(Gentle music) >> Hello and welcome to the Cube here in Palo Alto, California. I'm John Furrier here, joined by Platform nine, Amelia Bell the Chief Revenue Officer, really digging into the conversation around Kubernetes Cloud native and the journey this next generation cloud. Amelia, thanks for coming in and joining me today. >> Thank you, thank you. Great pleasure to be here. >> So, CRO, chief Revenue Officer. So you're mainly in charge of serving the customers, making sure they're they're happy with the solution you guys have. >> That's right. >> And this market must be pretty exciting. >> Oh, it's very exciting and we are seeing a lot of new use cases coming up all the time. So part of my job is to obtain new customers but then of course, service our existing customers and then there's a constant evolution. Nothing is standing still right now. >> We've had all your co-founders on, on the show here and we've kind of talked about the trends and where you guys have come from, where you guys are going now. And it's interesting, if you look at the cloud native market, the scale is still huge. You seeing now this next wave of AI coming on, which I call that's the real web three in my mind in terms of like the next experiences really still points to data infrastructure scale. These next gen apps are coming. And so that's being built on the previous generation of DevSecOps. >> Right >> And so a lot of enterprises are having to grow up really, really fast >> Right. >> And figure out, okay, I got to have scale I got large scale data, I got horizontal scalability I got to apply machine learning now the new software engineering practice. And then, oh, by the way I got the Kubernetes clusters I got to manage >> Right. >> I got what's containers weather, the security problems. This is a really complicated but important area of build out right now in the marketplace. >> Right. What are you seeing? >> So it's, it's really important that the infrastructure is not the hindrance in these cases. And we, one of our customers is in fact a large AI company and we, I met with them yesterday and asked them, you know, why are you giving that to us? You've got really smart engineers. They can run and create the infrastructure, you know in a custom way that you want it. And they said, we've got to be core to our business. There's plenty of work to do just on delivering the AI capabilities, and there's plenty of work to do. We can't get bogged down in the infrastructure. We don't want to have people running the engine we want them driving the car. We want them creating value on top of that. so they can't have the infrastructure being the bottleneck for them. >> It's interesting, the AI companies, that's their value proposition to their customers is that they don't want the technical talent. >> Right. >> Working on, you know, non-differentiated heavy lifting things. >> Right. >> And automate those and scale it up. Can you talk about the problem that you guys are solving? Because there's a lot going on here. >> Yeah. >> You can look at all aspects of the DevOps scale. There's a lot of little problems, some big problems. What are you guys focusing on? What's the bullseye for Platform known? >> Okay, so the bullseye is that Kubernetes infrastructure is really hard, right? It's really hard to create and run. So we introduce a time to market efficiency, let's get this up and running and let's get you into production and and producing results for your customers fast. But at the same time, let's reduce your cost and complexity and increase reliability. So, >> And what are some of the things that they're having problems with that are breaking? Is it more of updates on code? Is it size of the, I mean clusters they have, what what is it more operational? What are the, what are some of the things that are that kind of get them to call you guys up? What's the main thing? >> It's the operations. It's all operations. So what, what happens is that if you have a look at Kubernetes platform it's made up of many, many components. And that's where it gets complex. It's not just Kubernetes. There's load balances, networking, there's observability. All these things have to operate together. And all the piece parts have to be upgraded and maintained. The integrations need to work, you need to have probes into the system to predict where problems can be coming. So the operational part of it is complex. So you need to be observing not only your clusters in the health of the clusters and the nodes and so on but the health of the platform itself. >> We're going to get Peter Frey in on here after I talk about some of the technical issues on deployments. But what's the, what's the big decision for the customer? Because there's kind of, there's two schools of thought. One is, I'm going to build my own and have my team build it or I'm going to go with a partner >> Right. >> Say platform nine, what's the trade offs there? Because it seems to me that, that there's a there's a certain area of where it's core competency but I can outsource it or partner with it and, and work with platform nine versus trying to take it all on internally >> Right. >> Of which requires more costs. So there's a, there's a line where you kind of like figure out that customers have to figure out that, that piece >> Right >> What do, what's your view on that? Because I'm hearing that more people are saying, hey I want to, I want to focus my people on solutions. The app side, not so much the ops >> Right. >> What's the trade off? How do you talk about? >> It's a really interesting question because most companies think they have two options. It's either a DIY option and they love that engineers love playing with the new and on the latest. And then they think the other option is going to cloud, public cloud and have it semi managed by them. And you get very different out of those. So in the DIY you get flexibility coz you get to choose your infrastructure but then you've got all the complexities of the DIY piece. You've got to not only choose all your components but you've got to keep them working. Now if you go to public cloud option, you lose flexibility because a lot of those choices are made for you but you gain agility because quite frankly it's really easy to spin up clusters. So what we are, is that in the middle we bring the agility and the flexibility because we bring the control plane that allows you to spin up clusters and and lifecycle manage them very quickly. So the agility's there but you can do it on the infrastructure of your choice. And in the DIY culture, one of the hardest things to do actually is to convince them they don't have to do it themselves. They can focus on higher value activities, which are more focused on delivering outcomes to their customers. >> So you provide the solution that allows them to feel like they're billing it themselves. >> Correct. >> And get these scale and speed and the efficiencies of the op side. So it's kind of the best of both worlds. It's not a full outsource. >> Right, right. >> You're bringing them in to make their jobs easier >> Right, That's right. So they get choices. >> Yeah. >> We, we, they get choices on how they build it and then we run and operate it for them. But they, they have all the observability. The benefit is that if we are managing their operations and most of our customers choose the managed operations piece of it, then they don't. If something goes wrong, we fix that and they, they they get told, oh, by the way, you had a problem. We've dealt with it. But in the other model is they've got to create all that observability themselves and they've got to get ahead of the issues themselves, and then they've got to raise tickets to whoever they need to raise tickets to. Whereas we have things like auto ticket generation and so on where, look, just drive the car let us worry about the engine and all of that. Let us deal with that. And you can choose whatever you want about the engine but let us manage it for you. So >> What do you, what do you say to folks out there that are may have a need for platform nine? What's the signals inside their company that they should be calling you guys up and, and leaning in with platform nine? >> Right. >> Is it more sprawl on on clusters? Is it more errors? Is it more tickets? Is it more hassle? What are some of the signs? If someone's watching this say, hey I have, I have an issue with this. >> I would say, if there's operational inefficiencies you can't get things to market fast enough because you are building this and it's just taking too long you're spending way too much time operationally on the infrastructure, then you are, you are not using your resources where they should best be used. And, and that is delivering services to the customer. >> Ed me Hora on for International Women's Day. And she was talking about how they love to solve complex problems on the engineering team at Platform nine. It's going to get pretty complex with the edge emerging >> Indeed >> and cloud native on-premises distributed computing. >> Indeed. >> essentially is what it is. That's kind of the core DNA of the team. >> Yeah. >> What, how does that translate to the customers? Because IT seems to be, okay, I have virtual machines were great, now I got to scale up and and convert over a transform to containers, Kubernetes >> Right. >> And then large scale app, app applications. >> Right, so when it comes to Edge it gets complex pretty fast because it's highly distributed. So how do you have standardization and governance across all the different edge locations? So what we bring into play is an ability to, um, at each edge, location eh, provision from bare metal up all the way up to the application. So let's say you have thousands of stores and you want to modernize those stores, you know rather than having a server being sent somewhere to have an image loaded up and then sent that and then you've got to send a technical guide to the store and you've got to implement it all there. Forget all that. That's just, that's just a ridiculous waste of time. So what we've done is we've created the ability where the server can just be sent to the store. You can get your barista or your chef just to plug it in, right? You don't need to send any technical person over there. As long as we have access to it, we get access to it and we provision the whole thing from bare metal up and then we can maintain it according to the standards that are needed and upgrade accordingly. And that gives standardization across all your stores or edge locations or 5G towers or whatever it is, distribution centers. And we can create nice governance and good standardization which allows them to innovate fast as well. >> So this is a real opportunity for you guys. >> Yeah. >> This is an advantage from your expertise. >> Yes. >> The edge piece, dropping in a box, self-provisioning. >> That's right. So yeah. >> Can people do that? What's the, >> No, actually it, it's, it's very difficult to do. I I, from my understanding, we're the only people that can provision it from bare metal up, right? So if anyone has a different story, I'd love to hear about that. But that's my understanding today. >> That's a good value purpose. So talk about the value of the customer. What kind of scope do you got? Can you scope some of the customer environments you have from >> Sure. >> From, you know, small to the large, how give us an idea of the order of magnitude of the >> Yeah, so, so small customers may have 20 clusters or something like that. 20 nodes, I beg your pardon. Our large customers, like we're we are scaling one particular distributed environment from 2200 nodes to 10,000 nodes by the end of this year and 26,000 nodes next year. We have another customer that's scaling up to 10,000 nodes this year as well. So we have some very large scale, but some smaller ones too. And we're, we're happy to work with either end. >> Okay, so pretend I'm a customer. I'm really, I got pain and Kubernetes like I want to, I can't hire enough people. I want to have my all focus. What's the pitch? >> Okay. So skill shortage is something that that everyone is facing right now. And if, if you've got skill shortage it's going to be really hard to hire if you are competing against really, you know, high salary you know, offering companies that are out there. So the pitch is, let us do it for you. We have, we have a team of excellent probably the best Kubernetes engineers on the planet. We will create your environment for you. We will get it up and running. We will allow you to, you know, run your applica, just consume the platform, we'll run it for you. We'll have SLAs and up times guaranteed and you can just focus on delivering the software and the value needed to your customers. >> What are some of the testimonials that you get from people? Just anecdotally, what do they say? Oh my god, you guys save. >> Yeah. >> Our butts. >> Yeah. >> This is amazing. We just shipped our code out much faster. >> Yeah. >> What are some of the things that you hear? >> So, so the number one thing I hear is it just works right? It's, we don't have to worry about it, it just works. So that, that's a really great feedback that we get. The other thing I hear is if we do have issues that your team are amazing, they they fix things, they're proactive, you know, they're we really enjoy working with you. So from, from that perspective, that's great. But the other side of it is we hear things like if we were to do that ourselves we would've taken six to 12 months to build that. And you guys have just saved us six to 12 months. The other thing that we hear is with the same two engineers we started on, you know, a hundred nodes we're now running thousands of nodes. We have not had to increase the size of the team and expand and scale exponentially. >> Awesome. What's next for you guys? What's on your, your plate? >> Yeah. >> With CRO, what's some of the goals you have? >> Yeah, so growth of course as a CRO, you don't get away from that. We've got some very exciting, actually, initiatives coming up. One of the things that we are seeing a lot of demand for and is, is in the area of virtualization bringing virtual machine, virtual virtual containers, sorry I'm saying that all wrong. Bringing virtual machine, the virtual machines onto the cloud native infrastructure using Kubernetes technology. So that provides a, an excellent stepping stone for those guys who are in the virtualization world. And they can't move to containers, they can't refactor their applications and workloads fast enough. So just bring your virtual machine and put it onto the container infrastructure. So we're seeing a lot of demand for that, because it provides an excellent stepping stone. Why not use Kubernetes to orchestrate virtual the virtual world? And then we've got some really interesting cost optimization. >> So a lot of migration kind of thinking around VMs and >> Oh, tremendous. The, the VM world is just massively bigger than the container world right now. So you can't ignore that. So we are providing basically the evolution, the the journey for the customers to utilize the greatest of technologies without having to do that in a, in a in a way that just breaks the bank and they can't get there fast enough. So we provide those stepping stones for them. Yeah. >> Amelia thank you for coming on. Sharing. >> Thank you. >> The update on platform nine. Congratulations on your big accounts you have and >> thank you. >> And the world could get more complex, which Means >> indeed >> have more customers. >> Thank you, thank you John. Appreciate that. Thank you. >> I'm John Furry. You're watching Platform nine and the Cube Conversations here. Thanks for watching. (gentle music)

>> (Narrator) The CUBE's live coverage is made possible by funding by Dell Technologies. Creating technologies that drive human progress. (upbeat music) >> Welcome back to Fira Barcelona. It's theCUBE live at MWC23 our third day of coverage of this great, huge event continues. Lisa Martin and Dave Nicholson here. We've got Dell and Dish here, we are going to be talking about what they're doing together. Andy Sheahen joins as global director of Telecom Cloud Core and Next Gen Ops at Dell. And Marc Rouanne, one of our alumni is back, EVP and Chief Network Officer at Dish Wireless. Welcome guys. >> Great to be here. >> (Both) Thank you. >> (Lisa) Great to have you. Mark, talk to us about what's going on at Dish wireless. Give us the update. >> Yeah so we've built a network from scratch in the US, that covered the US, we use a cloud base Cloud native, so from the bottom of the tower all the way to the internet uses cloud distributed cloud, emits it, so there are a lot of things about that. But it's unique, and now it's working, so we're starting to play with it and that's pretty cool. >> What's some of the proof points, proof in the pudding? >> Well, for us, first of all it was to do basic voice and data on a smartphone and for me the success would that you won't see the difference for a smartphone. That's base line. the next step is bringing this to the enterprise for their use case. So we've covered- now we have services for smartphones. We use our brand, Boost brand, and we are distributing that across the US. But as I said, the real good stuff is when you start to making you know the machines and all the data and the applications for the enterprise. >> Andy, how is Dell a facilitator of what Marc just described and the use cases and what their able to deliver? >> We're providing a number of the servers that are being used out in their radio access network. The virtual DU servers, we're also providing some bare metal orchestration capabilities to help automate the process of deploying all these hundreds and thousands of nodes out in the field. Both of these, the servers and the bare metal orchestra product are things that we developed in concert with Dish, working together to understand the way, the best way to automate, based on the tooling their using in other parts of their network, and we've been with you guys since day one, really. >> (Marc) Absolutely, yeah. >> Making each others solutions better the whole way. >> Marc, why Dell? >> So, the way the networks work is you have a cloud, and you have a distributed edge you need someone who understands the diversity of the edge in order to bring the cloud software to the edge, and Dell is the best there, you know, you can, we can ask them to mix and match accelerators, processors memory, it's very diverse distributed edge. We are building twenty thousands sides so you imagine the size and the complexity and Dell was the right partner for that. >> (Andy) Thank you. >> So you mentioned addressing enterprise leads, which is interesting because there's nothing that would prevent you from going after consumer wireless technically, right but it sounds like you have taken a look at the market and said "we're going to go after this segment of the market." >> (Marc) Yeah. >> At least for now. Are there significant differences between what an enterprise expects from a 5G network than, verses a consumer? >> Yeah. >> (Dave) They have higher expectations, maybe, number one I guess is, if my bill is 150 dollars a month I can have certain levels of expectations whereas a large enterprise the may be making a much more significant investment, are their expectations greater? >> (Marc) Yeah. >> Do you have a higher bar to get over? >> So first, I mean first we use our network for consumers, but for us it's an enterprise. That's the consumer segment, an enterprise. So we expose the network like we would to a car manufacturer, or to a distributor of goods of food and beverage. But what you expect when you are an enterprise, you expect, manage your services. You expect to control the goodness of your services, and for this you need to observe what's happening. Are you delivering the right service? What is the feedback from the enterprise users, and that's what we call the observability. We have a data centric network, so our enterprises are saying "Yeah connecting is enough, but show us how it works, and show us how we can learn from the data, improve, improve, and become more competitive." That's the big difference. >> So what you say Marc, are some of the outcomes you achieved working with Dell? TCO, ROI, CapX, OpX, what are some of the outcomes so far, that you've been able to accomplish? >> Yeah, so obviously we don't share our numbers, but we're very competitive. Both on the CapX and the OpX. And the second thing is that we are much faster in terms of innovation, you know one of the things that Telecorp would not do, was to tap into the IT industry. So we access to the silicon and we have access to the software and at a scale that none of the Telecorp could ever do and for us it's like "wow" and it's a very powerful industry and we've been driving the consist- it's a bit technical but all the silicone, the accelerators, the processors, the GPU, the TPUs and it's like wow. It's really a transformation. >> Andy, is there anything anagallis that you've dealt with in the past to the situation where you have this true core edge, environment where you have to instrument the devices that you provide to give that level of observation or observability, whatever the new word is, that we've invented for that. >> Yeah, yeah. >> I mean has there, is there anything- >> Yeah absolutely. >> Is this unprecedented? >> No, no not at all. I mean Dell's been really working at the edge since before the edge was called the edge right, we've been selling, our hardware and infrastructure out to retail shops, branch office locations, you know just smaller form factors outside of data centers for a very long time and so that's sort of the consistency from what we've been doing for 30 years to now the difference is the volume, the different number of permutations as Marc was saying. The different type of accelerator cards, the different SKUS of different server types, the sheer volume of nodes that you have in a nationwide wireless network. So the volumes are much different, the amount of data is much different, but the process is really the same. It's about having the infrastructure in the right place at the right time and being able to understand if it's working well or if it's not and it's not just about a red light or a green light but healthy and unhealthy conditions and predicting when the red lights going to come on. And we've been doing that for a while it's just a different scale, and a different level of complexity when you're trying to piece together all these different components from different vendors. >> So we talk a lot about ecosystem, and sometimes because of the desire to talk about the outcomes and what the end users, customers, really care about sometimes we will stop at the layer where say a Dell lives, and we'll see that as the sum total of the component when really, when you talk about a server that Dish is using that in and of itself is an ecosystem >> Yep, yeah >> (Dave) or there's an ecosystem behind it you just mentioned it, the kinds of components and the choices that you make when you optimize these devices determine how much value Dish, >> (Andy) Absolutely. >> Can get out of that. How deep are you on that hardware? I'm a knuckle dragging hardware guy. >> Deep, very deep, I mean just the number of permutations that were working through with Dish and other operators as well, different accelerator cards that we talked about, different techniques for timing obviously there's different SKUs with the silicon itself, different chip sets, different chips from different providers, all those things have to come together, and we build the basic foundation and then we also started working with our cloud partners Red Hat, Wind River, all these guys, VM Ware, of course and that's the next layer up, so you've got all the different hardware components, you've got the extraction layer, with your virtualization layer and or ubernetise layer and all of that stuff together has to be managed compatibility matrices that get very deep and very big, very quickly and that's really the foundational challenge we think of open ran is thinking all these different pieces are going to fit together and not just work today but work everyday as everything gets updated much more frequently than in the legacy world. >> So you care about those things, so we don't have to. >> That's right. >> That's the beauty of it. >> Yes. >> Well thank you. (laughter) >> You're welcome. >> I want to understand, you know some of the things that we've been talking about, every company is a data company, regardless of whether it's telco, it's a retailer, if it's my bank, it's my grocery store and they have to be able to use data as quickly as possible to make decisions. One of the things they've been talking here is the monetization of data, the monetization of the network. How do you, how does Dell help, like a Dish be able to achieve the monetization of their data. >> Well as Marc was saying before the enterprise use cases are what we are all kind of betting on for 5G, right? And enterprises expect to have access to data and to telemetry to do whatever use cases they want to execute in their particular industry, so you know, if it's a health care provider, if it's a factory, an agricultural provider that's leveraging this network, they need to get the data from the network, from the devices, they need to correlate it, in order to do things like automatically turn on a watering system at a certain time, right, they need to know the weather around make sure it's not too windy and you're going to waste a lot of water. All that has data, it's going to leverage data from the network, it's going to leverage data from devices, it's going to leverage data from applications and that's data that can be monetized. When you have all that data and it's all correlated there's value, inherit to it and you can even go onto a forward looking state where you can intelligently move workloads around, based on the data. Based on the clarity of the traffic of the network, where is the right place to put it, and even based on current pricing for things like on demand insists from cloud providers. So having all that data correlated allows any enterprise to make an intelligent decision about how to move a workload around a network and get the most efficient placing of that workload. >> Marc, Andy mentions things like data and networks and moving data across the networks. You have on your business card, Chief Network Officer, what potentially either keeps you up at night in terror or gets you very excited about the future of your network? What's out there in the frontier and what are those key obstacles that have to be overcome that you work with? >> Yeah, I think we have the network, we have the baseline, but we don't yet have the consumption that is easy by the enterprise, you know an enterprise likes to say "I have 4K camera, I connect it to my software." Click, click, right? And that's where we need to be so we're talking about it APIs that are so simple that they become a click and we engineers we have a tendency to want to explain but we should not, it should become a click. You know, and the phone revolution with the apps became those clicks, we have to do the same for the enterprise, for video, for surveillance, for analytics, it has to be clicks. >> While balancing flexibility, and agility of course because you know the folks who were fans of CLIs come in light interfaces, who hate gooeys it's because they feel they have the ability to go down to another level, so obviously that's a balancing act. >> But that's our job. >> Yeah. >> Our job is to hide the complexity, but of course there is complexity. It's like in the cloud, an emprise scaler, they manage complex things but it's successful if they hide it. >> (Dave) Yeah. >> It's the same. You know we have to be emprise scaler of connectivity but hide it. >> Yeah. >> So that people connect everything, right? >> Well it's Andy's servers, we're all magicians hiding it all. >> Yeah. >> It really is. >> It's like don't worry about it, just know, >> Let us do it. >> Sit down, we will serve you the meal. Don't worry how it's cooked. >> That's right, the enterprises want the outcome. >> (Dave) Yeah. >> They don't want to deal with that bottom layer. But it is tremendously complex and we want to take that on and make it better for the industry. >> That's critical. Marc I'd love to go back to you and just I know that you've been in telco for such a long time and here we are day three of MWC the name changed this year, from Mobile World Congress, reflecting mobilism isn't the only thing, obviously it was the catalyst, but what some of the things that you've heard at the event, maybe seen at the event that give you the confidence that the right players are here to help move Dish wireless forward, for example. >> You know this is the first, I've been here for decades it's the first time, and I'm a Chief Network Officer, first time we don't talk about the network. >> (Andy) Yeah. >> Isn't that surprising? People don't tell me about speed, or latency, they talk about consumption. Apps, you know videos surveillance, or analytics or it's, so I love that, because now we're starting to talk about how we can consume and monetize but that's the first time. We use to talk about gigabytes and this and that, none of that not once. >> What does that signify to you, in terms of the evolution? >> Well you know, we've seen that the demand for the healthcare, for the smart cities, has been here for a decade, proof of concepts for a decade but the consumption has been behind and for me this is the oldest team is waking up to we are going to make it easy, so that the consumption can take off. The demand is there, we have to serve it. And the fact that people are starting to say we hide the complexity that's our problem, but don't even mention it, I love it. >> Yep. Drop the mic. >> (Andy and Marc) Yeah, yeah. >> Andy last question for you, some of the things we know Dell has a big and verging presents in telco, we've had a chance to see the booth, see the cool things you guys are featuring there, Dave did a great tour of it, talk about some of the things you've heard and maybe even from customers at this event that demonstrate to you that Dell is going in the right direction with it's telco strategy. >> Yeah, I mean personally for me this has been an unbelievable event for Dell we've had tons and tons of customer meetings of course and the feedback we're getting is that the things we're bring to market whether it's infrablocks, or purposeful servers that are designed for the telecom network are what our customers need and have always wanted. We get a lot of wows, right? >> (Lisa) That's nice. >> "Wow we didn't know Dell was doing this, we had no idea." And the other part of it is that not everybody was sure that we were going to move as fast as we have so the speed in which we've been able to bring some of these things to market and part of that was working with Dish, you know a pioneer, to make sure we were building the right things and I think a lot of the customers that we talked to really appreciate the fact that we're doing it with the industry, >> (Lisa) Yeah. >> You know, not at the industry and that comes across in the way they are responding and what their talking to us about now. >> And that came across in the interview that you just did. Thank you both for joining Dave and me. >> Thank you >> Talking about what Dell and Dish are doing together the proof is in the pudding, and you did a great job at explaining that, thanks guys, we appreciate it. >> Thank you. >> All right, our pleasure. For our guest and for Dave Nicholson, I'm Lisa Martin, you're watching theCUBE live from MWC 23 day three. We will be back with our next guest, so don't go anywhere. (upbeat music)

(gentle music) >> Welcome back to our coverage here on theCUBE of AWS re:Invent 22. We are on day three, starting to wind down, but still a lot of exciting topics to cover here on the AWS Global Showcase, part of the startup program there at AWS. Joining us now, two representatives from LTI Mindtree. You say LTI Mindtree? I thought they were two different companies. Well, they're actually one and the same. Been together just a mere two weeks now. We'll hear more about that from Sid Bohra, who is the Chief Business Officer at LTI Mindtree and Ashish Varerkar, who is the Vice President of Cloud Success at LTI Mindtree. Gentlemen, thanks for being with us here on theCUBE. >> Pleasures all ours. >> Thank you. >> And congratulations. So two weeks in the making in its infancy, still in the honeymoon period, but how's the two weeks been? Everything all right? >> Well, two weeks have been very exciting. >> I'll bet. >> Well, I would say the period prior to that was just as exciting as you can imagine. >> John: Oh, sure. And we are super excited about what the future holds for this company because we truly believe that we have a remarkable opportunity to create value for our clients as one company. >> Well let's talk about LTI Mind tree then a little bit. Ashish, I'll let you carry the ball on this. Tell us about your services, about your core focus, and about those opportunities that Siddharth was just telling us about. >> So I think with the two companies coming together, we have a larger opportunity to like go to market with our end to end business transformation services and leveraging cloud platforms, right? So, and that's what we do. My responsibility particularly is to see to it that what customers are deploying on cloud is aligned to their business outcomes and then take it forward from there. >> Yeah, Vice President of Cloud Success, that gives you a lot of runway, right? Does it not? I mean, how do you define success in the cloud? Because there are a lot of different areas of complexity with which companies are dealing. >> So I think you would agree that in today's scenario, customers are not looking for a platform, right? But they're looking for a platform which can deliver business value. They're looking at business value and resiliency and then at the end, the cost, right? So if you're able to deliver these three things to the customer through the cloud implementation, I think that's success for us. >> Right. We've talked about transformation a lot this week and modernization, right, which is those are two pretty key buzzwords right now we're hearing a lot of. So when you see said, you know, companies come to you and they say, okay, it's time for us to make this commitment. Do they make it generally wholeheartedly? Is there still some trepidation of the unknown? Because there's a lot of, as we've said, complexity to this, it's multidimensional. We can go public, we can go hybrid, we can go multicloud. I mean, we got a lot of flavors. >> Yeah >> Absolutely. >> No, we see a spectrum. There are customers who are very early in the journey of getting onto cloud and are a little uncertain about what value they can get out of it. And on the other end of the spectrum, there are companies who are well into the journey who have understood what are the benefits of truly leveraging cloud who also understand what are the challenges they will face in getting onto the journey. So we get to meet a spectrum of customers, I would say. If you ask me where do bulk of them lie, I would say early in their journey. I would say there are only a handful who have that maturity where they can predict what's exactly going to happen on the cloud journey, what value they will accumulate through the process. So there's a lot of hand holding to be done, a lot of, you know, solving together to be done with our clients. >> You know, it is such a dynamic environment too, right? You have new opportunities that seem to be developed and released on a daily basis, almost, right? There's a large amount of flexibility, I would think, that has to be in place because where you think you're going to go today might not be where you wind up in six months. >> That's true. >> Is that fair? >> Absolutely fair. And I think from that perspective, if you look at the number of services that AWS provides, right? And what customers are looking for is how can they compose their business processes using this multiple services in a very seamless manner. And most of the announcements that we have seen during the re:Invent as well, they're talking about seamless connectivity between their services. They're talking about security, they're talking about creating a data fabric, the data zone that they announced. I think all these things put together, if you're able to kind of connect the dots and drive the business processes, I think that's what we want to do for our customers. >> And the value to AWS, it just can't be underscored enough I would assume, because there's comfort there, there's confidence there. When you bring that to the table as well along with your services, what kind of magnitude are we talking about here? What kind of force do you think? How would you characterize that? >> Well I think, you know, firstly, I would say that most of our engagements are not just services. Ashish and team and the company have invested heavily in building IP that we pair with our services so that we bring non-linearity and more, I would say, certainty to the outcomes that our customers get. And I can share some examples in the course of the conversation, but to answer your question in terms of magnitude, what we are collaborating with AWS on for our clients ranges from helping customers build more resiliency. And I'm talking about life sciences companies build more resiliency in the manufacturing R and D processes. That's so critical. It was even more critical during the pandemic times because we were working with some of the pharma companies who were contributing to the efforts in the pandemic. That's one end of the spectrum. On the other side, we are helping streaming companies and media companies digitize their supply chain, and their supply chains, the media supply chain, so that it is more effective, it's more efficient, it's more real time, again, using the power of the cloud. We are helping pharmaceutical companies drive far greater speed in the R and D processes. We are helping banking companies drive far more compliance in their anti-money laundering efforts and all of those things. So if you look at the magnitude, we judge the magnitude by the business impact that it's creating and we are very excited about what AWS, LTI Mindtree, and the customer are able to create in terms of those business impacts. >> And these are such major decisions. >> That's right. >> For a company, right, to make, and there are a number of factors that come into play here. What are you hearing from the C-Suite with regard to what weighs the most in their mind and is there, is it a matter of, you know, fear missing out? Or is it about trying to stay ahead of your competition, catching up the competition? I mean, generally speaking, you know, where are the, where's the C-Suite weighing in on this? >> I think in the current times, I think there is a certain level of adoption of cloud that's already happened in most enterprises. So most CIOs in the C-suite- >> They already get it. They already get it. >> They kind of get it, but I would say that they're very cagey about a bunch of things. They're very cagey about, am I going to end up spending too much for too little? Am I going to be able to deliver this transformation at the speed that I'm hoping to achieve? What about security? Compliance? What about the cost of running in the cloud? So those are some really important factors that sometimes end up slowing the cloud transformation journeys down because customers end up solving for them or not knowing for them. So while there is a decent amount of awareness about what cloud can do, there are some, a whole bunch of important factors that they continue to solve for as they go down that journey. >> And so what kind of tools do you provide them then? >> Primarily, what we do is, to Siddharth's point, right? So on one end, we want to see to it that we are doing the business transformation and all our cloud journeys start with a business North Star. So we align, we have doubled down on, say, five to six business domains. And for each of these business domains industries, we have created business North Star. For these business North Star, we define the use cases. And these use cases then get lit up through our platform. So what we have done is we have codified everything onto our platform. We call it Infinity. So primarily business processes from level one, level two, level three, level, and then the KPIs which are associated with these business processes, the technical KPIs and the business KPIs, and then tying it back to what you have deployed on cloud. So we have end to end cloud transformation journeys enabled for customers through the business North Star. >> And Infinity is your product. >> Can I add something? >> Please do. Yeah, please. >> Yeah so, you know, Ashish covered the part about demystifying if I were to do this particular cloud initiative, it's not just modernizing the application. This is about demystifying what business benefit will accrue to you. Very rare to find unless you do a very deep dive assessment. But what the platform we built also accelerates, you talked about modernization early in the conversation, accelerates the modernization process by automating a whole bunch of activities that are often manual. It bakes insecurity and compliance into everything it does. It automates a whole bunch of cloud operations including things like finops. So this is a life cycle platform that essentially codifies best practices so that you are not getting success by coincidence, you're getting success by design. So that's really what, that's really how we've approached the topic of realizing the true power of cloud by making sure that it's repeatedly delivered. >> Right. You know, I want to hit on security too because you brought that up just a few moments ago. Obviously, you know, we all, and I'd say we, we can do a better job, right? I mean, there's still problems, there's still challenges, there are a lot of bad actors out there that are staying ahead of the game. So as people come to you, clients come to you, and they raise these security concerns, what's your advice to them in terms of, you know, what kind of environment they're going into and what precautions or protections they can put in place to try to give themselves a little bit of peace of mind about how they're going to operate? >> You want to take it? >> So I think primarily, if you are going to cloud, you are going with an assumption that you are moving out of your firewalls, right? You're putting something out of your network area. So and from that perspective, the parameter security from the cloud perspective is very, very important. And then each and every service or the interactions between the services and what you integrate out of your organization, everything needs to be secured through the right guard rates. And we integrate all those things into our platform so that whatever new apps that get deployed or build or any cost product that gets deployed on cloud, everything is secure from a 360 degree perspective. So primarily, maintaining a good security posture, which on a hybrid cloud, I would not say only cloud, but extending your on-prem security posture to cloud is very, very important to when you go to implementing anything on could. >> If you had a crystal ball and we were sitting down here a year from now, you know, what do you think we'd be talking about with regard to, you know, developing these end-to-end opportunities that you are, what's the, I wouldn't say missing piece, but a piece that you would like to have refined to the point where you come back next year and say, John, guess what we did? Look what we were able to accomplish. Anything that you're looking at that you want to tackle here in 2023? Or is there some fine tuning somewhere that you think could even tighten your game even more than it is already? >> We have a long, long way to go, I would say. I think my core takeaway in terms of where the world of technology is headed because cloud is, you know, is essentially a component of what customers want to achieve. It's a medium through which they want to achieve. I think we live in a highly change oriented economy. Every industry is what I call getting re-platformed, right? New processes, new experiences, new products, new efficiency. So a year from now, and I can tell you even for few years from now, we would be constantly looking at our success in terms of how did cloud move the needle on releasing products faster? How did cloud move the needle on driving better experience and better consumer loyalty, for example. How did cloud move the needle on a more efficient supply chain? So increasingly, the technology metrics like, you know, keeping the lights on, or solving tickets, or releasing code on time, would move towards business metrics because that's really the ultimate goal of technology or cloud. So I would say that my crystal ball says we will increasingly be talking business language and business outcomes. Jeff Bezos is an incredible example, right? One of his annual letters, he connected everything back into how much time did consumers save by using Amazon. And I think that's really where in the world, that's the world we are headed towards. >> Ashish, any thoughts on that? >> I think Siddharth put it quite well. I would say if you are able to make a real business impact for our customers in next one year, helping them in driving some of their newer services on cloud through cloud, that would be a success factor for us. >> Well gentlemen, congratulations on the merger. I said two weeks. Still very much in the honeymoon phase and I'm sure it's going to go very well and I look forward to seeing you back here in a year. We'll sit down, same spot, let's remember, fifth floor, and we'll give it a shot and see how accurate you were on that. >> Absolutely. >> Wonderful. It's been a pleasure. >> Thank you gentlemen. >> Thank you for joining us. >> Thank you. >> Very good. Ashish, good to see you, sir. >> Thank you. >> A pleasure. We'll continue here. We're at the Venetian at AWS re:Invent 22, continue at the AWS Global Showcase startup. I'm John Walls. You're watching theCUBE, the leader in high tech coverage. (gentle music)

>> The past 2 1/2 years have seen a dramatic change in the security posture of virtually all organizations. By accelerating the digital business mandate, the isolation economy catalyzed a move toward cloud computing to support remote workers. This we know. This had several ripple effects on CSO and CIO strategies that were highly visible at the Board of Directors' level. Now, the first major change was to recognize that the perimeter had suddenly been vaporized. Protection, as a result, moved away from things like perimeter-based firewalls toward more distributed endpoints, cloud security, and modern identity management. The second major change was a heightened awareness of the realities of ransomware. Ransomware as a service, for example, emerged as a major threat where virtually anyone with access to critical data and criminal intentions could monetize corporate security exposures. The third major change was a much more acute understanding of how data protection needed to become a fundamental component of cybersecurity strategies, and more specifically, CIOs quickly realized that their business resilience strategies were too narrowly DR-focused, that their DR approach was not cost efficient and needed to be modernized, and that new approaches to operational resilience were needed to reflect the architectural and business realities of this new environment. Hello, and welcome to "Why Ransomware isn't Your Only Problem," a service of theCUBE made possible by Druva, and in collaboration with IDC. I'm your host, Dave Vellante, and today, we're presenting a three-part program. We'll start with the data. IDC recently conducted a global survey of 500 business technology practitioners across 20 industries to understand the degree to which organizations are aware of and prepared for the threats they face in today's new world. IDC Research Vice President Phil Goodwin is here to share the highlights of the study and to summarize the findings from a recent research report on the topic. After that, we're going to hear from Curtis Preston, who's the Chief Technical Evangelist at Druva. I've known Curtis for decades. He's one of the world's foremost experts on backup and recovery, specifically, and data protection, generally. Curtis will help us understand how the survey data presented by IDC aligns with the real world findings from the field from his point of view. And he'll discuss why so many organizations have failed to successfully recover from an attack without major pains and big costs, and how to avoid such operational disruptions and disasters. And then finally, we'll hear from the technical experts at Druva, Stephen Manley and Anjan Srinivas. Stephen is a 10-time CUBE alum and Chief Technology Officer at Druva, and Anjan is Vice President and General Manager of Product Management at the company. And these individuals will specifically address how Druva is closing the gaps presented in the IDC survey through their product innovation. But right now I'm going to toss it to Lisa Martin, another one of the hosts for today's program. Lisa, over to you. (upbeat music) >> Bill Goodwin joins me next, the VP of Research at IDC. We're going to be breaking down what's going on in the threat landscape. Phil, welcome to the program. It's great to have you back on theCUBE. >> Hey, Lisa, it's great to be here with you. >> So talk to me about the state of the global IT landscape as we see cyberattacks massively increasing, the threat landscape changing so much. What is IDC seeing? >> You know, you really hit the top topic that we find from IT organizations as well as business organizations. And really, it's that digital resilience, that ransomware that has everybody's attention, and it has the attention, not just of the IT people, but of the business people alike, because it really does have profound effects across the organization. The other thing that we're seeing, Lisa, is really a move towards cloud. And I think part of that is driven by the economics of cloud, which fundamentally changed the way that we can approach disaster recovery, but also has accelerated during the pandemic for all the reasons that people have talked about in terms of work from home and so on. And then really the third thing is the economic uncertainty, and this is relatively new for 2022, but within IDC we've been doing a lot of research around what are those impacts going to be? And what we find people doing is they want greater flexibility, they want more cost certainty, and they really want to be able to leverage those cloud economics to have the scale up or scale down on demand nature of cloud. So those are, in a nutshell, kind of the three things that people are looking at. >> You mentioned ransomware. It's a topic we've been talking about a lot. It's a household word these days. It's now, Phil, no longer if we're going to get attacked, it's when, it's how often, it's the severity. Talk about ransomware as a priority all the way up the stack to the C-suite, and what are they trying to do to become resilient against it? >> Well, what some of the research that we did is we found that about 77% of organizations have digital resilience as a top priority within their organization. And so what you're seeing is organizations trying to leverage things to become more resilient, more digitally resilient, and to be able to really hone in on those kinds of issues that are keeping them awake at night, quite honestly. If you think about digital resilience, it really is foundational to the organization, whether it's through digital transformation or whether it's simply data availability, whatever it might happen to be. Digital resilience is really a large umbrella term that we use to describe that function that is aimed at avoiding data loss, assuring data availability, and helping the organization to extract value from their data. >> And digital resilience, data resilience, as every company these days has to be a data company to be competitive. Digital resilience, data resilience, are you using those terms interchangeably or is data resilience defined as something a little bit different? >> Well, sometimes yeah, we do get caught using them when one is the other. But data resilience is really a part of digital resilience, if you think about the data itself in the context of IT computing. So it really is a subset of that, but it is foundational to IT resilience. You can't have IT resilience without data resilience. So that's where we're coming from on it. >> Inextricably linked, and it's becoming a corporate initiative, but there's some factors that can complicate digital resilience, data resilience for organizations. What are some of those complications that organizations need to be aware of? >> Well, one of the biggest is what you mentioned at the top of the segment, and that is the area of ransomware. The research that we found is about 46% of organizations have been hit within the last three years. You know, it's kind of interesting how it's changed over the years. Originally, being hit by ransomware had a real stigma attached to it. Organizations didn't want to admit it, and they really avoided confronting that. Nowadays, so many people have been hit by it that that stigma has gone. And so really it is becoming more of a community kind of effort as people try to defend against these ransomers. The other thing about it is it's really a lot like Whac-A-Mole, you know. They attack us in one area and we defend against it so they attack us in another area, and we defend against it. And in fact, I had an individual come up to me at a show not long ago and said, "You know, one of these days we're going to get pretty well defended against ransomware and it's going to go away." And I responded I don't think so because we're constantly introducing new systems, new software, and introducing new vulnerabilities. And the fact is ransomware is so profitable, the bad guys aren't going to just fade into the night without giving it a a lot of fight. So I really think that ransomware is one of those things that is here for the long term and something that we have to address and have to get proactive about. >> You mentioned some stats there, and recently IDC and Druva did a white paper together that really revealed some quite shocking results. Talk to me about some of the things. Let's talk a little bit about the demographics of the survey and then talk about what was the biggest finding there, especially where it's concerning ransomware? >> Yeah, this was a worldwide study. It was sponsored by Druva and conducted by IDC as an independent study. And what we did, we surveyed 500, it was a little over 500 different individuals across the globe in North America, select countries in Western Europe, as well as several in Asia Pacific. And we did it across industries there were 20 different industries represented, they're all evenly represented. We had surveys that included IT practitioners, primarily CIOs, CTOs, VP of infrastructure, you know, managers of data centers, things like that. And the biggest finding that we had in this, Lisa, was really finding that there is a huge disconnect, I believe, between how people think they are ready and what the actual results are when they get attacked. Some of the statistics that we learned from this, Lisa, include 83% of organizations believe, or told us that they have a playbook that they have for ransomware. I think 93% said that they have a high degree, or a high or very high degree of confidence in their recovery tools and are fully automated. And yet, when you look at the actual results, you know, I told you a moment ago, 46% have been attacked successfully. I can also tell you that in separate research, fewer than 1/3 of organizations were able to fully recover their data without paying the ransom, and some 2/3 actually had to pay the ransom. And even when they did, they didn't necessarily achieve their full recovery. You know, the bad guys aren't necessarily to be trusted, and so the software that they provide sometimes is fully recovered, sometimes it's not. So you look at that and you go, wow. On the one hand, people think they're really, really prepared, and on the other hand, the results are absolutely horrible. You know, 2/3 of people having to pay the ransom. So you start to ask yourself, well, what's going on there? And I believe that a lot of it comes down to, kind of reminds me of the old quote from Mike Tyson. "Everybody has a plan until they get punched in the mouth." And I think that's kind of what happens with ransomware. You think you know what you're doing. You think you're ready, based on the information you have. And these people are smart people, and they're professionals, but oftentimes, you don't know what you don't know. And like I said, the bad guys are always dreaming up new ways to attack us. And so, I think, for that reason, a lot of these have been successful. So that was kind of the key finding to me and kind of the aha moment really in this whole thing, Lisa. >> That's a massive disconnect with the vast majority saying, "We have a cyber recovery playbook," yet nearly 1/2 being the victims of ransomware in the last three years, and then 1/2 of them experiencing data loss. What is it then that organizations in this situation across any industry can do to truly enable cyber resilience, data resilience? As we said, this is a matter of this is going to happen, just a matter of when and how often. >> It is a matter, yeah, as you said, it's not if, when, or how often, it's really how badly. So I think what organizations are really doing now is starting to turn more to cloud-based services, you know, finding professionals who know what they're doing, who have that breadth of experience and who have seen the kinds of necessary steps that it takes to do a recovery. And the fact of the matter is a disaster recovery and a cyber recovery are really not the same thing. And so organizations need to be able to plan the kinds of recovery associated with cyber recovery in terms of forensics, in terms of scanning, in terms of analysis, and so forth. So they're turning to professionals in the cloud much more, in order to get that breadth of experience, and to take advantage of cloud-based services that are out there. >> Talk to me about some of the key advantages of cloud-based services for data resilience versus traditional legacy on-prem equipment. What are some of the advantages? Why is IDC seeing this big shift to cloud where data resilience is concerned? >> Well, the first and foremost is the economics of it. You know, you can have on-demand resources. In the old days, when we had disaster recoveries where we had two different data centers and a failover and so forth, you know, you had double the infrastructure. If you're financial services, it might even be triple the infrastructure. It was very complicated, very difficult. By going to the cloud, organizations can subscribe to disaster recovery as a service. And increasingly what we see is a new market of cyber recovery as a service. So being able to leverage those resources, to be able to have the forensic analysis available to them, to be able to have the other resources available that are on demand, and to have that plan in place to have those resources in place. I think what happens in a number of situations, Lisa, is that organizations think they're ready, but then all of a sudden they get hit, and all of a sudden they have to engage with outside consultants, or they have to bring in other experts, and that extends the time to recover that they have and it also complicates it. So if they have those resources in place, then they can simply turn them on, engage them, and get that recovery going as quickly as possible. >> So what do you think the big issue here is? Is it that these IPT practitioners, over 500 that you surveyed across 20 industries, this a global survey, do they they not know what they don't know? What's the overlying issue here? >> Yeah, I think that's right. You don't know what you don't know, and until you get into a specific attack, you know, there are so many different ways that organizations can be attacked. And, in fact, from this research that we found is that, in many cases, data exfiltration exceeds data corruption by about 50%. But when you think about that, the issue is, once I have your data, what are you going to do? I mean, there's no amount of recovery that is going to help. So organizations are either faced with paying the ransom to keep the data from perhaps being used on the dark web, or whatever, or simply saying no, and taking their chances. So best practice things like encryption, immutability, things like that that organizations can put into place. Certainly air gaps, having a solid backup foundation to where data is, you have a high recovery, high probability of recovery, things like that. Those are the kinds of things that organizations have to put into place, really as a baseline to assure that they can recover as fast as possible and not lose data in the event of a ransomware attack. >> Given some of the disconnect that you articulated, the stats that show so many think we are prepared, we've got a playbook, yet so many are being attacked, the vulnerabilities as the landscape, threat landscape, just gets more and more amorphous. What do you recommend organizations do? You talked to the IT practitioners, but does this go all the way up to the board level in terms of, hey guys, across every industry, we are vulnerable, this is going to happen. We've got to make sure that we are truly resilient and proactive? >> Yes, and in fact, what we found from this research is in more than 1/2 of cases, the CEO is directly involved in the recovery. So this is very much a C-suite issue. And if you look at the consequences of ransomware, it's not just the ransom, it's the lost productivity, it's the loss of revenue. It's the loss of customer faith and goodwill, and organizations that have been attacked have suffered those consequences, and many of them are permanent. So people at the board level, whether it's the CEO, the CFO, the CIO, the CSO, you know, whoever it is, they're extremely concerned about these. And I can tell you, they are fully engaged in addressing those issues within their organization. >> So all the way at the top, and critically important, business critical for any industry. I imagine some industries may be a little bit more vulnerable than others, financial services, healthcare, education. We've just seen a big attack in Los Angeles County. But in terms of establishing data resilience, you mentioned ransomware isn't going anywhere, it's a big business, it's very profitable. But what is IDC's prediction where ransomware is concerned? Do you think that organizations, if they truly adopt cloud and SaaS-based technologies, can they get to a place where the C-suite doesn't have to be involved to the point where they really actually have a functioning playbook? >> I don't know if we'll ever get to the point where the C-suite is not involved. It's probably very important to have that level of executive sponsorship. But what we are seeing is, in fact, we predict that by 2025, 55% of organizations will have shifted to a cloud-centric strategy for their data resilience. And the reason we say that is, you know, workloads on premises aren't going away. So that's the core. We have an increasing number of workloads in the cloud and at the edge, and that's really where the growth is. So being able to take that cloud-centric model and take advantage of cloud resources like immutable storage, being able to move data from region to region inexpensively and easily, and to be able to take that cloud-centric perspective and apply it on premises as well as in the cloud and at the edge is really where we believe that organizations are shifting their focus. >> Got it, we're just cracking the surface here, Phil. I wish we had more time, but I had a chance to read the Druva-sponsored IDC white paper. Fascinating finds. I encourage all of you to download that, take a read. You're going to learn some very interesting statistics and recommendations for how you can really truly deploy data resilience in your organization. Phil, it's been a pleasure to have you on the program. Thank you for joining me. >> No problem. Thank you, Lisa. >> In a moment, John Furrier will be here with his next guest. For right now, I'm Lisa Martin, and you are watching theCUBE, the leader in live tech coverage. >> We live in a world of infinite data. Sprawling, dispersed, valuable, but also vulnerable. So how do organizations achieve data resiliency when faced with ever expanding workloads, increasing security threats, and intensified regulations? Unfortunately, the answer often boils down to what flavor of complexity do you like best? The common patchwork approaches are expensive, convoluted, and difficult to manage. There's multiple software and hardware vendors to worry about, different deployments for workloads running on-premises or in the cloud. And an inconsistent security framework resulting in enterprises maintaining four to five copies of the same data, increasing costs and risk, building to an incoherent mess of complications. Now, imagine a world free from these complexities. Welcome to the the Druva Data Resiliency Cloud, where full data protection and beautiful simplicity converge. No hardware, no upgrades, no management, just total data resilience. With just a few clicks, you can get started integrating all of your data resiliency workflows in minutes. Through a true cloud experience built on Amazon Web Services, the Druva platform automates and manages critical daily tasks, giving you time to focus on your business. In other words, get simplicity, scalability, and security instantly. With the Druva Data Resiliency Cloud, your data isn't just backed up, it's ready to be used 24/7 to meet compliance needs and to extract critical insights. You can archive data for long-term retention, be protected against device failure and natural disasters, and recover from ransomware lightning fast. Druva is trusted with billions of backups annually by thousands of enterprises, including more than 60 of the Fortune 500, costing up to 50% less than the convoluted hardware, software, and appliance solutions. As data grows and becomes more critical to your business advantage, a data resiliency plan is vital, but it shouldn't be complicated. Druva makes it simple. (upbeat music) (mouse clicks) >> Welcome back, everyone, to theCUBE and the Druva special presentation of "Why Ransomware isn't Your Only Problem." I'm John Furrier, host of theCUBE. We're here with W Curtis Preston, Curtis Preston, as he's known in the industry, Chief Technical Evangelist at Druva. Curtis, great to see you. We're here at "Why Ransomware isn't Your Only Problem." Great to see you, thanks for coming on. >> Happy to be here. >> So we always see each other at events now events are back. So it's great to have you here for this special presentation. The white paper from IDC really talks about this in detail. I'd like to get your thoughts, and I'd like you to reflect on the analysis that we've been covering here in this survey data, how it lines up with the real world that you're seeing out there. >> Yeah, I think it's, the survey results really, I'd like to say, I'd like to say that they surprised me, but unfortunately, they didn't. The data protection world has been this way for a while where there's this difference in belief, or difference between the belief and the reality. And what we see is that there are a number of organizations that have been hit, successfully hit by ransomware, paid the ransom and/or lost data, and yet the same people that were surveyed, they had high degrees of confidence in their backup system. And, you know, I could probably go on for an hour as to the various reasons why that would be the case, but I think that this long running problem that as long as I've been associated with backups, which, you know, has been a while, it's that problem of, you know, nobody wants to be the backup person. And people often just, they don't want to have anything to do with the backup system, and so it sort of exists in this vacuum. And so then management is like, "Oh, the backup system's great," because the backup person often, you know, might say that it's great because maybe it's their job to say so. But the reality has always been very, very different. >> It's funny, you know. "We're good, boss, we got this covered." >> Yeah, it's all good, it's all good. >> And the fingers crossed, right? So again, this is the reality, and as it becomes backup and recovery, which we've talked about many times on theCUBE, certainly we have with you before, but now with ransomware, also, the other thing is people get ransomware hit multiple times. So it's not only like they get hit once, so, you know, this is a constant chasing the tail on some ends, but there are some tools out there, You guys have a solution, and so let's get into that. You know, you have had hands-on backup experience. What are the points that surprise you the most about what's going on in this world and the realities of how people should be going forward? What's your take? >> Well, I would say that the one part in the survey that surprised me the most was people that had a huge, you know, there was a huge percentage of people that said that they had, you know, a ransomware response, you know, and readiness program. And you look at that, and how could you be, you know, that high a percentage of people be comfortable with their ransomware readiness program, which includes a number of things, right? There's the cyberattack aspect of responding to a ransomware attack, and then there's the recovery aspect. And so you believe that your company was ready for that, and then you go, and I think it was 67% of the people in the survey paid the ransom, which as a person who, you know, has spent my entire career trying to help people successfully recover their data, that number, I think, just hurt me the most is that because, you talked about re-infections. The surest way to guarantee that you get re-attacked and reinfected is to pay the ransom. This goes back all the way to ransom since the beginning of time, right? Everyone knows if you pay the blackmail, all you're telling people is that you pay blackmail. >> You're in business, you're a good customer >> Yeah, yeah, exactly. >> for ransomware. >> Yeah, so the fact that, you know, 60, what, 2/3 of the people that were attacked by ransomware paid the ransom. That one statistic just hurt my heart. >> Yeah, and I think this is the reality. I mean, we go back, and even the psychology of the practitioners was, you know, it's super important to get backup and recovery, and that's been around for a long time, but now that's an attack vector, okay? And there's dollars involved, like I said, I'm joking, but there's recurring revenue for the bad guys if they know you're paying up and if you're stupid enough not to change your tooling. So again, it works both ways. So I got to ask you, why do you think so many owners are unable to successfully respond after an attack? Is it because, they know it's coming, I mean, they're not that dumb. I mean, they have to know it's coming. Why aren't they responding successfully to this? >> I think it's a litany of things, starting with that aspect that I mentioned before, that nobody wants to have anything to do with the backup system, right? So nobody wants to be the one to raise their hand because if you're the one that raises their hand, "You know, that's a good idea, Curtis, why don't you look into that?" Nobody wants to be- >> Where's that guy now? He doesn't work here anymore. Yeah, I hear where you coming from. >> Exactly. >> It's psychology (indistinct) >> Yeah, so there's that. But then the second is that because of that, no one's looking at the fact that backups are the attack vector. They become the attack vector. And so because they're the attack vector, they have to be protected as much, if not more than the rest of the environment. The rest of the environment can live off of Active Directory and, you know, and things like Okta, so that you can have SSO and things like that. The backup environment has to be segregated in a very special way. Backups have to be stored completely separate from your environment. The login and authentication and authorization system needs to be completely separate from your typical environment. Why? Because if that production environment is compromised, now knowing that the attacks or that the backup systems are a significant portion of the attack vector, then if the production system is compromised, then the backup system is compromised. So you've got to segregate all of that. And I just don't think that people are thinking about that. You know, and they're using the same backup techniques that they've used for many, many years. >> So what you're saying is that the attack vectors and the attackers are getting smarter. They're saying, "Hey, we'll just take out the backup first so they can't backup. So we got the ransomware." It makes sense. >> Yeah, exactly. The largest ransomware group out there, the Conti ransomware group, they are specifically targeting specific backup vendors. They know how to recognize the backup servers. They know how to recognize where the backups are stored, and they are exfiltrating the backups first, and then deleting them, and then letting you know you have ransom. >> Okay, so you guys have a lot of customers. They all kind of have the same problem. What's the patterns that you're seeing? How are they evolving? What are some of the things that they're implementing? What is the best practice? >> Well, again, you've got to fully segregate that data, and everything about how that data is stored and everything about how that data's created and accessed, there are ways to do that with other, you know, with other commercial products. You can take a standard product and put a number of layers of defense on top of it, or you can switch to the way Druva does things, which is a SaaS offering that stores your data completely in the cloud in our account, right? So your account could be completely compromised. That has nothing to do with our account. It's a completely different authentication and authorization system. You've got multiple layers of defense between your computing environment and where we store your backups. So basically, what you get by default with the way Druva stores your backups is the best you can get after doing many, many layers of defense on the other side and having to do all that work. With us, you just log in and you get all of that. >> I guess, how do you break the laws of physics? I guess that's the question here. >> Well, because that's the other thing is that by storing the data in the cloud, and I've said this a few times, you get to break the laws of physics, and the only way to do that is time travel. (both laughing) So yes, so Druva has time travel. And this is a Curtisism, by the way, I don't think this is our official position, but the idea is that the only way to restore data as fast as possible is to restore it before you actually need it, and that's kind of what I mean by time travel, in that you, basically, you configure your DR, your disaster recovery environment in Druva one time, and then we are pre-restoring your data as often as you tell us to do, to bring your DR environment up to the, you know, the current environment as quickly as we can so that in a disaster recovery scenario, which is part of your ransomware response, right? Again, there are many different parts, but when you get to actually restoring the data, you should be able to just push a button and go. The data should already be restored. And that's the way that you break the laws of physics is you break the laws of time. >> (laughs) Well, all right, everyone wants to know the next question, and this is a real big question is, are you from the future? >> (laughs) Yeah. Very much the future. >> What's it like in the future, backup, recovery? How does it restore? Is it air gapping everything? >> Yeah, well, it's a world where people don't have to worry about their backups. I like to use the phrase get out of the backup business, just get into the restore business. You know, I'm a grandfather now, and I love having a granddaughter, and I often make the joke that if I'd have known how great grandkids were, I would've skipped straight to them, right? Not possible. Just like this. Recoveries are great. Backups are really hard. So in the future, if you use a SaaS data protection system and data resiliency system, you can just do recoveries and not have to worry about backups. >> Yeah, and what's great about your background is you've got a lot of historical perspective. You've seen that, the waves of innovation. Now it really is about the recovery and real time. So a lot of good stuff going on. And got to think automated, things got to be rocking and rolling. >> Absolutely. Yeah. I do remember, again, having worked so hard with many clients over the years, back then, we worked so hard just to get the backup done. There was very little time to work on the recovery. And I really, I kid you not, that our customers don't have to do all of those things that all of our competitors have to do to, you know, to break, to try to break the laws of physics, I've been fighting the laws of physics my entire career, to get the backup done in the first place, then to secure all the data, and to air gap it and make sure that a ransomware attack isn't going to attack it. Our customers get to get straight to a fully automated disaster recovery environment that they get to test as often as possible and they get to do a full test by simply pressing a single button. And you know, I wish everybody had that ability. >> Yeah, I mean, security's a big part of it. Data's in the middle of it all. This is now mainstream, front lines, great stuff. Curtis, great to have you on, bring that perspective, and thanks for the insight. Really appreciate it. >> Always happy to talk about my favorite subject. >> All right, we'll be back in a moment. We'll have Stephen Manley, the CTO, and Anjan Srinivas, the GM and VP of Product Management will join me. You're watching theCUBE, the leader in high tech enterprise coverage. >> Ransomware is top of mind for everyone. Attacks are becoming more frequent and more sophisticated. It's a problem you can't solve alone anymore. Ransomware is built to exploit weaknesses in your backup solution, destroying data, and your last line of defense. With many vendors, it can take a lot of effort and configuration to ensure your backup environment is secure. Criminals also know that it's easy to fall behind on best practices like vulnerability scans, patches, and updates. In fact, 42% of vulnerabilities are exploited after a patch has been released. After an attack, recovery can be a long and manual process that still may not restore clean or complete data. The good news is that you can keep your data safe and recover faster with the Druva Data Resiliency Cloud on your side. The Druva platform functions completely in the cloud with no hardware, software, operating system, or complex configurations, which means there are none of the weaknesses that ransomware commonly uses to attack backups. Our software as a service model delivers 24/7/365 fully managed security operations for your backup environment. We handle all the vulnerability scans, patches, and upgrades for you. Druva also makes zero trust security easy with built-in multifactor authentication, single sign-on, and role-based access controls. In the event of an attack, Druva helps you stop the spread of ransomware and quickly understand what went wrong with built-in access insights and anomaly detection. Then you can use industry first tools and services to automate the recovery of clean, unencrypted data from the entire timeframe of the attack. Cyberattacks are a major threat, but you can make protection and recovery easy with Druva. (electronic music) (upbeat music) (mouse clicks) >> Welcome back, everyone, to theCUBE's special presentation with Druva on "Why Ransomware isn't Your Only Problem." I'm John Furrier, host of theCUBE. Our next guests are Stephen Manley, Chief Technology Officer of Druva, and Anjan Srinivas, who is the General Manager and Vice President of Product Management at Druva. Gentlemen, you got the keys to the kingdom, the technology, ransomware, data resilience. This is the topic. The IDC white paper that you guys put together with IDC really kind of nails it out. I want to get into it right away. Welcome to this segment. I really appreciate it. Thanks for coming on. >> Great to be here, John. >> So what's your thoughts on the survey's conclusion? Obviously, the resilience is huge. Ransomware continues to thunder away at businesses and causes a lot of problems, disruption. I mean, it's endless ransomware problems. What's your thoughts on the conclusion? >> So I'll say the thing that pops out to me is, on the one hand, everybody who sees the survey and reads it is going to say, "Well, that's obvious." Of course, ransomware continues to be a problem. Cyber resilience is an issue that's plaguing everybody. But I think when you dig deeper and there's a lot of subtleties to look into, but one of the things that I hear on a daily basis from the customers is, it's because the problem keeps evolving. It's not as if the threat was a static thing to just be solved and you're done. Because the threat keeps evolving, it remains top of mind for everybody because it's so hard to keep up with what's happening in terms of the attacks. >> And I think the other important thing to note, John, is that people are grappling with this ransomware attack all of a sudden where they were still grappling with a lot of legacy in their own environment. So they were not prepared for the advanced techniques that these ransomware attackers were bringing to market. It's almost like these ransomware attackers had a huge leg up in terms of technology that they had in their favor while keeping the lights on was keeping IT away from all the tooling that they needed to do. A lot of people are even still wondering, when that happens next time, what do I even do? So clearly not very surprising. Clearly, I think it's here to stay, and I think as long as people don't retool for a modern era of data management, this is going to to stay this way. >> Yeah, I hear this all the time in our CUBE conversations with practitioners. It's kind of like the security pro, give me more tools, I'll buy anything that comes in the market, I'm desperate. There's definitely attention, but it doesn't seem like people are satisfied with the tooling that they have. Can you guys share kind of your insights into what's going on in the product side? Because, you know, people claim that they have tools at crime points of recovery opportunities, but they can't get there. So it seems to be that there's a confidence problem here in the market. How do you guys see that? 'cause I think this is where the rubber meets the road with ransomware 'cause it is a moving train, it's always changing, but it doesn't seem there's confidence. Can you guys talk about that? What's your reaction? >> Yeah, let me jump in first, and Stephen can add to it. What happens is, I think this is a panic buying and they have accumulated this tooling now just because somebody said they could solve your problem, but they haven't had a chance to take a real look from a ground up perspective to see where are the bottlenecks? Where are the vulnerabilities? And which tooling set needs to lie where? Where does the logic need to reside? And what, in Druva, we are watching people do and people do it successfully, is that as they have adopted Druva technology, which is ground up built for the cloud, and really built in a way which is, you know, driven at a data insight level where we have people even monitoring our service for anomalies and activities that are suspicious. We know where we need to play a role in really kind of mitigating this ransomware, and then there's a whole plethora of ecosystem players that kind of combine to really finish the story, so to say, right? So I think this has been a panic buying situation. This is like, "Get me any help you can give me." And I think as this settles down and people really understand that longer term as they really build out a true defense mechanism, they need to think really ground up. They will start to really see the value of technologies like Druva, and try to identify the right set of ecosystem to really bring together to solve it meaningfully. >> Yes, Stephen? >> I was going to say, I mean, one of the the really interesting things in the survey for me, and for a moment, a little more than a moment, it made me think was that the large number of respondents who said, "I've got a really efficient, well-run back environment," who, then, on basically the next question said, "And I have no confidence that I can recover from a ransomware attack." And you scratch your head and you think, "Well, if your backup environment is so good, why do you have such low confidence?" And I think that's the moment when we dug deeper and we realized, if you've got a traditional architecture, and let's face it, the disk-based architecture's been around for almost two decades now, in terms of disk-based backup, you can have that tuned to the hilt. That can be running as efficiently as you want it, but it was built before the ransomware attacks, before all these cyber issues, you know, really start hitting companies. And so I have this really well-run traditional backup environment that is not at all built for these modern threat vectors. And so that's really why customers are saying, "I'm doing the best I can," but as Anjan pointed out, the architecture, the tooling isn't there to support what problems I need to solve today. >> Yeah, great point. >> And so, yeah. >> Well, that's a great point. Before we get into the customer side I want to get to in second, you know, I interviewed Jaspreet, the founder and CEO many years ago, even before the pandemic, and you mentioned modern. You guys have always had the cloud with Druva. This is huge. Now that you're past the pandemic, what is that modern cloud edge that you guys have? 'Cause that's a great point. A lot of stuff was built kind of backup and recovery bolted on, not really kind of designed into the current state of the infrastructure and the cloud native application modern environment we're seeing right now. It's a huge issue. >> I think, to me there's three things that come up over and over and over again as we talk to people in terms of, you know, being built in cloud, being cloud native, why is it an advantage? The first one is security and ransomware. And we can go deeper, but the most obvious one that always comes up is every single backup you do with Druva is air gapped, offsite, managed under a separate administrative domain so that you're not retrofitting any sort of air gap network and buying another appliance or setting up your own cloud environment to manage this. Every backup is ransomware protected, guaranteed. The second advantage is the scalability. And you know, this certainly plays into account as your business grows, or, in some cases, as you shrink or repurpose workloads, you're only paying for what you use. But it also plays a big role, again, when you start thinking of ransomware recoveries because we can scale your recovery in cloud, on premises as much or as little as you want. And then I think the third one is we're seeing, basically, things evolving, new workloads, data sprawl, new threat vectors. And one of the nice parts of being a SaaS service in the cloud is we're able to roll out new functionality every two weeks and there's no upgrade cycle, there's no waiting. The customer doesn't have to say, "Wow, I needed six months in the lab before I upgrade it and it's an 18-month, 24-month cycle before the functionality releases. You're getting it every two weeks, and it's backed by Druva to make sure it works. >> Anjan, you know, you got the product side, you know, it's a challenging job 'cause you have so many customers asking for things, probably on the roadmap, you probably can go an hour for that one, but I want to get your thoughts on what you're hearing and seeing from customers. We just reviewed the IDC with Phil. How are you guys responding to your customer's needs? Because it seems that it's highly accelerated, probably on the feature requests, but also structurally as ransomware continues to evolve. What are you hearing? What's the key customer need? How are you guys responding? >> Yeah, actually, I have two things that I hear very clearly when I talk to customers. One, I think, after listening to their security problems and their vulnerability challenges, because we see customers and help customers who are getting challenged by ransomware on a weekly basis. And what I find that this problem is not just a technology problem, it's an operating model problem. So in order to really secure themselves, they need a security operating model and a lot of them haven't figured out that security operating model in totality. Now where we come in, as Druva, is that we are providing them the cloud operating model and a data protection operating model, combined with a data insights operating model which all fit into their overall security operating model that they are really owning and they need to manage and operate, because this is not just about a piece of technology. On top of that, I think our customers are getting challenged by all the same challenges of not just spending time on keeping the lights on, but innovating faster with less. And that has been this age old problem, do more with less. But in this whole, they're like trying to innovate in the middle of the war, so to say. The war is happening, they're getting attacked, but there's also net new shadow IT challenges that's forcing them to make sure that they can manage all the new applications that are getting developed in the cloud. There is thousands of SaaS applications that they're consuming, not knowing which data is critical to their success and which ones to protect and govern and secure. So all of these things are coming at them at 100 miles per hour, while they're just trying to live one day at a time. And unless they really develop this overall security operating model, helped by cloud native technologies like Druva that really providing them a true cloud native model of really giving like a touchless and an invisible protection infrastructure. Not just beyond backups, beyond just the data protection that we all know of into this mindset of kind of being able to look at where each of those functionalities need to lie. That's where I think they're grappling with. Now Druva is clearly helping them with keep up to pace with the public cloud innovations that they need to do and how to protect data. We just launched our EC2 offering to protect EC2 virtual machines back in AWS, and we are going to be continuing to evolve that to further the many services that public cloud software 'cause our customers are really kind of consuming them at breakneck speed. >> So new workloads, new security capabilities. Love that. Good call out there. Stephen, there's still the issue of the disruption side of it. You guys have a guarantee. There's a cost of ownership as you get more tools. Can you talk about that angle of it? You got new workloads, you got the new security needs, what's the disruption impact? 'Cause you want to avoid that. How much is it going to cost you? And you guys have this guarantee, can you explain that? >> Yeah, absolutely. So Druva launched our $10 million data resiliency guarantee. And for us, there were really two key parts to this. The first obviously is $10 million means that, you know, again, we're willing to put our money where our mouth is, and that's a big deal, right? That we're willing to back this with the guarantee. But then the second part, and this is the part that I think reflects that sort of model that Anjan was talking about. We sort of look at this and we say the goal of Druva is to do the job of protecting and securing your data for you so that you, as a customer, don't have to do it anymore. And so the guarantee actually protects you against multiple types of risks, all with SLAs. So everything from your data's going to be recoverable in the case of a ransomware attack. Okay, that's good. Of course, for it to be recoverable, we're also guaranteeing your backup success rate. We're also guaranteeing the availability of the service. We're guaranteeing that the data that we're storing for you can't be compromised or leaked externally, and we're guaranteeing the long-term durability of the data so that if you backup with us today and you need to recover 30 years from now, that data's going to be recovered. So we wanted to really attack the end-to-end risks that affect our customers. Cybersecurity is a big deal, but it is not the only problem out there, and the only way for this to work is to have a service that can provide you SLAs across all of the risks, because that means, as a SaaS vendor, we're doing the job for you so you're buying results as opposed to technology. >> That's great. Great point. Ransomware isn't the only problem. That's the title of this presentation, but it's a big one. (laughs) People are concerned about it, so great stuff. In the last five minutes, guys, if you don't mind, I'd love to have you share what's on the horizon for Druva? You mentioned the new workloads, Anjan. You mentioned this new security. You're going to shift left. DevOps is now the developer model. They're running IT. Get data and security teams now stepping in and trying to be as high velocity as possible for the developers and enterprises. What's on the horizon for Druva? What trends is the company watching, and how are you guys putting that together to stay ahead in the marketplace and the competition? >> Yeah, I think, listening to our customers, what we realize is they need help with the public cloud, number one. I think that's a big wave of consumption. People are consolidating their data centers, moving to the public cloud. They need help in expanding data protection, which becomes the basis of a lot of the security operating model that I talked about. They need that first, from Druva, before they can start to get into much more advanced level of insights and analytics around that data to protect themselves and secure themselves and do interesting things with that data. So we are expanding our coverage on multiple fronts there. The second key thing is to really bring together a very insightful presentation layer, which, I think, is very unique to Druva because only we can look at multiple tenants, multiple customers because we are a SaaS vendor, and look at insights and give them best practices and guidances and analytics that nobody else can give. There's no silo anymore because we are able to take a good big vision view and now help our customers with insights that otherwise that information map is completely missing. So we are able to guide them down a path where they can optimize which workloads need what kind of protection, and then how to secure them. So that is the second level of insights and analytics that we are building. And there's a whole plethora of security offerings that we are going to build, all the way from a feature level where we have things like (audio distorts) that's already available to our customers today to prevent any anomalous behavior and attacks that would delete their backups and then they still have a way to recover from it, but also things to curate and get back to that point in time where it is safe to recover and help them with a sandbox which they can recover confidently knowing it's not going to jeopardize them again and reinfect the whole environment again. So there's a whole bunch of things coming, but the key themes are public cloud, data insights, and security, and that's where my focus is, to go and get those features delivered, and Stephen can add a few more things around services that Stephen is looking to build and launch. >> Sure, so, yeah, so John, I think one of the other areas that we see just an enormous groundswell of interest. So public cloud is important, but there are more and more organizations that are running hundreds, if not thousands of SaaS applications, and a lot of those SaaS applications have data. So there's the obvious things, like Microsoft 365, Google Workspace, but we're also seeing a lot of interest in protecting Salesforce because, if you think about it, if someone you know deletes some really important records in Salesforce, that's actually kind of the record of your business. And so, we're looking at more and more SaaS application protection, and really getting deep in that application awareness. It's not just about backup and recovery when you look at something like a Salesforce, or something like Microsoft 365. You do want to look into sandboxing, you want to look into long-term archival, because this is the new record of the business. What used to be in your on-premises databases, that all lives in cloud and SaaS applications now. So that's a really big area of investment for us. The second one, just to echo what Anjan said is, one of the great things of being a SaaS provider is I have metadata that spans across thousands of customers and tens of billions of backups a year. I'm tracking all sorts of interesting information that is going to enable us to do things like make backups more autonomous so that customers, again, I want to do the job for them. We'll do all the tuning, we'll do all the management for them to be able to better detect ransomware attacks, better respond to ransomware attacks, because we're seeing across the globe. And then, of course, being able to give them more insight into what's happening in their data environment so they can get a better security posture before any attack happens. Because, let's face it, if you can set your data up more cleanly, you're going to be a lot less worried and a lot less exposed when that attack happens. So we want to be able to, again, cover those SaaS applications in addition to the public cloud, and then we want to be able to use our metadata and use our analytics and use this massive pipeline we've got to deliver value to our customers. Not just charts and graphs, but actual services that enable them to focus their attention on other parts of the business. >> That's great stuff. >> And remember, John, I think all this while keeping things really easy to consume, consumer grade UI, APIs, and then really the power of SaaS as a service, simplicity to kind of continue on, amongst kind of keeping these complex technologies together. >> Anjan, that's a great callout. I was going to mention ease of use and self-service. Big part of the developer and IT experience. Expected. It's the table stakes. Love the analytic angle, I think that brings the scale to the table, and faster time to value to get to learn best practices. But at the end of the day, automation, cross-cloud protection and security to protect and recover. This is huge, and this is a big part of not only just protecting against ransomware and other things, but really being fast and being agile. So really appreciate the insights. Thanks for sharing on this segment, really under the hood and really kind of the value of the product. Thanks for coming on, appreciate it. >> Thank you very much. >> Okay, there it is. You have the experts talk about under the hood, the product, the value, the future of what's going on with Druva, and the future of cloud native protecting and recovering. This is what it's all about. It's not just ransomware they have to worry about. In a moment, Dave Vellante will give you some closing thoughts on the subject here. You're watching theCUBE, the leader in high tech enterprise coverage. >> As organizations migrate their business processes to multi-cloud environments, they still face numerous threats and risks of data loss. With a growing number of cloud platforms and fragmented applications, it leads to an increase in data silos, sprawl, and management complexity. As workloads become more diverse, it's challenging to effectively manage data growth, infrastructure, and resource costs across multiple cloud deployments. Using numerous backup vendor solutions for multiple cloud platforms can lead to management complexity. More importantly, the lack of centralized visibility and control can leave you exposed to security vulnerabilities, including ransomware that can cripple your business. The Druva Data Resiliency Cloud is the only 100% SaaS data resiliency platform that provides centralized, secure, air gapped, and immutable backup and recovery. With Druva, your data is safe with multiple layers of protection and is ready for fast recovery from cyberattacks, data corruption, or accidental data loss. Through a simple, easy to manage platform, you can seamlessly protect fragmented, diverse data at scale, across public clouds, and your business critical SaaS applications. Druva is the only 100% SaaS vendor that can manage, govern, and protect data across multiple clouds and business critical SaaS applications. It supports not just backup and recovery, but also data resiliency across high value use cases, such as e-discovery, sensitive data governance, ransomware, and security. No other vendor can match Druva for customer experience, infinite scale, storage optimization, data immutability, and ransomware protection. The Druva Data Resiliency Cloud, your data, always safe, always ready. Visit druva.com today to schedule a free demo. (upbeat music) >> One of the big takeaways from today's program is that in the scramble to keep business flowing over the past 2+ years, a lot of good technology practices have been put into place, but there's much more work to be done, specifically, because the frequency of attacks is on the rise and the severity of lost, stolen, or inaccessible data is so much higher today, business resilience must be designed into architectures and solutions from the start. It cannot be an afterthought. Well, actually it can be, but you won't be happy with the results. Now, part of the answer is finding the right partners, of course, but it also means taking a system's view of your business, understanding the vulnerabilities and deploying solutions that can balance cost efficiency with appropriately high levels of protection, flexibility, and speed slash accuracy of recovery. Here we hope you found today's program useful and informative. Remember, this session is available on demand in both its full format and the individual guest segments. All you got to do is go to thecube.net, and you'll see all the content, or you can go to druva.com. There are tons of resources available, including analyst reports, customer stories. There's this cool TCO calculator. You can find out what pricing looks like and lots more. Thanks for watching "Why Ransomware isn't Your Only Problem," made possible by Druva, in collaboration with IDC and presented by theCUBE, your leader in enterprise and emerging tech coverage. (upbeat music)

(upbeat music) >> theCUBE presents UiPath FORWARD5 brought to you by UiPath. >> Welcome back to Las Vegas, everybody you're watching theCUBE's coverage of UiPath FORWARD5. We're here at the Venetian Convention Center Dave Vellante with Dave Nicholson this morning. Dave, we heard these boomers, these thunder boomers. We thought it was the sound system. (Dave laughing) >> Thought it was something fake. >> But it was actually some crazy weather out here in Vegas. It's rare to see that kind of nuttiness out here. John Morrison is the director of Product and Technology at T-Mobile and Naga Chakravarthy is the Chief Digital Officer at iOpex. Guys, welcome. >> Thanks for having us. >> Next, so John, (commentator booming) so okay, we're serving automation. I don't know if you guys can hear that S0 let's just give him a second here. >> (Commentator) Three different tracks >> I think it's pretty loud. Probably coming through. Usually we don't get that. >> It's live. >> But, it is live. So John, we, we've interviewed a lot of customers that have automation in their title. Your title's, Director of product and technology. Obviously you're here 'cause you have an affinity to automation. But talk about your role and how automation fits into it. >> Sure. Well, I'm the director of product and technology and I oversee what we call the communication, collaboration and productivity applications and services for T-Mobile. Reason I'm here is we took over the automation program and automation is falling within to our productivity portfolio. So I'm here to learn about, from these experts and all these leaders within the UiPath and from our vendors as well. >> Okay. Now tell us about iOpex. So kind of an interesting name. Where'd that come from? I think cloud. When I think opex, but, get rid of my cap. Where's the name come from and what do you guys do? >> Actually we thought hard about what to name about 13 years back. You know, I think all of us, the whole team comes from a service background and then I think we believe that you need to have people and as a lot of operational activities were increasing, you know the dependency on people was also increasing. And we thought that there has to be an angle for us to be very unique in the market. So we thought, you know, I would say iOpex is currently at 3.0 and if you look at what 1.0 was, it's all about driving innovation in operation excellence, right? And the medium was technology. And today, if you ask me from operation excellence that is the base, we are actually looking at how do you drive innovation in operating experiences. That's where automation and all these things becomes very native to us. >> So the market just went right, right to you guys you were ahead of the game. And then, wow, now, >> I have to brag that we fortunately named it Opex, which can be interchangeably used for operation excellence or operating experience. >> Got it. >> So, so John, where did, where did it start? What was the catalyst for your automation journey? How did, was it the, was it the, the merger? Take us through that. >> Sure. So I look at our automation journey, like a crawl, walk, run journey for sure. It started with the partnership of UiPath and iOpex. We had an innovation lab. They came, they set up a proof of concept. Proof of concept was successful. I was then asked to build out an automation program for the T-mobile enterprise. Not having any experience within automation as we had discussed before usually you have automation within the title. We leaned heavily on our partners iOpex being main critical partner in that evolution. And so iOpex came in and helped us build that center of excellence and really helped us put that support team together so that we could be successful as we moved forward. Now, when we had both of those in place, we were able to go to the businesses and find opportunities and showcase what automation was all about. The problem is we were so green is that, you know, we'd go and we'd look at an opportunity, but that opportunity we'd deliver and then our pipeline would be empty and we'd have to go look for other opportunities. So we really had to present and get that executive sponsorship of automation for the enterprise. And I'm going to do a few shoutouts here. Giao Duong, John Lowe and our CIO Brian King, were critical in giving us what we needed to be successful. They gave us the expertise, the funds to do what we needed to, to build out this program. We utilized iOpex, UiPath to really get that expertise in place. And today, our pipeline, we have about 300,000 manual hours of labor savings that we'll deploy by the end of the year. That's a huge success. And that's where we're at right now. The run part of it is going to be, I'll wait. >> Wait. No, it's okay. So you went, you went from hunting to fishing in a barrel? >> Absolutely. Absolutely. So the, our next is focused on citizen development, building out that citizen development program, where we will be partnering with UiPath and iOpex to get that in place. And once we have that in place I feel like we're going to be ready to run and we'll see that program just kick off. But like I said before, 300,000 hours of savings in the first year of that program. That's incredible. And we're a large company and we'll, I mean we're just starting so it's going to be fun. >> So many questions. So Naga, is the COE where people typically start or is it sometimes a grassroot effort and then the COE comes later? How do you typically recommend approaching it? >> I think the fact that we started very small there was a clear mandate that we have to take a very strategic approach while we are solving a tactical problem to show that automation is the future and you need to solve using automation, right? And we not only looked at it just from a task automation standpoint, we were starting to look at it from a process, entire end to end process automation. And when we started looking at it, though we were tactically automating it, COE naturally fell in place. So, which means you need to evangelize this across multiple departments. So when you have to have, when you have to have evangelize across multiple departments, what is very important is you need to have the pod leaders identified let's say if you have to go to different departments it is somebody from John's team who's very capable of navigating through different departments' problem statements and how when you, when you navigate it you can rightly evangelize what is the benefit. And when it comes to benefit, right? You need to look at it from both the angles of operation excellence and what is it going to do from a growth standpoint of solving a future problem. So somebody internally within T-Mobile we were able to use very nice, you know John's team, you know, the COE naturally fell in place. All of them were at some point in time doing automation. And slowly it was a path that they took to evangelize and we were able to piggyback and scale it bigger. >> So in the world we're in, whether you're talking about cloud services that are created by hyper scale cloud providers or automation platforms from UiPath, between those shiny toys and what we want to accomplish with them in the world of business and everything else there are organizations like iOpex and you and John are working together to figure out which projects need to be done in a strategic, from a strategic viewpoint but you're also addressing them tactically. I'm curious, >> Yeah. >> How does that business model from an iOpex perspective work do you have people embedded at T-Mobile that are working with John and his folks to identify the next things to automate? Is it a, is it, where is the push and where is the pull coming from in terms of, okay now what do we do next? Because look, let's be frank, in the, from a business perspective, iOpex wants to do as much as it can a value for T-mobile because that's what, that's the business they're in. But, so tell me about that push pull between the two of you. Does that make sense? Yeah, So I'll say real fast that, yeah iOpex is actually part of the T-mobile team. They are embedded. >> Nicholson: Okay. >> We work with them daily. >> Nicholson: Okay. >> Right. They had the expertise they're passing along the expertise to our full-time employees. And so it's like we're all one team. So that should answer that one for sure there. >> Absolutely. Let me add one more point to it. See if, you know, I think with respect to T-Mobile I would say it's a little bit of a special case for us. Why I say that is, when we started the whole conversation of we need to drive automation with you there was a natural way to get embedded, you know as part of their team. Normally what happens is a team, a COE team works and say I will do the discovery and you guys can come and do the solution design. That was not the case, right? I think it was such a strategic investment that T-Mobile made on us, right? We were part of the discovery team. So, which means that we were able to take all the best practices that we learned from outside and openness to accept and start looking at it what's in it for us for the larger good that made us to get to what we call it as building a solution factory for T-Mobile. >> Vellante: I got a lot of questions. >> John: Yeah. >> John, you mentioned your CIO and a couple of other constituents. >> Yes. >> What part of the organization were they from? They helped you with funding, >> Yep. >> And maybe sort of gave you a catalyst. How did this all get funded? If I, if you could, Cause a lot of people ask me well how do I fund this thing? Does it fund itself? Do I do, is it an IT driven initiative line of business? >> So those executives were from the IT team. >> Vellante: Okay. For sure. But a lot of our programs start from grassroots ground up and you know a lot of vendors say, hey, you need it from the top down. This was a perfect example of getting it from the top down. We were working it, it was fine, but it wouldn't have taken off if we didn't have, you know, Brian King and John Lowe providing us that executive sponsorship, going to their peers and telling them about the program and giving us the opportunity to showcase what automation can do. >> How do you choose, I got so many questions I'm going to go rapid fire. How do you choose your automation priorities? Is it process driven? Is it data led? What's the right approach? >> I think it's a combination, right? One fundamentally guiding principle that we always look at is let it not be a task automation, right? Task automation solves a particular problem, but maybe you know, if you start looking at it from a bigger, you need to start looking at it from process angle. And when it comes to process, right? There are a lot of things that gets executed in the systems of record, in the form of workflow. And there's a lot of things that gets executed outside the systems of record, which is in people's mind. That's when data comes in, right? So let's say you use process mining tool of UiPath, you will get to know that there is a bottleneck in a particular process because it's cluttered somewhere. But you also have to look at why is this clutter happening, and you need to start collecting data. So a combination of a data science as well as a process science blends together. And that's when you'll start deciding, hey this is repetitive in nature, this is going to scale, this is an optimization problem. And then you build a scorecard and that scorecard naturally drives the, you know decision making process. Hey, it's going to drive operation excellence problem for me or is it going to be a true business benefit of driving growth? >> So I was going to ask you how you visualize it. You visualize it through, I guess, understanding of the organization, anecdotal comments, research digging, peeling the onion, and then you do some kind of scorecard like approach and say, okay these are the high, high opportunity areas. Okay. So combination. Got it. How about change management? Because Dave, you and I were talking about this before, big organizations that I know they have IT, they got an application portfolio. That application portfolio the applications have dependencies on each other. And then they have a process portfolio that is also related. So any change in process ripples through the applications. Any change in application affects other applications and affects processes. So how do you handle change management? >> So we actually have a change management team and we make sure that before we go forward with anything it's communicated what changes would be in place. And this change management team also does communications broadly for any of our applications, not just automation. So they partner close with iOpex, with our development teams on opportunities that are going out. You want to add anything? >> Yeah. So when it comes to change management, right? Well, John is front-ending all the changes relating to apps and stuff like that by having a steering committee, what really is the proactive thing that we end up doing is right when a bot goes live, there is a life support that we provide for the entire bot that's gone live. And the fundamentally core principle for that entire support to work good is you start looking at what's the benefit that the bot is giving more than that when a bot fails. Right? Why is the bot failing? Is it because the systems of records on which the bot is running? Is it that is failing? Or the inputs that is coming to the systems of record the data format, is it changing or the bot logic is failed? And once we set up a constant monitoring about that we were able to throw insights into the change management team saying that the bot failed because of various reasons. And that kind of compliments the whole change management process. And we get earlier notifications saying, hey there's going to be changes. So which means we go proactively look at, hey, okay fair enough, this systems of records, this data is going to change. Can we test this out in staging before you hit the production? So that way the change becomes a smoother process. >> And how quickly can you diagnose that? Is it hours, minutes, days, weeks, months? >> So, >> Vellante: Depends. >> It's a very subjective question. Right. If we know the pattern early then the SWAT team quickly gets into it and figure out how we could stop something, you know, stop the bot from failing. The moment the bot fails, you know, you need to basically look at how the business is going to going to get affected. But we try to do as much as we could. >> So Naga, I'm going to put you on the spot here. >> Please. >> As a partner of UiPath, this question of platform versus product. In order to scale and survive and thrive into the future UiPath needs to be able to demonstrate that it's more than a tool set, but instead a platform. What's your view on that in general? What differentiates a platform from a product? Does it matter to your organization whether UiPath moves in the direction of platform or not? >> I think, it is, it's undoubtedly platform, right? And a platform in my mind will constantly evolve. And once you think about it as a platform you will end up having a lot of plug and place. If you look at the way UiPath is evolving it is evolving as a platform. It used to be attended bot and unattended bot and plugged with Orchestrator. And if you look at it, the problem of solving the up chain and the down chain naturally came in process mining, task capture, made it up chain, a platform that solves the up chain. And then it slowly evolved into, hey I'm actually doing business process automation. Why could I not do test automation with the same skillset? So a platform will try to look at what is that, you know I've got in myself and how can I reuse across the enterprise? I think that is deeply embedded in the UiPath culture. And that's the kind of platform that, you know anybody like a system integrator like us, we do not have to multi-skill people. You just have to skill in one and you can interchange. That I would say is a good approach. >> So John, what's the future look like? What's the organization's appetite for automation? You know, is there an all you could eat kind of enterprise license approach? >> John: Yeah, so we are enterprise license. >> You are? Okay. >> So, and iOpex helped us move to the cloud so we can move quickly. That was definitely a benefit. The future of it, I would say citizen development is going to be key. Like I want citizen development within every business organization. I want them to be able to discover, deploy, you know, and and just use us, the center of excellence as support as needed. The appetite's there. Every group has automation within their goals or KPIs right? So it's there. We just need to be able to get in front of 'em. It's a large company. So I'm, '23 is going to be huge for us. >> Another fantastic story. I love that UiPath brings the customers to theCUBE. So thank you guys for telling your story. Congratulations on all your success. Good luck in the future. >> Yeah. Thank you. >> All right. Okay. Thank you for watching. This is Dave Vellante for Dave Nicholson UiPath FORWARD5. The bots are running around Dave. We're going to have to get one of the bots to come up here and show people a lot of fun at FORWARD. We're here in Vegas, right back, right after this short break.

>> It's no surprise that 73% of organizations indicate analytics spend will outpace other software investments in the next 12 to 18 months. After all, as we know, data is changing the world, and the world is changing with it. But is everyone's spending resulting in the same ROI? This is Lisa Martin. Welcome to the Cube's presentation of "Democratizing Analytics Across the Enterprise," made possible by Alteryx. An Alteryx-commissioned IDC InfoBrief entitled, Four Ways to Unlock Transformative Business Outcomes From Analytics Investments, found that 93% of organizations are not utilizing the analytics skills of their employees, which is creating a widening analytics gap. On this special Cube presentation, Jason Klein, Product Marketing Director of Alteryx, will join me to share key findings from the new Alteryx-commissioned IDC Brief, and uncover how enterprises can derive more value from their data. In our second segment, we'll hear from Alan Jacobson, Chief Data and Analytics Officer at Alteryx. He's going to discuss how organizations across all industries can accelerate their analytic maturity to drive transformational business outcomes. And then, in our final segment, Paula Hansen, who is the President and Chief Revenue Officer of Alteryx, and Jacqui Van der Leij-Greyling, who is the Global Head of Tax Technology at eBay, they'll join me. They're going to share how Alteryx is helping the global eCommerce company innovate with analytics. Let's get the show started. (upbeat music) Jason Klein joins me next, Product Marketing Director at Alteryx. Jason, welcome to the program. >> Hello, nice to be here. >> Excited to talk with you. What can you tell me about the new Alteryx IDC research which spoke with about 1500 leaders? What nuggets were in there? >> Well, as the business landscape changes over the next 12 to 18 months, we're going to see that analytics is going to be a key component to navigating this change. 73% of the orgs indicated that analytics spend will outpace other software investments. But just putting more money towards technology, it isn't going to solve everything. And this is why everyone's spending is resulting in different ROIs. And one of the reasons for this gap is because 93% of organizations, they're still not fully using the analytics skills of their employees. And this widening analytics gap, it's threatening operational progress by wasting workers' time, harming business productivity, and introducing costly errors. So in this research, we developed a framework of enterprise analytics proficiency that helps organizations reap greater benefits from their investments. And we based this framework on the behaviors of organizations that saw big improvements across financial, customer, and employee metrics. And we're able to focus on the behaviors driving higher ROI. >> So the InfoBrief also revealed that nearly all organizations are planning to increase their analytics spend. And it looks like from the InfoBrief that nearly three quarters plan on spending more on analytics than any other software. And can you unpack what's driving this demand, this need for analytics across organizations? >> Sure, well, first, there's more data than ever before. The data's changing the world, and the world is changing data. Enterprises across the world, they're accelerating digital transformation to capitalize on new opportunities, to grow revenue, to increase margins, and to improve customer experiences. And analytics, along with automation and AI, is what's making digital transformation possible. They're providing the fuel to new digitally enabled lines of business. >> Yet not all analytics spending is resulting in the same ROI. So, what are some of the discrepancies that the InfoBrief uncovered with respect to ROI? >> Well, our research with IDC revealed significant roadblocks across people, processes and technologies, all preventing companies from reaping greater benefits from their investments. So on the people side, for example, only one out of five organizations reported a commensurate investment in upskilling for analytics and data literacy as compared to the technology itself. And next, while data is everywhere, most organizations, 63% in our survey, are still not using the full breadth of data types available. Data has never been this prolific. It's going to continue to grow, and orgs should be using it to their advantage. And lastly, organizations, they need to provide the right analytic tools to help everyone unlock the power of data, yet instead, they're relying on outdated spreadsheet technology. Nine out of 10 survey respondents said that less than half of their knowledge workers are active users of analytics software. True analytics transformation can't happen for an organization in a few select pockets or silos. We believe everyone, regardless of skill level, should be able to participate in the data and analytics process and drive value. >> So if I look at this holistically then, what would you say organizations need to do to make sure that they're really deriving value from their investments in analytics? >> Yeah, sure. So overall, the enterprises that derive more value >> from their data and analytics and achieved more ROI, they invested more aggressively in the four dimensions of enterprise analytics proficiency. So they've invested in the comprehensiveness of analytics, across all data sources and data types, meaning they're applying analytics to everything. They've invested in the flexibility of analytics across deployment scenarios and departments, meaning they're putting analytics everywhere. They've invested in the ubiquity of analytics and insights for every skill level, meaning they're making analytics for everyone. And they've invested in the usability of analytics software, meaning they're prioritizing easy technology to accelerate analytics democratization. >> So are there any specific areas that the survey uncovered where most companies are falling short? Like any black holes organizations need to be aware of from the outset? >> It did. You need to build a data-centric culture, and this begins with people. But we found that the people aspect of analytics is most heavily skewed towards low proficiency. In order to maximize ROI, organizations need to make sure everyone has access to the data and analytics technology they need. Organizations that align their analytics investments with upskilling enjoy higher ROI than orgs that are less aligned. For example, among the high ROI achievers in our survey, 78% had good or great alignment between analytics investments and workforce upskilling, compared to only 64% among those without positive ROI. And as more enterprises adopt cloud data warehouses or cloud data lakes to manage increasingly massive data sets, analytics needs to exist everywhere, especially for those cloud environments. And what we found is organizations that use more data types and more data sources generate higher ROI from their analytics investments. Among those with improved customer metrics, 90% were good or great at utilizing all data sources compared to only 67% among the ROI laggards. >> So interesting that you mentioned people. I'm glad that you mentioned people. Data scientists, everybody talks about data scientists. They're in high demand. We know that, but there aren't enough to meet the needs of all enterprises. So given that discrepancy, how can organizations fill the gap and really maximize the investments that they're making in analytics? >> Right. So analytics democratization, it's no longer optional, but it doesn't have to be complex. So we at Alteryx, we're democratizing analytics by empowering every organization to upskill every worker into a data worker. And the data from this survey shows this is the optimal approach. Organizations with a higher percentage of knowledge workers who are actively using analytics software enjoy higher returns from their analytics investment than orgs still stuck on spreadsheets. Among those with improved financial metrics, AKA the high ROI achievers, nearly 70% say that at least a quarter of their knowledge workers are using analytics software other than spreadsheets compared to only 56% in the low ROI group. Also, among the high ROI performers, 63% said data and analytic workers collaborate well or extremely well, compared to only 51% in the low ROI group. The data from the survey shows that supporting more business domains with analytics and providing cross-functional analytics correlates with higher ROI. So to maximize ROI, orgs should be transitioning workers from spreadsheets to analytics software. They should be letting them collaborate effectively, and letting them do so cross-functionally >> Yeah, that cross-functional collaboration is essential for anyone in any organization and in any discipline. Another key thing that jumped out from the survey was around shadow IT. The business side is using more data science tools than the IT side, and is expected to spend more on analytics than other IT. What risks does this present to the overall organization? If IT and the lines of business guys and gals aren't really aligned? >> Well, there needs to be better collaboration and alignment between IT and the line of business. The data from the survey, however, shows that business managers, they're expected to spend more on analytics and use more analytics tools than IT is aware of. And this is because the lines of business have recognized the value of analytics and plan to invest accordingly. But a lack of alignment between IT and business, this will negatively impact governance, which ultimately impedes democratization and hence, ROI. >> So Jason, where can organizations that are maybe at the outset of their analytics journey, or maybe they're in environments where there's multiple analytics tools across shadow IT, where can they go to Alteryx to learn more about how they can really simplify, streamline, and dial up the value on their investment? >> Well, they can learn more, you know, on our website. I also encourage them to explore the Alteryx community, which has lots of best practices, not just in terms of how you do the analytics, but how you stand up an Alteryx environment. But also to take a look at your analytics stack, and prioritize technologies that can snap to and enhance your organization's governance posture. It doesn't have to change it, but it should be able to align to and enhance it. >> And of course, as you mentioned, it's about people, process and technologies. Jason, thank you so much for joining me today, unpacking the IDC InfoBrief and the great nuggets in there. Lots that organizations can learn, and really become empowered to maximize their analytics investments. We appreciate your time. >> Thank you. It's been a pleasure. >> In a moment, Alan Jacobson, who's the Chief Data and Analytics Officer at Alteryx, is going to join me. He's going to be here to talk about how organizations across all industries can accelerate their analytic maturity to drive transformational business outcomes. You're watching the Cube, the leader in tech enterprise coverage. (gentle music)

>> It's no surprise that 73% of organizations indicate analytics spend will outpace other software investments in the next 12 to 18 months. After all, as we know, data is changing the world, and the world is changing with it. But is everyone's spending resulting in the same ROI? This is Lisa Martin. Welcome to the Cube's presentation of "Democratizing Analytics Across the Enterprise," made possible by Alteryx. An Alteryx-commissioned IDC InfoBrief entitled, Four Ways to Unlock Transformative Business Outcomes From Analytics Investments, found that 93% of organizations are not utilizing the analytics skills of their employees, which is creating a widening analytics gap. On this special Cube presentation, Jason Klein, Product Marketing Director of Alteryx, will join me to share key findings from the new Alteryx-commissioned IDC Brief, and uncover how enterprises can derive more value from their data. In our second segment, we'll hear from Alan Jacobson, Chief Data and Analytics Officer at Alteryx. He's going to discuss how organizations across all industries can accelerate their analytic maturity to drive transformational business outcomes. And then, in our final segment, Paula Hansen, who is the President and Chief Revenue Officer of Alteryx, and Jacqui Van der Leij-Greyling, who is the Global Head of Tax Technology at eBay, they'll join me. They're going to share how Alteryx is helping the global eCommerce company innovate with analytics. Let's get the show started. (upbeat music) Jason Klein joins me next, Product Marketing Director at Alteryx. Jason, welcome to the program. >> Hello, nice to be here. >> Excited to talk with you. What can you tell me about the new Alteryx IDC research which spoke with about 1500 leaders? What nuggets were in there? >> Well, as the business landscape changes over the next 12 to 18 months, we're going to see that analytics is going to be a key component to navigating this change. 73% of the orgs indicated that analytics spend will outpace other software investments. But just putting more money towards technology, it isn't going to solve everything. And this is why everyone's spending is resulting in different ROIs. And one of the reasons for this gap is because 93% of organizations, they're still not fully using the analytics skills of their employees. And this widening analytics gap, it's threatening operational progress by wasting workers' time, harming business productivity, and introducing costly errors. So in this research, we developed a framework of enterprise analytics proficiency that helps organizations reap greater benefits from their investments. And we based this framework on the behaviors of organizations that saw big improvements across financial, customer, and employee metrics. And we're able to focus on the behaviors driving higher ROI. >> So the InfoBrief also revealed that nearly all organizations are planning to increase their analytics spend. And it looks like from the InfoBrief that nearly three quarters plan on spending more on analytics than any other software. And can you unpack what's driving this demand, this need for analytics across organizations? >> Sure, well, first, there's more data than ever before. The data's changing the world, and the world is changing data. Enterprises across the world, they're accelerating digital transformation to capitalize on new opportunities, to grow revenue, to increase margins, and to improve customer experiences. And analytics, along with automation and AI, is what's making digital transformation possible. They're providing the fuel to new digitally enabled lines of business. >> One of the things that the study also showed was that not all analytics spending is resulting in the same ROI. What are some of the discrepancies that the InfoBrief uncovered with respect to the the changes in ROI that organizations are achieving? >> Our research with IDC revealed significant roadblocks across people, processes, and technologies. They're preventing companies from reaping greater benefits from their investments. So for example, on the people side, only one out of five organizations reported a commensurate investment in upskilling for analytics and data literacy, as compared to the technology itself. And next, while data is everywhere, most organizations, 63%, from our survey, are still not using the full breadth of data types available. Yet, data's never been this prolific. It's going to continue to grow, and orgs should be using it to their advantage. And lastly, organizations, they need to provide the right analytics tools to help everyone unlock the power of data. They instead rely on outdated spreadsheet technology. In our survey, 9 out of 10 respondents said less than half of their knowledge workers are active users of analytics software beyond spreadsheets. But true analytic transformation can't happen for an organization in a few select pockets or silos. We believe everyone, regardless of skill level, should be able to participate in the data and analytics process and be driving value. >> Should we retake that, since I started talking over Jason accidentally? >> Yep, absolutely, you can do so. Yep, we'll go back to Lisa's question. Let's retake the question and the answer. >> That'll be not all analog spending results in the same ROI. What are some of the discrepancies? >> Yes, Lisa, so we'll go from your ISO, just so we can get that clean question and answer. >> Okay. >> Thank you for that. on your ISO, we're still speeding, Lisa. So give it a beat in your head, and then on you. >> Yet not all analytics spending is resulting in the same ROI. So, what are some of the discrepancies that the InfoBrief uncovered with respect to ROI? >> Well, our research with IDC revealed significant roadblocks across people, processes and technologies, all preventing companies from reaping greater benefits from their investments. So on the people side, for example, only one out of five organizations reported a commensurate investment in upskilling for analytics and data literacy as compared to the technology itself. And next, while data is everywhere, most organizations, 63% in our survey, are still not using the full breadth of data types available. Data has never been this prolific. It's going to continue to grow, and orgs should be using it to their advantage. And lastly, organizations, they need to provide the right analytic tools to help everyone unlock the power of data, yet instead, they're relying on outdated spreadsheet technology. Nine out of 10 survey respondents said that less than half of their knowledge workers are active users of analytics software. True analytics transformation can't happen for an organization in a few select pockets or silos. We believe everyone, regardless of skill level, should be able to participate in the data and analytics process and drive value. >> So if I look at this holistically then, what would you say organizations need to do to make sure that they're really deriving value from their investments in analytics? >> Yeah, sure. So overall, the enterprises that derive more value from their data and analytics and achieved more ROI, they invested more aggressively in the four dimensions of enterprise analytics proficiency. So they've invested in the comprehensiveness of analytics, across all data sources and data types, meaning they're applying analytics to everything. They've invested in the flexibility of analytics across deployment scenarios and departments, meaning they're putting analytics everywhere. They've invested in the ubiquity of analytics and insights for every skill level, meaning they're making analytics for everyone. And they've invested in the usability of analytics software, meaning they're prioritizing easy technology to accelerate analytics democratization. >> So very strategic investments. Did the survey uncover any specific areas where most companies are falling short, like any black holes that organizations need to be aware of at the outset? >> It did. It did. So organizations, they need to build a data-centric culture. And this begins with people. But what the survey told us is that the people aspect of analytics is the most heavily skewed towards low proficiency. In order to maximize ROI, organizations need to make sure everyone in the organization has access to the data and analytics technology they need. And then the organizations also have to align their investments with upskilling in data literacy to enjoy that higher ROI. Companies who did so experience higher ROI than companies who underinvested in analytics literacy. So among the high ROI achievers, 78% have a good or great alignment between analytics investment and workforce upskilling compared to only 64% among those without positive ROI. And as more orgs adopt cloud data warehouses or cloud data lakes, in order to manage the massively increasing workloads. Can I start that one over? Can I redo this one? >> Sure. >> Yeah >> Of course. Stand by. >> Tongue tied. >> Yep. No worries. >> One second. >> If we could get, if we could do the same, Lisa, just have a clean break. We'll go to your question. Yep. >> Yeah. >> On you Lisa. Just give that a count and whenever you're ready, here, I'm going to give us a little break. On you Lisa. >> So are there any specific areas that the survey uncovered where most companies are falling short? Like any black holes organizations need to be aware of from the outset? >> It did. You need to build a data-centric culture, and this begins with people. But we found that the people aspect of analytics is most heavily skewed towards low proficiency. In order to maximize ROI, organizations need to make sure everyone has access to the data and analytics technology they need. Organizations that align their analytics investments with upskilling enjoy higher ROI than orgs that are less aligned. For example, among the high ROI achievers in our survey, 78% had good or great alignment between analytics investments and workforce upskilling, compared to only 64% among those without positive ROI. And as more enterprises adopt cloud data warehouses or cloud data lakes to manage increasingly massive data sets, analytics needs to exist everywhere, especially for those cloud environments. And what we found is organizations that use more data types and more data sources generate higher ROI from their analytics investments. Among those with improved customer metrics, 90% were good or great at utilizing all data sources compared to only 67% among the ROI laggards. >> So interesting that you mentioned people. I'm glad that you mentioned people. Data scientists, everybody talks about data scientists. They're in high demand. We know that, but there aren't enough to meet the needs of all enterprises. So given that discrepancy, how can organizations fill the gap and really maximize the investments that they're making in analytics? >> Right. So analytics democratization, it's no longer optional, but it doesn't have to be complex. So we at Alteryx, we're democratizing analytics by empowering every organization to upskill every worker into a data worker. And the data from this survey shows this is the optimal approach. Organizations with a higher percentage of knowledge workers who are actively using analytics software enjoy higher returns from their analytics investment than orgs still stuck on spreadsheets. Among those with improved financial metrics, AKA the high ROI achievers, nearly 70% say that at least a quarter of their knowledge workers are using analytics software other than spreadsheets compared to only 56% in the low ROI group. Also, among the high ROI performers, 63% said data and analytic workers collaborate well or extremely well, compared to only 51% in the low ROI group. The data from the survey shows that supporting more business domains with analytics and providing cross-functional analytics correlates with higher ROI. So to maximize ROI, orgs should be transitioning workers from spreadsheets to analytics software. They should be letting them collaborate effectively, and letting them do so cross-functionally >> Yeah, that cross-functional collaboration is essential for anyone in any organization and in any discipline. Another key thing that jumped out from the survey was around shadow IT. The business side is using more data science tools than the IT side, and is expected to spend more on analytics than other IT. What risks does this present to the overall organization? If IT and the lines of business guys and gals aren't really aligned? >> Well, there needs to be better collaboration and alignment between IT and the line of business. The data from the survey, however, shows that business managers, they're expected to spend more on analytics and use more analytics tools than IT is aware of. And this is because the lines of business have recognized the value of analytics and plan to invest accordingly. But a lack of alignment between IT and business, this will negatively impact governance, which ultimately impedes democratization and hence, ROI. >> So Jason, where can organizations that are maybe at the outset of their analytics journey, or maybe they're in environments where there's multiple analytics tools across shadow IT, where can they go to Alteryx to learn more about how they can really simplify, streamline, and dial up the value on their investment? >> Well, they can learn more, you know, on our website. I also encourage them to explore the Alteryx community, which has lots of best practices, not just in terms of how you do the analytics, but how you stand up an Alteryx environment. But also to take a look at your analytics stack, and prioritize technologies that can snap to and enhance your organization's governance posture. It doesn't have to change it, but it should be able to align to and enhance it. >> And of course, as you mentioned, it's about people, process and technologies. Jason, thank you so much for joining me today, unpacking the IDC InfoBrief and the great nuggets in there. Lots that organizations can learn, and really become empowered to maximize their analytics investments. We appreciate your time. >> Thank you. It's been a pleasure. >> In a moment, Alan Jacobson, who's the Chief Data and Analytics Officer at Alteryx, is going to join me. He's going to be here to talk about how organizations across all industries can accelerate their analytic maturity to drive transformational business outcomes. You're watching the Cube, the leader in tech enterprise coverage. (gentle music)

hi everybody welcome back to boston you're watching thecube's coverage of reinforce 2022 last time we were here live was 2019. had a couple years of virtual merit bear is here she's with the office of the cso for aws merit welcome back to the cube good to see you thank you for coming on thank you so much it's good to be back um yes cso chief information security officer for folks who are acronym phobia phobic yeah okay so what do you do for the office of the is it ciso or sizzo anyway ah whatever is it sim or theme um i i work in three areas so i sit in aws security and i help us do security we're a shop that runs on aws i empathize with folks who are running shops it is process driven it takes hard work but we believe in certain mechanisms and muscle groups so you know i work on getting those better everything from how we do threat intelligence to how we guard rail employees and think about vending accounts and those kinds of things i also work in customer-facing interactions so when a cso wants to meet awssc so that's often me and then the third is product side so ensuring that everything we deliver not just security services are aligned with security best practices and expectations for our customers so i have to ask you right off the bat so we do a lot of spending surveys we have a partner etr i look at the data all the time and for some reason aws never shows up in the spending metrics why do you think that is maybe that talks to your strategy let's double click on that yeah so first of all um turn on guard duty get shield advanced for the you know accounts you need the 3k is relatively small and a large enterprise event like this doesn't mean don't spend on security there is a lot of goodness that we have to offer in ess external security services but i think one of the unique parts of aws is that we don't believe that security is something you should buy it's something that you get from us it's something that we do for you a lot of the time i mean this is the definition of the shared responsibility model right everything that you interact with on aws has been subject to the same rigorous standards and we aws security have umbrella arms around those but we also ensure that service teams own the security of their service so a lot of times when i'm talking to csos and i say security teams or sorry service teams own the security of their service they're curious like how do they not get frustrated and the answer is we put in a lot of mechanisms to allow those to go through so there's automation there are robots that resolve those trouble tickets you know like and we have emissaries we call them guardian champions that are embedded in service teams at any rate the point is i think it's really beautiful the way that customers who are you know enabling services in general benefit from the inheritances that they get and in some definition this is like the value proposition of cloud when we take care of those lower layers of the stack we're doing everything from the concrete floors guards and gates hvac you know in the case of something like aws bracket which is our quantum computing like we're talking about you know near vacuum uh environments like these are sometimes really intricate and beautiful ways that we take care of stuff that was otherwise manual and ugly and then we get up and we get really intricate there too so i gave a talk this morning about ddos protection um and all the stuff that we're doing where we can see because of our vantage point the volume and that leads us to be a leader in volumetric attack signatures for example manage rule sets like that costs you nothing turn on your dns firewall like there are ways that you just as a as an aws customer you inherit our rigorous standards and you also are able to benefit from the rigor with which we you know exact ourselves to really you're not trying to make it a huge business at least as part of your your portfolio it's just it's embedded it's there take advantage of it i want everyone to be secure and i will go to bad to say like i want you to do it and if money is a blocker let's talk about that because honestly we just want to do the right thing by customers and i want customers to use more of our services i genuinely believe that they are enablers we have pharma companies um that have helped enable you know personalized medicine and some of the copic vaccines we have you know like there are ways that this has mattered to people in really intimate ways um and then fun ways like formula one uh you know like there are things that allow us to do more and our customers to do more and security should be a way of life it's a way of breathing you don't wake up and decide that you're going to bolt it on one day okay so we heard cj moses keynote this morning i presume you were listening in uh we heard a lot about you know cool tools you know threat detection and devops and container security but he did explicitly talked about how aws is simplifying the life of the cso so what are you doing in that regard and what's that that's let's just leave it there for now i talk to c sales every day and i think um most of them have two main concerns one is how to get their organization to grow up like to understand what security looks like in a cloudy way um and that means that you know your login monitoring is going to be the forensics it's not going to be getting into the host that's on our side right and that's a luxury like i think there are elements of the cso job that have changed but that even if you know cj didn't explicitly call them out these are beauties things like um least privilege that you can accomplish using access analyzer and all these ways that inspector for example does network reachability and then all of these get piped to security hub and there's just ways that make it more accessible than ever to be a cso and to enable and embolden your people the second side is how csos are thinking about changing their organization so what are you reporting to the board um how are you thinking about hiring and um in the metrics side i would say you know being and i get a a lot of questions that are like how do we exhibit a culture of security and my answer is you do it you just start doing it like you make it so that your vps have to answer trouble tickets you may and and i don't mean literally like every trouble ticket but i mean they are 100 executives will say that they care about security but so what like you know set up your organization to be responsive to security and to um have to answer to them because it matters and and notice that because a non-decision is a decision and the other side is workforce right and i think um i see a lot of promise some of it unfulfilled in folks being hired to look different than traditional security folks and act different and maybe a first grade teacher or an architect or an artist and who don't consider themselves like particularly technical like the gorgeousness of cloud is that you can one teach yourself this i mean i didn't go to school for computer science like this is the kind of thing we all have to teach ourselves but also you can abstract on top of stuff so you're not writing code every day necessarily although if you are that's awesome and we love debbie folks but you know there's there's a lot of ways in which the machine of the security organization is suggesting i think cj was part to answer your question pointedly i think cj was trying to be really responsive to like all the stuff we're giving you all the goodness all the sprinkles on your cupcake not at all the organizational stuff that is kind of like you know the good stuff that we know we need to get into so i think so you're saying it's it's inherent it's inherently helping the cso uh her life his life become less complex and i feel like the cloud you said the customers are trying to become make their security more cloudy so i feel like the cloud has become the first line of defense now the cso your customer see so is the second line of defense maybe the audit is the third line what does that mean for the role of the the cso how is that they become a compliance officer what does that mean no no i think actually increasingly they are married or marriable so um when you're doing so for example if you are embracing [Music] ephemeral and immutable infrastructure then we're talking about using something like cloud formation or terraform to vend environments and you know being able to um use control tower and aws organizations to dictate um truisms through your environment you know like there are ways that you are basically in golden armies and you can come back to a known good state you can embrace that kind of cloudiness that allows you to get good to refine it to kill it and spin up a new infrastructure and that means though that like your i.t and your security will be woven in in a really um lovely way but in a way that contradicts certain like existing structures and i think one of the beauties is that your compliance can then wake up with it right your audit manager and your you know security hub and other folks that do compliance as code so you know inspector for example has a tooling that can without sending a single packet over the network do network reachability so they can tell whether you have an internet facing endpoint well that's a pci standard you know but that's also a security truism you shouldn't have internet facing endpoints you don't approve up you know like so these are i think these can go in hand in hand there are certainly i i don't know that i totally disregard like a defense in-depth notion but i don't think that it's linear in that way i think it's like circular that we hope that these mechanisms work together that we also know that they should speak to each other and and be augmented and aware of one another so an example of this would be that we don't just do perimeter detection we do identity-based fine-grained controls and that those are listening to and reasoned about using tooling that we can do using security yeah we heard a lot about reasoning as well in the keynote but i want to ask about zero trust like aws i think resisted using that term you know the industry was a buzzword before the pandemic it's probably more buzzy now although in a way it's a mandate um depending on how you look at it so i mean you anything that's not explicitly allowed is denied in your world and you have tools and i mean that's a definition if it's a die that overrides if it's another it's a deny call that will override and allow yeah that's true although anyway finish your question yeah yeah so so my it's like if there's if there's doubt there's no doubt it seems in your world but but but you have a lot of capabilities seems to me that this is how you you apply aws internal security and bring that to your customers do customers talk to you about zero trust are they trying to implement zero trust what's the best way for them to do that when they don't have that they have a lack of talent they don't have the skill sets uh that it and the knowledge that aws has what are you hearing from customers in that regard yeah that's a really um nuanced phrasing which i appreciate because i think so i think you're right zero trust is a term that like means everything and nothing i mean like this this notebook is zero trust like no internet comes in or out of it like congratulations you also can't do business on it right um i do a lot of business online you know what i mean like you can't uh transact something to other folks and if i lose it i'm screwed yeah exactly i usually have a water bottle or something that's even more inanimate than your notebook um but i guess my point is we i don't think that the term zero trust is a truism i think it's a conceptual framework right and the idea is that we want to make it so that someone's position in the network is agnostic to their permissioning so whereas in the olden days like a decade ago um we might have assumed that when you're in the perimeter you just accept everything um that's no longer the right way to think about it and frankly like covid and work from home may have accelerated this but this was ripe to be accelerated anyway um what we are thinking about is both like you said under the network so like the network layer are we talking about machine to machine are we talking about like um you know every api call goes over the open internet with no inherent assurances human to app or it's protected by sig v4 you know like there is an inherent zero trust case that we have always built this goes back to a jeff bezos mandate from 2002 that everything be an api call that is again this kind of like building security into it when we say security is job zero it not only reflects the fact that like when you build a terraform or a cloud formation template you better have permission things appropriately or try to but also that like there is no cloud without security considerations you don't get to just bolt something on after the fact so that being said now that we embrace that and we can reason about it and we can use tools like access analyzer you know we're also talking about zero trust in that like i said augmentation identity centric fine grained controls so an example of this would be a vpc endpoint policy where it is a perm the perimeter is dead long live the perimeter right you'll have your traditional perimeter your vpc or your vpn um augmented by and aware of the fine-grained identity-centric ones which you can also reason about prune down continuously monitor and so on and that'll also help you with your logging and monitoring because you know what your ingress and egress points are how concerned should people be with quantum messing up all the encryption algos oh it's stopping created right okay so but we heard about this in the keynote right so is it just a quantum so far off by the time we get there is it like a y2k you're probably not old enough to remember y2k but y2k moment right i mean i can't take you anywhere what should we um how should we be thinking about quantum in the context of security and sure yeah i mean i think we should be thinking about quantum and a lot of dimensions as operationally interesting and how we can leverage i think we should be thinking about it in the security future for right now aes256 is something that is not broken so we shouldn't try to fix it yeah cool encrypt all the things you can do it natively you know like i love talking about quantum but it's more of an aspirational and also like we can be doing high power compute to solve problems you know but like for it to get to a security uh potentially uh vulnerable state or like something that we should worry about is a bit off yeah and show me an application that can yeah and i mean and i think at that point we're talking about homomorphic improvements about another thing i kind of feel the same way is that you know there's a lot of hype around it a lot of ibm talks about a lot you guys talked about in your keynote today and when i really talk to people who understand this stuff it seems like it's a long long way off i don't think it's a long long way off but everything is dog years in tech world but um but for today you know like for today encrypt yourself we will always keep our encryption up to standard and you know that will be for now like the the industry grade standard that folks i mean like i i have i have never heard of a case where someone had their kms keys broken into i um i always ask like awesome security people this question did you like how did you get into this did you have like did you have a favorite superhero as a kid that was going to save the world i um was always the kid who probably would have picked up a book about the cia and i like find this and i don't remember who i was before i was a security person um but i also think that as a woman um from an american indian family walking through the world i think about the relationship between dynamics with the government and companies and individuals and how we want to construct those and the need for voices that are observant of the ways that those interplay and i always saw this as a field where we can do a lot of good yeah amazing merritt thanks so much for coming on thecube great guest john said you would be really appreciate your time of course all right keep it ready you're very welcome keep it right there this is dave vellante for the cube we'll be right back at aws reinforced 2022 from boston keep right there [Music]

>> From theCUBE Studios in Palo Alto and Boston bringing you data driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> After a two year hiatus, AWS re:Inforce is back on as an in-person event in Boston next week. Like the All-Star break in baseball, re:Inforce gives us an opportunity to evaluate the cyber security market overall, the state of cloud security and cross cloud security and more specifically what AWS is up to in the sector. Welcome to this week's Wikibon cube insights powered by ETR. In this Breaking Analysis we'll share our view of what's changed since our last cyber update in May. We'll look at the macro environment, how it's impacting cyber security plays in the market, what the ETR data tells us and what to expect at next week's AWS re:Inforce. We start this week with a checkpoint from Breaking Analysis contributor and stock trader Chip Simonton. We asked for his assessment of the market generally in cyber stocks specifically. So we'll summarize right here. We've kind of moved on from a narrative of the sky is falling to one where the glass is half empty you know, and before today's big selloff it was looking more and more like glass half full. The SNAP miss has dragged down many of the big names that comprise the major indices. You know, earning season as always brings heightened interest and this time we're seeing many cross currents. It starts as usual with the banks and the money centers. With the exception of JP Morgan the numbers were pretty good according to Simonton. Investment banks were not so great with Morgan and Goldman missing estimates but in general, pretty positive outlooks. But the market also shrugged off IBM's growth. And of course, social media because of SNAP is getting hammered today. The question is no longer recession or not but rather how deep the recession will be. And today's PMI data was the weakest since the start of the pandemic. Bond yields continue to weaken and there's a growing consensus that Fed tightening may be over after September as commodity prices weaken. Now gas prices of course are still high but they've come down. Tesla, Nokia and AT&T all indicated that supply issues were getting better which is also going to help with inflation. So it's no shock that the NASDAQ has done pretty well as beaten down as tech stocks started to look oversold you know, despite today's sell off. But AT&T and Verizon, they blamed their misses in part on people not paying their bills on time. SNAP's huge miss even after guiding lower and then refusing to offer future guidance took that stock down nearly 40% today and other social media stocks are off on sympathy. Meta and Google were off, you know, over 7% at midday. I think at one point hit 14% down and Google, Meta and Twitter have all said they're freezing new hires. So we're starting to see according to Simonton for the first time in a long time, the lower income, younger generation really feeling the pinch of inflation. Along of course with struggling families that have to choose food and shelter over discretionary spend. Now back to the NASDAQ for a moment. As we've been reporting back in mid-June and NASDAQ was off nearly 33% year to date and has since rallied. It's now down about 25% year to date as of midday today. But as I say, it had been, you know much deeper back in early June. But it's broken that downward trend that we talked about where the highs are actually lower and the lows are lower. That's started to change for now anyway. We'll see if it holds. But chip stocks, software stocks, and of course the cyber names have broken those down trends and have been trading above their 50 day moving averages for the first time in around four months. And again, according to Simonton, we'll see if that holds. If it does, that's a positive sign. Now remember on June 24th, we recorded a Breaking Analysis and talked about Qualcomm trading at a 12 X multiple with an implied 15% growth rate. On that day the stock was 124 and it surpassed 155 earlier this month. That was a really good call by Simonton. So looking at some of the cyber players here SailPoint is of course the anomaly with the Thoma Bravo 7 billion acquisition of the company holding that stock up. But the Bug ETF of basket of cyber stocks has definitely improved. When we last reported on cyber in May, CrowdStrike was off 23% year to date. It's now off 4%. Palo Alto has held steadily. Okta is still underperforming its peers as it works through the fallout from the breach and the ingestion of its Auth0 acquisition. Meanwhile, Zscaler and SentinelOne, those high flyers are still well off year to date, with Ping Identity and CyberArk not getting hit as hard as their valuations hadn't run up as much. But virtually all these tech stocks generally in cyber issues specifically, they've been breaking their down trend. So it will now come down to earnings guidance in the coming months. But the SNAP reaction is quite stunning. I mean, the environment is slowing, we know that. Ad spending gets cut in that type of market, we know that too. So it shouldn't be a huge surprise to anyone but as Chip Simonton says, this shows that sellers are still in control here. So it's going to take a little while to work through that despite the positive signs that we're seeing. Okay. We also turned to our friend Eric Bradley from ETR who follows these markets quite closely. He frequently interviews CISOs on his program, on his round tables. So we asked to get his take and here's what ETR is saying. Again, as we've reported while CIOs and IT buyers have tempered spending expectations since December and early January when they called for an 8% plus spending growth, they're still expecting a six to seven percent uptick in spend this year. So that's pretty good. Security remains the number one priority and also is the highest ranked sector in the ETR data set when you measure in terms of pervasiveness in the study. Within security endpoint detection and extended detection and response along with identity and privileged account management are the sub-sectors with the most spending velocity. And when you exclude Microsoft which is just dominant across the board in so many sectors, CrowdStrike has taken over the number one spot in terms of spending momentum in ETR surveys with CyberArk and Tanium showing very strong as well. Okta has seen a big dropoff in net score from 54% last survey to 45% in July as customers maybe put a pause on new Okta adoptions. That clearly shows in the survey. We'll talk about that in a moment. Look Okta still elevated in terms of spending momentum, but it doesn't have the dominant leadership position it once held in spend velocity. Year on year, according to ETR, Tenable and Elastic are seeing the biggest jumps in spending momentum, with SailPoint, Tanium, Veronis, CrowdStrike and Zscaler seeing the biggest jump in new adoptions since the last survey. Now on the downside, SonicWall, Symantec, Trellic which is McAfee, Barracuda and TrendMicro are seeing the highest percentage of defections and replacements. Let's take a deeper look at what the ETR data tells us about the cybersecurity space. This is a popular view that we like to share with net score or spending momentum on the Y axis and overlap or pervasiveness in the data on the X axis. It's a measure of presence in the data set we used to call it market share. With the data, the dot positions, you see that little inserted table, that's how the dots are plotted. And it's important to note that this data is filtered for firms with at least 100 Ns in the survey. That's why some of the other ones that we mentioned might have dropped off. The red dotted line at 40% that indicates highly elevated spending momentum and there are several firms above that mark including of course, Microsoft, which is literally off the charts in both dimensions in the upper right. It's quite incredible actually. But for the rest of the pack, CrowdStrike has now taken back its number one net score position in the ETR survey. And CyberArk and Okta and Zscaler, CloudFlare and Auth0 now Okta through the acquisition, are all above the 40% mark. You can stare at the data at your leisure but I'll just point out, make three quick points. First Palo Alto continues to impress and as steady as she goes. Two, it's a very crowded market still and it's complicated space. And three there's lots of spending in different pockets. This market has too many tools and will continue to consolidate. Now I'd like to drill into a couple of firms net scores and pick out some of the pure plays that are leading the way. This series of charts shows the net score or spending velocity or granularity for Okta, CrowdStrike, Zscaler and CyberArk. Four of the top pure plays in the ETR survey that also have over a hundred responses. Now the colors represent the following. Bright red is defections. We're leaving the platform. The pink is we're spending less, meaning we're spending 6% or worse. The gray is flat spend plus or minus 5%. The forest green is spending more, i.e, 6% or more and the lime green is we're adding the platform new. That red dotted line at the 40% net score mark is the same elevated level that we like to talk about. All four are above that target. Now that blue line you see there is net score. The yellow line is pervasiveness in the data. The data shown in each bar goes back 10 surveys all the way back to January 2020. First I want to call out that all four again are seeing down trends in spending momentum with the whole market. That's that blue line. They're seeing that this quarter, again, the market is off overall. Everybody is kind of seeing that down trend for the most part. Very few exceptions. Okta is being hurt by fewer new additions which is why we highlighted in red, that red dotted area, that square that we put there in the upper right of that Okta bar. That lime green, new ads are off as well. And the gray for Okta, flat spending is noticeably up. So it feels like people are pausing a bit and taking a breather for Okta. And as we said earlier, perhaps with the breach earlier this year and the ingestion of Auth0 acquisition the company is seeing some friction in its business. Now, having said that, you can see Okta's yellow line or presence in the data set, continues to grow. So it's a good proxy from market presence. So Okta remains a leader in identity. So again, I'll let you stare at the data if you want at your leisure, but despite some concerns on declining momentum, notice this very little red at these companies when it comes to the ETR survey data. Now one more data slide which brings us to our four star cyber firms. We started a tradition a few years ago where we sorted the ETR data by net score. That's the left hand side of this graphic. And we sorted by shared end or presence in the data set. That's the right hand side. And again, we filtered by companies with at least 100 N and oh, by the way we've excluded Microsoft just to level the playing field. The red dotted line signifies the top 10. If a company cracks the top 10 in both spending momentum and presence, we give them four stars. So Palo Alto, CrowdStrike, Okta, Fortinet and Zscaler all made the cut this time. Now, as we pointed out in May if you combined Auth0 with Okta, they jumped to the number two on the right hand chart in terms of presence. And they would lead the pure plays there although it would bring down Okta's net score somewhat, as you can see, Auth0's net score is lower than Okta's. So when you combine them it would drag that down a little bit but it would give them bigger presence in the data set. Now, the other point we'll make is that Proofpoint and Splunk both dropped off the four star list this time as they both saw marked declines in net score or spending velocity. They both got four stars last quarter. Okay. We're going to close on what to expect at re:Inforce this coming week. Re:Inforce, if you don't know, is AWS's security event. They first held it in Boston back in 2019. It's dedicated to cloud security. The past two years has been virtual and they announced that reinvent that it would take place in Houston in June, which everybody said, that's crazy. Who wants to go to Houston in June and turns out nobody did so they postponed the event, thankfully. And so now they're back in Boston, starting on Monday. Not that it's going to be much cooler in Boston. Anyway, Steven Schmidt had been the face of AWS security at all these previous events as the Chief Information Security Officer. Now he's dropped the I from his title and is now the Chief Security Officer at Amazon. So he went with Jesse to the mothership. Presumably he dropped the I because he deals with physical security now too, like at the warehouses. Not that he didn't have to worry about physical security at the AWS data centers. I don't know. Anyway, he and CJ Moses who is now the new CISO at AWS will be keynoting along with some others including MongoDB's Chief Information Security Officer. So that should be interesting. Now, if you've been following AWS you'll know they like to break things down into, you know, a couple of security categories. Identity, detection and response, data protection slash privacy slash GRC which is governance, risk and compliance, and we would expect a lot more talk this year on container security. So you're going to hear also product updates and they like to talk about how they're adding value to services and try to help, they try to help customers understand how to apply services. Things like GuardDuty, which is their threat detection that has machine learning in it. They'll talk about Security Hub, which centralizes views and alerts and automates security checks. They have a service called Detective which does root cause analysis, and they have tools to mitigate denial of service attacks. And they'll talk about security in Nitro which isolates a lot of the hardware resources. This whole idea of, you know, confidential computing which is, you know, AWS will point out it's kind of become a buzzword. They take it really seriously. I think others do as well, like Arm. We've talked about that on previous Breaking Analysis. And again, you're going to hear something on container security because it's the hottest thing going right now and because AWS really still serves developers and really that's what they're trying to do. They're trying to enable developers to design security in but you're also going to hear a lot of best practice advice from AWS i.e, they'll share the AWS dogfooding playbooks with you for their own security practices. AWS like all good security practitioners, understand that the keys to a successful security strategy and implementation don't start with the technology, rather they're about the methods and practices that you apply to solve security threats and a top to bottom cultural approach to security awareness, designing security into systems, that's really where the developers come in, and training for continuous improvements. So you're going to get heavy doses of really strong best practices and guidance and you know, some good preaching. You're also going to hear and see a lot of partners. They'll be very visible at re:Inforce. AWS is all about ecosystem enablement and AWS is going to host close to a hundred security partners at the event. This is key because AWS doesn't do it all. Interestingly, they don't even show up in the ETR security taxonomy, right? They just sort of imply that it's built in there even though they have a lot of security tooling. So they have to apply the shared responsibility model not only with customers but partners as well. They need an ecosystem to fill gaps and provide deeper problem solving with more mature and deeper security tooling. And you're going to hear a lot of positivity around how great cloud security is and how it can be done well. But the truth is this stuff is still incredibly complicated and challenging for CISOs and practitioners who are understaffed when it comes to top talent. Now, finally, theCUBE will be at re:Inforce in force. John Furry and I will be hosting two days of broadcast so please do stop by if you're in Boston and say hello. We'll have a little chat, we'll share some data and we'll share our overall impressions of the event, the market, what we're seeing, what we're learning, what we're worried about in this dynamic space. Okay. That's it for today. Thanks for watching. Thanks to Alex Myerson, who is on production and manages the podcast. Kristin Martin and Cheryl Knight, they helped get the word out on social and in our newsletters and Rob Hoff is our Editor in Chief over at siliconangle.com. You did some great editing. Thank you all. Remember all these episodes they're available, this podcast. Wherever you listen, all you do is search Breaking Analysis podcast. I publish each week on wikibon.com and siliconangle.com. You can get in touch with me by emailing avid.vellante@siliconangle.com or DM me @dvellante, or comment on my LinkedIn post and please do check out etr.ai for the best survey data in the enterprise tech business. This is Dave Vellante for theCUBE Insights powered by ETR. Thanks for watching and we'll see you in Boston next week if you're there or next time on Breaking Analysis (soft music)

>> Announcer: theCube presents HPE Discover 2022 brought to you by HPE. >> Hello and welcome back to theCube's continuous coverage HPE Discover 2022 and from Las Vegas the formerly Sands Convention Center now Venetian, John Furrier and Dave Vellante here were excited to welcome in Jen Huffstetler. Who's the Chief product Sustainability Officer at Intel Jen, welcome to theCube thanks for coming on. >> Thank you very much for having me. >> You're really welcome. So you dial back I don't know, the last decade and nobody really cared about it but some people gave it lip service but corporations generally weren't as in tune, what's changed? Why has it become so top of mind? >> I think in the last year we've noticed as we all were working from home that we had a greater appreciation for the balance in our lives and the impact that climate change was having on the world. So I think across the globe there's regulations industry and even personally, everyone is really starting to think about this a little more and corporations specifically are trying to figure out how are they going to continue to do business in these new regulated environments. >> And IT leaders generally weren't in tune cause they weren't paying the power bill for years it was the facilities people, but then they started to come together. How should leaders in technology, business tech leaders, IT leaders, CIOs, how should they be thinking about their sustainability goals? >> Yeah, I think for IT leaders specifically they really want to be looking at the footprint of their overall infrastructure. So whether that is their on-prem data center, their cloud instances, what can they do to maximize the resources and lower the footprint that they contribute to their company's overall footprint. So IT really has a critical role to play I think because as you'll find in IT, the carbon footprint of the data center of those products in use is actually it's fairly significant. So having a focus there will be key. >> You know compute has always been one of those things where, you know Intel's been makes chips so that, you know heat is important in compute. What is Intel's current goals? Give us an update on where you guys are at. What's the ideal goal in the long term? Where are you now? You guys always had a focus on this for a long, long time. Where are we now? Cause I won't say the goalpost of changed, they're changing the definitions of what this means. What's the current state of Intel's carbon footprint and overall goals? >> Yeah, no thanks for asking. As you mentioned, we've been invested in lowering our environmental footprint for decades in fact, without action otherwise, you know we've already lowered our carbon footprint by 75%. So we're really in that last mile. And that is why when we recently announced a very ambitious goal Net-Zero 2040 for our scope one and two for manufacturing operations, this is really an industry leading goal. And partly because the technology doesn't even exist, right? For the chemistries and for making the silicon into the sand into, you know, computer chips yet. And so by taking this bold goal, we're going to be able to lead the industry, partner with academia, partner with consortia, and that drive is going to have ripple effects across the industry and all of the components in semiconductors. >> Is there a changing definition of Net-Zero? What that means, cause some people say they're Net-Zero and maybe in one area they might be but maybe holistically across the company as it becomes more of a broader mandate society, employees, partners, Wall Street are all putting pressure on companies. Is the Net-Zero conversation changed a little bit or what's your view on that? >> I think we definitely see it changing with changing regulations like those coming forth from the SEC here in the US and in Europe. Net-Zero can't just be lip service anymore right? It really has to be real reductions on your footprint. And we say then otherwise and even including in our supply chain goals what we've taken new goals to reduce, but our operations are growing. So I think everybody is going through this realization that you know, with the growth, how do we keep it lower than it would've been otherwise, keep focusing on those reductions and have not just renewable credits that could have been bought in one location and applied to a different geographical location but real credible offsets for where the the products manufactured or the computes deployed. >> Jen, when you talk about you've reduced already by 75% you're on that last mile. We listened to Pat Gelsinger very closely up until recently he was the number one most frequently had on theCube guest. He's been busy I guess. But as you apply that discipline to where you've been, your existing business and now Pat's laid out this plan to increase the Foundry business how does that affect your... Are you able to carry through that reduction to, you know, the new foundries? Do you have to rethink that? How does that play in? >> Certainly, well, the Foundry expansion of our business with IBM 2.0 is going to include the existing factories that already have the benefit of those decades of investment and focus. And then, you know we have clear goals for our new factories in Ohio, in Europe to achieve goals as well. That's part of the overall plan for Net-Zero 2040. It's inclusive of our expansion into Foundry which means that many, many many more customers are going to be able to benefit from the leadership that Intel has here. And then as we onboard acquisitions as any company does we need to look at the footprint of the acquisition and see what we can do to align it with our overall goals. >> Yeah so sustainable IT I don't know for some reason was always an area of interest to me. And when we first started, even before I met you, John we worked with PG&E to help companies get rebates for installing technologies that would reduce their carbon footprint. >> Jen: Very forward thinking. >> And it was a hard thing to get, you know, but compute was the big deal. And there were technologies and I remember virtualization at the time was one and we would go in and explain to the PG&E engineers how that all worked. Cause they had metrics and that they wanted to see, but anyway, so virtualization was clearly one factor. What are the technologies today that people should be paying, flash storage was another one. >> John: AI's going to have a big impact. >> Reduce the spinning disk, but what are the ones today that are going to have an impact? >> Yeah, no, that's a great question. We like to think of the built in acceleration that we have including some of the early acceleration for virtualization technologies as foundational. So built in accelerated compute is green compute and it allows you to maximize the utilization of the transistors that you already have deployed in your data center. This compute is sitting there and it is ready to be used. What matters most is what you were talking about, John that real world workload performance. And it's not just you know, a lot of specsmanship around synthetic benchmarks, but AI performance with the built in acceleration that we have in Xeon processors with the Intel DL Boost, we're able to achieve four X, the AI performance per Watts without you know, doing that otherwise. You think about the consolidation you were talking about that happened with virtualization. You're basically effectively doing the same thing with these built in accelerators that we have continued to add over time and have even more coming in our Sapphire Generation. >> And you call that green compute? Or what does that mean, green compute? >> Well, you are greening your compute. >> John: Okay got it. >> By increasing utilization of your resources. If you're able to deploy AI, utilize the telemetry within the CPU that already exists. We have customers KDDI in Japan has a great Proofpoint that they already announced on their 5G data center, lowered their data center power by 20%. That is real bottom line impact as well as carbon footprint impact by utilizing all of those built in capabilities. So, yeah. >> We've heard some stories earlier in the event here at Discover where there was some cooling innovations that was powering moving the heat to power towns and cities. So you start to see, and you guys have been following this data center and been part of the whole, okay and hot climates, you have cold climates, but there's new ways to recycle energy where's that cause that sounds very Sci-Fi to me that oh yeah, the whole town runs on the data center exhaust. So there's now systems thinking around compute. What's your reaction to that? What's the current view on re-engineering a system to take advantage of that energy or recycling? >> I think when we look at our vision of sustainable compute over this horizon it's going to be required, right? We know that compute helps to solve society's challenges and the demand for it is not going away. So how do we take new innovations looking at a systems level as compute gets further deployed at the edge, how do we make it efficient? How do we ensure that that compute can be deployed where there is air pollution, right? So some of these technologies that you have they not only enable reuse but they also enable some you know, closing in of the solution to make it more robust for edge deployments. It'll allow you to place your data center wherever you need it. It no longer needs to reside in one place. And then that's going to allow you to have those energy reuse benefits either into district heating if you're in, you know Northern Europe or there's examples with folks putting greenhouses right next to a data center to start growing food in what we're previously food deserts. So I don't think it's science fiction. It is how we need to rethink as a society. To utilize everything we have, the tools at our hand. >> There's a commercial on the radio, on the East Coast anyway, I don't know if you guys have heard of it, it's like, "What's your one thing?" And the gentleman comes on, he talks about things that you can do to help the environment. And he says, "What's your one thing?" So what's the one thing or maybe it's not just one that IT managers should be doing to affect carbon footprint? >> The one thing to affect their carbon footprint, there are so many things. >> Dave: Two, three, tell me. >> I think if I was going to pick the one most impactful thing that they could do in their infrastructure is it's back to John's comment. It's imagine if the world deployed AI, all the benefits not only in business outcomes, you know the revenue, lowering the TCO, but also lowering the footprint. So I think that's the one thing they could do. If I could throw in a baby second, it would be really consider how you get renewable energy into your computing ecosystem. And then you know, at Intel, when we're 80% renewable power, our processors are inherently low carbon because of all the work that we've done others have less than 10% renewable energy. So you want to look for products that have low carbon by design, any Intel based system and where you can get renewables from your grid to ask for it, run your workload there. And even the next step to get to sustainable computing it's going to take everyone, including every enterprise to think differently and really you know, consider what would it look like to bring renewables onto my site? If I don't have access through my local utility and many customers are really starting to evaluate that. >> Well Jen its great to have you on theCube. Great insight into the current state of the art of sustainability and carbon footprint. My final question for you is more about the talent out there. The younger generation coming in I'll say the pressure, people want to work for a company that's mission driven we know that, the Wall Street impact is going to be financial business model and then save the planet kind of pressure. So there's a lot of talent coming in. Is there awareness at the university level? Is there a course where can, do people get degrees in sustainability? There's a lot of people who want to come into this field what are some of the talent backgrounds of people learning or who might want to be in this field? What would you recommend? How would you describe how to onboard into the career if they want to contribute? What are some of those factors? Cause it's not new, new, but it's going to be globally aware. >> Yeah well there certainly are degrees with focuses on sustainability maybe to look at holistically at the enterprise, but where I think the globe is really going to benefit, we didn't really talk about the software inefficiency. And as we delivered more and more compute over the last few decades, basically the programming languages got more inefficient. So there's at least 35% inefficiency in the software. So being a software engineer, even if you're not an AI engineer. So AI would probably be the highest impact being a software engineer to focus on building new applications that are going to be efficient applications that they're well utilizing the transistor that they're not leaving zombie you know, services running that aren't being utilized. So I actually think-- >> So we got a program in assembly? (all laughing) >> (indistinct), would get really offended. >> Get machine language. I have to throw that in sorry. >> Maybe not that bad. (all laughing) >> That's funny, just a joke. But the question is what's my career path. What's a hot career in this area? Sustainability, AI totally see that. Anything else, any other career opportunities you see or hot jobs or hot areas to work on? >> Yeah, I mean, just really, I think it takes every architect, every engineer to think differently about their design, whether it's the design of a building or the design of a processor or a motherboard we have a whole low carbon architecture, you know, set of actions that are we're underway that will take to the ecosystem. So it could really span from any engineering discipline I think. But it's a mindset with which you approach that customer problem. >> John: That system thinking, yeah. >> Yeah sustainability designed in. Jen thanks so much for coming back in theCube, coming on theCube. It's great to have you. >> Thank you. >> All right. Dave Vellante for John Furrier, we're sustaining theCube. We're winding down day three, HPE Discover 2022. We'll be right back. (upbeat music)

(inspiring music) >> Announcer: theCUBE presents HPE Discover 2022. Brought to you by HPE. >> Welcome back to theCUBE's coverage of HPE Discover 2022, from the Venetian in Las Vegas, the first Discover since 2019. I really think this is my 14th Discover, when you include HP, when you include Europe. And I got to say this Discover, I think has more energy than any one that I've ever seen, about 8,000 people here. Really excited to have one of HPE's longstanding partners, Veeam CTO, Danny Allen is here, joined by David Harvey, Vice President of Strategic Alliances at Veeam. Guys, good to see you again. It was just earlier, let's see, last month, we were together out here. >> Yeah, just a few weeks ago. It's fantastic to be back and what it's telling us, technology industry is coming back. >> And the events business, of course, is coming back, which we love. I think the expectations were cautious. You saw it at VeeamON, a little more than you expected, a lot of great energy. A lot of people, 'cause it was last month, it was their first time out, >> Yes. >> in two years. Here, I think people have started to go out more, but still, an energy that's palpable. >> You can definitely feel it. Last night, I think I went to four consecutive events and everyone's out having those discussions and having conversations, it's good to be back. >> You guys hosted the Storage party last night, which is epic. I left at midnight, I took a picture, it was still packed. I said, okay, time to go, nothing good happens after midnight kids. David, talk about the alliance with HPE, how it's evolved, and where you see it going? >> I appreciate it, and certainly this, as you said, has been a big alliance for us. Over 10 years or so, fantastic integrations across the board. And you touched on 2019 Discover. We launched with GreenLake at that event, we were one of the launch partners, and we've seen fantastic growth. Overall, what we're excited about, is that continuation of the movement of the customer's buying patterns in line with HPE's portfolio and in line with Veeam. We continue to be with all their primary, secondary storage, we continue to be a spearhead position with GreenLake, which we're really excited about. And we're also really excited to hear from HPE, unfortunately under NDA, some of their future stuff they're investing in, which is a really nice invigoration for what they're doing for their portfolio. And we see that being a big deal for us over the next 24 months. >> Your relationship with HPE predates the HP, HPE split. >> Mmm. >> Yes. >> But it was weird, because they had Data Protector, and that was a quasi-competitor, or really not, but it was a competitor, a legacy competitor, of what you guys have, kind of modern data protection I think is the tagline, if I got it right. Post the split, that was an S-curve moment, wasn't it, in terms of the partnership? >> It really was. If you go back 10 years, we did our first integration sending data to StoreOnce and we had some blueprints around that. But now, if you look what we have, we have integrations on the primary side, so, 3PAR, Primera, Nimble, all their top-tier storage, we can manage the snapshots. We have integration on the target side. We integrate with Catalyst in the movement of data and the management of data. And, as David alluded to, we integrate with GreenLake. So, customers who want to take this as a consumption model, we integrate with that. And so it's been, like you said, the strongest relationship that we have on the technology alliance side. >> So, V12, you announced at VeeamON. What does that mean for HPE customers, the relationship? Maybe you guys could both talk about that. >> Technology side, to touch on a few things that we're doing with them, ransomware has been a huge issue. Security's been a big theme, obviously, at the conference, >> Dave: Yeah, you bet. and one of the things we're doing in V12 is adding immutability for both StoreOnce and StoreEver. So, we take the features that our partners have, immutability being big in the security space, and we integrate that fully into the product. So a customer checks a box and says, hey, I want to make sure that the data is secure. >> Yeah, and also, it's another signification about the relationship. Every single release we've done has had HPE at the heart of it, and the same thing is being said with V12. And it shows to our customers, the continual commitment. Relationships come and go. They're hard, and the great news is, 10 years has proven that we get through good times and tricky situations, and we both continue to invest, et cetera. And I think there's a lot of peace of mind and the revenue figures prove that, which is what we're really excited about. >> Yeah I want to come back to that, but just to follow up, Danny, on that immutability, that's a feature that you check? It's service within GreenLake, or within Veeam? How does that all work? >> We have immutability now depending on the target. We introduced the ability to send data, for example, into S3 two years ago, and make it immutable when you send it to an S3 or S3 compatible environment. We added, in Version 11, the ability to take a Linux repository and make it, and harden it, essentially make it immutable. But what we're doing now is taking our partner systems like StoreOnce, like StoreEver, and when we send data there, we take advantage of an API flag or whatever it happens to be, that it makes the data, when it's written to that system, can't be deleted, can't be encrypted. Now, what does that mean for a customer? Well, we do all the hard work in the back end, it's just a check box. They say, I want to make it immutable, and we manage how long it's immutable. Because if you made everything immutable forever, that's hugely expensive, right? So, it's all about, how long is that immutable before you age it out and make sure the new data coming in is immutable. >> Dave: It's like an insurance policy, you have that overlap. >> Yes. >> Right, okay. And then David, you mentioned the revenue, Lou bears that out. I got the IDC guys comin' on later on today. I'll ask 'em about that, if that's their swim lane. But you guys are basically a statistical tie, with Dell for number one? Am I getting that right? And you're growing at a faster rate, I believe, it's hard to tell 'cause I don't think Dell reports on the pace of its growth within data protection. You guys obviously do, but is that right? It's a statistical tie, is it? >> Yeah, hundred percent. >> Yeah, statistical tie for first place, which we're super excited about. When I joined Veeam, I think we were in fifth place, but we've been in the leader's quadrant of the Gartner Magic- >> Cause and effect there or? (panelists laughing) >> No, I don't think so. >> Dave: Ha, I think maybe. >> We've been on a great trajectory. But statistical tie for first place, greatest growth sequentially, and year-over-year, of all of the data protection vendors. And that's a testament not just to the technology that we're doing, but partnerships with HPE, because you never do this, the value of a technology is not that technology alone, it's the value of that technology within the ecosystem. And so that's why we're here at HPE Discover. It's our joint technology solutions that we're delivering. >> What are your thoughts or what are you seeing in the field on As-a-service? Because of course, the messaging is all about As-a-service, you'd think, oh, a hundred percent of everything is going to be As-a-service. A lot of customers, they don't mind CapEx, they got good, balance sheet, and they're like, hey, we'll take care of this, and, we're going to build our own little internal cloud. But, what are you seeing in the market in terms of As-a-service, versus, just traditional licensing models? >> Certainly, there's a mix between the two. What I'd say, is that sources that are already As-a-service, think Microsoft 365, think AWS, Azure, GCP, the cloud providers. There's a natural tendency for the customer to want the data protection As-a-service, as well for those. But if you talk about what's on premises, customers who have big data centers deployed, they're not yet, the pendulum has not shifted for that to be data protection As-a-service. But we were early to this game ourselves. We have 10,000, what we call, Veeam Cloud Service Providers, that are offering data protection As-a-service, whether it be on premises, so they're remotely managing it, or cloud hosted, doing data protection for that. >> So, you don't care. You're providing the technology, and then your customers are actually choosing the delivery model. Is that correct? >> A hundred percent, and if you think about what GreenLake is doing for example, that started off as being a financial model, but now they're getting into that services delivery. And what we want to do is enable them to deliver it, As-a-service, not just the financial model, but the outcome for the customer. And so our technology, it's not just do backup, it's do backup for a multi-tenant, multi-customer environment that does all of the multi-tenancy and billing and charge back as part of that service. >> Okay, so you guys don't report on this, but I'm going to ask the question anyway. You're number one now, let's call you, let's declare number one, 'cause we're well past that last reporting and you're growin' faster. So go another quarter, you're now number one, so you're the largest. Do you spend more on R&D in data protection than any other company? >> Yes, I'm quite certain that we do. Now, we have an unfair advantage because we have 450,000 customers. I don't think there's any other data protection company out there, the size and scope and scale, that we have. But we've been expanding, our largest R&D operation center's in Prague, it's in Czech Republic, but we've been expanding that. Last year it grew 40% year on year in R&D, so big investment in that space. You can see this just through our product space. Five years ago, we did data protection of VMware only, and now we do all the virtual environments, all the physical environments, all the major cloud environments, Kubernetes, Microsoft 365, we're launching Salesforce. We announced that at VeeamON last month and it will be coming out in Q3. All of that is coming from our R&D investments. >> A lot of people expect that when a company like Insight, a PE company, purchases a company like Veeam, that one of the things they'll dial down is R&D. That did not happen in this case. >> No, they very much treat us as a growth company. We had 22% year-over-year growth in 2020, and 25% year-over-year last year. The growth has been tremendous, they continue to give us the freedom. Now, I expect they'll want returns like that continuously, but we have been delivering, they have been investing. >> One of my favorite conversations of the year was our supercloud conversation, which was awesome, thank you for doing that with me. But that's clearly an area of focus, what we call supercloud, and you don't use that term, I know, you do sometimes, but it's not your marketing, I get that. But that is an R&D intensive effort, is it not? To create that common experience. And you see HPE, attempting to do that as well, across all these different estates. >> A hundred percent. We focus on three things, I always say, our differentiators, simplicity, flexibility, and reliability. Making it simple for the customers is not an easy thing to do. Making that checkbox for immutability? We have to do a lot behind the scenes to make it simple. Same thing on flexibility. We don't care if they're using 3PAR, Primera, Nimble, whatever you want to choose as the primary storage, we will take that out of your hands and make it really easy. You mentioned supercloud. We don't care what the cloud infrastructure, it can be on GreenLake, it can be on AWS, can be on Azure, it can be on GCP, it can be on IBM cloud. It is a lot of effort on our part to abstract the cloud infrastructure, but we do that on behalf of our customers to take away that complexity, it's part of our platform. >> Quick follow-up, and then I want to ask a question of David. I like talking to you guys because you don't care where it is, right? You're truly agnostic to it all. I'm trying to figure out this repatriation thing, cause I hear a lot of hey, Dave, you should look into repatriation that's happened all over the place, and I see pockets of it. What are you seeing in terms of repatriation? Have customers over-rotated to the cloud and now they're pullin' back a little bit? Or is it, as I'm claiming, in pockets? What's your visibility on that? >> Three things I see happening. There's the customers who lifted up their data center, moved it into the cloud and they get the first bill. >> (chuckling) Okay. >> And they will repatriate, there's no question. If I talk to those customers who simply lifted up and moved it over because the CIO told them to, they're moving it back on premises. But a second thing that we see is people moving it over, with tweaks. So they'll take their SQL server database and they'll move it into RDS, they'll change some things. And then you have people who are building cloud-native, they're never coming back on premises, they are building it for the cloud environment. So, we see all three of those. We only really see repatriation on that first scenario, when they get that first bill. >> And when you look at the numbers, I think it gets lost, 'cause you see the cloud is growing so fast. So David, what are the conversations like? You had several events last night, The Veeam party, slash Storage party, from HPE. What are you hearing from your alliance partners and the customers at the event. >> I think Danny touched on that point, it's about philosophy of evolution. And I think at the end of the day, whether we're seeing it with our GSI alliances we've got out there, or with the big enterprise conversations we're having with HPE, it's about understanding which workloads they want to move. In our mind, the customers are getting much smarter in making that decision, rather than experimenting. They're really taking a really solid look. And the work we're doing with the GSIs on workplace modernization, data center transformation, they're really having that investment work up front on the workloads, to be able to say, this works for me, for my personality and my company. And so, to the point about movement, it's more about decisive decision at the start, and not feeling like the remit is, I have to do one thing or another, it's about looking at that workflow position. And that's what we've seen with the revenue part as well. We've seen our movement to GreenLake tremendously grow in the last 18 months to two years. And from our GSI work as well, we're seeing the types of conversations really focus on that workload, compared to, hey, I just need a backup solution, and that's really exciting. >> Are you having specific conversations about security, or is it a data protection conversation still, (David chuckles) that's an adjacency to security? >> That's a great question. And I think it's a complex one, because if you come to a company like Veeam, we are there, and you touched on it before, we provide a solution when something has happened with security. We're not doing intrusion detection, we're not doing that barrier position at the end of it, but it's part of an end-to-end assumption. And I don't think that at this particular point, I started in security with RSA and Check Point, it was about layers of protection. Now it's layers of protection, and the inevitability that at some point something will happen, so about the recovery. So the exciting conversations we're having, especially with the big enterprises, is not about the fear factor, it's about, at some point something's going to occur. Speed of recovery is the conversation. And so for us, and your question is, are they talking to us about security, or more, the continuity position? And that's where the synergy's getting a lot simpler, rather than a hard demark between security and backup. >> Yeah, when you look at the stock market, everything's been hit, but security, with the exception of Okta, 'cause it got that weird benign hack, but security, generally, is an area that CIOs have said, hey, we can't really dial that back. We can maybe, some other discretionary stuff, we'll steal and prioritize. But security seems to be, and I think data protection is now part of that discussion. You're not a security company. We've seen some of your competitors actually pivot to become security companies. You're not doing that, but it's very clearly an adjacency, don't you think? >> It's an adjacency, and it's a new conversation that we're having with the Chief Information Security Officer. I had a meeting an hour ago with a customer who was hit by ransomware, and they got the call at 2:00 AM in the morning, after the ransomware they recovered their entire portfolio within 36 hours, from backups. Didn't even contact Veeam, I found out during this meeting. But that is clearly something that the Chief Information Security Officer wants to know about. It's part of his purview, is the recovery of that data. >> And they didn't pay the ransom? >> And they did not pay the ransom, not a penny. >> Ahh, we love those stories. Guys, thanks so much for coming on theCUBE. Congratulations on all the success. Love when you guys come on, and it was such a fun event at VeeamON. Great event here, and your presence is, was seen. The Veeam green is everywhere, so appreciate your time. >> Thank you. >> Thanks, Dave. >> Okay, and thank you for watching. This is Dave Vellante for John Furrier and Lisa Martin. We'll be back right after this short break. You're watching theCUBE's coverage of HPE Discover 2022, from Las Vegas. (inspiring music)

>> Announcer: theCUBE presents HPE Discover 2022 brought to you by HPE. >> Welcome back to Las Vegas, everybody watching theCUBE's coverage of HPE Discover 2022 in Las Vegas, this is day two, my co-host John Furrier and I, are pleased to welcome Fidelma Russo, who's the CTO of HPE, somehow newly minted CTO and Latha Vishnubhotla, who's the Chief Platform Officer of HPE, a lot of talk about platform, ladies, welcome to theCUBE, great to see you. >> Thank you >> Good to be here. >> So Fidelma, your awesome keynote yesterday really, it's starting to become clear, you're building out a platform, your job is to create that platform so that others can build value on top of it, maybe describe sort of how you see the role. >> Yeah, so it's a bit of non-traditional CTO role, you know, I have the CTO innovation aside but I also am building the platform and also the security piece to the platform. So, because you guys know me for a long time, I love to build products and so this is I get to build the platform and then I work with all of the different business units on taking their offers. First of all, kind of looking at, do they make sense? You know, are they adding to the platform? Do we have overlap in the portfolio and how do they come onto the platform and how do we make sure we have a consistent user experience all the way from the offer all the way through, you know, from the life cycle of that particular offer from, you know, just browsing the offer to actually using the offer to getting support on the offer. >> And a lot of that is ecosystem enablement, right? I mean, you're looking at that as well as do you consider that part of the portfolio in terms of some of those overlap discussions and where you leave off and they pick up on? >> So we have, you know, HP, I mean, we have, it's a partner first organization that helps us get our breadth and our scale across, you know, the globe and so basically the partner, when I say customer, I kind of mean partner as well and so, the partners, you know, we are working closely with a number of them to build tightly into the platform exposing our APIs, and then in terms of other areas, we'll have our marketplace where they may not be as tightly coupled, but they'll be in the marketplace and you can consume from the marketplace, so, it's a width and through partners. >> And Latha, interesting title, Chief Platform Officer, not a common title, so, you guys are partners in crime in this effort or maybe you could describe your role in a little bit more detail. >> Yeah so, as Fidelma mentioned, when we bring all these services and offers on top of the platform, what are the capabilities that we need to offer so that they're consistent, the customer experience, the partner experience is consistent, from the time they browse to buy it, operate it and you know, maintain it, throughout the journey, the experience is kept consistent for all the offers. For that, we need a platform, you know, otherwise, you know, everybody will build their own experience and for customer to operate hundreds of locations, it gets complex. >> The question on the platform I want to ask is, in this modern era 'cause we've seen the platform wars going back the old data center days where platform and tools are out there, very monolithic in some cases, as you have more of a distributed computing market developing which we all see with the edge and on-premises and public cloud cloud to edge, as you guys call it, what does the modern platform look like? What are you guys enabling? Because you have partners building on top of it, you have to enable value and their customers is your customer, so, what is the enablement that you're looking for? What are some of the first principles that you guys think about when you look at this modern platform on top of now Cloud 3.0, 2.0, whatever you want to call it, this next generation, what are some of the areas that you see that are key for HPE to build into the platform? >> Yeah so, first of all, API first approach is very key so that our ISVs and partners can develop on top of it, APIs are very key and security, building security from hardware, all the way to the services, the whole stack, integrating security into that and providing the ease of use features on top of it, whether it is by experience or having a unified support experience. So again, it all goes back to when you have hundreds of locations, how do you visualize what cases are running in your locations? What cases need to be fixed in terms of the infrastructure and all that? The wellness dashboards, all of that bringing onto the platform, so the customer can go through a day zero, day one, day two journey on the platform. >> Yeah, and it's all data's in there and the scalability of data with machine learnings here, I want to go to the next step and ask you guys, what do you think about the notion of integration? Because if you believe that the software industry has been, I won't say taken over, but, is driven by open source, open source is where all the action is but that's not the end game, scale, compute, and integration, you mentioned API first, that's just the beginning, the partner's got to integrate, they're going to talk to each other, you got security, how do you guys think about that? Because that's the top discussion right now, okay, I got Kubernetes clusters, I got Docker containers, I'm going to leverage all that open source into the platform but I got to integrate. >> So, you know, in terms of open source, I mean, we embrace open source, you know, our security IP, SPIFFE and SPIRE, so we are very active in that particular area and so we intend to engage in open source where it makes sense. And so, and enable people to tightly, like to easily integrate onto the platform with their preferred open source, you know, whatever they're looking for. And then the piece about that is what we want to provide is orchestration. So what are the hard things about open source? It's great to take something and you put it in and it's like, now you can't really use it, okay, and so how do we provide that consistent orchestration, that consistent automation and do it in a way that, because it's on a platform, you can now access it in a common way no matter where you are and so that's kind of our approach to it. >> I want to ask you guys about the announcements that you made yesterday Fidelma in your keynote, there were four key components, four pillars I guess you'd call 'em, the first one was core services. I want to comment, you tell course correct if I don't get it right but core services via a single common URL you showed cloud-like console, that's how we should be thinking about it? >> That's our platform , it's Cloud Console. >> Great, and then operating use, you got operational services, it is like deploy and provision, it's kind of the sys admin tools to do that, roles and personas, I saw that as, okay, resonates, it's like, I'm going to talk to the different personas, what are those personas? >> So, I mean, if you come in and you are a developer, you should be interested in cost analytics, but you're probably not really thinking about it. And so what that does is, so if you come in and you're a developer, over time, we will understand your history, we will understand your persona and we will curate your view to that persona, okay? So if I'm a finance person and I'm looking at my cost analytics, and I want to understand where my spend is and what the spend is on, you can also take a curated path through the Cloud Console so you just see what it is you want to see. >> Makes sense, you don't see all the extraneous data that you don't need, and then commerce, is that like billing or is that monetization or both? >> It's both, and so today it's billing and we've also brought the buy experience on there, so you can now go to the console, you can do your first purchase there, equally well, you can do a refresh of a subscription because, I personally think that most people don't do their first purchases there, but they will do their next purchase and they're, you know, refreshing their subscription and then you get all of the billing through and the visibility into your bills through the platform. >> And what's available today in market and how will that roll out? >> Yeah, so in market today, you can manage your subscriptions, you get your billing, you know, and your visibility into your billing and then over the next couple of months, we will be bringing out the buy experience and I think it's on Compute Ops Manager. So, that was announced for the compute, you know, to manage or compute from the cloud. >> Antonio and his keynote said, you know, customers ask me all the time, "which workload should go in on-prem and which should go in the public cloud?" And when I heard that, I said, yeah, I get that question all the time. And he said, "but that's the wrong question." I'm like, ah, but I want the answer to that, which should go where? >> Well, I mean, it is really a hard question to answer. And so, you know, I think you have to look at your workloads and you have to think about, are they latency sensitive? Okay, do they have high data gravity? Okay, and do they have different requirements, for instance, like, you may have a requirement that you want a very particular type of AI and ML that you can only get from a specific public cloud and then that's the right place to put it. So there's a whole slew of attributes that you have to look at to put it, you know, to put the workload in the right place. And what I would say is, I think like five years ago, six years ago, we all thought that every workload was going to the public cloud and now here we are and we have workloads staying in the data center, they may be moving to a colo, you know, also security is another key attribute, compliance, what are my compliance? You know, for highly-compliant industries, taking workloads and putting them on the public cloud may work but many times it's too much of a compliance risk for people to figure out what to do. Data sovereignty is also another area that, you know, now we're starting to see in Europe, you know, data can't leave the country. So, there are lots and lots of attributes and I think workloads are going to exist everywhere. >> You didn't say predictability which used to be the default for on-prem, so, okay, we're making progress here and so now I want to ask you, you mentioned like, it may be some ML tool that you can only get in the cloud, is your strategy to close that gap over time or is it to maybe stay more focused? >> So, we believe that, you know, we serve our customers best by being focused, right? And so, we are, you know, we have innovations going on at the edge and I see you just talk to Phil and so, you know, our customers have compute needs at the edge, cloud needs at the edge, at the data center, and then in the areas where it makes sense, like our backup and recovery space to be hybrid where you can deploy the same backup and recovery service on-prem and in the public cloud, then that's where we will interoperate with the public cloud. But we're being very focused about where we value. >> Talk about security posture, how you guys look at that holistically, and then, maybe specifically in, you know, cloud, core, edge 'cause it's all cloud operations at this point, DevOps and now network programmability, what's the security posture, zero trust or trust? Trust and verify, zero trust, what's the view? >> Yeah so, leading with the zero trust approach, starting all the way from the hardware Silicon root of trust SPIFFE and SPIRE for the workloads and going up the stack, even including the network security as well. So this has to be viewed in a holistic fashion, security is always like that, you know, and that's exactly what we are doing on the platform. >> So zero trust more at the lowering the stack that's no perimeter there, so it's perimeters gone, you got to manage that, and then as you get software, shifting left as they call it, that's more trust-specific, trust and verify, is that what you're saying? >> Correct. >> Okay. >> Latha, maybe you could give us a little taste of the roadmap, when you talk to customers, what are some of the big challenges that they're throwing at you and what can we expect in the future from the platform? >> Yeah, so from the challenges point of view, it is ability to run workloads wherever they want, whenever they want and having that capacity available in a, you know auto scale fashion, this is what they're looking for and that's exactly what we are addressing on the platform. We have the infrastructure which is available as a Infrastructure-as-a-Service, we are bringing SaaS modules on top of it, all of this is combined on the platform, right. >> Is your strategy going forward, Fidelma, to leverage the hyperscale APIs and primitives specifically by building a substrate on top of those? Or is it really to let them handle that and you build the substrate for your part that's on-prem maybe the hybrid and out to the edge? >> So I think it's a combination of both. It's kind of where it makes sense, you know, if you look at the offering for HCI, the GreenLake for HCI that like shows your VMs on-prem, but it'll also show you your VMs in Amazon, so leveraging their API, so that's where we build a substrate that goes across, I don't believe in a cloaking mechanism, it's never made sense in this world because you always end up degenerating down to, you know, like the smallest set of things so it's a combination, it's APIs integration where it makes sense where customers want to have a common experience on-prem and in the cloud and then it's, you know, really focusing for us on the edge, the data center and the cloud. >> I got to follow up on the cloaking mechanism, isn't VMware a cloaking mechanism? Is Kubernetes a cloaking mechanism? >> No, that's orchestration. >> Well, I think in terms that, you know, we've had many efforts in this industry for, I'm going to build a manager of managers, you know, the paint of glass that's going to cover the world and that has never worked. You know, so and VMware and Kubernetes are way more than that. >> Good answer, that's a safe answer. Final question as we wrap up, what is the value promises that you guys talk to customers about when you see customers saying, we're building this platform here we got today here's the roadmap, here's our promise, here's what we're trying to do, what's that message? >> So the message is really, you know, we're focused on, you know, where people want to run their workloads and you know, traditionally, we've always come to market with you know, they're great in their silos but they don't make it easy for customers to, you know, to consume, to get support, to even think that they come from the same company. So first of all is, let's bring them all together, let's make sure that when you look at HP and you use HP that, you know, it's a cloud experience and that you don't kind of feel the seams between the organizations and on that, you know, it's rapid engagement with the customer to get their feedback. And so that's what the platform is all about, making that journey for the customers smooth and easy, and then, you know, and then delivering the offerings that make sense where we can differentiate ourselves and add value and that's kind of what we talked-- >> And of course ecosystem, if it works, the ecosystem's thriving, that's a big kind of scoreboard feature. >> Exactly, and the partners are front and center, you know, we can't deliver the value without them and so being able to access those through the GreenLake portal is also, you know, a huge value to everybody, because again, you're not trying to combine all of these different pieces from different parts of the organization and the ecosystem. >> Guys, I want to thank you for coming on theCUBE, Fidelma, I was really excited when I saw that you took the job as CTO, you're somebody I've known for a long time and watched your career, you got product chops, Latha, it's great to see you in this it's great to see women in products and technical roles, I love it, and so, good job, good job HPE. well, hey. >> We didn't get the secrets out of you, the one I hear that's on the roadmap and the all the secret sauce, we'll get you back. >> You'll see us. >> Thanks again. >> Thank you. >> Thank you. >> For John furrier, our guest, and this is Dave Vellante at theCUBE's coverage of HPE 2022 Discover, we'll be right back right after this short break. 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(upbeat music) >> Welcome back to theCUBE's continuing coverage of Snowflake Summit 22 live from Caesars Forum in Las Vegas. I'm Lisa Martin with Dave Vellante. We've got a couple of guests joining us now. We're going to be talking about financial services. Rinesh Patel joins us, the Global Head of Financial Services for Snowflake, and Jack Berkowitz, Chief Data Officer at ADP. Guys, welcome to the program. >> Thanks, thanks for having us. >> Thanks for having us. >> Talk to us about what's going on in the financial services industry as a whole. Obviously, we've seen so much change in the last couple of years. What does the data experience look like for internal folks and of course, for those end user consumers and clients? >> So, one of the big things happening inside of the financial services industry is overcoming the COVID wait, right? A lot of banks, a lot of institutions like ours had a lot of stuff on-prem. And then the move to the Cloud allows us to have that flexibility to deal with it. And out of that is also all these new capabilities. So the machine learning revolution has really hit the services industry, right? And so it's affecting how our IT teams or our data teams are building applications. Also really affecting what the end consumers get out of them. And so there's all sorts of consumerization of the experience over the past couple of years much faster than we ever expected it to happen. >> Right, we have these expectations as consumers that bleed into our business lives that I can do transactions. It's going to be on the swipe in terms of checking authenticity, fraud detection, et cetera. And of course we don't want things to go back in terms of how brands are serving us. Talk about some of the things that you guys have put in place with Snowflake in the last couple of years, particularly at ADP. >> Yeah, so one of the big things that we've done, is, one of the things that we provide is compensation data. So we issue a thing called the National Employment Report that informs the world as to what's happening in the U.S. economy in terms of workers. And then we have compensation data on top of that. So the thing that we've been able to do with Snowflake is to lower the time that it takes us to process that and get that information out into the fingertips of people. And so people can use it to see what's changed in terms of with the worker changes, how much people are making. And they can get it very, very quickly. And we're able to do that with Snowflake now. Used to take us weeks, now it's in a matter of moments we can get that updated information out to people. >> Interesting. It helps with the talent war and- >> Helps in the talent war, helps people adjust, even where they're going to put supply chain in reaction to where people are migrating. We can have all of that inside of the Snowflake system and available almost instantaneously. >> You guys announced the Financial Data Cloud last year. What was that like? 'Cause I know we had Frank on early, he clearly was driving the verticalization of Snowflake if you will, which is kind of rare for a relatively new software company but what's that been like? Give us the update on where you're at and biggest vertical, right? >> Absolutely, it's been an exciting 12 months. We're a platform, but the journey and the vision is more. We're trying to bring together a fragmented ecosystem across financial services. The aim is really to bring together key customers, key data providers, key solution providers all across the different Clouds that exist to allow them to collaborate with data in a seamless way. To solve industry problems. To solve industry problems like ESG, to solve industry problems like quantitative research. And we're seeing a massive groundswell of customers coming to Snowflake, looking at the Financial Services Data Cloud now to actually solve business problems, business critical problems. That's really driving a lot of change in terms of how they operate, in terms of how they win customers, mitigate risk and so forth. >> Jack, I think, I feel like the only industry that's sometimes more complicated than security, is data. Maybe not, security's still maybe more fragmented- >> Well really the intersection of the two is a nightmare. >> And so as you look out on this ecosystem, how do you as the chief data officer, how do you and your organization, what process do you use to decide, okay, which of the, like a chef, which of these ingredients am I going to put together for my business. >> It's a great question, right? There's been explosion of companies. We kind of look at it in two ways. One is we want to make sure that the software and the data can interoperate because we don't want to be in the business of writing bridge code. So first thing is, is having the ecosystem so that the things are tested and can work together. The other area is, and it's important to us is understanding the risk profile of that company. We process about 20% of the U.S. payroll, another 25% of the taxes. And so there's a risk to us that we have an imperative to protect. So we're looking at those companies are they financed, what's their management team. What's the sales experience like, that's important to us. And so technology and the experience of the company coming together are super important to us. >> What's your purview as a chief data officer, I mean, a lot of CDOs that I know came out of the back office and it was a compliance or data quality. You come out of industry from a technology company. So you're sort of the modern... You're like the modern CDO. >> Thanks. Thanks. >> Dave: What's your role? >> I appreciate that. >> You know what I'm saying though? >> And for a while it was like, oh yeah, compliance. >> So I actually- >> And then all of a sudden, boom, big deal. >> Yeah, I really have two jobs. So I have that job with data governance but a lot of data security. But I also have a product development unit, a massive business in monetization of data or people analytics or these compensation benchmarks or helping people get mortgages. So providing that information, so that people can get their mortgage, or their bank loans, or all this other type of transactional data. *So it's both sides of that equation is my reading inside. >> You're responsible for building data products? >> That's right. >> Directly. >> That's right. I've got a massive team that builds data products. >> Okay. That's somewhat unique in your... >> I think it's where CDOs need to be. So we build data products. We build, and we assist as a hub to allow other business units to build analytics that help them either optimize their cost or increase their sales. And then we help with all that governance and communication, we don't want to divide it up. There's a continuum to it. >> And you're a peer of the CIO and the CISO? >> Yeah, exactly. They're my peers. I actually talk to them almost every day. So I've got the CIO as a peer. >> It's a team. >> I've got the security as a peer and we get things done together. >> Talk about the alignment with business. We've been talking a lot about alignment with the data folks, the business folks, the technical folks to identify the right solutions, to be able to govern data, to monetize it, to create data products. What does that... You mentioned a couple of your cohorts, but on the business side, who are some of those key folks? >> So we're like any other big, big organization. We have lots of different business units. So we work directly with either the operational team or the heads of those business units to divine analytic missions that they'll actually execute. And at the same time, we actually have a business unit that's all around data monetization. And so I work with them every single day. And so these business units will come together. I think the big thing for us is to define value and measure that value as we go. As long as we're measuring that value as we go, then we can continue to see improvements. And so, like I said, sometimes it's bottom line, sometimes it's top line, but we're involved. Data is actually a substrate of the company. It's not a side thing to the company. >> Yeah, you are. >> ADP. >> Yeah but if they say data first but you really are data first. >> Yeah. I mean, our CEO says- >> Data's your product. >> Data's our middle name. And it literally is. >> Well, so what do you do in the Snowflake financial services data Cloud? Are you monetizing? >> Yeah. >> What's the plan? >> Yeah, so we have clients. So part of our data monetization is actually providing aggregate and anonymized information that helps other clients make business decisions. So they'll take it into their analytics. So, supply chain optimization, where should we actually put the warehouses based on the population shifts? And so we're actually using the file distribution capabilities or the information distribution, no longer files, where we use Snowflake to actually be that data cloud for those clients. So the data just pops up for our other clients. >> I think the industry's existed a lot with the physical movement of data. When you physically move data, you also physically move the data management challenges. Where do you store it? How do you map it? How do you concord it? And ultimately data sharing is taking away that friction that exists. So it's easier to be able to make informed decisions with the data at hand across two counterparties. >> Yeah, and there's a benefit to us 'cause it lowers our friction. We can have a conversation and somebody can be... Obviously the contracts have to be signed, but once they get done, somebody's up and running on it within minutes. And where it used to be, as you were saying, the movement of data and loss of control, we never actually lose control of it. We know where it is. >> Or yeah, contracts signed, now you got to go through this long process of making sure everything's cool, or a lot of times it could slow down the sale. >> That's right. >> Let's see how that's going to... Let's do a little advanced work. Now you're working without a contract. Here, you can say, "Hey, we're in the Snowflake data cloud. It's governed, you're a part of the ecosystem." >> Yeah, and the ecosystem we announced, oh gee, I think it's probably almost a year and a half ago, a relationship with ICE, Intercontinental Exchange, where they're actually taking our information and their information and creating a new data product that they in turn sell. So you get this sort of combination. >> Absolutely. The ability to form partnerships and monetize data with your partners vastly increases as a consequence. >> Talk to us about the adoption of the financial services data cloud in the last what, maybe nine months or so, since it was announced? And also in terms of the its value proposition, how does the ADP use case articulate that? >> So, very much so. So in terms of momentum, we're a global organization, as you mentioned, we are verticalized. So we have increasingly more expertise and expertise experience now within financial services that allows us to really engage and accelerate our momentum with the top banks, with the biggest asset managers by AUM, insurance companies, sovereign wealth funds on Snowflake. And obviously those data providers and solution providers that we engage with. So the momentum's really there. We're really moving very, very fast in a great market because we've got great opportunity with the capabilities that we have. I mean, ADP is just one of many use cases that we're working with and collaborations that we're taking to market. So yeah, the opportunity to monetize data and help our partners monetize the data has vastly increased within this space. >> When you think about... Oh go ahead, please. >> Yeah I was just going to say, and from our perspective, as we were getting into this, Snowflake was with us on the journey. And that's been a big deal. >> So when you think about data privacy, governance, et cetera, and public policy, it seems like you have, obviously you got things going on in Europe, and you got California, you have other states, there's increasing in complexity. You guys probably love that. (Dave laughs) More data warehouses, but where are we at with that whole? >> It's a great question. Privacy is... We hold some of the most critical information about people because that's our job to help people get paid. And we respect that as sort of our prime agenda. Part of it deals with the technology. How do you monitor, how do you see, make sure that you comply with all these regulations, but a lot of it has to do with the basic ethics of why you're doing and what you're doing. So we have a data and AI ethics board that meets and reviews our use cases. Make sure not only are we doing things properly to the regulation, but are these the types of products, are these the types of opportunities that we as a company want to stand behind on behalf of the consumers? Our company's been around 75 years. We talk about ourselves as a national asset. We have a trust relationship. We want to ensure that that trust relationship is never violated. >> Are you in a position where you can influence public policy and create more standards or framework. >> We actually are, right. We issue something every month called the National Employment Report. It actually tells you what's happening in the U.S. economy. We also issue it in some overseas countries like France. Because of that, we work a lot with various groups. And we can help shape, either data policy, we're involved in understanding although we don't necessarily want to be out in the front, but we want to learn about what's happening with federal trade commission, EOC, because at the end of the day we serve people, I always joke ADP, it's my grandfather's ADP. Well, it was actually my grandfather's ADP. (Dave laughs) He was a small businessman, and he used a ADP all those years ago. So we want to be part of that conversation because we want to continue to earn that trust every day. >> Well, plus your observation space is pretty wide. >> And you've got context and perspective on that that you can bring. >> We move somewhere between two, two and a half trillion dollars a year through our systems. And so we understand what's happening in the economy. >> What are some of the, oh sorry. >> Can your National Employment Report combined with a little Snowflake magic tell us what the hell's going to happen with this economy? >> It's really interesting you say that. Yeah, we actually can. >> Okay. (panelists laugh) >> I think when you think about the amount of data that we are working with, the types of partners that we're working with, the opportunities are infinite. They really, really are. >> So it's either a magic eight ball or it's a crystal ball, but you have it. >> We think- >> We've just uncovered that here on theCUBE. >> We think we have great partners. We have great data. We have a set of industry problems out there that we're working, collaboration with the community to be able to solve. >> What are some of the upcoming use cases Rinesh, that excite you, that are coming up in financial services- >> Great question. >> That snowflake is just going to knock out of the park. >> So look, I think there's a set of here and now problems that the industry faces, ESG's a good one. If you think about ESG, it means many different things from business ethics, to diversity, to your carbon footprint and every asset manager has to make sure they have now some form of green strategy that reflects the values of their investors. And every bank is looking to put in place sustainable lending to help their corporate customers transition. That's a big data problem. And so we're very much at the center of helping those organizations support those informed investors and help those corporates transition to a more sustainable landscape. >> Let me give you an example on Snowflake, we launched capabilities about diversity benchmarks. The first time in the industry companies can understand for their industry, their size, their location what their diversity profile looks like and their org chart profile looks like to differentiate or at least to understand are they doing the right things inside the business. The ability for banks to understand that and everything else, it's a big deal. And that was built on Snowflake. >> I think it's massive, especially in the context of the question around regulation 'cause we're seeing more and more disclosure agreements come out where regulators are making sure that there's no greenwashing taking place. So when you have really strong sources of data that are standardized, that allow that investment process to ingest that data, it does allow for a better outcome for investors. >> Real data, I mean, that diversity example they don't have to rely on a survey. >> It's not a survey. >> Anecdotes. >> It's coming right out of the transactional systems and it's updated, whenever those paychecks are run, whether it's weekly, whether it's biweekly or monthly, all that information gets updated and it's available. >> So it sounds like ADP is a facilitator of a lot of companies ESG initiatives, at least in part? >> Well, we partner with companies all the time. We have over 900,000 clients and all of them are... We've never spoken to a client who's not concerned about their people. And that's just good business. And so, yeah we're involved in that and we'll see where it goes over time now. >> I think there's tremendous opportunity if you think about the data that the ADP have in terms of diversity, in terms of gender pay gap. Huge, huge opportunity to incorporate that, as I said into the ESG principles and criteria. >> Good, 'cause that definitely is what needs to be addressed. (Lisa laughs) Guys thank you so much for joining Dave and me on the program, talking about Snowflake ADP, what you're doing together, and the massive potential that you're helping unlock with the value of data. We appreciate your insights and your time. >> Thank you for having us. >> Dave: Thanks guys. >> Thank you so much. >> For our guests, and Dave Vellante, I'm Lisa Martin. You're watching theCUBE, live in Las Vegas at Snowflake Summit 22. Dave and I will be right back with our next guest. (upbeat music)

(intro music) >> Good evening. Welcome back to theCUBE's coverage of day one of Snowflake Summit 22 live from Caesar's Forum in Las Vegas. Lisa Martin, here with Dave Vellante. Dave, we have had an action-packed day one. A lot of news coming out this morning. We've talked to Snowflake folks. We've talked to partners, we've talked to customers. A lot going on today. >> It's our light day. Tomorrow it even gets more intense. >> I know. I'm a little scared. (Dave Vellante laughing) We've got another partner of Snowflakes onboard with us here. Please welcome, let me get this, Sudhir Chaturvedi, President and Executive Board Member at LTI. How did I do? >> Yeah, very well, actually. (laughing) >> Dave Vellante: Outstanding. >> Welcome to the program. Tell us a little bit about you and then talk to the audience about LTI and what you're doing with Snowflake. >> Sure. So, LTI is a global technology consulting and services firm. We had (indistinct) out of India. We're part of a large conglomerate, which is over 80 years old. Our founders were two Danish engineers who came to India and were essentially stuck when World War II broke out, and they created a company that's lasted 80 years. So we are very proud of our heritage. We come from an engineering background and frankly what we do with Snowflake is really bring that engineering DNA to Snowflake. So we are, we've been a partner of Snowflake. We are an elite partner of Snowflake, and we work with them across all regions in the world, actually. 50 plus customers today. So, we have great partnership for today. >> And I have a note here. It says you're the GSI Delivery Platform Partner of the Year. Congratulations. What does that entail? What are the requirements to get that award? >> Yeah, I know we are very proud that we are the Delivery Platform Partner of the Year this year. We were the Innovation Partner of the Year, last year. So it shows the journey from innovation to execution in showing delivery. I think what it entails is that we've been recognized for leadership and excellence in executing Snowflake programs at scale, the migration programs and the implementation programs that we've done for customers across the globe. >> Take us back, how did you first find Snowflake? When did you decide to lean in as a company? >> Yeah, it's a great question actually. You know, in fact, so we went public as a company in 2016 and at that time, how do I put it politely? People weren't expecting that much of us. They thought we'll be one amongst many other companies. And we decided that we will vector the company on data, digital, and cloud, and we'll make bets on partners that are perhaps unknown at that time. So in late 2017, early 2018, we started partnering with Snowflake. And since then I must, you know, hand it to Snowflake. We have an phenomenal partnership with them. I just met Frank this morning. Chris Degnan is their Chief Revenue Officer, Colleen Kapase. All of these people have been tremendous in terms of how they work together with us across the world to bring what essentially is phenomenal technology to our clients. >> What was the allure back then? It was, you know, cloud data warehouse, simplified data warehouse, the technically splitting storage from compute, you know, infinite, blah, blah, blah. Was that the allure and saying or did you have a broader vision? >> No, I think what happened was clients were struggling with data because data and applications in our world were sort of very tightly intertwined and they weren't really leveraging data for making realtime decisions. So the moment we saw the promise of Snowflake that you can create true data on cloud, which on sort of all data on cloud, you know what Frank was talking about this morning, and it's available in real time and you can do a lot of things on it. We said, this is technology of the future. It truly is because it separated storage and compute. It did many things that were not possible before. So I think the thing is when you see promising technology as a GSI, you always wonder, should we wait for it to be proven before we jump in? >> Dave Vellante: Right. >> Or should we jump in right up front and help them prove the model? And we decided to take the first approach where we jumped in right up front. >> Dave Vellante: You bet. >> And I think that's helped us earlier. >> Jumped in head first, pandemic hits, they go public. >> Yes. >> Lots of stuff going on. Talk to us about how you're leveraging the power this flywheel that Snowflake has created that I think is just getting bigger and faster. >> Sudhir: Absolutely. >> How are you leveraging the power of the technology to really deliver business outcomes for clients? >> No, that's a great question. And the thing with our initial focus was to get people onto data on cloud and with Snowflake, but now it's really around driving business outcomes from there. So we have a suite called Fosfor which is a data to decisions product suite, which is Snowflake ready. We've also launched PolarSled too which is based on business outcomes. So what we've done is we've done is we've actually created about 155 NorthStars. So various industry sectors, what business outcome do you want to achieve? We call that a NorthStar. And then we say, how do you achieve it with Snowflake? You know, so what we are doing is we're saying let's achieve the business outcome that's going to drive more consumption, but essentially, you know, we live in a difficult world, a increasingly difficult world. So we want to help people take better database decisions. >> Well, what are some of the more interesting ways in which your clients are using Snowflake? >> Yeah, I think when I look at, for example, we have a client in the financial services sector who was struggling with, you know, they're one of the largest asset management and fund management companies in the world. They're a household name, everybody knows them. And they probably have an EFT or some sort of 401k with them. And what they were struggling with was to say, how do I actually get various sources of data together in a way that I can make better asset, you know, better fund management decisions because otherwise it was left to a lot of very traditional equity research reporting and fund managers taking their expertise. Here, the data from multiple sources being available, running some AIML routines on it, we're able to show them patterns in various asset classes, on options, on investments that they hadn't seen before. And now that they've jumped headlong into it, 15 of their units across the world are using it now. So I think the power of once you see data in action that it's sort of, it's almost like the superpower that smart people get. It's like, yeah, like you suddenly arm them with so much more than they had previously. And then they get so much better at what they're doing. And ultimately consumers like us benefit from that. So, you know, that's really where we want to go. >> What's LTIs like best sweet spot where, you go into a client and you know, wow, this is a perfect fit for what we do? >> Yeah. So I think I would say banking and insurance is 47% of our business. We really understand that business extremely well. The other aspect of that is because we come from a manufacturing heritage. We've had that as well. And media is something we've done more recently. So, you know we've got a media cloud along with Snowflake. So I would say these are the sectors that we are, so we've been very domain focused as a client, as a company. You know, domain first, technology, we'll work with whatever technology the domain needs but that's really been helpful to us all. And this is where that whole point of NorthStar and Fosfor comes back in, which is, today, I think without the data on cloud you would've never achieved the kind of outcomes that we are able to achieve with our clients today. >> How did you feel about the recent sales pivot that Snowflake has made in terms of retail, but also healthcare and life sciences? Talk to me about that and is that enabling your joint customers to really leverage? >> Yeah, no, I think it's very exciting. We are working with clients on that. They like the new model. They're looking forward to, I think what clients are now doing is they're putting data perhaps ahead of even in these times where people are looking at, you know, we are seeing seven or eight very difficult macroeconomic trends. People are wondering, clients are wondering, what's this going to mean for their business in the future? So they're looking at spends and saying, what do I prioritize? But what I find is that that data spend only goes up, you know? So, our own data practice has sort of grown fourfold in the last six years, you know? So it's been just an exponential growth for us. And essentially Snowflake is our largest bet in that space even over every other technology that's out there. So I think clients, when they see that combination of how Snowflake is changing and what we can bring to them, I think the model works well for them. >> You know, ecosystem is one of the areas that we always pay attention to. You can see, just look around,. I mean, you compare 2019 to where we are today. What's the importance of ecosystem to LTI and how do you see it evolving? >> That's a great question. So, you know, it's like, I think in About a Boy, you know, Hugh Grant says that no man is an island. You know, and I think the same thing applies for companies. Any company, no matter what size they are, if they think that they can do everything themselves and I think they're not going to be successful in the long run. We believe that the ecosystem of partnerships is what drives all the best outcomes for our clients and our clients expect that today. They want (indistinct) partners to work together. And the thing with an ecosystem is, you know no one person can dominate an ecosystem, you know? The customer has to be at the center of the ecosystem and then everybody in the ecosystem is actually saying how best do I service the customer? So I think if you have that kind of customer centricity and you understand that ecosystems, you know, on your own you'll never be as good as an ecosystem. I think you nailed it, but it requires, a partnering ethos and that's what we really like about Snowflake. Such a strong partnering ethos. I still, I keep telling people if I text or message Chris or Colleen, I'll get a response in within 15, 20 minutes. You know, that's invaluable when you're trying to do great things for your joint clients, you know, so. >> Sounds like there's a lot of synergies there around the customer obsession, customer centricity. >> Absolutely. I think responsiveness in today's world is key. You know, I think the first people to respond, even if it's to say, you know what, I hear you I'm going to get back to you. I think, you know, people love that about you. It's easy to say customer centric. It's difficult to actually practice it in real life. And we believe that, for us, responsiveness is the key. We'll respond no matter what time of day or night. And the other thing is we'll respond even with our partners, right? We are not going to respond on our own and then bring everybody else along. Even things like, I don't know this but I can refer you to a partner who can help you do this. That's also a response. >> That responsiveness is so critical, especially in this day and age where I think one of the things that was in short supply during COVID and one of the many things is patience and tolerance. >> Correct. >> Right? On us as consumers and our business lives. So being able to respond even just to say we're checking, don't know yet, that builds trust between organizations with customers. >> Well, yeah, absolutely. In fact, you know, even the first year of the pandemic we grew nine and a half percent, year and year. >> In India, we were the fastest growing company that year. And if anybody asked me why did you grow nine and half percent when the industry grew at -1%, you know, in that financial. I think it was the speed at which we responded between February and June to client requests. We responded even before, I know I was in calls till 12:30 in the night working with clients to say, okay how do we fix this? How do we change this? How do we stop doing something? How do we cut costs, whatever they needed. And what we did in the first three months actually helped us our first four months when the first wave of the pandemic really hit. Actually clients were like these guys were on our side when times are tough. Let's sort of bet on them. And the data business actually grew. And I keep saying this, you know, whenever a big macro trend hits when there's more uncertainty, people look to the data because your judgment and experience is no longer applicable. Nobody in the world had any experience or judgment that could be applied in COVID times, right? So you need to now look at the data and say, okay, is the data telling me something that I would never come to know based on my own experience? And I think, you know, this is what I call the real database decisions is no company in the world will say we don't do it. But I think today's world, we are seeing real time data decisions being taken. We see it in the supply chain all the time. We see it in how banks are processing interest rate rises, et cetera. It's the speed at which they're acting would not be possible without a data first kind of approach they've taken. >> Right. And it has to be real time these days. >> It has to be. >> Every organization. That's no longer a nice to have. >> No, you know, and data is getting out of date also so quickly. I mean, in today's world, with the war in Ukraine I think the first thing we realized was that almost every parameter on commodity, whether it was oil or steel or shipping or whatever, it changed so rapidly that the only way to predict, many of our clients were not able to to tell their customers when they would be able to deliver products and service or products, especially manufacturing clients because they just didn't know when they would get their materials and go get their parts, et cetera. And we used data to say, okay, let's at least establish a base on which, because clients get disappointed, more customers get disappointed when you don't meet a delivery date. So we wanted to say, let's make it more predictable, even in unpredictable times. So we were able to manage expectations. We were able to do that better. Without the data there was no way it would've happened. There was just no way. And frankly, for us, Snowflake is the reason. For us it's our biggest bet in the data space. And that's how most of the work that we are doing in supply chain, in fact, I'm just headed to a manufacturing event that our team has organized, which is with Snowflake on data on cloud for manufacturing clients. So we've been slightly behind the curve compared to some of the others, but now seeing the promise and saying, hey let's go for this. >> There's a tremendous amount of potential. We're only scratching the surface. We thank you so much >> Sudhir: Thank you. >> For joining David me on the program, talking about LTI, the power of what you're doing together with Snowflake. We'll let you get to that manufacturing event. I'm sure that they are looking forward to talking to you. >> Yeah, no. Thank you so much. It was lovely to speak to you. Thank you so much. >> Likewise. My pleasure. For our guest and Dave Vellante, this is Lisa Martin signing off from the show floor of Snowflake Summit 22. Day one coverage is complete. Dave and I look forward to seeing you bright and early tomorrow for a jam packed day two. Thanks so much for watching. Take good care. (outro music)

>> We're back at the Big Apple, theCUBE's coverage of MongoDB World 2022. Sahir Azam is here, he's the Chief Product Officer of MongoDB, and Guillermo Rauch who's the CEO of Vercel. Hot off the keynotes from this morning guys, good job. >> Thank you. >> Thank you. >> Thank you for joining us here. Thanks for having us. Guillermo when it comes to modern web development, you know the back-end, the cloud guys got to it kind of sewn up, >> you know- >> Guillermo: Forget about it. >> But all the action's in the front end, and that's where you are. Explain Vercel. >> Yeah so Vercel is the company that pioneers front-end development as serverless infrastructure. So we built Next.js which is the most popular React framework in the world. This is what front-end engineers choose to build innovative UI's, beautiful websites. Companies like Dior and GitHub and TikTok and Twitch, which we mentioned in the keynote, are powering their entire dot-coms or all of their new parts of their dot-coms with Next.js. And Vercel is the serverless platform where you can deploy frameworks like in Next.js and others like Svelte and Vue to create really fast experiences on the web. >> So I hear, so serverless, I hear that's the hot trend. You guys made some announcements today. I mean when you look at the, we have spending data with our friends at ETR right down the street. I mean it's just off the charts, whether it's Amazon, Google, Azure Functions, I mean it's just exploding. >> Sahir: Yeah, it's I think in many ways, it's a natural trend. You know, we talk a lot about, whether it be today's keynote or another industry talks you see around our industry that developers are constantly looking for ways to focus on innovation and the business logic that defines their application and as opposed to managing the plumbing, and management of infrastructure. And we've seen this happen over and over again across every layer of the stack. And so for us, you know MongoDB, we have a bit of, you know sort of a lens of a broad spectrum of the market. We certainly have you know, large enterprises that are modernizing existing kind of core systems, then we have developers all over the world who are building the next big best thing. And that's what led us to partner with Vercel is just the bleeding edge of developers building in a new way, in a much more efficient way. And we wanted to make sure we provide a data platform that fits naturally in the way they want to work. >> So explain to our audience the trade-offs of serverless, and I want to get into sort of how you've resolved that. And then I want to hear from Guillermo, what that means for developers. >> Sahir: Yeah in our case, we don't view it as an either or, there are certain workloads and definitely certain companies that will gravitate towards a more traditional database infrastructure where they're choosing the configuration of their cluster. They want full control over it. And that provides, you know, certain benefits around cost predictability or isolation or perceived benefits at least of those things. And customers will gravitate towards that. Now on the flip side, if you're building a new application or you want the ability to scale seamlessly and not have to worry about any of the plumbing, serverless is clearly the easier model. So over the long term, we certainly expect to see as a mix of things, more and more serverless workloads being built on our platform and just generally in the industry, which is why we leaned in so heavily on investing in Atlas serverless. But the flexibility to not be forced into a particular model, but to get the same database experience across your application and even switch between them is an important characteristic for us as we build going forward. >> And you stressed the cost efficiency, and not having to worry about, you know, starting cold. You've architected around that, and what does that mean for a developer? >> Guillermo: For a developer it means that you kind of get the best of both worlds, right? Like you get the best possible performance. Front-end developers are extremely sensitive to this. That's why us pioneering this concept, serverless front-end, has put us in a very privileged position because we have to deliver that really quick time to first buy, that really quick paint. So any of the old trade-offs of serverless are not accepted by the market. You have to be extremely fast. You have to be instant to deliver that front-end content. So what we talked about today for example, with the Vercel Edge network, we're removing all of the cost of that like first hit. That cold start doesn't really exist. And now we're seeing it all across the board, going into the back-end where Mongo has also gotten rid of it. >> Dave: How do you guys collaborate? What's the focus of integration specifically from, you know, an engineering resource standpoint? >> Yeah the main idea is, idea to global app in seconds, right? You have your idea. We give you the framework. We don't give you infrastructure primitives. We give you all the necessary tools to start your application. In practice this means you host it in a Git repo. You import it onto Vercel. You install the Mongo integration. Now your front-end and your data back-end are connected. And then your application just goes global in seconds. >> So, okay. So you've abstracted away the complexity of those primitives, is that correct? >> Guillermo: Absolutely. >> Do do developers ever say, "That's awesome but I'd like to get to them every now and then." Or do you not allow that? >> Definitely. We expose all the underlying APIs, and the key thing we hear is that, especially with the push for usage-based billing models, observability is of the essence. So at any time you have to be able to query, in real time, every data point that the platform is observing. We give you performance analytics in real time to see how your front-end is performing. We give you statistics about how often you're querying your back-end and so on, and your cache hit ratios. So what I talked about today in the keynote is, it's not just about throwing more compute at the problem, but the ability to use the edge to your advantage to memoize computation and reuse it across different visits. >> When we think of mission critical historically, you know, you think about going to the ATM, right? I mean a financial transaction. But Mongo is positioning for mission critical applications across a variety of industries. Do we need to rethink what mission critical means? >> I think it's all in the eye of the beholder so to speak. If you're a new business starting up, your software and your application is your entire business. So if you have a cold start latency or God forbid something actually goes down, you don't have a business. So it's just as mission critical to that founder of a new business and new technology as it is, you know, an established enterprise that's running sort of a more, you know, day-to-day application that we may all interact with. So we treat all of those scenarios with equal fervor and importance right? And many times, it's a lot of those new experiences that the become the day-to-day experiences for us globally, and are super important. And we power all of those, whether it be an established enterprise all the way to the next big startup. >> I often talk about COVID as the forced march to digital. >> Sahir: Mm-Hmm. >> Which was obviously a little bit rushed, but if you weren't in digital business, you were out of business. And so now you're seeing people step back and say, "All right, let's be more thoughtful about our digital transformation. We've got some time, we've obviously learned some things made some mistakes." It's all about the customer experience though. And that becomes mission critical right? What are you seeing Guillermo, in terms of the patterns in digital transformation now that we're sort of exiting the isolation economy? >> One thing that comes to mind is, we're seeing that it's not always predictable how fast you're going to grow in this digital economy. So we have customers in the ecommerce space, they do a drop and they're piggybacking on serverless to give them that ability to instantly scale. And they couldn't even prepare for some of these events. We see that a lot with the Web3 space and NFT drops, where they're building in such a way that they're not sensitive to this massive fluctuations in traffic. They're taking it for granted. We've put in so much work together behind the scenes to support it. But the digital native creator just, "Oh things are scaling from one second to the next like I'm hitting like 20,000 requests per second, no problem Vercel is handling it." But the amount of infrastructural work that's gone behind the scenes in support has been incredible. >> We see that in gaming all the time, you know it's really hard for a gaming company to necessarily predict where in the globe a game's going to be particularly hot. Games get super popular super fast if they're successful, it's really hard to predict. It's another vertical that's got a similar dynamic. >> So gaming, crypto, so you're saying that you're able to assist your customers in architecting so that the website doesn't crash. >> Guillermo: Absolutely. >> But at the same time, if the the business dynamic changes, they can dial down. >> Yeah. >> Right and in many ways, slow is the new down, right? And if somebody has a slow experience they're going to leave your site just as much as if it's- >> I'm out of here- >> You were down. So you know, it's really maintaining that really fast performance, that amazing customer experience. Because this is all measured, it's scientific. Like anytime there's friction in the process, you're going to lose customers. >> So obviously people are excited about your keynote, but what have they been saying? Any specific comments you can share, or questions that you got that were really interesting or? >> I'm already getting links to the apps that people are deploying. So the whole idea- >> Come on! >> All over the world. Yeah so it's already working I'm excited. >> So they were show they were showing off, "Look what I did" Really? >> Yeah on Twitter. >> That's amazing. >> I think from my standpoint, I got a question earlier, we were with a bunch of financial analysts and investors, and they said they've been talking to a lot of the customers in the halls. And just to see, you know, from the last time we were all in person, the number of our customers that are using multiple capabilities across this idea of a developer data platform, you know, certainly MongoDB's been a popular core database open source for a long time. But the new capabilities around search, analytics, mobile being adopted much more broadly to power these experiences is the most exciting thing from our side. >> So from 2019 to now, you're saying substantial uptick in adoption for these features? >> Yeah. And many of them are new. >> Time series as well, that's pretty new, so yeah. >> Yeah and you know, our philosophy of development at MongoDB is to get capabilities in the hands of customers early. Get that feedback to enrich and drive that product-market fit. And over the last three years especially, we've been transitioning from a single product kind of core, you know, non relational modern database to a data platform, a developer data platform that adds more and more capabilities to power these modern applications. And a lot of those were released during the pandemic. Certainly we talked about them in our virtual conferences and all the zoom meetings we had over the years. But to actually go talk to all these customers, this is the largest conference we've ever put on, and to get a sense of, wow all the amazing things they're doing with them, it's definitely a different feeling when we're all together. >> So that's interesting, when you have such a hot product, product-led growth which is what Mongo has been in, and you add these new features. They're coming from the developers who are saying, "Hey, we need this." >> Yip. >> Okay so you have a pretty high degree of confidence, but how do you know when you have product-market fit? I mean, is it adoption, usage, renewals? What's your metric? >> Yeah I think it's a mix of quantitative measures that you know, around conversion rates, the size of your funnel, the retention rate, NPS which obviously can be measured, but also just qualitative. You know when you're talking to a developer or a technology executive around what their needs are, and then you see how they actually apply it to solve a problem, it's that balance between the qualitative and the quantitative measurement of things. And you can just sort of, frankly you can feel it. You can see it in the numbers sure, but you can kind of feel that excitement, you can see that adoption and what it empowers people to do. And so to me, as a product leader, it's always a blend of those things. If you get too obsessed with purely the metrics, you can always over optimize something for the wrong reason. So you have to bring in that qualitative feedback to balance yourself out. >> Right. >> Guillermo, what's next? What do you not have that you want from Sahir and Mongo? >> So the natural next step for serverless computing is, is the Edge. So we have to auto-scale, we have to tolerate fares. We have to be avail. We have to be easy, but we have to be global. And right now we've been doing this by using a lot of techniques like caching and replication and things like this. But the future's about personalizing even more to each visitor depending on where they are. So if I'm in New York, I want to get the latest offers for New York on demand, just for me, and using AI to continue to personalize that experience. So giving the developer these tools in a way where it feels natural to build an application like this. It doesn't feel like, "Oh I'm going to do this year 10 if I make it, I'm going to do it since the very beginning." >> Dave: Okay interesting. So that says to me that I'm not going to make a round trip to the cloud necessarily for that experience. So I'm going to have some kind, Apple today, at the Worldwide Developer Conference announced the M2, right. I've been looking at the M1 Ultra, and I'm going wow look at that! And so- >> Sahir: You were talking about that new one backstage. >> I mean it's this amazing pace of Silicon development and they're focusing on the NPU and you look at what Tesla's doing. I mean it's just incredible. So you're going to have some new hardware architecture that emerges. Most of the AI that's done today is modeling in the cloud. You're going to have a real time inferencing at the Edge. So that's not going to do the round trip. There's going to be a data store there, I think it has to be. You're going to persist some of the data, maybe not all of it. So it's a whole new architecture- >> Sahir: Absolutely. >> That's developing. That sounds very disruptive. >> Sahir: Yeah. >> How do you think about that, and how does Mongo play there? Guillermo first. >> What I spent a lot of time thinking about is obviously the developer experience, giving the programmer a programming model that is natural, intuitive, and produces its great results. So if they have to think about data that's local because of regulatory reasons for example, how can we let the framework guide them to success? I'm just writing an application I deployed to the cloud and then everything else is figured out. >> Yeah or speed of light is another challenge. (Sahir and Guillermo laugh) >> How can we overcome the speed of light is our next task for sure. >> Well you're working on that aren't you? You've got the best engineers on that one. (Sahir and Guillermo laugh) >> We can solve a lot of problems, I'm not sure of that one. >> So Mongo plays in that scenario or? >> Yeah so I think, absolutely you know, we've been focused heavily on becoming the globally distributed cloud data layer. The back-end data layer that allows you to persist data to align with performance and move data where it needs to be globally or deal with data sovereignty, data nationalism that's starting to rise, but absolutely there is more data being pushed out to the Edge, to your point around processing or inference happening at the Edge. And there's going to be a globally distributed front-end layer as well, whether data and processing takes apart. And so we're focused on one, making sure the data connectivity and the layer is all connected into one unified architecture. We do that in combination with technologies that we have that do with mobility or edge distribution and synchronization of data with realm. And we do it with partnerships. We have edge partnerships with AWS and Verizon. We have partnerships with a lot of CVM players who are building out that Edge platform and making sure that MongoDB is either connected to it or just driving that synchronization back and forth. >> I call that unified experience super cloud, Robbie Belson from Verizon the cloud continuum, but that consistent experience for developers whether you're on Prim, whether you're in you know, Azure, Google, AWS, and ultimately the Edge. That's the big- >> That's where it's going. >> White space right now I'm hearing, Guillermo, right? >> I think it'll define the next generation of how software is built. And we're seeing this almost like a coalition course between some of the ideas that the Web3 developers are excited about, which is like decentralization almost to the extreme. But the Web2 also needs more decentralization, because we're seeing it with like, the data needs to be local to me, I need more privacy. I was looking at the latest encryption features in Mongo, like I think both Web2 need to incorporate more of the ideas of Web3 and vice versa to create the best possible consumer experience. Privacy matters more than ever before. Latency for conversion matters more than ever before. And regulations are changing. >> Sahir: Yeah. >> And you talked about Web3 earlier, talked about new protocols, a new distributed you know, decentralized system emerging, new hardware architectures. I really believe we really think that new economics are going to bleed back into the data center, and yeah every 15 years or so this industry gets disrupted. >> Sahir: Yeah. >> Guillermo: Absolutely. >> You know you ain't see nothing yet guys. >> We all talked about hardware becoming commoditized 10, 15 years ago- >> Yeah of course. >> We get the virtualization, and it's like nope not at all. It's actually a lot of invention happening. >> The lower the price the more the consumption. So guys thanks so much. Great conversation. >> Thank you. >> Really appreciate your time. >> Really appreciate it I enjoyed the conversation. >> All right and thanks for watching. Keep it right there. We'll be back with our next segment right after this short break. Dave Vellante for theCUBE's coverage of MongoDB World 2022. >> Man Offscreen: Clear. (clapping) >> All right wow. Don't get up. >> Sahir: Okay. >> Is that a Moonwatch? >> Sahir: It is a Speedmaster but it's that the-