>> Announcer: Live from Las Vegas, Nevada, it's theCUBE, covering Knowledge15. Brought to you by ServiceNow. (electronic music) >> We're on, welcome to theCUBE special presentation, here live at the ServiceNow Know15, it's theCUBE. It's our flagship program, we go out to the events and as you can see from the noise, I'm John Furrier with SiliconANGLE co-host Dave Vellante of WikiBon.org And our special guest, John Cleese, distinguished Professor at Cornell, we just learned, no-one knows that. But apparently that's true. Writer, comedian, thought-leader, I got told that. >> And a Doctor. I'm a Doctor, Doctor of Laws. >> Doctor. >> And, what else am I? I was offered a Peerage but I turned it down because I had to be in England during the winter and go and vote in the House of Lords, so I said no to that. And I also turned down a CBE, but I would love to have an OBE. But not an Order of the British Empire, I'd like to have an Out of Body Experience. (laughs) >> But you're not a thought leader anymore, you're a futurist, that's the new trend. The futurist is the buzzword. >> No, I'm not. I'm very much living in the past. I don't like the future. And I don't think much of the present. (laughs) >> Well you're here speaking at the CIO Decisions. What do you think of all the CIOs and all the geeks here at ServiceNow? What's your? >> Well I like geeks because they all like Monty Python. (laughs) You know? I'm about, three-quarters of the speeches I do are to software people, and I usually tease them. You know, I ask em how many Star Trek episodes they can name, whether they've got a tee-shirt with Moore's Equation on it, and all this kind of, whether they wear a black backpack to formal occasions. So I got a whole lot of geek jokes. But they all like Python, cos they're extremely smart, and as you know, people who like Python are astonishingly smart. (laughs) >> So how to you tell smart people from people who aren't smart? How about people who are not smart? >> Well as you've said, you like Monty Python. >> I love Monty Python. (imitates extreme gibberish) >> You think, he doesn't like it. Doesn't get the jokes. >> So you've talked to a lot of software people. In Vegas? Do you like Vegas? Enjoy Vegas? >> Vegas? >> Las Vegas. (laughs) You see a show while you're out here? >> I can't get over this place. (laughs) Why people spend a lot of money to come here, so that they can lose what money they still have left. I really don't get it. Do they come here, because they think that the casino owners are so rich because they won a lot of money gambling at other people's casinos? (laughs) The only good thing about it is the food. >> Did you bring your wife with you? >> Which one? (laughs) No I didn't. She wasn't feeling well, said she's going to join me in New York, cos I'm going onto New York. And this weekend we are at the Tribeca Film Festival, Robert De Niro's, and we are having a Monty Python retrospective, for really smart people. >> What's been the weirdest thing that has happened to you, in the tech community here in ServiceNow. Any highlights? >> Not this visit, but the last visit when I arrived at the hotel, I can't think which one it was, Venetian I think, and the guy at the counter recognized me and said, are you listening? >> John F: Yes, I'm Tweeting away. >> No you're not. I tweet. >> I'm Tweeting away. >> He's kind of rude that way. >> What are you on your fucking keyboard for? I'm telling you a joke. (laughs) >> Tweeting away. >> Welcome to the future. >> Do you have a Twitter handle? >> Now, shall I start it again? (laughs) I was coming here to Las Vegas, right, I was staying at the Venetian hotel. Got any phone calls you need to answer or anything? >> Hold on, let me check. (laughs) >> I arrived there at reception and the guy said to me, "Mr Cleese, I really like your shows Monty Python, Fawlty Towers and all of that. Could I have your autograph?" So I said, sure, I write him an autograph. Then he says, could I have your credit card for extra expenses, and I gave it to him, and he said, "I'm sorry to ask you this, but do you have any identification?" (laughs) It's true. >> So are you Tweeting, and live-streaming? >> John C: Am I what? >> Tweeting, using your Twitter account? >> Am I, Am I? Can we get a handkerchief. >> Do you have a Facebook page? >> Facebook? I've heard of Facebook. That's for people who aren't important enough to get in the gossip columns and newspapers, right? (laughs) >> So we have some Facebook questions from the crowd. Do you mind if we ask you some of those? Somebody wants to know, what the air speed velocity is of an unladen swallow? >> Oh, I used to know this. I used to know this, in 1971 I could have answered that. Pass. (laughs) >> Dave: You're lucky. >> Are you back with us again? >> I'm back, I'm just going through the questions. So the question on my Facebook page is, what about this Cornell study about the double curse of incompetence? >> The double what? >> John F: Curse of incompetence. >> The double what you say? >> Dave: Curse. Double curse. >> Of incompetence. I don't know. >> Good question. >> Oh, now I know what you're talking about. There's a great guy there, a Professor called David Dunning, and he's one of the most amusing and entertaining guys I've ever met. And he's spent his career studying how good people are at knowing how good they are at things. What he calls Self Assessment. And what he's discovered, which I absolutely love, is that in order to know how good you are at something, it requires almost exactly the abilities that it does to be good at that thing in the first place. So if you're absolutely no good at something, you lack exactly the abilities that you need to know that you're no fucking good at it. And that explains the planet, better than anything else that I've ever come across. Is that there's a whole lot of people out there, who have no idea what they're doing, but they have absolutely no idea that they have no idea what they're doing. And those are the ones with the confidence and stupidity, who finish up in power. That's why the planet doesn't work. (laughs) >> So, honestly they don't know about Monty Python. >> They're not smart enough. >> What do you mean they don't know about Monty Python? This is a very smart man, David Dunning. (laughs) He's very smart, he's also shown, oh it doesn't matter. >> What did you talk about, the CIOs, when you out talking to the CIOs- >> John C: C-I-Os? >> John F: The Chief Information Officers. >> Geeks, well, what was interesting was that they were quite receptive to what I was saying, which is so counter-cultural. You see, I think we're living in the nadir of our civilization. I think as you wake up in the morning, that sound you can hear is our civilization cracking. And it's because of technology, because nobody talks to anyone anymore. They all go in restaurants and then they do this. I mean, we all know this, I'm not making a clever observation, but it's insanity, you know? When my daughter was 16, she would get together with all her friends but instead of talking to each other they'd be emailing or texting everyone who wasn't there yet. Do you see what I mean? They never actually- >> Texting selfies. What do they do when they get together? Just continue to talk to each other on their phones? >> It's completely vacuous, vacuous civilization. With the celebrity culture at the heart of its rottenness. >> Hollywood. >> So what effect do you think that has on the human brain, creativity, thinks like that? >> Well people are on technological devices all the time. They think now that the kids have less good social skills. And the point about human beings is we've always been good at technology, you know? In the 13th century when we were in the Holy Land, slaughtering Muslims, we were still able to build beautiful cathedrals. You see what I mean? So we can build things, and put men on the Moon. The only thing is we can't get on well together. So, which is more important? The answer is getting on well together, so we're now giving kids all the things that stop them from acquiring social skills. It's beyond mad, but people are after money, and so they will always do things, and always come up with excuses why what they're doing is actually good for the world, when it's all about that. >> What about the Hollywood situation. You mentioned in your speech about, when you were creative, when you were younger, and the process you went through, what's the state in your mind, of the Hollywood culture. I mean, they do a movie about Korea, and then Sony gets hacked. >> It's all a bit crazy, but I wrote two film scripts about ten years ago cos I thought to myself, can I make a living writing film scripts. And I did an adaptation of a children's book by Roald Dahl, called 'The Twits.', and I wrote something for Jeffrey Katzenberg about cavemen as an animation- who are you talking to? >> John F: He's saying we only have one minute. >> That's Greg Stewart. >> Oh okay. I can't be bothered to go on talking for one minute. (laughs) Though I have so many fascinating things to say, that I'm afraid (speaking off mic) >> Thanks, thanks for that. >> Thanks Greg, you're fired. (laughs) Greg's fired. >> The guy's going to lose their job if you walk off the set. >> John C: Good. >> Good, >> you're fired. (mic thumps on the desk) (laughs) >> Thank you very much. (laughs) You don't see that everyday. >> Okay, that's an out. That's a wrap. Say goodbye. (upbeat music)

why from Boston Massachusetts it's the queue covering Red Hat summit 2019 watch you bye Red Hat well good morning welcome back to our live coverage here in Boston with the BCC and we're at Red Hat summit 2019 you're watching exclusive coverage here on the cube this is day three of three great days here at the summit's two minimun John wall's and we're joined now by Paul Cormier who's the president of products and technologies at Red Hat good morning Paul morning how are you doing I'm doing great great so are we a wonderful job on the on the keynote stage yesterday and we're gonna jump into that a little bit but I wanted to run something by you here a great man once said every great achievement begins with a bold goal I heard that I'm looking at that man yeah so one of the many statements that I thought really jumped out yesterday let's talk about that in terms of just the Red Hat philosophy what's happened with rl8 where you've gone with openshift for and just how that is embedded in your mind to how red hat goes about its business well you know we've we've we've been in the enterprise space for 17 plus years and prior to that red had you know we were basically through the retail through the retail channel but first and foremost Red Hat started as an open source company that's where they started not as an enterprise company once we decided with the bold goal that we're gonna get this into the enterprise that's what we really set you know really transformed into what you've maybe heard before from out of my mouth is where we're we're not an open source company although everything we do is open source for an enterprise software company with an open source development model that was kind of the beginning of the first bold goal let's get Linux to the enterprise and so that's sort of how we've thought about it from day one is let's take it one step at a time you know as I said get Linux in the enterprise make make rel the operating system in the enterprise now let's take on virtualization versus n then KVM and then as that all happens so much innovation happened around Linux that all these other pieces came you know Hadoop kubernetes all the other pieces so we just kept growing with that because it's all intertwined with Linux that's one step at a time so Paul before we get off this place I want you to put a fine point on it for our audience because you look out there you know open source is not a community it's lots of communities and it's not you know one thing it's many things out there and today people will look at there's certain companies how do I create IP and monetize what we're doing and you know where the project and the company are you know sometimes intertwined and licensing models changing you know Red Hat has a very simple philosophy on it and it's not something that's necessarily easily replicatable yeah I mean there's simple simple philosophy is it so it's it's upstream first that that's that's our philosophy yes we are a business and certainly making our products successful is is is important number number number one goal number zero goal before that is make the project successful our products can't be successful unless we're we're built on a successful project and it's not something that we even think about because it's just ingrained it's it's it's in our DNA so I mean I'll give you examples you know even kubernetes we didn't start the project Google started the project but we knew in order if we were going to incorporate that in a big way into our products that we had to be prominent in the community so that's what we did first and then it rolled out into the products it's just ingrained it's in the DNA yeah so let's talk a little bit about kubernetes openshift you've now got over a thousand customers congratulations on that and openshift for we spent a bunch of time talking with the team but let's start a little bit higher level because you know there's dozens of you know kubernetes options out there people look at is there interoperability between them you know in the early days customers would just spin their own pieces and on you know today every cloud provider has at least one option if not multiple options and there's all the independent how does this play out you know where are we along the maturity and how do all these pieces fit together or do they I mean if you look if you look at kubernetes I mean the thing here's the the good news the good news is open source has become so prominent in in everywhere we wear now ourselves included we make this mistake ourselves we've confused projects with products so kubernetes is a project it's a development project and we all talk about that like it's a product the same it's the same thing with Linux so I'll give you an example with the Linux kernel where all you know all the commercial vendors and everyone else is in that same upstream development tree with the Linux kernel but when the commercial guys like ourselves when we go to build a product we make choices of which file systems we're going to support which installers we're going to support you know what we're gonna do for management what we're gonna support for storage and for many reasons we all make different decisions so that's why at the end of the day when we come down to our products even though they're all completely open you know rel is different from Susu which is different from a bun too which is different from all the others it's the same exact thing with kubernetes we all develop here but now we bring that down into a platform like open shift that kubernetes touches userspace api's it such as kernel a api's and so unless you you integrate those and they all move forward in the lifecycle of that platform at the same time we get out of sync with each other and that's one of the reasons why it's a product and they don't necessarily work across each other with you know with all the other products it's the same exact principle that made rel and at the same exact principle how linux works right so what advice do you give to customers is how they look at this because they're like oh wait there's now azure an open shift this jointly offered solution but do I use that or Duty as the native you know aks solution out there you've got partnership to the AWS you know where does open shift versus anthos on google fit it's it definitely is a little bit fragmented well the other thing that's happened around the cloud one of the things that happened in early in the cloud a lot of the cloud providers said every applications going to the cloud tomorrow I think that was ten years ago and the last number I thought sorry we're about 20 percent there and so and that's great we think that's great but customers still have on-premise applications and they have a running on-premise either bare metal virtual machine they have their own private clouds in many cases and now they want to go across clouds every customer I talked to and it's not just for lock-in that's definitely an issue they want to go across clouds because this cloud provider might have a better service here than that cloud provider and vice versa so what customers want to do is they want one common operating environment both of the applications developer in the operators they can't afford to have five different silos because just like the example I used with Linux distributions being different every one of these kubernetes distributions is different and so anthos for example if you're gonna have all your applications including bare metal applications on Google Linux then that's good because your operators have one operating environment you developers have one development environment but that's impractical and that's why that's that's not gonna work I mean the reason why I think Microsoft is one of our best partners here is they understand this which is why they've embraced openshift so so deeply even though they have aks in their stable and the reason why I think they understand this is because they like us have been in the enterprise space for a long time this is how enterprise computing works and I think that's the model that our customers they don't have no choice to deploy they just can't afford to have five different you know operating environments it's like the UNIX days it's like the UNIX days all over again and you know when you had one vertical stack and you know customers started to roll out a common fact that's why Rell succeeded because we gave them that commonality and they couldn't afford five different silos to try to manage and develop their applications to you know is there a different rhythm or unique rhythm to the open source community in terms of development in terms of new products that might be a little different than then old older models because you know if I'm saying if I if there's an interest that focuses maybe in one area and the interests of ER you know or momentum shifts over to a different direction and and maybe this standard or this old way kind of loses a little bit of its impetus or its force I mean what that creates decision challenges on customer sign but but absolutely and and that's why as they said even with kubernetes we didn't jump in full force exactly right away you know we sort of we sort of worked in many of it with many container orchestration technologies out there most of which besides kubernetes are gone by the wayside a bit now and you know we sort of sort of look at that and see where this plays out well we get involved but we also try to make make the best technical decision as well kubernetes now it's got way too much momentum in in in the in with open source because it's got so much momentum that's where the innovation is happening and at the end of the day customers even though they have confused many projects with products they still want they still want the right technology to solve their business business problems right and so cuckoo Bernays has so much momentum around it that's where the innovation is happening so that's that's that's the plot that's the big part of the platform right now and so I think that's the other thing I think that a lot of people that try to jump into this space miss is if you're gonna base your enterprise product on an upstream project you better have good influence in that upstream project because when your customers ask you to address an issue or or take it in a direction or help take it in the direction if you don't have that influence you can't satisfy your customers so we learned very very early on that upstream is is not a bolt-on for us it's an integral part that starts even before the product starts so Paul I've heard many people often call Red Hat the Switzerland of IT you know being where you sit in the community and you know for years at this show we've interviewed you know all of the hardware players and everything like that sorry sorry I'm taking important calls it's no worries you know live audience can wait we'll show you the clip of John Cleese when we got interrupted on a program once we won't think was my admin telling me I needed to come here you're good but so you know with Red Hat starting as that as that Switzerland when I look at the multi cloud world its you've got interesting combination you know Satya Nadella up on stage is not something that we would have thought of right five years ago so you know VMware supporting OpenShift announced today is not something that many people will look at and be like oh geez you know that seems surprising to me because you know we have you know fights over virtualization or various piece of the stack what do you see in kind of the software and multi cloud world today that's maybe a little different than it was five or ten years ago I think I mean to VMware's credit they're trying to satisfy their customers and their customers are saying I want OpenShift and so we we work with trying to satisfy our customers to the Microsoft arrangement I mean as you guys probably well know we weren't the best of friends you know five six seven eight years ago and I think Satya said it on stage and they our customers got us together literally we had a set of big customers that almost took us in a room and said you guys need to talk and and frankly I think they're one of our best partners right now I'm not sure it could have happened without Satya but they're one of our best partners because we're both interested in satisfying our customers in and as I said I think Microsoft really understands the enterprise world and that's why we're going in the common direction we almost when we get in the room with their engineers we almost complete each other's sentences of you know when we start talking about what we need to do you know there's been an announcement early in the week ahead of a global economic study done IDC came up with this huge number right 10 trillion dollar impact that Linux is having globally speaking just if you would just curious about your perspective on that what kind of a statement that is and and the dollar values that are achieved or the incremental values that are achieved in terms of applying these technology I think it's a couple things I think I think it's a statement that this is the innovation most so open-source is the innovation model going forward period end of story full stop and I think as I said in my keynote yesterday you know leading up to the the biggest acquisition ever for a software company not an open-source software coming a software company that happened to be an open-source software company I don't think there's any doubt that that open source has one here here today it and it's because of the pace of innovation I mean yes I mean we've been at rel for 17 plus years well we probably spent the first third or so without 17 plus years trying to convince the world that Linux was secure and it was stable and it was ready for the enterprise once we got through that hurdle it was just off to the races from there and kubernetes what you know I said yesterday containers came on the scene although they've been here technically for a long time they came on the scene in 14 herba Nettie's in 15 it's only 2019 it's really not that far downstream where were as you said we've got a thousand commercial customers and the keynote this morning talking about some of the use cases that we're solving with with OpenShift I mean Boston Children's Hospital is just unbelievable of what they can do in a matter of a week that used to take them a matter of a month to do right that's because of the innovation model we have dr. Ellen Grant on yesterday by the way so if you haven't watched that yet go back to the cube net and check that interview out yeah I mean fascinating kind of customer conversation we've had about transformation but want to get your take on the only constant in our industry which is change I wrote right after the the announcement of the acquisition and meeting with your changes Red Hat the one thing that they've actually built themselves for is to deal with the massive amounts of change you know you could tell better than more how fast the Linux kernel is changing you know a third of the codes changed in the last two years and kubernetes is actually not as many lines of code as Linux but it's massive amounts of change I heard you know we relate out to about five years of development on that I heard the the pace going forward will only get faster every three years you're gonna have a major release every six months right a minor release so how do you get the team in the community and all these things you know ever keeping up and even turning it up to 11 that day that's that's probably the one of the biggest parts of our job our customers can't deal with that change you know frankly I think in the bidding beginning of OpenStack one of the one of the mistakes that we as a community did for our customers was there were some vendors out there trying to tell customers you need to stay close to the head to the upstream head you need to stay close to the head and we really all try to get things out in six months that's great to try to start to evaluate innovation and how what you can do with that it's not great for necessarily running a stable business on and that's what and that's what I think our job is is to help our customers consume open-source developed technologies in a way that they can continue to run their business and that was the goal that was the audacious goal of rel from the beginning is that the model of rel it's in it's no I it's it's not necessarily about the bits because they're free it's about the life cycle of that and how we can help our customers consume that and that's what we do that frankly it to the core well just to follow up on that if you ask your customer and you say hey you're using Azure what version you are using they're like Microsoft patches and updates that constantly as opposed to the traditional you know Patch Tuesday in Windows so you know we seem to be closing that gap a little but it's challenging between the stuff I control and the stuff that I consume well we'll look at even OpenShift for we used I mean I know ashesh was on yesterday talking about that but we used a lot of the great technology we got from core OS to start to bring that model bet on to even on premise if you so choose with open shift because there's so many of the components that are that are intertwined with each other you know you've got kubernetes with talking the user space talking the kernel user space talking to the kernel talking the storage talking to networking so now automating that for our customers for that updates is is is what they want because that's how they consume it in the cloud I remember when we first started rel we used to put the the features on the side of the box and the first thing was what version of the kernel it was that quickly went away - they don't want to have to worry about that because they don't have the expertise to do to be added' eyewire themselves well congratulations Paul great week thank you very much again well done now on the keynote stage yesterday fascinating stuff this morning - so well done on the program inside and we wish you look down the road and don't forget to check your voicemail no I will thank you guys very much might be important all right always a pleasure back with more here from Red Hat summit 2019 you're watching us live here on the Q [Music]

(royal music) >> Announcer: John Cleese. >> There's a lot of people out there who have no idea what they're doing, but they have absolutely no idea that they have no idea what they're doing. Those are the ones with the confidence and stupidity who finish up in power. That's why the planet doesn't work. >> Announcer: Knowledgeable, insightful, and a true gentleman. >> The guy at the counter recognized me and said... Are you listening? >> John Furrier: Yes, I'm tweeting away. >> No, you're not. >> I tweet, I'm tweeting away. >> He is kind of rude that way. >> You're on your (bleep) keyboard. >> Announcer: John Cleese joins the Cube alumni. Welcome, John. >> John Cleese: Have you got any phone calls you need to answer? >> John Furrier: Hold on, let me check. >> Announcer: Live from San Jose, it's the Cube, presenting Big Data Silicon Valley, brought to you by Silicon Angle Media and its ecosystem partners. (busy music) >> Hey, welcome back to the Cube's continuing coverage of our event, Big Data SV. I'm Lisa Martin with my co-host, George Gilbert. We are down the street from the Strata Data Conference. This is our second day, and we've been talking all things big data, cloud data science. We're now excited to be joined by the CEO of a company called Data Science, Ian Swanson. Ian, welcome to the Cube. >> Thanks so much for having me. I mean, it's been a awesome two days so far, and it's great to wrap up my trip here on the show. >> Yeah, so, tell us a little bit about your company, Data Science, what do you guys do? What are some of the key opportunities for you guys in the enterprise market? >> Yeah, absolutely. My company's called datascience.com, and what we do is we offer an enterprise data science platform where data scientists get to use all they tools they love in all the languages, all the libraries, leveraging everything that is open source to build models and put models in production. Then we also provide IT the ability to be able to manage this massive stack of tools that data scientists require, and it all boils down to one thing, and that is, companies need to use the data that they've been storing for years. It's about, how do you put that data into action. We give the tools to data scientists to get that data into action. >> Let's drill down on that a bit. For a while, we thought if we just put all our data in this schema-on-read repository, that would be nirvana. But it wasn't all that transparent, and we recognized we have to sort of go in and structure it somewhat, help us take the next couple steps. >> Ian: Yeah, the journey. >> From this partially curated data sets to something that turns into a model that is actionable. >> That's actually been the theme in the show here at the Strata Data Conference. If we went back years ago, it was, how do we store data. Then it was, how do we not just store and manage, but how do we transform it and get it into a shape that we can actually use it. The theme of this year is how do we get it to that next step, the next step of putting it into action. To layer onto that, data scientists need to access data, yes, but then they need to be able to collaborate, work together, apply many different techniques, machine learning, AI, deep learning, these are all techniques of a data scientist to be able to build a model. But then there's that next step, and the next is, hey, I built this model, how do I actually get it in production? How does it actually get used? Here's the shocking thing. I was at an event where there's 500 data scientists in the audience, and I said, "Stand up if you worked on a model for more than nine months "and it never went into production." 90% of the audience stood up. That's the last mile that we're all still working on, and what's exciting is, we can make it possible today. >> Wanting to drill down into the sort of, it sounds like there's a lot of choice in the tools. But typically, to do a pipeline, you either need well established APIs that everyone understands and plugs together with, or you need an end to end sort of single vendor solution that becomes the sort of collaboration backbone. How are you organized, how are you built? >> This might be self-serving, but datascience.com, we have enterprise data science platform, we recommend a unified platform for data science. Now, that unified platform needs to be highly configurable. You need to make it so that that workbench, you can use any tool that you want. Some data scientists might want to use a hammer, others want to be able to use a screwdriver over here. The power is how configurable, how extensible it is, how open source you can adopt everything. The amazing trends that we've seen have been proprietary solutions going back decades, to now, the rise of open source. Every day, dozens if not hundreds of new machine learning libraries are being released every single day. We've got to give those capabilities to data scientists and make them scale. >> OK, so the, and I think it's pretty easy to see how you would have incorporate new machine learning libraries into a pipeline. But then there's also the tools for data preparation, and for like feature extraction and feature engineering, you might even have some tools that help you with figuring out which algorithm to select. What holds all that together? >> Yeah, so orchestrating the enterprise data science stack is the hardest challenge right now. There has to be a company like us that is the glue, that is not just, do these solutions work together, but also, how do they collaborate, what is that workflow? What are those steps in that process? There's one thing that you might have left out, and that is, model deployment, model interpretation, model management. >> George: That's the black art, yeah. >> That's where this whole thing is going next. That was the exciting thing that I heard in terms of all these discussion with business leaders throughout the last two days is model deployment, model management. >> If I can kind of take this to maybe shift the conversation a little bit to the target audience. Talked a lot about data scientists and needing to enable them. I'm curious about, we just talked with, a couple of guests ago, about the chief data officer. How, you work with enterprises, how common is the chief data officer role today? What are some of the challenges they've got that datascience.com can help them to eliminate? >> Yeah, the CIO and the chief data officer, we have CIOs that have been selecting tools for companies to use, and now the chief data officer is sitting down with the CEO and saying, "How do we actually drive business results?" We work very closely with both of those personas. But on the CDO side, it's really helping them educate their teams on the possibilities of what could be realized with the data at hand, and making sure that IT is enabling the data scientists with the right tools. We supply the tools, but we also like to go in there with our customers and help coach, help educate what is possible, and that helps with the CDO's mission. >> A question along that front. We've been talking about sort of empowering the data scientist, and really, from one end of the modeling life cycle all the way to the end or the deployment, which is currently the hardest part and least well supported. But we also have tons of companies that don't have data science trained people, or who are only modestly familiar. Where do, what do we do with them? How do we get those companies into the mainstream in terms of deploying this? >> I think whether you're a small company or a big company, digital transformation is the mandate. Digital transformation is not just, how do I make a taxi company become Uber, or how do I make a speaker company become Sonos, the smart speaker, it's how do I exploit all the sources of my data to get better and improved operational processes, new business models, increased revenue, reduced operation costs. You could start small, and so we work with plenty of smaller companies. They'll hire a couple data scientists, and they're able to do small quick wins. You don't have to go sit in the basement for a year having something that is the thing, the unicorn in the business, it's small quick wins. Now we, my company, we believe in writing code, trained, educated, data scientists. There are solutions out there that you throw data at, you push a button, it gets an output. It's this magic black box. There's risk in that. Model interpretation, what are the features it's scoring on, there's risk, but those companies are seeing some level of success. We firmly believe, though, in hiring a data science team that is trained, you can start small, two or three, and get some very quick wins. >> I was going to say, those quick wins are essential for survivability, like digital transformation is essential, but it's also, I mean, to survival at a minimum, right? >> Ian: Yes. >> Those quick wins are presumably transformative to an enterprise being able to sustain, and then eventually, or ideally, be able to take market share from their competition. >> That is key for the CDO. The CDO is there pitching what is possible, he's pitching, she's pitching the dream. In order to be able to help visualize what that dream and the outcome could be, we always say, start small, quick wins, then from there, you can build. What you don't want to do is go nine months working on something and you don't know if there's going to be outcome. A lot of data science is trial and error. This is science, we're testing hypotheses. There's not always an outcome that's to be there, so small quick wins is something we highly recommend. >> A question, one of the things that we see more and more is the idea that actionable insights are perishable, and that latency matters. In fact, you have a budget for latency, almost, like in that short amount of time, the more sort of features that you can dynamically feed into a model to get a score, are you seeing more of that? How are the use cases that you're seeing, how's that pattern unfolding? >> Yeah, so we're seeing more streaming data use cases. We work with some of the biggest technology companies in the world, so IoT, connected services, streaming real time decisions that are happening. But then, also, there are so many use cases around org that could be marketing, finance, HR related, not just tech related. On the marketing side, imagine if you're customer service, and somebody calls you, and you know instantly the lifetime value of that customer, and it kicks off a totally new talk track, maybe get escalated immediately to a new supervisor, because that supervisor can handle this top tier customer. These are decisions that can happen real time leveraging machine learning models, and these are things that, again, are small quick wins, but massive, massive impact. It's about decision process now. That's digital transformation. >> OK. Are you seeing patterns in terms of how much horsepower customers are budgeting for the training process, creating the model? Because we know it's very compute intensive, like, even Intel, some people call it, like, high performance compute, like a supercomputer type workload. How much should people be budgeting? Because we don't see any guidelines or rules of thumb for this. >> I still think the boundaries are being worked out. There's a lot of great work that Nvidia's doing with GPU, we're able to do things faster on compute power. But even if we just start from the basics, if you go and talk to a data scientist at a massive company where they have a team of over 1,000 data scientists, and you say to do this analysis, how do you spin up your compute power? Well, I go walk over to IT and I knock on the door, and I say, "Set up this machine, set up this cluster." That's ridiculous. A product like ours is able to instantly give them the compute power, scale it elastically with our cloud service partners or work with on-prem solutions to be able to say, get the power that you need to get the results in the time that's needed, quick, fast. In terms of the boundaries of the budget, that's still being defined. But at the end of the day, we are seeing return on investment, and that's what's key. >> Are you seeing a movement towards a greater scope of integration for the data science tool chain? Or is it that at the high end, where you have companies with 1,000 data scientists, they know how to deal with specialized components, whereas, when there's perhaps less of, a smaller pool of expertise, the desire for end to end integration is greater. >> I think there's this kind of thought that is not necessarily right, and that is, if you have a bigger data science team, you're more sophisticated. We actually see the same sophistication level of 1,000 person data science team, in many cases, to a 20 person data science team, and sometimes inverse, I mean, it's kind of crazy. But it's, how do we make sure that we give them the tools so they can drive value. Tools need to include collaboration and workflow, not just hammers and nails, but how do we work together, how do we scale knowledge, how do we get it in the hands of the line of business so they can use the results. It's that that is key. >> That's great, Ian. I also like that you really kind of articulated start small, quick ins can make massive impact. We want to thank you so much for stopping by the Cube and sharing that, and what you guys are doing at Data Science to help enterprises really take advantage of the value that data can really deliver. >> Thanks so much for having datascience.com on, really appreciate it. >> Lisa: Absolutely. George, thank you for being my co-host. >> You're always welcome. >> We want to thank you for watching the Cube. I'm Lisa Martin with George Gilbert, and we are at our event Big Data SV on day two. Stick around, we'll be right back with our next guest after a short break. (busy music)

(upbeat music) >> Hi, I'm Lauren Cooney, and welcome back to theCUBE. Today we have Jeff Frick with us, who is the general manager of theCUBE, and we're here to learn about what goes on at theCUBE, what the business is like, some of the most fun aspects of what he does, and go from there. >> Jeff: Great to be here. >> Thank you so much. So, Jeff, starting out, really, when did you join theCUBE, and really what are your goals and aspirations for theCUBE as you look to business going forward now? >> My first CUBE gig was, I've known John for a long, long time, reached out. It was actually Splunk.conf 2012 in the Cosmo, I'll never forget, and they needed an extra host, we were over-subscribed, and I went and did that show. I did it with Jeff Kelley, and was really touched by this format where you've got kind of this professional looking, newsy, opportunity for people to tell their story, most people don't ever get to tell their story in that context, which I thought was pretty cool. And then also just to personalize the people behind the tech because since Steve Jobs, and that genre of people, people want to know who the people are behind the technology. So not only the people that run the companies, but who creates it. I think Open-source had a lot to do with that where people are interested in other people, not just the tech for itself. And that's what I really like. >> You bring up a great point with stories, and luminaries, and visionaries. Can you talk about some of those folks that you've had on theCUBE, some of the best guests you've ever had? >> Oh my gosh, we've had so much. People ask me this all the time, I need to prepare my answer better. But like Scott Cook, from Intuit, was just phenomenal. Tremendously successful, still focused on the same core vision that he came up with when his wife was filling out her checkbook, writing checks, about just a better way to organize and manage cash. And that show is so inspirational because it's really a small business show pretending to be an accounting show. We've had Robert Gates on, I didn't get to interview Robert Gates, but served with many, many President's. We're really fortunate, we often get the keynotes. Fred Luddy, from ServiceNow, phenomenal founder, goofy, quirky. Maria Klawe who runs Harvey Mudd College, goofy, quirky, great personality. So there's just so many great individuals and then some that you don't know. We had, an original ServiceNow we had this little older lady who had got a ServiceNow POC through, it's some ancient company, I don't even remember what company it was, and it was just fascinating to me how this, you know, she wasn't young and hip and new and on top of things, was able to kind of see the vision, get it funded, get a project underway, and then eventually build into being a customer for them. And how she was able to do that, and what was the story, and how many peers out there are curious to know how they could do that for their company. And those, I love those stories. >> Those are great. And I think one of the things that we want to look at too is that we want to understand for the most part what are some of the bloopers that you've seen out there? What are some of the things that you've noticed that are funny or were oh my gosh, you know, while you were on air, while you were thinking about different things. Can you tell me a little bit about that? >> Well, of course, the classic one that we've referenced over and over and over, and if you've seen any of our promos you see, it was John Cleese. Ironically again, at another ServiceNow keynote he was doing their CIO Summit or something, and he came on and he basically decided he wanted to rewrite the end of the, it became a sketch, not an interview. And just stood up and threw his water all over John and Dave, fried Dave's laptop, and marched off the stage. Half the people there, we had a huge live audience, were laughing hysterically. The other half were petrified. Unfortunately, a number of those were the client senior executives who didn't really know, and we had to go out and do some investigation and find out he actually does it a lot to people. And in fact the guys ran into him later that night and he said, "Wasn't that fun, wasn't that fun?" So that's one that just jumps right off the page. Another great one was Michael North from the NFL was at an IBM event talking about how they build the schedule. And while the analytics are fine, and you run an algorithm and it can plug a bunch of numbers, it's really the softer side. You know, how do you leverage at that point a Peyton Manning versus a Tom Brady match up? Do you use it to leverage an existing relationship? Do you use it to build a new network? Do you use it in your feature presentation to get the most leverage from that asset? So a whole lot of kind of soft, softer sided things in terms of the decision making. Which I think is what's really interesting. >> Yeah, I think that's great. And I want to take it a little bit further into what are the business aspects of theCUBE? What do you do on a day to day basis? What are the things that matter the most for running this business? >> Big question. So most important area is our customers. So what customer, what value does theCUBE bring to people when they take us to their conference? >> Lauren: And who are the key customers? >> Well key customers, right. IBM, and we've mentioned ServiceNow, Splunk, EMC, Dell EMC now, Vmware and their ecosystem partners. So a lot of enterprise infrastructure, a lot of opensource, and a lot of applications. But really there's three key components to why people bring theCUBE and what we deliver when we're there. One of them is just great content. The format that we have, the conversational tone, the way that it all works, we just get people to say stuff that you wouldn't ever ask them to say, especially on the customer reference ones. So the content is great and, you know, conferences are looking for more great content. The second really is our community and our distribution. You know we are a media company, we're super active in the community, we leverage a lot of social tools. We try to ask interviews and get information that's topical and evergreen and can be used often and over and over, and really run that out through a number of different channels and different formats. And then the third thing, which we didn't use to talk about as much, but we really do now, it's really the theater of our presence. There's something to bright lights and cameras when theCUBE is at an event. It's like, oh, theCUBE guys are here. And we hear it all the time, theCUBE guys are here. >> Everyone likes to be a star. >> Everybody wants to be a star. And it does a little bit of, I won't say validates for the greater good, but certainly within our community when we're at an event it's a signal that something's going on, something's exciting here, theCUBE guys are here, and we're covering it. And we hear that over and over. We have people stop us literally in an elevator to say, I look at your guys' upcoming sheet to make some decisions as to where I should plan my schedule time. And, or we've also heard, you know, I just wait and watch theCUBE all day, I can't go, I just have theCUBE running in the background. And get a taste of not necessarily what happened in all the breakouts and all the keynotes and all the other stuff, but we generally get all the same people who run all the keynotes. You're getting those same folks, but you're getting them in a conversational tone, talking often about many of the similar topics, it's just a different way to get that message across. >> So how do you grow the community further? So you talk about the community you have, you talk about the community that's at large right now. How are you looking to grow your user base and your community further? >> Right, so it's really kind of along two angles. One is kind of this natural bundling of subsets within our existing community. And that's like our Women in Tech coverage that we started years ago. Honestly, you know things were kind of slowing again in November, so we're like, you know, there's some great women, they're not getting highlighted, let's go out and do some Women in Tech interviews and integrate that. So that's kind of more of a horizontal play if you will. In terms of more vertical plays, we're trying to get a little bit out of the application infrastructure space and more into the app space. So autonomous vehicles, autonomous drones, commercial drones, we've done a lot of just app shows as companies do their own shows versus more of an industry show. So like I said, I mentioned QuickBooks Connect was fun. So really getting into some of these other areas that are more application specific and not just kind of infrastructure, per se which is the roots. >> So when you so application specific, are you looking at for example, you know Microsoft for example is a very large company. They have application space. Is that what you're looking for? >> Love to do some Microsoft shows, yeah, we have a Microsoft build and Ignite, they have a number of shows. >> What about Salesforce? Salesforce is doing some really interesting stuff around applications and community and the whole nine yards. >> Right, so before we didn't really go after Salesforce per se, 'cause it was just really big and we were just really small, we were trying to get a lot of our processes and structure in place. Since then we actually covered one Salesforce lightly a couple years back. A friend of mine, Lynn Voinovich, was a CMO and we covered the kick off. >> I love Lynn. >> You know Lynn? But we need to get back to Salesforce, that's one that we should be at, it's an important show, we should be there. >> Great, so let's have, let's kind of end here with a fun fact. So tell me a fun fact about your job or something that you do that perhaps people don't know about. >> A fun fact about my job. Just, it's just a lot. >> Lauren: Let's make it fun, not a lot of work. >> Basically our job is kind of like the proverbial duck, right? When we run production, we do about a hundred shows a year. There is, I always tell people it's like catering. There's about a thousand details that you kind of have some idea about, and there's a thousand ideas, there's a thousand issues that you have just no control. So being able to dance, being able to be like that proverbial duck that looks smooth, and cool, calm, and collected on top, but it's really pumping pretty hard underneath, you know we've got a lot of people, we've got a lot of back end processes, we have a lot of dancing that happens to try to make it really smooth for the guests, really smooth for the consumer. And we screw up and things happen. But I think we're pretty good, and we're constantly trying to improve our process. >> Great, thank you so much, and thank you for being here again. >> Thank you. >> I really appreciate your time. And we'll be back shortly on theCUBE with something that is coming up in about 15 minutes. (techno music)

>>covering EMC world 2016 brought to you by EMC. Now here are your hopes, Stu Milliman and Brian Gracely. >>Welcome to the cube SiliconANGLE media's flagship program. We go out to all the enterprise tech shows, help extract the signal from the noise. This is EMC roll 2016. It's actually our seventh year at the show. Personally for me, it's my 14th year coming to the show, so lots of familiar faces. Happy to bring on as our first guest here on this set. Brian Gracely and I are welcoming a first time member of the cube and a new person to EMC, Josh Bernstein, who is the VP of technical strategy with the MC. Welcome to the cube. Thank you. Alright, you will be joining an illustrious audience of thousands of people site called cube alumni. Everyone from Michael Dell who happens to be being interviewed right now, John Cleese, Satya Nadella, and yourself. I know from Apple, uh, about a year ago EMC. Give our audience a little bit of a understanding of your background, uh, you know, and what would bring you to leave Apple to join, you know, EMC storage. >>That's a great question. Um, you know, I had the pleasure of working with some really talented people at Apple. Um, we basically designed and built the Siri infrastructure from the ground up from day one, um, up until about the time I left about a year ago. And, um, I wanted a different challenge. I wanted to do something different. You know, at some point, you know, it's year four and they're like, how many servers do you need to add? And you're like another 5,000 boxes here, 5,000 boxes. They're like, it was sort of rinse and repeat, but we went on an amazing journey. We ran the world's largest VMware environment, um, and then ran what I still think is the world's largest mesas containerized environment. And the one problem, you know, the engineering me, the one problem that kind of stuck with us was that, um, at that time we couldn't figure out a good way to run persistent applications in our containerized environments. And we kind of punted and kind of worked around the issue. But as an engineer, I wanted to go solve that problem. Um, Brian and his team had created amazing work with EMC code previously and it was just, uh, I was really passionate about solving that problem technically, and that that's the biggest reason I came was to do something different and to solve a problem that, that bothered me. >>Yeah. So, uh, yeah, by my cohost here, Brian Gracely, right. Was a year ago during the EMC code team. I actually had some history. I was the like product manager for Linux back at EMC back in 2000. So I know for a fact how many people knew open source over my time there and what's there. So talk a little bit about the kind of the trend of open source and what's that >>mean to EMC? Yeah, I mean I think that that open source is always something that's been near and dear to my heart. Um, I think really what it comes down to, technically customers talk or people talk all the time as a cheaper, is it better code qualities of all these sort of very qualitative kind of kind of ideas for me, I think it's about integration, right? Open source allows me to take, um, to take software, consume software in a way that makes it easier to integrate with the rest of my environment. And as we move towards cloud native applications, as we move towards microservices starting adopting 12 factor applications, the ease of integration, really what I think people care about in the end. And so that's why, that's why open source is important. And I think that if you look at our customer base, um, they want a solution that that has real value. >>And so they're not necessarily just concerned about the fastest this or the largest this. They want to see how it fits into their environment. And the work that we do in the community around EMC code really solves that last mile, if you want to think about it that way. So I'm thrilled to be a part of it. Yeah. So I mean, you've been around EMC now for a year. A lot of enterprise customers you get to get access to. We can. One of the things I, you know, we've talked about it throughout the keynote today and yet one of the things was when you were at Siri, Siri is essentially it's a product facing, it's not so much an it function, it's a business facing. How much business facing conversations are you getting to have now as EMC evolves, as Dell evolves, people want to know like, how do I do that digital business thing as opposed to just, you know, it more efficient. >>Yeah. I think I have that conversation probably nine times out of 10 actually. Um, every CIO or every executive I speak to has a customer facing application or, or some sort of customer facing support. Yeah. So I have that conversation constantly. Um, and what Siri did was just, it was just another business application. You know, for an airline, it's a reservation system for a, a, a, a bank. It's their, their app, their mobile app, right. Siri was just, just another app in the end. And so that's the conversation I find myself having all the time. Right. One of the things that your team's heavily involved with. You said persistence with containers, persistence. What does that mean? You know, for somebody who's not living that everyday, give us there, give us the, you know, one-on-one version of what that means and why it's important for this new world. >>Yeah, I mean, I think that, um, you know, in the early years with virtual machines, we, we, uh, this idea that applications could be stateful or can store data inside the virtual machine and when the, when the virtual machine needed to be moved or spun up or, or operated on, um, the storage or the data of the application kind of came with it. Containers are much more lighter weight, so you get a lot more agility out of things. They're a lot simpler, but unfortunately that a femoral nature, that idea that they, they don't persist or they don't kind of store state with them makes migrating applications to containers relatively difficult. So I felt like if we could solve that, that, that issue technically, um, if we could solve it operationally, uh, then we could really help customers move the ball forward into, into a third platform and into these container worlds. >>Cause I don't think it's realistic to expect people to rewrite their applications all the time. Right. Um, and some applications are never going to be rewritten. Customers run Oracle customers run my SQL Postgres, these databases, why can't we run them in containers? And that's really what we're enabling with this. Yeah. Stu and I were sitting in the analyst briefing this morning. Jeremy Burton was talking about, uh, either OpenStack or some open source technology and was throwing around words, open source words as if, you know, he was at any meetup. Right. So talk about just over the last year, how much has open source changed within EMC? How comfortable do you think they feel, you know, when the executive team and out in the field? Well, first of all, Jeremy is the biggest supporter. I mean, I think that, um, he, he's passionate about this. I think he understands the, the, the value that it's bringing to his business. >>From a, from a community standpoint, we've contributed over 350,000 lines of code. We have 48 active projects and we have 1100 community followers in our Slack channel right now. Um, so I think that the traction that we've gotten and the interest has been tremendous. Uh, we've also provided a, a, a facility for other people inside of EMC that have side projects to open source those projects through EMC code, um, through the dev high five program. And it's been, uh, the, the amount of support is just continuing to grow. It's been fantastic. That's great to hear. That's great to hear. What, what, you know, as, as you're here sort of last year you got announced on stage as new guy, you've been here for a year, you've got a lot going on. What's, what are some of the highlights for you that you're looking for this week and you want people to go, you know, watch the next couple of days? >>Yeah, that's great. I think it's, um, I mean, hopefully you'll watch my, uh, my keynote on Wednesday. Um, but I think from a technical standpoint, I have a good reception on Wednesday at 3:00 PM Pacific. Hopefully you all will stream it. Um, and we're really talking about how open source to change the data center and how I'm running persistent applications or, or, um, stored state applications and containers, uh, matters and why it matters. And I had my friend Toby from ASIS fare on stage with me then and we're actually going to do a demo in front of everybody in real time. Wow. Um, so I'm very excited about that. So Josh, you know, a lot of the people that come to EMC world, they're infrastructure people. Yeah. Right. Can you help, you know, what's that journey from infrastructure to infrastructure as code? You know, I think infrastructure is, code is sort of a subset of, of dev ops, right? >>And if you kind of have to organize a little bit, dev ops is really this adaptation of a, uh, a operational model and it operational model where traditionally we have these silos of compute, network and storage that manage and maintain that environment. And when you adopt dev ops, it's all about tearing down those walls. And one of the ways by which you do that is through adopting infrastructure as code. Um, and it's this idea that I can declare my given state of infrastructure and software and therefore I can apply software development principles to my infrastructure and operate much more efficiently that way. And so that, that's, that's why I infrastructure and code is very important stuff like this. All right. So when we hear announcements about, you know, unity and converged infrastructure, how much was the work that you've been working on, you know, make its way into stuff that looks more like traditional storage filled products? >>I think that's great. I mean, I, I, that's a great question. If you look at the unity platform, you'll have some interesting surprises over the way that that platform is put together and assembled. Um, but also that we still realize that there's plenty of people that want to leverage unity with containers or leverage some of our other more traditional storage lines with containers. And a lot of the work we're doing around Rex Ray is really, uh, any other EMC code products is really focused on that. And it's about delivering a solution end to end and not just dropping a product off and helping people plug it in. But open source is always a little unusual for anybody who's used to commercial software. You can kind of track it, you can eventually figure out customers. If you guys see an examples where you, you know, a company, a customer, a partner is gone. >>I'm using your software, I'm collaborating with you and we're now starting to move it, you know, like how do you, how do you connect the software you're building to what's going on in the marketplace? Yeah, that's a great question. We have a lot of customers now that are picking up our projects saying, Hey, we love this. We're really looking forward to it. Um, how do we maintain support for it? We like to pay for a support contract and things like that. And um, and we're happy to have those, those conversations. Some of the largest EMC customers are actually going down that right. Right now they realize that, um, the open source is key to integration and if it delivers real value, then customers are actually volunteering, wanting to pay for that value and looking for that commercial support. So I think that's the biggest yard stick, if you can look at what's happened in the last year is customers are coming back to us now and saying, Hey, this, this one project I use every day. >>Um, it's really critical to our business. Can you officially support it with, you know, the world class support that EMC has delivered for so many years. Wow. And so that, that's really exciting and that that's really validated. And when you talk to those customers, a lot of them, you know, we, we see in talking to them, they're trying to figure out open source, right? Right. Capital one bank or nationwide or something. How do you help them take the learnings that you've had in the, in the EMC code team for them, for whether it's open source, licensing, contributing, how do you help them? A little bit. Yeah. A lot of the questions I get from those customers are, you know, what is it that I opened source? Um, and, and how do I do it? And, you know, why do I do it? I mean, I think that you open source something because you feel like you're Bennett, you can benefit other people and you can take benefit from those other people's interests. >>I think that's why you do something. You also do it because you want to make something consumable, easily consumable for somebody how to do it is a little harder. A lot of these organizations don't have that. Um, we have a phenomenal program with EMC code that helps our customers and internally ADMC do it. We've extended that to our customers now. Um, and, and, and so I think that that's why people are interested, you know, we're really helping helping people kind of go through this journey. Yeah. And I'll, I'll, I'll give a plug for folks that go back to the Wiki bond research side of things. Uh, we just did a big thing with North Ridge ventures. The, uh, the future of open source survey. Lots of really good survey data that's in their lines a lot to what you're talking about really, you know, where a customer's putting open source into production, what are they thinking about, right? >>But also, you know, what are the business models? So we're seeing people say, can I take open source and, and build a SAS application? Should I go build, uh, an IOT device and so forth. What are you, what are you guys excited about the second half of the year? What do you, how do you think about roadmaps or the types of projects you should guys should try and work on? Hi, I'm very excited about our roadmap for the rest of the year. I think that, um, you'll see, uh, you'll see us integrate a little bit more clearly with the leading a containerized environments. Um, a lot of, one of the other biggest problems that I think customers have is, you know, bare metal provisioning on infrastructure. A lot of our customers, despite wanting to move to the cloud, have requirements around on-prem, there'll be a tremendous amount of work on that. Um, so I'm very excited about about sort of making storage and making a container is sort of more palatable and more consumable for our larger customers. Yeah. So that's great. Josh, one of the things we've been seeing is the line between the vendor and the customers has been blurring. Yeah. You know, when we could go to some of the open source shows, you know, that seems like, you know, GE >>and Nike and everything else, not only using but you know, contributing, presenting. Do you have any examples you can show, you know, you mentioned your partner, your partner mezzos is going to be doing, so, uh, uh, you know, any other kind of the big end users that are kind of buying in. >>Yeah. You'll see some of those on stage with us on Wednesday. Yeah. Um, I'm, I think that kind of validation is amazing. When you can work so closely with customers, um, and they will voluntarily stand up on stage with you and sort of validate the work that you've done. Um, I think that'll be, you know, that that's incredibly rewarding. And you'll see those guys come up on Wednesday. Yeah. >>So, so one of the hardest parts about that is of course finding the people. And that's one of the reasons they participate. How's the, you know, the job search go for people. I mean it kind of the talent acquisition. How do you find the people, how do you train them >>for open source people? For open source people? I mean, I think that's the interesting thing. Um, the community is a small place. We joke in the Bay area, right? The bear is a small place and you, you know, somebody in, you know, somebody else and this other person. And so, um, at least for my team, the way we've stopped up is who, who do, you know? Um, and the interesting thing about it is we're less interested in what's on their resume and sort of more interested in what's in their GitHub account or what they've done with the community or what, what their interest is. Um, and that's a really great way to validate, you know, key contributors and key engineers is, is what have you done lately. It helps the new LinkedIn for developers, new LinkedIn. But you know, you want to see what people have done and whether or not they're passionate, right? It's very easy to throw a bunch of projects up there and look like you have a nice resume. Um, but you want to select people that have a passion and, and that's really what's been important to us and that's why our team has grown so well over those past year. >>Just want to give you the final word. People want to, you know, not only find but contribute. Where do they >>yeah, check us out on EMC code.com. Um, if you're at the show, come see us in booth 10 44. We have some really interesting demos there and I'm, I'm excited. I'm very excited to be here. >>All right, Josh Bernstein, congratulations on all you've done over the last year. Looking forward to your keynote on Wednesday and all the sessions that they're, that will be there. We've got three days of live full coverage, two sets. Uh, Dave Volante, John furrier, Brian Gracely, myself. We've got a new host, John Walls here. Jeff Frick's also here. So, you know, cast a thousands helping to bring the cube experience to EMC rolled 2016 stay tuned. We've got lots more coverage. Come in and you're watching the queue. >>Yeah.

live from Las Vegas Nevada it's the kue covering knowledge 15 brought to you by service now hello and welcome back live here in Las Vegas is the cube our flagship program we go out to the events and expect to see them from the noise I'm John Ford the founder silicon atoms on my coach Dave vellante co-founder Wikibon calm and our next guest is Dave right chief strategy officer at servicenow great to see you again congratulations the keynote this morning I do you feel I'm pretty pumped it was good fun I mean I've known I've know Fred for 20 years and I've watched him do these type of things for 20 years so to be on stage with him yeah it was it was big balada a lot of people happy in the key know first of all packed house great crowd congratulations but really a lot of who odds on the UI I and the clean interface work a lot of cooler than me a lot of really big cheers on the private instances right which really sets the table for a developer run so you know I think you guys are going to see my prediction is via rocket scientists predict this but do developer it's gonna get some significant traction certainly sold out here yeah Howie your Creator con so yeah we've got like the the 1200 people are crazy going which was a sellout but I think you're right the whole the ability now to get an instance that's obviously what's going to drive the developer community in the past it was really easy to develop something if you're a customer but coming in from the outside not so easy now the fact people can get an instance by signing up to the program so amazon has been very successful we follow those guys will do all their events cuban one things that I'm really impressed with Amazon is their ability to just unleash new stuff machine learning as a service last year was canisius redshift fastest-growing piece of their business they keep on adding on to their core building blocks with raji c 2 s 3 and a variety of the stuff they are queuing messaging alaska p so all the great stuff developers have been building that integrated stackin for agility more performance i got to ask you what's your plan because you guys are really building out that platform we talk to them in our in our office when you came by there's some core building blocks right what is the new blocks that you're announcing here and what's the vision and strategy that you get to take nasi developer enablement is one one of those court building blocks day what are the new building blocks and and are you going to take that same approach like amazon and just it's a tsunami of releases and being yeah so so what we'll do is we'll we'll take the platform that we've got now and obviously we see this community now starting to build out in the platform wheels from a features perspective what we're looking to do is get anyone to build anything that's managing anything to do with what that's the that's the main driver if you're giving someone a task that they need to do this should be the place where people go to do it now the the drive around this is is to try and get people to just not waste as much time as they are wasting in the past so we'll continue to innovate in the platform you'll see there's some new products that you can see they've already been built as modules that we haven't announced at the keynotes but they're actually down at the booths so you can go down and you can see some of the analytics stuff some of the security incident management stuff but what we've I think what we've realized as a company is we can we can never build everything you know there's there's just certain areas where people come in and go I've got the expertise just give me a platform let me build on us and that's why you see people going out there into areas that we didn't expect that's why you've got people doing medical asset management while you've got people there are pharmaceutical type apps so so really for a vertical ization perspective I'm hoping that we see a lot of independent developers or partners coming up for this because when you get people coming up this is what really excites me on the platform you get people coming up saying hey we want to we want to build on your platform I'm we don't access to your Salesforce because we're going to sell to a completely different set of people we just want to be able to build in your platform have your availability levels have your recovery levels that's where the big citing side is from you guys are doing it but i think is really the holy grail unintended given we had money python on last night in john cleese but you got the disruption and you're also innovating which is a really rare thing to see in the business by friday know you guys winning in amazon has that same thing they're disrupting the market in some say raise to 0 when put the shift values shifting somewhere else but they're also innovating so at the same time you guys are a little bit different the sense that you're in the enterprise so you have enterprise-grade mindset and building a born in the cloud like platform so I want you to comment on where you see the disruption and the innovation you can share the audience that dynamic and how you guys view that a are you aware of it is it a flywheel for your grow than what your comments on this so what I think the disconnect is now is it's the fact that software that you use outside of the enterprise is better than the software that you use inside of the enterprise now that's that's created a kind of a generation gap where people just arrived and look at enterprise software and go why are you doing it this way well in a way why haven't we got the same experience we have with other applications that link requesters with providers so you'll see what you mean why haven't i got the uber experience why haven't i got the Airbnb experience that that's the same process I want something you provided give me something that connects yes okay sure is between yeah so so why couldn't we why couldn't we reinvent the way that people interact with enterprise software and why couldn't we make it a more immersive experience and that was all that was what a lot of the stuff you saw today around the mobile side of it a lot of that's trying to drive towards getting people into this type of mode of working and way of thinking but yeah we want to get to the point where you can you can join a company as a 22 year old and you log onto the system for the first time you go this is cool as opposed to like phony your dad and say and dad I'm on some system can you tell me how it works and with the innovation I'm amazon is example they say okay pay by the drink but you're up and running you're standing up stuff quick it's a cloud term what's your equivalent corollary to that innovation so actually be on the innovation type of service now what is your core innovation when you go to flow say wait what's your innovation message to the customers is it standing up stuff quick redefining processes workflows so I think I think it's I think it's actually creating processes so it's crazy sorry I'm screwing up on accents now I almost went processes processes that news been in mind what it is is about being able to the innovation is to be able to give something structure that didn't have structure so the best example I always used as you you go around different areas of business and you talk to people and you say use the 80 example you say hey you know I see spends all its money being as good as it was last year and everyone laughs at it but the US then well how how do you perform what are your guys do every day they haven't really got an answer so it's being able to take some kind of unstructured work format and being able to say well I can give you a system everyone engages in the same way where everyone gets to manage work in the same way or when you get to understand exactly what your business is doing so it's that I think the real innovation is to be able to create a true system of engagement that sits on top of a system of record that's that's what it's all about so David struck by your keynote today you and Fred were sort of taking us back in time 2004 2006 eight the downturn 2012 the IPO and you did a great job of saying okay remember what the world was like back then there was Facebook really didn't have any users at least that weren't college students right right Google had an IPO dan just sort of took us through the the litany of innovations that have occurred and everybody talked about the consumerization of IT as the chief strategy officer do you basically look at what's happening in consumer tech and say okay we can do that as well you guys used to use the Amazon example right or do you have a different methodology how do you predict sort of where things are going I think it's I think kind of like the eraser change becomes very hard to predict I talked about the razor change at the start but the his figures that we didn't use when we started to extrapolate it around adoption you just get things moving moving so quickly now I think but the challenge is to try and not necessarily emulate what everyone else is doing but you need to be able to some move ahead of us and I think the rather than rather than directly copying something is looking to the themes that you see happening at that level so you could have gone back to 2 2004 and and said well we've already got these type of social media solutions this is the way people are going to work but then it took whatever it was three and a half years for Google to get 50 million users now most companies aren't going to wait that long for an adoption curve even though that's a really fast curve so so it's been able to predict what technology exists now in the consumer world that you think is going to end up having a major lead in place going forward so how are people going to interact you see a lot of startups coming up now where people start to do work in different ways which one of those that you think is going to be successful so one of the ones we took a gamble on is the visual dashboard concept we've seen more and more people integrate in different ways I think the way you see you see companies like slack and click doing doing different work around how they get people to integrate together a lot of people have got got good ideas and it's seeing how people want to interact with those I think a big driver of big influence was looking at what developers use how what tools are developers using to develop because that kind of influence is what they develop and that kind of influence is where they'll end up being and what about your developer story obviously is a 1200 people come in a greater con the other private private instances which is great for DevOps like mindset cloud guys who love to see in boxing probably pushing code and testing and doing all that on the fly work which is the new normal um developers are worried you know that they you know for example Twitter as a problem with the developer ecosystem by putting developers out of business the balance is you guys have a roadmap yeah and you don't want to put it up with a business but up there in the in the in the lane of your swim lane is behind as you balance that to be honest if it if we build an application it does something and someone else builds an application that does the same thing I don't really care I mean I just want customers to choose which the best one is for them it really it really doesn't make that much difference to us I mean there might be a mine of financial impact on on which license it consumes but fundamentally at the end of the day it's still building that community it's still getting people on the system because the I think the great thing about service now is what once you're in the system it's the capability of whereabouts you can go from that point on so someone I mean think there's already multiple HR products out there there's already multiple products doing a mobile asset management that I'm fine some areas we don't play in some areas we do but yeah for me I don't see it as a competition I I think it's it was plenty of beach head out there so yeah you guys have been able I mean fred was on the queue earlier and one of the things I thought was really insightful that he mentioned among this whole interview was that when he asked them about the future he actually brought up Internet of sins and he said the use cases are emerging because the capabilities weren't there right in the past yeah I use the thermostat example they correlate the nest which is kind of like a mainstream but that brings up the point there are new use cases emerging that are potentially worth a lot of money maybe his lifestyle business for developer or full on venture back business by innovating a workflow that's now new and relevant yeah and you guys are on that you agree with that I mean that's how you guys see hundred percent ok so I'm a developer I'm an entrepreneur what's what's what's your message to me like how do I do that what advice would you give me and doing that so there's plenty of I mean there's plenty of material out there and I was to actually develop on the platform the first thing and I'm I'm not a developer have encoded for years the first thing the first thing i do once i had an instance is I try and start off the process of looking for a looking for something that I do on a daily basis that frustrates me so I can pull this up easy because I do this almost every other day checking into a hotel so check into a hotel I do something online I booked the room and then I get there and you get questions like well do you want a high room in my room do you want to smoke in room no smoking to embed what why can I just select it at the front when it gets there why doesn't it know of previous histories what my preference would be why do I have to still give a credit card to be swiped when you find something that you do on a daily basis or an interaction that you do or you're you're asking someone for a service my focus would be how could I find a better way of doing that because yeah because they're the things that people are going to buy so also you know Fred also mentioned the whole email thing and you know as a lot people trying to crack the email code IBM's doing some stuff around new way to work and email his business trying to crack this code for years i hate's email but we still use it certainly our kids my kids don't use email or voicemail for that matter but the new way to do this is to actually have messaging in and mobile app so i want you to comment on this as a lead-in to the question of productivity you get put on a survey how is the ServiceNow value proposition impacting the productivity piece but fred is teasing out is this is a productivity raffle right you know you're going into the email as an example but this other way other productivity opportunities you guys are eliminating or process improvement here so that i think it's i think what it's more about is it's uh it's about the delivery of information at the right time so it's kind of the the equivalence i always used to explain it is it's it's the difference between constantly going to your mailbox to see if you've got mail or a telephone ring I mean when cell phone rings yet you've got to do something but the amount of time you can spend just checking if there is something for you to do is pointless I think I think it adds it had structure around being able to prioritize things I mean that's what people that's what people can't really do at the moment you get a request yeah okay how am I going to do the request the the innovation around driving things out of out of email is one thing but I think the the process of being able to bring other systems potentially onto a single system is something else that drives a lot of benefits but i would say at the moment people use email because emails ubiquitous and that is the main focus and I I don't think to say to people who don't live an email living service now that's never going to happen that's why we needed to get that whole mobile app out in place because you you need something where you're getting work delivered like a telephone ringing why ups saying hey it's going to be there in 20 minutes that's that's what you want is your case pattern that you see from a pro to be standpoint crush your broad customer base out there is it onboarding here the kpmg a pretty solid yeah what is the consistent pattern that rears its head over and over again we say yeah we're killing it there a productivity we're so great work so it tends to go it still tends to start off in a teak and then I T we tend to see the next move through is is hey char the next moves are after that tends to be facilities and the other sides of the company other parts of the businesses legal finance marketing they have an interest in it as well but that tends to be the flow that we see people going through and it can be it can be multiple things I mean people people first of all start to look at the the onboarding situation but then they start to look at well how do we do candidate management so how we can actually handle the recruitment side and then people come in with the kind of 10 gentle things as I'm the conversation the other day about some about someone at a university but someone at a university saying well what I need to do is I need to handle student recruitment so so when when a company comes in on campus and wants to recruit people how do we communicate to people that they're on campus and then how do we actually track people coming in and applying at that level so people come up with solutions like that we get a lot of things around hospital management where there's productivity issues where people are saying well how can we actually start to manage things more effectively from a medical perspective be at Medical assets be a hospital beds any area like thats it is the problem I have and this is why the platform so good in the partner markets so good if you could sit and write down use cases all day I mean you feel the scrolling anything as a service that that's what it feels like sometimes I want to ask you about the innovation curve so you know it's interesting at the micro level we're talking about all the waste that goes on in organizations but at the macro level productivity numbers actually look pretty good productivities going up employments not following productivity which is you know a concern yeah and you guys potentially are going to add to that problem right in theory the so it seems to me that the opportunity is to replace that that that gap between things that we're doing they're wasting our time and apply that to new innovation prize will bethe bend the innovation curve that if you will so I'm wondering do you have examples of that starting to occur in your customer base or do you as a visionary do you have a vision as to how that might occur so I I think this kind of two elements to this you you look at the survey that we probably still Monday and we're saying that that other the thousand managers we surveyed in America in the US the spend around 15 hours out of a 40-hour week doing this type of administration SAS now I think there's there's two ways to look at that one is the benefit to the business of being able to drive productivity the others the fact that those 15 hours that you're wasting on admin you're probably doing it in your own time you've probably got some kind of knock on and work life balance around this but I I look at examples that I've had from a perspective of how I've worked with things before and this is uh this is another good use case example so before strategy when I was running all the engineer the pre-sales engineering team here if someone wanted a resource they come to me hey Dave we need a resource in this company at this side and it email me and i would spend ages basically re roots in emails to the manager to say hey if you got anyone in England have you got anyone the Netherlands so it took like two days and we wrote a full system where someone could just come in and request the resource it got recent to the right manager in the right region my emails probably went down around eight hundred a week where I wasn't getting requests coming into production of 800 800 emails a week because people just weren't asking me for real there's a dude up in the right place you can work work your Anakin reassign it if I if I go away for a week I can just say so my next manager down hey can you look after it this week but I'm damned if I'm gonna give my inbox Yeah right yeah i'll go through Drogo's rewrite it works faster that's the line in your inbox it's gone dropped off the end okay so example of one how did you use that time that you freed up think I might be how I ended up where I am NOT okay so but but this is a good example yeah because you look again a lot the the big thinkers worried that you know Instagram and Facebook have way more photos than right eastman kodak ever had and they employed far fewer people yet they're worth a lot more you know so so it's people like you that have the freed up time and the vision to create these new you know ideas and you get me get more time to focus on things and look at how things it done so are you seeing that within the customer base yet because a lot of what you're doing is sort of cleaning up messes alright are you seeing it's been a there's enough time now I would think you're starting to see glimpses of oh yeah sort of shifting it's not so easy to say okay I got to take somebody who's a whatever mid-level manager doing X and albums that put them on innovation so you see you see the shift now if people people started to move outside of IT into general service the interesting drive is a lot of people who are nit who would drive an IT service the company on the side okay we want to move this further we see the vision for where we could go with service management a lot of times what they do is they move that person outside of IT and they'll say okay we're going to crease global business services or global shared services and actually put you make it happen run enough division when they do happen and everyone says everyone to a letter says it's easy it's a it's easier to let the vision flow down sometimes it is to try and push it up from 80 because a lot of people I'll say let's say I t go to legal legal sitting there saying your IT what are you buddy bugging me for but if someone comes through from the toppling goes we want to redefine like how service is consumed by your group people are okay yeah that sounds interesting show me he'll show me what you've got so in our last minute here I want to get the chessboard out Dave and I always like to do the chessboard of the market you're doing strategy see you're going to run the chessboard you know okay that with the team so what's on the chest boy what moves are you making what's your key strategy right now how would you describe it to how you guys how do you describe to analysts customers and what are the key things that you're focused on in terms of the big moves you're right so so kind of think of it in three directions so think of it the first direction we're focused on is the extension of service management how does it get service management out across the enterprise the second area will focused on what can we do to complete the 80 stay so if you think of the ATT stack is a LM a Tom 80s m.a.c financial management what can we actually build out in that stack beer through building or beer through acquiring this year we spent a lot of time on item because I some hasn't changed in 25 years so probably worth changing it the third elements is is innovation so what do we focus on around how people interact with the system how they engage with the system what their experiences with the system and I think the interesting thing now is looking at how many of those elements in the in the IT staff actually expand out across the rest of the business unit so initially we came up with a concept of IT financial management's to be honest your major will scrap that it may as well it may all be dealing with service financial management because once you've got that data you can then track it across any business unit that you're doing so though kind of the three vectors we okay so let's talk about the API economy as the workdays a big system you guys have customers have work day but you guys have an HR appt is that to build connectors I mean is connectors a way for customers to deal with the data portability is the end of the day the systems of engagements interesting right so there are many systems of Records out there yeah I mean there's different approaches people take some people say well my first move is going to be sir modernized the front end bill the single friends and where everyone goes through to all these other systems and where it were a workday customer interface to work day but the a lot of the drive cases just to to be able to to just manage the work that comes into the system so we we focus on let's say the HR example we focus on knowledge case and request that that's kind of it you know you come in and you're processing one of those type of orders and then it might be that in order to complete that case that comes in the HR fulfiller is actually living the life and work day to do it and they're doing the work and work done and it gets updated and pass back so as ours is more defining how you actually engaged to generate that works estas and the customers just not a lot of heavy lifting on the customers and they don't have to rip and replace work day in this case they can come in and get a point solution with all the goodness of service now behind it and I mean as they go if they quantity family in service now we front-end rsap system with its surf you raise of a helmet request you do it now it is he confronted a lot of systems yet you know instead of having a lot of front ends but you do not many people have to use all the front ends then and no for productivity perspective you get someone in siege from one UI that's it they're done across the board so the platform goodness there is it's flexible you guys have an enablement model that developers now onboarding you got customers getting the ability to rapidly deploy stuff fast nit which is a good problem space to work right and then as you go to adjacent he not really have to do a lot of medieval activities in the platform just to grow right I mean you wouldn't believe the speed we turned around the whole security incident system that was that was amazing well this is awesome congratulations certainly we're certainly impressed with the software and we saw our up there in your keynote great you i love the real-time synchronous stuff you know and getting stuff pushed to you as a will be the future that's certainly greater coding angular you get bootstrap all the stuff going on real cutting-edge stuff that we've been playing with so we we were super impressed and congratulations on your success they've right chief strategy officer in charge of the chess board with it with the management team up at servicenow making it all happen this the cube sharing all the data with you we right back after this short thank you you

live from Las Vegas Nevada it's the cute covering knowledge 15 brought to you by service now okay hello everyone we are live for day two of coverage this is the cube our flagship program we go out to the events and extract the signal noise we go over here live in service now's knowledge 15 hashtag no 15 you want to join the conversation we have a back channel live chat on crowd chat new application which I'm excited Dave to show the guys from Sarah's neck as they love good software so but a crowd shot net / no 15 and see the conversation ask questions join our virtual social experience and we'll be happy to address that with your day to coverage live in Las Vegas out of three full days yesterday was a great day we had Frank sloop enough CEO opening up the day really laying down and and in clarifying the future of service now certainly they took a bath on the the stock last week on their earnings still in throwing off a lot of lot of cash great platform business great buying opportunity as Dave and I were speculating and ended the day with John Cleese famous actor writer comedian who we had some fun we try to bring a little bit of Jon Stewart a little bit of Jimmy Fallon I'm jump Road Dave vellante Dave what you think about yes that your laptop working parts of my lap water here I've lost my return key in my M so what you think John Cleese k the holy grail of our of our of our program yesterday he was great I mean we had a nice little bit going on there all ad lib just for the record folks he was not pissed he was totally happy at a great time but was all ad-lib he challenged us on the cube and it was great seeing after we were nervous and he's a pro we couldn't even hold a candle to his performance David it was great seeing him afterwards he came up to us yellow hey mr. classy came up and high-five and a smiling laughing it was great smart guy what you think of the inter very opinionated I thought the interview was great I mean it was weird but it was great I top guest top test of six years he's on a great show we had about you know 50 people behind that's all watching so it was really a lot of fun again but let's get back to the event here day two well you know another top guest coming up today is Fred ludie I think you're really going to enjoy interviewing and you heard him on the keynote John he was talking about the new development platform the new UI the new mobile app all that he was geeking out on all the technologies a lot of things that you're very familiar with borrowing from you know real-time geolocation leveraging the camera in the mobile app a lot of technologies borrow from Facebook and Twitter and a whole that whole real-time crowd a lot of stuff that that that crowd chat uses I know you talk about it all the time angularjs and all these kind of things that people don't understand our new crowd chat application go to crouch at that poke around look at the live one but what you'll notice on that app is one hundred percent as synchronous we use cutting-edge technologies like bootstrap we use angularjs and our new crowd pages coming out we have knowed Java on the backend for analytics really a cross-section of all the different language but node bootstrap angular these are the technologies that truly make it a singer's Facebook by the way is not a synchronous you've got to load the page having a synchronous communications loose from WebSockets days of web browser to fully available data real-time so near real-time is the holy grail today and basically instant is going to be defensive state-of-the-art today in software development that's what service now is showing on the stage and again a lot of it resonated because I hear you talking about all the time and I see it I see the green dot I see the presence I see the real-time nature and that's really what today's modern apps are all about and we'll talk about that today in detail what's under the hood for service now and again I can reiterate what a great software platform service now has I am super impressed the people here a passion about what they do Dave and I say you know we're going to get with Fred and here the founder story the prot chief product officer and all his folks because what they're building is the future generation Frank's Ludeman is a world-class CEO we heard the story of how he was hired you know Fred Letty said his keynote I wake up every day and I want to write code I don't want to be the CEO they hired Frank's luqman built a great business but not only do they have great business fundamentals and how they're executing their business plan Dave they have a great product leadership team the founder stays around every successful company that I talked to and i can highlight you look at them you name them all the ones that are the really sustainable companies Dave the founder stays around this is a lesson that the top VCS and Silicon Valley and around the world are now paying attention to is do not boot the founders out of the company marc andreessen with injuries Horowitz absolutely adamant founder friendly means growth and sustainability the old days of kick the founder out don't work ServiceNow is a great case study of a company that has grown from a seed idea go to market one booth at a show get some customers get some funding have a grade VC build a great product and continually to go to the next level and I think that's the story for us today what's the next level for service now what is that and you're going to see two major themes cloud born in the cloud capabilities asynchronous real-time presidents to enterprise grade enterprise-grade means you can't you can be born in the cloud and enterprise grade that's the Holy Grail Dave that is the key question people ask can you be enterprise-grade can you be agile can you have integrated stacks can you do stuff in real time and do it at a speed and at a scale that's the premise of the cloud and service now is delivering that so even my take on that so I mean you're talking about a cool tech behind it and there's a whole nother story here and Fred muddy and Dave right took us down memory lane today you know sort of the history of the company and going back to the original first knowledge and San Diego showed some pictures that was all fine and well and good but the fact is the piece that I want to add to what you just said is the customer angle I treated out yesterday Frank's lubin has made a career and identifying pain points and resolving those pain points essentially selling aspirin is what I call it and so that's what service now is doing there resolving the pain points within organizations it was interesting to note Dave right and Fred Lunney talked about how in 2008 when the economy was collapsing and Sequoia Capital you remember John put out that famous memo you better you hunker down conserve cash and Fred ludie showed the audience his counterpoint and basically it makes sense to me because what happened in 2008-2009 is people said let's let's start moving to the cloud more aggressively let's ship shift capex to op X and let's try to save money and service now is one of those technologies that really you know is all about saving money we kind of lived through that John right we were the open source version of information and so we have tons of demand around that time for our content service now in a whole different world saw uptick in demand and so they are really out solving customer problems dealing with process problems we're now seeing sort of the next wave the next evolution of that around email and how email is used as a workflow management system and is ineffective at that the hole forms business going to mobile and you saw today in the mobile apps it wasn't forms oriented it wasn't forms front and center forms is still there but it wasn't all about the forms it was all about the mobile experience so they're transitioning from this sort of forms based automation to one that's more mobile optimized that's something to talk to Fred yeah I think I think which day was your pointing out is is that the highlight of during a crisis at Fred Letty pointed out in OA at a critical inflection point of the company Sequoia Capital issued out a memo to all their portfolio come a little bit inside baseball but important to note that they said bunker down hunker down filled a bunker hoard your cash service now and this is where I love this company right they wrote a counter memo to their customers and the venture has a no no this is the winds are shifting we see an opportunity because their customers were going under or having financial problems they shifted their product value proposition to saving cash consolidation and creating an opportunity out of the crisis and I think this is the opportunity with cloud as you pointed out you seeing a transformation in workflows you're seeing a transformation in business process that is changing the game in terms of you know time to value cost structures and then the economics that's the promise of the cloud so again the companies that can take advantage of the times of the shifts and the inflection point because what's happening is the shift is happening and as an inflection point so yeah I think everybody talks about and it's so overused now seventy percent of the money that I t spends is on on keeping the lights on and and only thirty percent is on innovation I like to look it a little differently I like to break it down when i had my cio consultancy with floyer we used to consult and try to get the others to think about putting their portfolio into three categories their application portfolio in the project portfolio running the business growing the business in transforming the business and i think if you think about those things i think servicenow is very transformative and our helping companies run the business differently and grow the business as well so they're sort of fit into all three but they start with transformation and then change the way that people are running the business I think that's a much more effective way to look at that hole 7030 mix and I think service now is changing the way companies work what do you think about service now see earnings are we're out last week EMC report a little bit down VMware blew it away covering for emc you're seeing the big enterprise players service now take a big knife cut on Friday but that's Frank's lubin pointed out there in the long game and they have a platform play and they're throwing up a lot of cash so their cash flow is amazing Wall Street Journal has some articles about this kind of shift that we in a bubble is service now built for the long haul I want your opinion on this Frank subin weighed in on his and I think the software's phenomenal but let's talk about that yeah let's really his wall street not understanding about service so let's recap what happened on Friday service now announced earnings the stock had hit about a 12 billion dollar valuation which is you know sort of the highest valuation roughly that it had hit and people were getting used to service now continuingly continuously beating expectations well they met expectations actually beat by a little they had but they guided lower because of currency headwinds everybody's facing headwinds you saw EMC missed by about fifteen percent and it's you know this week and so all the companies and earnings releases are saying all right we're being more cautious because of currency fluctuations right the dollars getting stronger as a result you're translating international currency back into fewer dollars means less earnings so on an apples-to-apples basis servers now continued to blow it away they grew fifty percent plus but they guided lower they're a little bit more conservative so with the street did is they took about a billion dollars out of the valuation now since then it's come back a little bit it's not not come back to ten points to the loss but i see this john is a very very positive opportunity you said that you call it a buying opportunity i think it probably is you know who knows the markets choppy and maybe maybe you companies like service now that are high flyers you might see them you know up and down evan flow but here's the point and I think you've made this as well they are built for the long term and here's why they they started out in what everybody thought was a very small they've got a 40 to 50 billion dollar total available market that they're going after they're just scratching the surface right now they've got leading-edge technology they're killing the competition and they're growing into new places where typically these types of companies don't go the traditional IT service management folks where are they going they're automating service management not only with an IT but also within HR within finance within legal anything that's service oriented and their billet going after email if it's maybe it's be even bigger than a 40 or 50 billion dollar market so they got a big market they got great tech they got great management so I think there's a lot of room for this company to grow can they go to the collaboration space that's gonna be the question means all about email how much collaborative even ibn about competing with with this with companies like work they went all out HRM well well a CRM a Salesforce i think is a potential big competitor down the road i think they're on a collision course with force calm and Heroku and you know all those app development you know activities that those guys are doing but that's it's early there but I see that yeah damn your point about sales force this is why I think its dangers for sales forces why I think you know maybe we're kind of opening up the kimono here on service now because we're reading the tea leaves but what em what Amazon is done for the cloud and what we're doing with crouched at servicenow is doing for iit meaning they're building integrated technologies for a variety of different use cases that quite frankly it's it's enabling so sales forces cobbling together a bunch of stuff they got chatter I got this and when you put monolithic systems together and try to match them together into quote a you know fake stack that's really not going to work so I think the challenge for the incumbent companies like Salesforce and others is if you cobble together technologies and don't integrate them in there for this new real-time clouded native born in the cloud mentality and have the enterprise grade you will lose some territory so service now is doing both of those and they could take territory very quickly so they're humble saying no no we're not competing I know we got to go but last thing I'll say this frank says ITR our homies that's the Franks lupins you know so it talks about IT and the reason why I see that as a big advantages i T is the one part of the organization that has purview over the entire organization so a single cmdb with nit is very and whoever controls the data will be very interesting so real time having the data having the platform will give you a lot better horizontal platform I love what service now is doing again we're going to go this is our pep in by the way and this is not their messaging but we will probe all the guests Dave we're going to kick off date you this is our intro for day two wall-to-wall coverage when we hear all day here at in Las Vegas with service now nawlins 15 this is the cube I'm John for Dave vellante thanks for watching stay tuned and all day today thats is the cube we'll be right back after this short break