that experience to people back home ... I'm excited to think about how that would transform just the way people think, not to mention the way that they act towards our planet. >> I also think inspiration ... We were talking before we went on that you were about 14 when the Challenger incident happened, we all kind of remember exactly where we were, and that really, a teacher being in space was so inspirational to you. Can you imagine shifting the conversation and what this technology is able to do inspiring the next generation of people that want to be the next Tracy Caldwell Dyson? >> Well, I think what the technology does today, especially in imaging capabilities, is it provides so much more detail than I could even describe. That a young person today watching that, and our generation today is so visual, that they're going to pick up on things that I wouldn't even think to describe to them. And it's going to capture their imagination in ways that are astounding. Compared to I, who, just the sheer knowledge of knowing there was a teacher that was going into space, propelled me to work really hard. I can only imagine what this generation's going to be capable of because of the images that we're bringing to them. >> It's so exciting. Sam, this is really kind of the tip of the iceberg. From AWS Elemental's perspective, first of all, you just had a rebrand. But what does this mean for the future of the video ecosystem? >> Well, I think it really shows you how the technology components came come together to create unbelievable pictures no matter where you are on the planet or in space. We had a live 4k encoder on the space station itself sending down signals to Johnson Space Center, then Johnson Space Center sending redundant links to Las Vegas, here, and the convention center. And then processing the video, the interview with Tracy, here in the space center-- or, here in NAB and then using the cloud to distribute that all over the world. So these 4k images, which take a significant amount of bandwidth, can be created in space, delivered here, produced and delivered anywhere in the world using the power of the cloud and advanced networking technology. And that's pretty amazing, when you think about it. >> Lisa: It really is. I don't think the three of us are smiling big enough. >> I know. It hurts! >> There's so much relief in this face. >> Lisa: I can imagine >> I bet. >> I absolutely can imagine, I think. One of the cool things about-- This is our first time at NAB with The Cube, but we're here: Media, entertainment, Hollywood. What this shows is this transcendence of technology to space. And there's so much interest in space. In fact, Tracy, you were an advisor to Jessica Chastain on "The Martian," which is probably pretty exciting. >> Oh, absolutely. It is. >> But just the transcendence of that and how this technology can be used to power things that everybody can understand, movies and things. But also the future of space exploration, which I can imagine, right now in the era of the space shuttle being retired now, depending on Soyuz rockets to get to the space station as the next vehicle is delivered, this must be quite inspirational for you as an astronaut, as not only is the next vehicle in development, but also, the exploration of Mars. In fact, you were just last month with President Trump. >> Tracy: Yes. >> As they signed a bill. What are your thoughts about that and how do you see imaging technology being an instrumental part of Mars exploration? >> In so many ways, but at the top is the momentum. Like you said, with Hollywood has captured space in some real endearing ways. And the images from NASA, from the human space flight program to Hubble to deep space, it is propelling ... it's momentum. And I think we need that momentum, especially with our young folks because they're going to be the ones, let's face it, who are going to be in the best condition to be on the planet of Mars. So, if we can continue to feed them the images as lifelike as we can, so that they feel they're there, I think we are heading in the right direction to actually being there. >> Wow, fantastic! Congratulations to both of you. Thank you both so much for joining us on The Cube. We can't wait to see what's next. >> Sam: Thank you so much. >> Tracy: Thank you. Thank you. >> Well, for Tracy and Sam, I'm Lisa Martin. You've been watching The Cube live from NAB 2017. Stick around, we'll be right back. (funky music)