>>Hi, everyone. Welcome to this program. Sponsored by HPE. I'm your host, Lisa Martin. We're here talking about being confident and trusting your server security with HPE. I have two guests here with me to talk about this important topic. Cole Humphreys joins us global server security product manager at HPE and Anne Potton trusted supply chain program lead at HPE guys. It's great to have you on the program. Welcome. >>Hi, thanks. Thank you. It's nice to be here, Anne. >>Let's talk about really what's going on there. Some of the trends, some of the threats there's so much change going on. What is HPE seeing? >>Yes. Good question. Thank you. Yeah. You know, cyber security threats are increasing everywhere and it's causing disruption to businesses and governments alike worldwide. You know, the global pandemic has caused limited employee availability. Originally this has led to material shortages and these things opens the door perhaps even wider for more counterfeit parts and products to enter the market. And these are challenges for consumers everywhere. In addition to this, we're seeing the geopolitical environment has changed. We're seeing, you know, rogue nation states using cybersecurity warfare tactics to immobilize an entity's ability to operate and perhaps even use their tactics for revenue generation, the Russian invasion of Ukraine as one example, but businesses are also under attack. You know, for example, we saw solar winds, software supply chain was attacked two years ago, which unfortunately went a notice for several months and then this was followed by the colonial pipeline attack and numerous others. >>You know, it just seems like it's almost a daily occurrence that we hear of a cyber attack on the evening news. And in fact, it's estimated that the cyber crime cost will reach over 10 and a half trillion dollars by 2025 and will be even more profitable than the global transfer of all major illegal drugs combined. This is crazy, you know, the macro environment in which companies operate in has changed over the years. And you know, all of these things together and coming from multiple directions presents a cybersecurity challenge for an organization and in particular it's supply chain. And this is why HPE is taking proactive steps to mitigate supply chain risk so that we can provide our customers with the most secure products and services. >>So Cole, let's bring you into the conversation and did a great job of summarizing the major threats that are going on the tumultuous landscape. Talk to us Cole about the security gap. What is it? What is HPE seeing and why are organizations in this situation? >>Hi, thanks Lisa. You know, what we're seeing is as this threat landscape increases to, you know, disrupt or attempt to disrupt our customers and our partners and ourselves, I, it's a kind of a double edge if you will, because you're seeing the increase in attacks, but what you're not seeing is that equal to growth of the skills and the experiences required to address the scale. So it really puts the pressure on companies because you have a skill gap, a talent gap, if you will. There's, you know, for example, there are projected to be three and a half million cyber roles open in the next few years, right? So all this scale is growing and people are just trying to keep up, but the gap is growing just literally the people to stop the bad actors from attacking the data and, and to complicate matters. You're also seeing a dynamic change of the who and the, how the attacks are happening, right? >>The classic attacks that you've seen, you know, and the SDK and all the, you know, the history books, those are not the standard plays anymore. You'll have, you know, nation states going after commercial entities and, you know, criminal syndicates and alluded to that. There's more money in it than the international drug trade. So you can imagine the amount of criminal interest in getting this money. So you put all that together. And the increasing of attacks, it just is really pressing down is, is literally, I mean, the reports we're reading over half of everyone, obviously the most critical infrastructure cares, but even just mainstream computing requirements need to have their data protected, help me protect my workloads and they don't have the people in house, right? So that's where partnership is needed, right? And that's where we believe, you know, our approach with our partner ecosystem is it's not HPE delivering everything ourself, but all of us in this together is really what we believe. The only way we're gonna be able to get this done. >>So collets double click on that HPE and its partner ecosystem can provide expertise that companies and every industry are lacking. You're delivering HPE as a 360 degree approach to security. Talk about what that 360 degree approach encompasses. >>Thank you. It is, it is an approach, right? Because I feel that security is a, it is a, it is a thread that will go through the entire construct of a technical solution, right there. Isn't a, oh, if you just buy this one server with this one feature, you don't have to worry about anything else. It's really it's everywhere. And at least the way we believe it, it's everywhere. And it in a 360 degree approach, the way we like to frame it is it's, it's this beginning with our supply chain, right? We take a lot of pride in the designs, you know, the really smart engineering teams, the design, our technology, our awesome world class global operations team, working in concert to deliver some of these technologies into the market. That is a huge, you know, great capability, but also a huge risk to customers, cuz that is the most vulnerable place that if you inject some sort of malware or, or tampering at that point, you know, the rest of the story really becomes mute because you've already defeated, right? >>And then you move in to you physically deployed that through our global operations. Now you're in an operating environment. That's where automation becomes key, right? We have software innovations in, you know, our ILO product of management inside those single servers. And we have really cool new grain lake for compute operations management services out there that give customers more control back and more information to deal with this scaling problem. And then lastly, as you begin to wrap up, you know, the natural life cycle and you need to move to new platforms and new technologies, right? We think about the exit of that life cycle and how do we make sure we dispose of the data and, and move those products into a secondary life cycle so that we can move back into this kind of circular 360 degree approach. We don't wanna leave our customers hanging anywhere in this entire journey. >>That 360 degree approach is so critical, especially given as we've talked about already in this segment, the changes, the dynamics in the environment. And as Cole said, this is this 360 degree approach that HPE is delivering is beginning in the manufacturing supply chain seems like the first line of defense against cyber attackers talked to us about why that's important. And where did the impetus come from? Was that COVID was that customer demand? >>Yep. Yep. Yeah. The supply chain is critical. Thank you. So in 2018, we, we could see all of these cybersecurity issues starting to emerge and predicted that this would be a significant challenge for our industry. So we formed a strategic initiative called the trusted supply chain program designed to mitigate cybersecurity risk in the supply chain and really starting at the product with the product life cycle, starting at the product design phase and moving through sourcing and manufacturing, how we deliver products to our customers and ultimately a product's end of life that Cole mentioned. So in doing this, we're able to provide our customers with the most secure products and services, whether they're buying their servers from, for their data center or using our own GreenLake services. So just to give you some examples, something that is foundational to our trusted supply chain program, we've built a very robust cybersecurity supply chain risk management program that includes assessing our risk at our all factories and our suppliers. >>Okay. We're also looking at strengthening our software supply chain by developing mechanisms to identify software vulnerabilities and hardening our own software build environments to protect against counterfeit parts that I mentioned in the beginning from entering our supply chain, we've recently started a blockchain program so that we can identify component provenance and trace part parts back to their original manufacturers. So our security efforts, you know, continue even after product manufacturing, we offer three different levels of secure delivery services for our customers, including, you know, a dedicated truck and driver or perhaps even an exclusive use vehicle. We can tailor our delivery services to whatever the customer needs. And then when a product is at its end of life, products are either recycled or disposed using our approved vendors. So our servers are also equipped with the one button secure erase that erases every bite of data, including firmware data and talking about products, we've taken additional steps to provide additional security features for our products. >>Number one, we can provide platform certificates that allow the user to cryptographically verify that their server hasn't been tampered with from the time it left the manufacturing facility to the time that it arrives at the customer's factory facility. In addition to that, we've launched a dedicated line of trusted supply chain servers with additional security features, including secure configuration lock chassis intrusion detection. And these are assembled at our us factory by us vetted employees. So lots of exciting things happening within the supply chain, not just to shore up our own supply chain risk, but also to provide our customer the most. So that announcement. >>All right, thank you. You know, they've got great setup though, because I think you gotta really appreciate the whole effort that we're putting into, you know, bringing these online. But one of the just transparently the gaps we had as we proved this out was as you heard, this initial proof was delivered with assembly in the us factory employees, you know, fantastic program really successful in all our target industries and, and even expanding to places we didn't really expect it to, but it's kind of going to the point of security. Isn't just for one industry or one set of customers, right? We're seeing it in our partners. We're seeing it in different industries than we have in the past. And, but the challenge was we couldn't get this global right out the gate, right? This has been a really heavy transparently, a us federal activated focus, right? >>If, if you've been tracked in what's going on since may of last year, there's been a call to action to improve a nation cybersecurity. So we've been all in on that and we have an opinion and we're working hard on that, but we're a global company, right? How can we get this out to the rest of the world? Well guess what, this month we figured it out and well, let's take a lot more than those month. We did a lot of work that we figured it out and we have launched a comparable service globally called server security optimization service, right? HPE server security optimization service for proli. I like to call it, you know, S S O S sauce, right? Do you wanna be clever HPE sauce that we can now deploy globally? We get that product hardened in the supply chain, right? Because if you take the best of your supply chain and you take your technical innovations, that you've innovated into the server, you can deliver a better experience for your customers, right? >>So the supply chain equals server technology and our awesome, you know, services teams deliver supply chain security at that last mile. And we can deliver it in the European markets. And now in the Asia Pacific markets right now, we could always just, we could ship it from the us to other markets. So we could always fulfill this promise, but I think it's just having that local access into your partner ecosystem and stuff just makes more sense, but it is big deal for us because now we have activated a meaningful supply chain security benefit for our entire global network of partners and customers, and we're excited about it. And we hope our customers are too. >>That's huge Cole. And, and in terms of this significance of the impact that HPE is delivering through its partner ecosystem globally as the supply chain continues to be one of the terms on everyone's lips here, I'm curious Cole, we just couple months ago, we're at discover. Can you talk about what HPE is doing here from a, a security perspective, this global approach that it's taking as it relates to what HPE was talking about at discover, in terms of we wanna secure the enterprise to deliver these experiences from edge to cloud. >>You know, I feel like for, for me, and, and I think you look at the shared responsibility models and you know, other frameworks out there, the way we're the way I believe it to be is this is it's, it's a solution, right? There's not one thing, you know, if you use HPE supply chain, the end, or if you buy an HPE pro line the end, right. It is an integrated connectedness with our, as a service platform, our service and support commitments, you know, our extensive partner ecosystem, our alliances, all of that comes together to ultimately offer that assurance to a customer. And I think these are specific, meaningful proof points in that chain of custody, right? That chain of trust, if you will, because as the world becomes more, zero trust, we are gonna have to prove ourselves more, right. And these are those kind of technical I credentials and identities and, you know, capabilities that a modern approach to security need. >>Excellent, great work there. And let's go ahead and, and take us home, take the audience through what you think ultimately, what HPE is doing, really infusing security at that 360 degree approach level that we talked about. What are some of the key takeaways that you want the audience that's watching here today to walk away with? >>Right. Right. Thank you. Yeah. You know, with the increase in cyber security threats, everywhere affecting all businesses globally, it's gonna require everyone in our industry to continue to evolve in our supply chain security in our product security in order to protect our customers in our business, continuity protecting our supply chain is something that HPE is very committed to and takes very seriously. So, you know, I think regardless of whether our customers are looking for an on-prem solution or a GreenLake service, you know, HPE is proactively looking for in mitigating any security risk in this supply chain so that we can provide our customers with the most secure products and services. >>Awesome. Ann and Cole. Thank you so much for joining me today, talking about what HPE is doing here and why it's important as our program is called to be confident and trust your server security with HPE and how HPE is doing that. Appreciate your insights on your time. >>Thank you so much for having thank >>You, Lisa, >>For Cole Humphreys and Anne Potton I'm Lisa Martin. We wanna thank you for watching this segment in our series. Be confident and trust your server security with HPE. We'll see you soon.

(upbeat music) >> Hi, everyone, welcome to this program sponsored by HPE. I'm your host, Lisa Martin. We're here talking about being confident and trusting your server security with HPE. I have two guests here with me to talk about this important topic. Cole Humphreys joins us, global server security product manager at HPE, and Ann Potten, trusted supply chain program lead at HPE. Guys, it's great to have you on the program, welcome. >> Hi, thanks. >> Thank you. It's nice to be here. >> Ann let's talk about really what's going on there. Some of the trends, some of the threats, there's so much change going on. What is HPE seeing? >> Yes, good question, thank you. Yeah, you know, cybersecurity threats are increasing everywhere and it's causing disruption to businesses and governments alike worldwide. You know, the global pandemic has caused limited employee availability originally, this has led to material shortages, and these things opens the door perhaps even wider for more counterfeit parts and products to enter the market, and these are challenges for consumers everywhere. In addition to this, we're seeing the geopolitical environment has changed. We're seeing rogue nation states using cybersecurity warfare tactics to immobilize an entity's ability to operate, and perhaps even use their tactics for revenue generation. The Russian invasion of Ukraine is one example. But businesses are also under attack, you know, for example, we saw SolarWinds' software supply chain was attacked two years ago, which unfortunately went unnoticed for several months. And then, this was followed by the Colonial Pipeline attack and numerous others. You know, it just seems like it's almost a daily occurrence that we hear of a cyberattack on the evening news. And, in fact, it's estimated that the cyber crime cost will reach over $10.5 trillion by 2025, and will be even more profitable than the global transfer of all major illegal drugs combined. This is crazy. You know, the macro environment in which companies operate in has changed over the years. And, you know, all of these things together and coming from multiple directions presents a cybersecurity challenge for an organization and, in particular, its supply chain. And this is why HPE is taking proactive steps to mitigate supply chain risk, so that we can provide our customers with the most secure products and services. >> So, Cole, let's bring you into the conversation. Ann did a great job of summarizing the major threats that are going on, the tumultuous landscape. Talk to us, Cole, about the security gap. What is it, what is HPE seeing, and why are organizations in this situation? >> Hi, thanks, Lisa. You know, what we're seeing is as this threat landscape increases to, you know, disrupt or attempt to disrupt our customers, and our partners, and ourselves, it's a kind of a double edge, if you will, because you're seeing the increase in attacks, but what you're not seeing is an equal to growth of the skills and the experiences required to address the scale. So it really puts the pressure on companies, because you have a skill gap, a talent gap, if you will, you know, for example, there are projected to be 3 1/2 million cyber roles open in the next few years, right? So all this scale is growing, and people are just trying to keep up, but the gap is growing, just literally the people to stop the bad actors from attacking the data. And to complicate matters, you're also seeing a dynamic change of the who and the how the attacks are happening, right? The classic attacks that you've seen, you know, in the espionage in all the, you know, the history books, those are not the standard plays anymore. You'll have, you know, nation states going after commercial entities and, you know, criminal syndicates, as Ann alluded to, that there's more money in it than the international drug trade, so you can imagine the amount of criminal interest in getting this money. So you put all that together and the increasing of attacks it just is really pressing down as literally, I mean, the reports we're reading over half of everyone. Obviously, the most critical infrastructure cares, but even just mainstream computing requirements need to have their data protected, "Help me protect my workloads," and they don't have the people in-house, right? So that's where partnership is needed, right? And that's where we believe, you know, our approach with our partner ecosystem this is not HPE delivering everything ourself, but all of us in this together is really what we believe the only way we're going to be able to get this done. >> So, Cole, let's double-click on that, HPE and its partner ecosystem can provide expertise that companies in every industry are lacking. You're delivering HPE as a 360-degree approach to security. Talk about what that 360-degree approach encompasses. >> Thank you, it is an approach, right? Because I feel that security it is a thread that will go through the entire construct of a technical solution, right? There isn't a, "Oh, if you just buy this one server with this one feature, you don't have to worry about anything else." It's really it's everywhere, at least the way we believe it, it's everywhere. And in a 360-degree approach, the way we like to frame it, is it's this beginning with our supply chain, right? We take a lot of pride in the designs, you know, the really smart engineering teams, the designer, technology, our awesome, world-class global operations team working in concert to deliver some of these technologies into the market, that is, you know, a great capability, but also a huge risk to customers. 'Cause that is the most vulnerable place that if you inject some sort of malware or tampering at that point, you know, the rest of the story really becomes mute, because you've already defeated, right? And then, you move in to you physically deployed that through our global operations, now you're in an operating environment. That's where automation becomes key, right? We have software innovations in, you know, our iLO product of management inside those single servers, and we have really cool new GreenLake for compute operations management services out there that give customers more control back and more information to deal with this scaling problem. And then, lastly, as you begin to wrap up, you know, the natural life cycle, and you need to move to new platforms and new technologies, we think about the exit of that life cycle, and how do we make sure we dispose of the data and move those products into a secondary life cycle, so that we can move back into this kind of circular 360-degree approach. We don't want to leave our customers hanging anywhere in this entire journey. >> That 360-degree approach is so critical, especially given, as we've talked about already in this segment, the changes, the dynamics in the environment. Ann, as Cole said, this 360-degree approach that HPE is delivering is beginning in the manufacturing supply chain, seems like the first line of defense against cyberattackers. Talk to us about why that's important and where did the impetus come from? Was that COVID, was that customer demand? >> Yep, yep. Yeah, the supply chain is critical, thank you. So in 2018, we could see all of these cybersecurity issues starting to emerge and predicted that this would be a significant challenge for our industry. So we formed a strategic initiative called the Trusted Supply Chain Program designed to mitigate cybersecurity risk in the supply chain, and really starting with the product life cycle, starting at the product design phase and moving through sourcing and manufacturing, how we deliver products to our customers and, ultimately, a product's end of life that Cole mentioned. So in doing this, we're able to provide our customers with the most secure products and services, whether they're buying their servers for their data center or using our own GreenLake services. So just to give you some examples, something that is foundational to our Trusted Supply Chain Program we've built a very robust cybersecurity supply chain risk management program that includes assessing our risk at all factories and our suppliers, okay? We're also looking at strengthening our software supply chain by developing mechanisms to identify software vulnerabilities and hardening our own software build environments. To protect against counterfeit parts, that I mentioned in the beginning, from entering our supply chain, we've recently started a blockchain program so that we can identify component provenance and trace parts back to their original manufacturers. So our security efforts, you know, continue even after product manufacturing. We offer three different levels of secured delivery services for our customers, including, you know, a dedicated truck and driver, or perhaps even an exclusive use vehicle. We can tailor our delivery services to whatever the customer needs. And then, when a product is at its end of life, products are either recycled or disposed using our approved vendors. So our servers are also equipped with the One-Button Secure Erase that erases every byte of data, including firmware data. And talking about products, we've taken additional steps to provide additional security features for our products. Number one, we can provide platform certificates that allow the user to cryptographically verify that their server hasn't been tampered with from the time it left the manufacturing facility to the time that it arrives at the customer's facility. In addition to that, we've launched a dedicated line of trusted supply chain servers with additional security features, including Secure Configuration Lock, Chassis Intrusion Detection, and these are assembled at our U.S. factory by U.S. vetted employees. So lots of exciting things happening within the supply chain not just to shore up our own supply chain risk, but also to provide our customers with the most secure product. And so with that, Cole, do you want to make our big announcement? >> All right, thank you. You know, what a great setup though, because I think you got to really appreciate the whole effort that we're putting into, you know, bringing these online. But one of the, just transparently, the gaps we had as we proved this out was, as you heard, this initial proof was delivered with assembly in the U.S. factory employees. You know, fantastic program, really successful in all our target industries and even expanding to places we didn't really expect it to. But it's kind of going to the point of security isn't just for one industry or one set of customers, right? We're seeing it in our partners, we're seeing it in different industries than we have in the past. But the challenge was we couldn't get this global right out the gate, right? This has been a really heavy, transparently, a U.S. federal activated focus, right? If you've been tracking what's going on since May of last year, there's been a call to action to improve the nation's cybersecurity. So we've been all in on that, and we have an opinion and we're working hard on that, but we're a global company, right? How can we get this out to the rest of the world? Well, guess what? This month we figured it out and, well, it's take a lot more than this month, we did a lot of work, but we figured it out. And we have launched a comparable service globally called Server Security Optimization Service, right? HPE Server Security Optimization Service for ProLiant. I like to call it, you know, SSOS Sauce, right? Do you want to be clever? HPE Sauce that we can now deploy globally. We get that product hardened in the supply chain, right? Because if you take the best of your supply chain and you take your technical innovations that you've innovated into the server, you can deliver a better experience for your customers, right? So the supply chain equals server technology and our awesome, you know, services teams deliver supply chain security at that last mile, and we can deliver it in the European markets and now in the Asia Pacific markets, right? We could ship it from the U.S. to other markets, so we could always fulfill this promise, but I think it's just having that local access into your partner ecosystem and stuff just makes more sense. But it is a big deal for us because now we have activated a meaningful supply chain security benefit for our entire global network of partners and customers and we're excited about it, and we hope our customers are too. >> That's huge, Cole and Ann, in terms of the significance of the impact that HPE is delivering through its partner ecosystem globally as the supply chain continues to be one of the terms on everyone's lips here. I'm curious, Cole, we just couple months ago, we're at Discover, can you talk about what HPE is doing here from a security perspective, this global approach that it's taking as it relates to what HPE was talking about at Discover in terms of we want to secure the enterprise to deliver these experiences from edge to cloud. >> You know, I feel like for me, and I think you look at the shared-responsibility models and, you know, other frameworks out there, the way I believe it to be is it's a solution, right? There's not one thing, you know, if you use HPE supply chain, the end, or if you buy an HPE ProLiant, the end, right? It is an integrated connectedness with our as-a-service platform, our service and support commitments, you know, our extensive partner ecosystem, our alliances, all of that comes together to ultimately offer that assurance to a customer, and I think these are specific meaningful proof points in that chain of custody, right? That chain of trust, if you will. Because as the world becomes more zero trust, we are going to have to prove ourselves more, right? And these are those kind of technical credentials, and identities and, you know, capabilities that a modern approach to security need. >> Excellent, great work there. Ann, let's go ahead and take us home. Take the audience through what you think, ultimately, what HPE is doing really infusing security at that 360-degree approach level that we talked about. What are some of the key takeaways that you want the audience that's watching here today to walk away with? >> Right, right, thank you. Yeah, you know, with the increase in cybersecurity threats everywhere affecting all businesses globally, it's going to require everyone in our industry to continue to evolve in our supply chain security and our product security in order to protect our customers and our business continuity. Protecting our supply chain is something that HPE is very committed to and takes very seriously. So, you know, I think regardless of whether our customers are looking for an on-prem solution or a GreenLake service, you know, HPE is proactively looking for and mitigating any security risk in the supply chain so that we can provide our customers with the most secure products and services. >> Awesome, Anne and Cole, thank you so much for joining me today talking about what HPE is doing here and why it's important, as our program is called, to be confident and trust your server security with HPE, and how HPE is doing that. Appreciate your insights and your time. >> Thank you so much for having us. >> Thank you, Lisa. >> For Cole Humphreys and Anne Potten, I'm Lisa Martin, we want to thank you for watching this segment in our series, Be Confident and Trust Your Server Security with HPE. We'll see you soon. (gentle upbeat music)

(upbeat music) >> From the SiliconANGLE media office, in Boston Massachusetts, it's theCUBE. (upbeat music) Now, here's your host, Dave Vellante. >> Hi everybody, welcome to this cube conversation. This is part of our CIO series and Jason Thomas is here, he's the CIO of Cole, Scott, and Kissane. CSK is Florida's largest civil defense law firm. Cube along Jason Thomas, great to see you again, thanks for coming on. >> Yeah, thanks for having me. >> So, let's talk a little bit about, the firm. largest firm in Florida, the focus is on Civil Defense, so you got lawyers, you got paralegals running around, you got demanding clients. What's the business like that's driving your technology strategy? >> so when I I'm new to legal, so this, I've been here about almost four years now, so I started January. a whole different world. I came from, from Startup Biotech, that line of business and a completely different animal. it's some of what you imagine, very always on the go, very busy, lot of business, we open dozens of cases a day, new cases, so a lot of things going on. >> Really event driven? >> Yeah very, very busy, so and you know technology's, you know the firm has taken stance that, technology is very important, to the firm and, we want to use the best technology possible, to make us as efficient as possible, so that's the chief driver, for tech at the law firm. >> So tech, you know, 15 years ago, whatever it was like, take an email to SaaS, right? So, but I would imagine you're focusing a lot on just attorney and employee productivity, maybe collaboration, document management, compliance. Are those some of the hot topics? And how are you applying technology to deal with those? >> Yep, so that is a big drive, efficiency, using technology to be efficient, and to make our folks productive. What we don't want to see, and that you see sometimes, you throw a whole bunch of technology at folks thinking that it's going to make them efficient and productive, and actually, it could be the greatest technology in the world for one place, and apply it, and you put it in another firm, and it makes us unproductive, so that's kind of the magic there. Kind of a trick to figuring out, what is it that actually is going to make us productive? >> Are there pretty clear swim lanes in your firm? Or is there a lot of shadow IT going on? Because I would imagine a lot of the frustration of, you know, IT folks is, you get the shadow IT, they bring in a point product, and that IT goes, "CIO's calling clean up this crime scene," and is that a problem in your firm specifically? Or even your industry? Or is it pretty much hey, let the tech folks figure out what the right tool for the job is? >> so in my mind the trick here is, it's not going to be any one person, or any practice group that's going to define what's the best option, what's the best tech. I mean thankfully for me, I do try and drive most of the tech out the firm, but the key is, you have to understand how the business runs. Just because it's cool tech, or it's working at one firm, doesn't mean it's going to apply or work in others. So, I spent a lot of time, in conversations with, a lot of the partners and associates. I try to make myself available as much, just to chat, see what they're doing. see what could make them more efficient. Sometimes if you don't ask, they don't even tell you, but if you ask the question, you can learn a lot in 20 minutes from somebody. And that kind of helps me decide, okay, what is going to make sense, or what's the next thing I should be looking at, to help folks out. >> So basically, Columbo questions, for those of you who remember Columbo, kind of ask your basic questions? What about work flow, how do you spend your time? What kinds of questions would you ask attorneys? >> honestly they could be calling about something completely unrelated to what, you know, what I'm thinking. It just could be as simple as, "Hey I'm this thing with this program where I'm trying to do X and this is the way we're doing now. Is there a better way to do it?" Or, it could be as simple as, we just kind of fall into the conversation based on other things. You know. They just want to talk to somebody sometimes. But they're not necessarily going to bring it up, or just don't have the time, they don't have the time. >> So a lot of times in theCUBE we get caught up, We love the tech, we talk about data science, and machine learning, and block chains and everything else, but then there's this basic blocking and tackling, that the CIO has to worry about. I wondered if you could share your perspectives based on your experience, just in terms of, some of the advice you might give to, organizations that are maybe growing, maybe haven't had the experience of a CIO that's been around the block, maybe in different industries? But some of the basic blocking and tackling that you see, that maybe doesn't happen in organizations, that really needs to happen. >> the expectation, or when you're thinking about, thinking about what the next thing is for the firm, or for your company, you also want to kind of think, you want to think long term as well. You want to think three to five years out. So, if we do this now and based on our current, growth projections, will this work for us in three years? Will this work for us in five years? Or what's our game plan? Maybe we start small, and, expand from there, but you don't want to just plan for the immediate you want to plan for the future. That's kind of, I think that's what CIO should be doing. It's not just about the tech, or is it going to work in our environment, but is it going to work for us down the road. Because we don't want, nobody, CFOs don't want to hear, and CEOs don't want to hear that, hey, yeah we just bought this thing last year, but, yeah we're going to have to buy something new now because it doesn't work anymore. >> But it does happen sometimes? >> It happens all the time, you know. >> Right, I remember, it goes a ways back now, but the federal rules of civil procedure, I think it was 2006, and everybody was rushing to plug holes because the courts ruled that electronic material was evidentiary, for whatever, seven years or something. So everybody was like okay, we need to have a system that allows us to comply. So, they went out and bought email archiving systems, which they knew they were going to have to throw away in three or four year. So how do you deal with it? Do you face that? Especially in a compliance oriented world, and you just try to sort of balance the cost and the throw away nature of that initiative with something more strategic? How do you deal with that? And how do you communicate that to the powers that be? >> Number one, no one likes to be held at gunpoint, number one, and especially my boss, so. I mean he gets it right, I mean there's regulations. But I will say, nothing happens as fast as everyone says it's going to happen. so there's always that idea. There's always this panic, oh we've got to put this in, and honestly I feel like tech folks use an excuse, and of course I do too. Say like, oh you all this is awesome. You know, we get to put something new in and, you know no one's going to say no and, it's not always the best approach, and again you kind of have to look at it long term, holistically for the business. You know, what is really going to happen in a few years? Is this technology going to even be a thing in a few years? Or is it just like, just to satisfy an immediate solution? Because again, I don't want, the last thing I hate doing is putting something in and telling my boss that it has to be replaced. He hates hearing that, and I don't want to tell him that either, quite frankly it's embarrassing. >> I don't blame your boss. >> Yeah it's embarrassing, it's just, let's do it right the first time. >> How do you do planning? I mean obviously there's a technology component, of planning, but I'm inferring from what you say that the end of technology is kind of the, the last thing you should be worrying about. You should be worried about the direction of the firm, the business, the growth plan, how do you do, as CIO, planning and how do you align that with the business? >> conversations, so lots of conversations. Lots of conversations with the attorneys. continued conversations with my boss, the CEO, and sometimes I'm not really great about it sometimes. And, you know, weeks will go by, you know, and I won't even have a conversation with him, about what's going on, and he wants to know what's going on. He doesn't understand all of it, but in those, you know, 15, 20 minute conversations, you'll be surprised what you'll learn. What's going on in the business that you didn't, or I didn't know about, and from there I can make decisions about, you know, six months from now, or next year, or during budgeting season, what it is that we need because, budgeting season is not really the time that you need to try and figure out what you want to do for next year. You want to have a plan months before that. You know, You already want to have kind of an idea of what you want to do, I mean, I've been talking to my CFO since, the beginning of summer about things we want to do for 2020. you know, six months, nine months, ahead of time, so. >> So, do you do basically annual planning? Do you try to look out further? Do you formally document that stuff? >> Every quarter, so we have, we kind of have most of the conversations with our, with my CFO and COO. every quarter we have kind of a list of projects/ what is it we want to do for the next couple quarters. We just kind of, track that and based on what we're seeing and how we do, then we, basically we plan each quarter, is how it comes down to. And we have a, we'll call it a white board, a virtual white board of what we're doing and what we want to do. >> But relatively near the midterm planning, you know doing like five year plannings though right? >> No. >> Waste of time to try to do that, or? At least in your business, maybe in pharmaceuticals? >> At least for us it was really, it's hard for us, to do that because of how quickly we grew over the last, again I've only been here almost four years, but even when I started, in 2015, I think we had somewhere around 300 plus attorneys. Now we're somewhere in the 475 range, I'm not saying no one saw that happening, but I don't think we expected that. I mean business has been great and we're happy, and we're fortunate to have it, but you can only plan so much. but do the best you can with the data you have. >> And for organization structure, you report to the CFO, is that correct? >> CEO. >> CEO? Okay so the, so you're a peer essentially of the CFO, is that right? >> Yeah. >> So you talk to the CFO about budgeting? >> Yeah. >> So you've got the CEO's >> More of the nitty gritty you know the details and numbers. >> What's that conversation like? Is it obviously you've got to justify, show a business case, or is it more sort of hate space? >> So here's the good news. I got lucky again. the CFO is very technology forward and so he understands that it drives a lot of efficiencies within the firm. So he gets it but he's been in the history long enough to get it and knows that we can, again he's efficiency a lot, but there's just a lot of efficiencies, and a lot of inefficiencies seen in a lot of what folks do in law firms that no one takes the time to sit down and say okay why do you do it like this? there's got to be a better way. Well this is the way I just do it, and so, we've been able to kind of adjust a lot of those work flows, or change those work flows to make it more cost effective for the business. Like even things simple as, just manage print service, you know, do we store 100 toners in the back somewhere and then wait for someone to, say that they're out of toners? That's not very efficient. and it's very expensive actually, so you put in a much more efficient process in place for toners. Because we're a paperless firm, but you know, I mean we still have to print, so. >> So, the joke about the paperless office was something like paperless bathroom. So, the other way around, I want to ask you about security. Are you the defacto Chief Information Security Officer, or do you have a CISO, or? >> I do not have a CISO that is me, so that'll be me. >> So, that is you. Alright so let's talk security. So, what is the state of security and as you see it? it's constantly evolving. Security practitioners tell us that they got so many tools, they got, they might have a SEC ops team, you may or may not, it may be something embedded in your team, but they've got to respond, they've got to respond, sometimes it's hard to figure out what they should respond to, prioritization, the data, keeping up with the bad guys, all that stuff. What's your state of security? >> so I think these days, it's not really, it's not really about having the best firewall, or the best, outside protection, so I think a lot of the attacks that are happening now, not that they don't happen form the outside, but a lot of it is a lot of social engineering, and a lot of everything. They're taking advantage of the the ignorance of the users, for lack of a better way to say it, so a lot of it's coming in through email, malicious links, and they're taking advantage of the inside, and bad practices, and bad policies, and/or lack of So, I think based on what we see in the news now, and what you read about, it seems like there's a breech every week somewhere. And when it comes down to it you find out that X company didn't, didn't use a strong hashing. For assaulting, on the hashes for their passwords. Like simple simple, just basic basic stuff. It's not like some massive operation like you see in a movie where you know, they're making this big plan to break in a building and it pans out and they're sneaking in you know, from the ceiling and all that kind of stuff. They're just basic stuff, they're just passwords. How can passwords, reused passwords, just databases of passwords everywhere, out in the dark where you can just buy, and they're just utilizing simple stuff like that. It's not even complicated anymore, it's just, it's a lot of social engineering. >> Often times I say that bad user behavior trumps good security every time, I wanted to ask you about the state of the self security in the industry. So you are reinforced, we were there, and Steven Schmidt stood up and he said, "Look at this narrative from the vendor community that says security is broken, isn't productive. It hurts the industry at the same time." I was at VM world recently a couple months ago, last month actually, Pat Kelsinger basically stood up and said security is broken and we're here to fix it, they bought, you know made a big acquisition of carbon black a local company, so you have these two different, you know, polarizing opinions, I don't necessarily feel like the state of security is great. I look back every year I say do I feel more secure or not, you know remember art cove yellow, every year RSA would write his letter. but what are your thoughts on that? Are you basically saying hey, it's, a lot of times it's user behavior, it's things that maybe, you know it's education, is security a do over? I guess is my question. >> A do over in the sense that I think it just comes out to basic education. I have, you'd be, we're in tech and we understand security and we have all these grand ideas and technologies and vendors and software that we use to do different things on all these fancy dashboards. But, if you ask the basic person off the street about, I think I saw a skit on Twitter the other day and you know there was this guy going around asking them, asking people, you know, what's your Facebook password, or you know how complex is it and they'll just give them their passwords and stuff you know, and I mean there's just a lack of basic education, so all us security buffs walk around, and they don't understand what we're talking about, but they don't need to understand what we're talking about. We just need to be able to look, to just have a basic security awareness and training with folks. I have a friend who works in industry, or in a nonprofit that does, that helps folks who've been you know kind of, harassed or abused online. And she's saying, she's telling me, she's like, "Look you guys are great you're really smart, but these folks, they don't know the basic stuff like hey you know someone keeps logging into my internet, and I keep seeing someone, you know, these weird things in my yard, like cameras in my yard and, can I do this with my phone, and oh well I can't use, like, my dogs name for my Facebook password? Like this is just basic stuff that nobody knows. It's not because they're stupid it's just, they just don't know." And so, like we're up here, and your average everyday person is just on this level. >> How about ransom ware? Obviously a hot topic in the business. what should people be, what should they know and what should they be doing? >> at a basic level security ware is training, it's very simple to do, there's a lot of, no that I'm, pushing products there's plenty of products out there. Secure great ones that kind of help your user, or teach them what not to do, or what to look for. we run a fishing campaign in our firm every once in a while and at this point no one clicks on anything without asking. I mean I get direct emails and I say hey, how's this look? Does it look like I should click it or, you know, does it look legit, I mean it's great. They ask now, they know not to do it. Whereas, I mean that's how they get you. That's how they get most of these places. Especially from we get a lot of, we constantly hear about small firms or smaller clients/companies getting hacked, we constantly get emails from them all the time. They'll get hacked and then we'll get the the emails with the links or whatever. that's one on the user side. On the IT side, we just really need to take it back to the basics, let's make sure we have, backups, and a backup policy, and a data protection policy, and an instant response plan. Let's have a plan here, let's not react when something happens, let's just have a plan. Honestly at our firm, we do have backups, we have layered strategy, but there's just some basic things that we don't do, like you know, IT folks, we don't, we don't keep things on our desktop. Let's start with us, you know we're supposed to be the leadership, in this regard, so let's not keep stuff on our desk let's keep stuff on the network. Let's keep it protected. Make sure it's part of the backup schedule. things like that, I think you just start there, because I was you know, I was just reading about, there's an article that came out yesterday, I think it was Washington Post, and it was talking about the ransomer incident in Baltimore a few months ago. They're just now finding out that the, even the IT folks had stuff on their local computers that couldn't be recovered, important documentation. So, this is just data protection 101. You know, we've got to take it back to the basics, take it back. >> Last question, is just kind of your career, so you mentioned before, you were in, I think you said health care, or? >> Yeah so I worked with MSP, so I worked with a lot of start ups. >> So, how'd you get here how'd you become a CIO? People out there may be, you know people in tech, they aspire perhaps to stay in tech, but they want maybe more of a management role. What was your path, and what kind of advice would you give them? >> what I would say is, so it worked out where, I was I was a lead at the company I was at here in Mass at the time, and so long story short my wife had an opportunity in Orlando, we moved, and I said I would never work for a law firm, ever. because I was, when my current boss found out I was coming we have a, a long relationship. When I was in, grew up in Florida and so part of that yeah, okay so I was in the right place at the right time and I knew somebody, that's why it's important to stay on top of networking. Always be networking, not for any other reason, just get to know people, you know. the tough thing that I had growing in the industry, I didn't get involved early on, which I should've. I should've gone to events, things like that. Get to know folks because if the people don't know you, why are they going to hire you? It's easier to get in somewhere, or get an opportunity, if they at least know you, or know your name, or know somebody that knows you. That's number one, so I'm big on that. as soon as I moved back here I've already started, I have quarterly lunches with some of the CIOs at different firms, I just put myself put there. Just hey I'm here, want to get together for lunch? It's that simple. number two make sure this is what you want to do, it's a lot of it, and you hear this all the time, a lot of it has to do with personalities and people. You're managing personalities and people half the time. You are not just doing the tech. If you think you're just going to be doing tech, or you're just going to be doing cool stuff, not the case. So, make sure you can, you know, make sure you know what you're getting into because it's, it's very challenging. >> Now that's great, great advice, so network, it's not, I like to say it's not who you know it's who knows you, so get out there. And then, Love it because, a lot of times I would imagine it's thankless. Right, you hear, >> Yep. >> You hear a lot of the chatter when something goes wrong, >> It's like a defense of a football team, you know, it's fine until, >> Until somebody scores. >> And someone gets sacked you know what I mean, otherwise no one cares. >> Alright Jason well thanks for the update, really appreciate you coming on theCUBE again. >> Thank you. >> Alright you're welcome, alright keep it right there buddy. We will be back with our next segment, right after this short break. (mood music)

[Announcer] From the SiliconANGLE Media office in Boston, Massachusetts. It's the CUBE. Now, here's your host Dave Vellante. >> Hi everybody, welcome to this CUBE conversation. We're here again with Jason Thomas who is the CIO of Cole, Scott and Kissane, CSK, Law Firm in Florida. And we're going to talk tech a little bit and specifically going to focus a little bit on the infrastructure, architecture, some of the tools and products that Jason is using. How he is applying technology. Good to see you again, Jason. Thank you for coming on. >> Thank you. >> So we know about your law firm. Largest civil defense law firm in Florida. Very fast growing. You know, I think you said 400 plus attorneys, right? So, growing for the last three or four years from about 300 or so, right? So very fast growing, dynamic. Doing awesome, that's great. Congratulations. I want to talk about your infrastructure. So, paint us a picture of what your shop looks like. And we'll get into it. >> Yup, so I am very big on centralization. So, when I first arrived at the firm we had a lot of data sprawl is the best way to put it. You know, just kind of servers everywhere. Different offices. And I said the first thing we need to do is take all of this. We need to get everything in the data center. That's just going to make life much easier, as much as possible. So, at this point all we really see in any given office is a main controller and a print server. That's it. And, other than that, everything else is in the data center where we use Pure Storage on the back end for our SAN, for our high performance type applications. For our document management where we've moved or in the process of moving all of that to the Cloud. That's much more efficient that way. Sitting on an all FlashArrays is not, does not make sense as far as PDFs and word documents go you are not going to see the crush or data reduction there. And so, we've got that there so, we've got kind of a multi-layer strategy. Not to say that I'm paranoid, but I'm kind of paranoid when it comes to data protection and data loss. And so we started as simple as our file servers, for example, we have shadow copies enabled. That's the simplest, it's free. So, if someone deletes a random file or something, rather than going to our, we don't even have to go to our backup system. We just take a look, some snapshots, go back and restore that. If it's, you know, something simple like that. That way, even if we wanted to let an end user restore a file, we could, but we handle that. >> So it's not self-serve. >> Yeah, it's not self-serve but we do it for them. But, it's a basic tech can do that. You don't have to call the system admin to handle that. Anything further than that, then yeah, we go to the backups and then part of our backup... Our next step in our backup strategy, we are a Rubrik shop, so we have a brick, a brick as they call it in our data, in our backup data center. We have another data center just for backups. So, that all gets stored. The Rubrik, it's completely immutable, and it's got decent retention on that. So... >> Did you bring in RubriK, or was it there? >> I brought in Rubrik, yeah. >> OK, why did you bring in Rubrik? >> We were using, and you had mentioned earlier in the segment, when we started out, we were much smaller than we were years ago. We were using a product that was probably geared more towards SMB, and we needed something a little more enterprise. So, we brought in Rubrik a couple of years ago. >> OK. >> And we've done some, we haven't had to use it, thankfully haven't had to use it much. It's there and we do obviously do testing on it on a regular basis. I have spun up a VM on it which is awesome that I might personally ruined a VM myself it wouldn't boot But luckily it was a test VM so I was able to spin one up there. So it works as advertised. It's awesome, very fast. And then we've also got another data center outside the state of Florida where we have another, basically, it's basically a replica or duplicate of what we have in our main data center and we replicate Pure to Pure. We have another Pure Storage unit in that data center and we use their replication technology and snap-shotting to put everything there as well. >> OK, and what about the network? What's that look like? >> So, we have, right now we have thirteen offices now and they're all on MPLS private network and we've got secondary and third internet connections for backup or internet in general. We're looking at some type of SD-WAN strategy, it means a lot of things to a lot of folks, but for us we like to kind of take advantage of those secondary and third connections and create our own kind of private network if we have an issue with the MPLS. >> And you're a VMware shop, right? >> Yup. >> And you're also, you put stuff in the Cloud. What's your Cloud provider? >> Yup, so, and then our kind of final layer in that, part of that strategy, is I did want to have the option and look in the future to put, to replicate to the Cloud, so I got in touch with Clumio, they're pretty new, new on the street, but the CEO and I know a few of the folks there from other industries and other places and I have a lot of trust in what they're doing. Basically, we are basically replicating all our servers to the AWS Cloud using Clumio, so it's... it integrates in the vCenter and basically sends all of the date up to the AWS cloud. And so, I get the same type of retention as a Rubrik. We get seven years retention, and it's immutable as well, so that's my, kind of my backup of the back up plan. In the future, who knows. We may not even need the DR site anymore. We may just go straight, if we need a failover, we just failover to AWS vCenter in the Cloud. We've got our Clumio backups there and we have the ability to spin up VMs there as well. >> So, okay. So you've got a VMware running on AWS. >> mm-hm >> And that's what you're using in Clumio to protect correct. And why Clumio and not Rubrik if you are a Rubrik shop? >> The management piece. The simplicity of the interface. It's...I like the way they manage everything for you, so you don't even need to have agents on the servers. You basically, it's under their account, you simply install a appliance locally in your environment, a virtual appliance, and they take care of the rest. And you're just presented with an interface, a GUI interface to do whatever, whether it is to do restores, or monitor, or check up on the indexing of the data. That's all, it's pretty simple. There's really not much to do. It's the simplicity of the solution that was really attractive and it's in my mind, it's a no brainer as far as cost and effectiveness. >> And, it's Pure SaaS model is my understanding, >> Pure SaaS. >> Correct? So you're not installing any hardware or >> Nope, no hardware. No agents. It's simply an integration into vCenter and you just let it do it's thing. And that's it. >> It's interesting, I mean you look at the history of SaaS. It kind of started with CRM, kind of went from CBL, to Salesforce, you had Exchange, went to Gmail, and then eventually Office 365. You saw ServiceNow actually took a while, they kind of disrupted BMC, but that took about, you know a decade. Workday was much faster, right? Workday took, who was it... PeopleSoft I guess was the main HR product. So do you feel like a backup is next, or sort of this hybrid world, this mix of sort of on-prem backup folks, and traditional backup and SaaS, or do you think like many of these other, not that these other companies go away, I mean Teradata's going to be doing still well. You have Snowflake disrupting them. But do you see the SaaS backup as something that's going to have legs? >> Yeah, because when you talk about Cloud, it's still, depending on what you want to do, putting your entire infrastructure on the Cloud, it, I mean, it's expensive. You, everyone is preaching Cloud, Cloud, Cloud, but you kind of have to look at it and say, okay, does it really make, from a cost perspective, it doesn't always make sense. It's very expensive to spend above the Azure or AWS. You know once, once you put all the storage and compute costs. But, things like backup, it totally makes sense, and honestly it's been going on at least a decade right, between Carbonite and Mozy and all these players >> Sure, right, and Endpoint. >> You know, so people have been doing it, I mean, Clumio, what they have done has just taken it to the Enterprise and they're taking advantage of different storage tiers in Amazon. I mean, it's not, there's nothing, there's nothing complex I would say, or they didn't come up with something amazing. They just figured, they took something and made... >> Don't tell that to the engineers (jovial laughter) >> I'm sure, listen guys, I'm sure there's a lot of complexity to the engineering behind it, but basically all they've done is put a nice interface on top of something, and they've taken all the complexity out of, you know, setting up your own AWS account. And managing all your buckets. And all that, you know. They're handling, taking care of all of that and doing it for you, basically. And how they do it, you know, I don't know. But definitely different storage tiers and mixes of that to make all of that happen. But they just make it super simple and super affordable, is the other piece. It's very affordable in my mind as opposed to other directions I could go with Cloud backup. >> Yeah, you've mentioned that a couple of times. First, it's amazing to me how, it's like you're compressing the innovation cycles and backup. I mean it was. It just feels like recently you were Cohesity, Rubrik, and raised hundreds of millions of dollars, and it was all about simplicity... >> Yup. >> And they, each of those companies, as I'm sure Veritas and Dell EMC, and Commvault. They all have Cloud plays, right, so I'm still trying to understand what's different about Clumio. It sounds like it's Pure SaaS, that's a different.. I mean you've mentioned cost a few times. Maybe add some color to that. >> They basically done, what they've done they've taken what Rubrik has done. So I'll back up to when I first look at Rubrik. Basically, the phone call that I got was "Hey man, I'm telling you this is like totally disruptive and it's going to blow you away." And I'm like "Dude. It's backups. You're not going to blow my mind. Give me a break." And he's like, "Just give me a chance." And I was like, "All right, all right. Come in and blow my mind." And literally I was like man, why didn't I think of this. >> It blew your mind. >> It blew my mind. (laughter) And I was like literally like... You put a web interface on top of the entire thing and you basically have to do nothing. It does all the indexing. It's like a search. If I want to search for a file, I just simply type the name of the file like I would in Google, and it just searches across. I don't have to know where it exists. I just need to know that it's there. And basically, what Clumio has done, they've just taken that and just put it into the Cloud. They've done this similar thing: they index all of your VMs, and then if I need to restore a file or search for something, I just type the name of the file and it says here's all of the hits that I got, what do you want to restore? You know, where as, I remember back in the day, or more like two years ago, if you needed to restore something, you kind of, okay, where was it? What was the location? What was the exact path? And you got to go D drive, and this folder and this folder. There's none of that anymore even. It's just they've even taken the work out of that so you don't even need... the same reason we went with Pure is you don't need a storage admin and you don't really need a backup admin, per se. You don't need a person spending a lot of time, or devoting a lot of time to the process. It just works. You don't need a babysitter is what it comes down to. So where as, you have one of these legacy type storage arrays or backup systems, you have to babysit it. Nobody has time to babysit that. >> So they've abstracted all of that complexity away and it's going to be interesting to see how the industry responds. It's like the NFL, this industry is a copycat industry, and so at the same time they have a big install base. And people don't generally like to migrate, right, off of something to something else. >> So here's, so what I'll say to that is, and that part stinks, no one likes to migrate off of anything but you're not really migrating off of anything. You don't really have to do much. You just pop something in, you just pop an appliance in, and it really takes care of the rest, like even with Rubrik and Clumio, once you pop that appliance in your environment, hardware or virtual, it integrates integrating into your vCenter environment and it knows what's in there and just asks you, "Hey, which of these do you want to back up; What kind of policy do you want on; how often do you want to backup?" And you just check a box, check boxes. >> So Clumio is not physical hardware? >> No, it's virtual. >> Virtual appliance. >> I think it's like does the management on-prem, it's kind of like a data mover of sorts. >> Today, it's just narrow, right? It's VMware on AWS. >> Correct. >> Presumably there's a road map there. >> I believe there's a road map for my understanding. I would have to think so. I'm not, I'm kind of Cloud agnostic as far as who the player is. Whether it's AWS, Azure, or TCP. But I have colleagues who, they're an Azure shop and that's what we do. And I get that, and so I would imagine, I understand that they probably have Azure and TCP on the road map. >> Well they raised a bunch of dough so I'm sure they've got a road map. >> They've got to do something with it, right. (jovial laughter) Because the backup is so simple, so there's not a lot of engineering. >> Okay. So you don't have a dedicated storage admin or backup admin. >> No. >> Did you used to? >> Before I got there, there was no SAN actually, so there was no storage, but yes, there was a lot of time spent on the backup piece. Managing the backups. Just monitoring it, make sure things were... a lot of time devoted to that. Now there's not a lot of time spent on that. >> And was it qualified people doing it or was it lawyers and paralegals doing the backup? >> Definitely lawyers. (jovial laughter) So yeah, it was our sys-admins. Now they worry about other stuff that's important. >> What do they worry about? How have you shifted that resource? >> A lot of our focus now is moving to exchange in the Cloud. Office 365. So there's quite a bit of work that goes into that, especially given our, some integrations that we have with our case management software and all that. So there's a lot time being devoted to that right now. So our plan is to move next year. >> Okay. So a lot of tactical stuff that you have to get done. >> Yup. >> Last question. I always love to ask this. Things that vendors do that drive you crazy, that you want to tell them "stop doing this?" >> There is not, everyone has a solution for something, and not everybody needs that solution for your one niche. I mean, you go to some of these conferences now and there's billions of vendors, well not billions, but there's just dozens and dozens of vendors and it's almost like some of them are just kind of monetizing that one little thing that I don't really need. So, backups. I need Cloud backups. Storage. I need storage. Outside of that, there's just... and the best way to put it is that I've talked to some colleagues and they're just going through what we like to call vendor fatigue. It's just continuous. It's just all of the time. Someone always has a solution for something. It's not that I don't want anybody to do something, but your solutions are just not for everybody. And it just doesn't work. >> Well the thing is that you're getting pitched all the time and you're experienced. So look at, tell me what it is, what it does, what it costs, and give me five minutes and I'll tell you if it fits my business or not. If it does, I'm going to want to know more. If it doesn't, hey, respect my time. >> Yeah. Usually it's for me, I'm approaching them, I'm approaching a vendor for a solution, not the other way around. If you're approaching me, I'm probably, yeah, I don't have time to answer every call or email. I try to. But usually it's me saying, "hey, we need something for this." And then every once in a while you'll get a Rubrik or Clumio or a Pure come around and well that looks cool. >> Now, is that going to blow your mind? >> Yeah, yeah. >> Yeah, sure. >> But then you find out. >> If it doesn't, then I owe you dinner. All right, all right. >> Then they blow your mind. And that happens. Remember, I'm not saying that doesn't happen. It's just very rare. >> Well a big part of this is that so much venture capital has poured into the tech business in the last ten years. And what do they do with that VC: they promote. They hire sales people. >> Yup. >> They hire go to market so they're under a lot of pressure and are churning through those guys. So they're calling guys like you, trying to get you in a headlock to buy something. It sounds like sometimes it's counter-productive. >> Yeah, I get it, and that's their job that they have to do. I have a policy, I try to answer every email, at least, "I can't" or "I'm not interested." At least that much. I try not to ignore folks, but sometimes it just doesn't work out. >> Good, well thank you for sharing all that insight, Jason. It's great to have you back on. >> Yeah, thank you. >> All right, welcome. All right, thank you for watching everybody. This is Dave Vellante from the CUBE. See you next time. (upbeat music)

>> from Austin, Texas. It's Theo Cube covering your storage accelerate 2019. Brought to you by pure storage. How >> do you all how to do Dave Great Legal garden with you? Yes, I am Lisa Martin with David Lantana. And can you guess we're in Texas were at pure Accelerate 2019 Day one of our coverage here and the Buzzy Expo Hall. Pleased to welcome one of Pierre's customers to the Q B of Jason Thomas, the CEO of Coal, Scott Hussein or C. S K Legal Jason. Welcome to the program. So talk to us a little bit about si es que legal. You're based out of Florida. You're CEO. Give us a little bit of a picture of the law firm, your I T environment and your role. ISS leader of information >> So cold, Scott is saying, >> has been around >> 20 plus years. I joined about three and 1/2 years ago, Um, and we have now this one. We have 13 officers. We just opened up 13th office. We're the largest law firm in Florida currently, and only in Florida. Interestingly enough, I actually live and work out of Boston, but you know, these days there's no reason why you can't work remote. I go, they're off enoughto needed. >> You can avoid the hurricanes by living in >> a snowstorm over >> hurting any >> day because I've been a >> good pro sports in Boston. Better, better college sports in Florida. >> Yeah, No one cares about college sports. >> Best of both worlds. All right, so we're here Appear. You guys have been appear customer for a while. But give us this This picture of the legal landscape from a data volume perspective, I could imagine tons of documentation. I think you guys have hundreds of attorneys. What were some of the challenges three years ago when you were looking for the ideal long? You know, storage service is that you were really looking to four companies like your help eliminate and allow you to really deliver on the business needs. >> So we're heavy, heavy volume, business tons and tons of documents. Um, And when I came on board 39 years ago, the ever start of iron was basically a lot of physical servers, a lot of local storage which, quite frankly, scared me. I came from my previous company. I was that I came from a nap shop And that was when my first initiatives was bringing in a sand into the firm and centralizing all the storage on also setting up D r a cz. Well, along with that. So it started evaluation process pretty much within a few months, coming on board the firm. >> So you knew Netapp. Sorry, Dave. You knew Net up your pure customer perspective. Of what? For some of those things that you were looking for that when you found pure was, like, checks all the boxes. >> I can tell you what I wasn't looking for. It was I wasn't looking to hire a storage admin. So I want to find something super simple demand something that I could manage or any of the guys could manage any this this admits, could manage. So that was like starting point of the evaluation. >> So you had a bunch of sounds like discreet Dad asked direct access storage, and he said that concern you, presumably because it was hard to manage to get a handle on. So you wanted to consolidate >> way had if we had our sequel No sequel box go down down for a day, and, uh, do you ever stole from backups in previous night. Not really a good set up at the time >> in our most of your attorneys century, located in one location. Are they distributed there? >> They're spread out all across up and down floors. So we have 13 offices. So between there, they're all over the place. But a lot of work remote down, too. So that's becoming a big thing as well. So the >> reason I asked you to get the pendulum swinging right, you had almost ass, and then you went to a sin. And now this. You got the head you get cloud. I don't know if you're taking advantage of cloud, are you? >> Uh, we are actually we a lot of our software now that we've slowly start to move a lot of our main main line products to the cloud or a cloud edition of this product. So I would say we're probably 50 to 60% cloud now. >> Yes. So you were tied up in the keynotes this morning, but one of the things we heard in the key notice you could have the pure management experience. No matter where your data lives, bring the the pure cloud experience to your date on Prim and the public cloud hybrid. Is that something that's appealing to you? Is that resonate? Yeah. >> Absolutely. Absolutely. It makes it. Look, I can I can actually blogging appear one of my phone if I want to, you know, and check the room. Not that I ever do. Quite. I'll say I never really need to look at >> it. Well, your c i o. Right. I mean, you got other things to worry about. Get my I would like >> to be involved with fingers in it. >> It's interesting. So I mean, you know, a lot of time CEOs, they don't they let, but your tech I love your technical. See a lot of that. A lot of technical CEOs as well, but But also, you don't want to hire a storage admin. Correct. So you want general is to be able to deal this stuff. Okay, so you know your question. Why? Why pure? What would you look at? And >> so we looked at, um, way looked at HP street power. Big name. Um, we looked at fewer and we looked at 10 tree and I pretty much especially with three part I knew that would be management heavy so that when I toss that one out pretty quickly, not that it's not a great product. But it just wasn't for me or what I was >> the right fit. >> You're not right for us. So we came down the pier and 10 tree. I had a had a buddy who worked at another law firm, and he's like and he was like, Look, just don't even waste time just go pure And it's a phrase that I use Sometimes I stole from him, but he he's like, Dude, this is like storage crack. You'll love it. >> Storage crack. Wow, They need a T shirt. That first >> first hit's free. Okay, so that was the right fit for you. It was your peer was appear that that enticed you. That's obviously take a bit. I presume you take a lot of hair advice. >> Lot appeared, but we didn't even do a POC. >> Wow, this is this is a good period that you obviously trust. >> All right, how to >> see was the interface yet you showed me the interface on a phone call one time, and he's like, this is it. I'm like, That's it. >> What did you actually bring in. What are you using? >> I'm sorry, >> What products That you're actually using, What? Or with pure >> Oh, so I'm sorry. Um Exchange sequel. Um, that our main line, our bookkeeping time, time and building. All that that that's that's the meaning of >> all the legal absent all the legal dated the data stores. Which product from pure is that? Do you know a fan? Is it? Uh, it's the all flash array. Yeah. >> I'm sorry. Yes, it's the FBI. >> Yeah. Okay. And so, thinking about before and after hell kind of a as is and the to be how would you compare and contrast two when you brought it in the pre in the post >> your environment. >> Oh, for your business. >> That's Ah, good question. I felt more comfortable sleeping at night. You know why? Just the reliability of the ease of management. You know, if we need to bring up a volume or expanded volume, we could do it very quickly. It doesn't. It doesn't take a rocket science to do it. And from everyone I spoke to I mean, I can't I'm not I can't speak to it, but I can't. I don't I don't believe I've ever talked anybody that's had an outage or whether you raise gone down. In fact, it seems that they tell me before we even know if there's, you know, an issue. Andi. They jump on it right away. So we've never had never had now has never had an issue, never had an issue with an upgrade. It's been fantastic. That supports awesome. >> No need for a rocket scientist or a storage admin, >> and you're sleeping better. This is very, very good thing so far this interview. So in terms of the traditional storage model that you're well familiar with, as you said, you know, being very familiar with netapp it a previous role, the whole every three years. Allies like it. We've got to switch things out, disrupting operations here, comes along with the Evergreen model, and we go, How much of that is marketing and how much of that really actually means? And I know you're a big >> you're in my mind. So yeah, I was like, Oh, so I'm pre paying for support or, you know, But you know what? One side. Once I understood what it really waas and the advantages of of it inmate sentence. We didn't. We didn't I didn't think we would upgrade as much as we have already. We've already gone through to storage up, raising two controller upgrades. So that's really where where it really makes sense is when you're doing storage controller upgrade. So if you want to start our small, which we do is start a little bit small in the beginning. And then then our business grew like crazy and our storage needs expanded. So we went through at least two upgrades for years. >> So you you bring in a rare you paying basically perpetual license up front boom. And then and then you're doing the evergreen model. And then now you're on a subscription in perpetuity, is that correct? Okay, so you you essentially go from cap Ex Op X over the life cycle, and then when you add capacity, you're paying for that capacity, and then >> you just like you return the equipment, you get your money back, and then, uh, you get new equipment >> is truly non disruptive. >> We've been through to upgrades and to control operates with your major upgrades and, um, both of them we did at 5 p.m. Just not that the firm close. If I were anything but, you know, just to feel comfortable. I don't know how you do it at five, and it's okay because you know, if anything goes down from five and if no one's working right, so But here, obviously, we're always attorneys are always on and know they're really smooth. No problems. Every I mean, they got a great strategy and method to the upgrades way stayed up the entire time. >> I mean, it is a big issue for practitioners. We we've done some quantification over the years, and it was like the minimum to migrate. Honore was $50,000. When you add it all in people's time, the cost of the array, the complexity and you're saying first of all, sound reasonable, right kind of number, right? I mean, that's probably gonna make room for the conservative right. Is that essentially been eliminated? I mean, it gives you some planning, I guess are >> pretty much. And as far as the planning goes, you know, these these guys take care of all that. So when we're ready to make the switch, they just log in and do their thing, and then it's done, >> and in terms of training for yourself or your team. When you've done these two upgrades that what's that process been like? >> Log in and figure it out. I mean, >> it sounds pretty simple. >> There's not much to it. Yeah. >> So what's on the C I ose mind these days? Obviously, you don't stay awake at night now thinking about story. >> I stay awake for security, for >> talk about that data >> breach security seems like every every week. Now it it seems I'm on my Twitter feed and this is there's a new breech home. It just it's It's almost got to the point where, you know, it's just another thing that happens. >> So what's your challenge there? Is it managing all these tools? Is it knowing what to respond to it? Is it the skill sets all of the above? My >> biggest thing is, I believe in lots of redundancy. So, um, so one. Starting with the pure we have, we have a second array in another data center outside the state, so we replicate the to raise between each other. That's that's what we started with that side. We also running, you know, regular backups. We run rubric for that. And we also now have just oh, establishing cloud strategy for backups. Immutable. Um, long, long retention. So we also send our backup to the cloud as well. So now I'm feeling like I can sleep. Probably can sleep late now. I just gotta wait for somebody for something to happen, I guess, and makes sure, and hopefully your strategy is pretty solid here. >> Okay, so D r and backup are part of that overall data protection and security strategy that extends obviously into the perimeter device, etcetera, etcetera. So you have a SEC ops team. How do you weigh? >> Don't have a dedicated no. See. So, >> Well, you're the C cell. >> I'm exactly exactly so. Sher Sher bulls with a small group of us that are also the security team. And we've got a pretty I think we've got at this point a pretty solid security sack. Always room for improvement. Always looking at the new stuff. What's out there? I mean, there's all kinds of cool tech out there. Sometimes I get a little overboard with the team, gets a little upset with me because, you know, I just want to see I want to do another POC, and they're like we have three running. >> Okay, Like you guys have a pretty solid foundation running on pure that you stone to me, like, kind of appear customer for life. So they should at least give you a T shirt. Um, Adam, >> give me atleast >> a T shirt. >> I'll tell you one what really sold me within the first year was we had a We had a B m that wouldn't wouldn't boot up and we couldn't figure out what was going on. So we thought initially thought was a V m where issue and so we call support and you can really figure out. They said it was a pure issue. We call so decide to call Pure. One night I was 89 o'clock at night and decide to give it a shot, and the guy got on the phone and come to find. Now there was some issue with the data stores of'em where it was crossed, her data stores and one was deleted. Oh, apparently maybe me had deleted a small data store that had nothing on it, but apparently it was linked to the data store. This b m for some unknown reason known. Behold, bmr issue. But the guy on the line actually knew of resource within pure. That was That was a big bm weren't guy and he came in. He actually logged in and help us unlinked to data stores. So totally not appear issue. But, you know, he went the extra mile to help us recover that GM gotta back up the same night. >> You know, we got to go, But I ask you a question. You work. You have a lot of vendors you've experienced. What, Avengers do that really tick you off? That they should stop doing? How's your chance? >> I don't like the term road map. >> Really? >> Any time I hear road map, it means, you know >> we don't have it. You >> don't have >> yet, >> But we're gonna look into that so don't do business with people that have no road. >> Jason, thank you so much for share your candor with David. Me on the key. We appreciate it. Congratulations on all your success. >> Thank you >> for David. Dante. I'm Lisa Martin. You're watching the Cube at pure accelerate 19. Thanks for watching

(upbeat music) >> Welcome back, everyone, to our Cube special programming on "Securing Compute, Engineered for the Hybrid World." We got Cole Humphreys who's with HPE, global server security product manager, and Mike Ferron-Jones with Intel. He's the product manager for data security technology. Gentlemen, thank you for coming on this special presentation. >> All right, thanks for having us. >> So, securing compute, I mean, compute, everyone wants more compute. You can't have enough compute as far as we're concerned. You know, more bits are flying around the internet. Hardware's mattering more than ever. Performance markets hot right now for next-gen solutions. When you're talking about security, it's at the center of every single conversation. And Gen11 for the HPE has been big-time focus here. So let's get into the story. What's the market for Gen11, Cole, on the security piece? What's going on? How do you see this impacting the marketplace? >> Hey, you know, thanks. I think this is, again, just a moment in time where we're all working towards solving a problem that doesn't stop. You know, because we are looking at data protection. You know, in compute, you're looking out there, there's international impacts, there's federal impacts, there's state-level impacts, and even regulation to protect the data. So, you know, how do we do this stuff in an environment that keeps changing? >> And on the Intel side, you guys are a Tier 1 combination partner, Better Together. HPE has a deep bench on security, Intel, We know what your history is. You guys have a real root of trust with your code, down to the silicon level, continuing to be, and you're on the 4th Gen Xeon here. Mike, take us through the Intel's relationship with HPE. Super important. You guys have been working together for many, many years. Data security, chips, HPE, Gen11. Take us through the relationship. What's the update? >> Yeah, thanks and I mean, HPE and Intel have been partners in delivering technology and delivering security for decades. And when a customer invests in an HPE server, like at one of the new Gen11s, they're getting the benefit of the combined investment that these two great companies are putting into product security. On the Intel side, for example, we invest heavily in the way that we develop our products for security from the ground up, and also continue to support them once they're in the market. You know, launching a product isn't the end of our security investment. You know, our Intel Red Teams continue to hammer on Intel products looking for any kind of security vulnerability for a platform that's in the field. As well as we invest heavily in the external research community through our bug bounty programs to harness the entire creativity of the security community to find those vulnerabilities, because that allows us to patch them and make sure our customers are staying safe throughout that platform's deployed lifecycle. You know, in 2021, between Intel's internal red teams and our investments in external research, we found 93% of our own vulnerabilities. Only a small percentage were found by unaffiliated external entities. >> Cole, HPE has a great track record and long history serving customers around security, actually, with the solutions you guys had. With Gen11, it's more important than ever. Can you share your thoughts on the talent gap out there? People want to move faster, breaches are happening at a higher velocity. They need more protection now than ever before. Can you share your thoughts on why these breaches are happening, and what you guys are doing, and how you guys see this happening from a customer standpoint? What you guys fill in with Gen11 with solution? >> You bet, you know, because when you hear about the relentless pursuit of innovation from our partners, and we in our engineering organizations in India, and Taiwan, and the Americas all collaborating together years in advance, are about delivering solutions that help protect our customer's environments. But what you hear Mike talking about is it's also about keeping 'em safe. Because you look to the market, right? What you see in, at least from our data from 2021, we have that breaches are still happening, and lot of it has to do with the fact that there is just a lack of adequate security staff with the necessary skills to protect the customer's application and ultimately the workloads. And then that's how these breaches are happening. Because ultimately you need to see some sort of control and visibility of what's going on out there. And what we were talking about earlier is you see time. Time to seeing some incident happen, the blast radius can be tremendous in today's technical, advanced world. And so you have to identify it and then correct it quickly, and that's why this continued innovation and partnership is so important, to help work together to keep up. >> You guys have had a great track record with Intel-based platforms with HPE. Gen11's a really big part of the story. Where do you see that impacting customers? Can you explain the benefits of what's going on with Gen11? What's the key story? What's the most important thing we should be paying attention to here? >> I think there's probably three areas as we look into this generation. And again, this is a point in time, we will continue to evolve. But at this particular point it's about, you know, a fundamental approach to our security enablement, right? Partnering as a Tier 1 OEM with one of the best in the industry, right? We can deliver systems that help protect some of the most critical infrastructure on earth, right? I know of some things that are required to have a non-disclosure because it is some of the most important jobs that you would see out there. And working together with Intel to protect those specific compute workloads, that's a serious deal that protects not only state, and local, and federal interests, but, really, a global one. >> This is a really- >> And then there's another one- Oh sorry. >> No, go ahead. Finish your thought. >> And then there's another one that I would call our uncompromising focus. We work in the industry, we lead and partner with those in the, I would say, in the good side. And we want to focus on enablement through a specific capability set, let's call it our global operations, and that ability to protect our supply chain and deliver infrastructure that can be trusted and into an operating environment. You put all those together and you see very significant and meaningful solutions together. >> The operating benefits are significant. I just want to go back to something you just said before about the joint NDAs and kind of the relationship you kind of unpacked, that to me, you know, I heard you guys say from sand to server, I love that phrase, because, you know, silicone into the server. But this is a combination you guys have with HPE and Intel supply-chain security. I mean, it's not just like you're getting chips and sticking them into a machine. This is, like, there's an in-depth relationship on the supply chain that has a very intricate piece to it. Can you guys just double down on that and share that, how that works and why it's important? >> Sure, so why don't I go ahead and start on that one. So, you know, as you mentioned the, you know, the supply chain that ultimately results in an end user pulling, you know, a new Gen11 HPE server out of the box, you know, started, you know, way, way back in it. And we've been, you know, Intel, from our part are, you know, invest heavily in making sure that all of our entire supply chain to deliver all of the Intel components that are inside that HPE platform have been protected and monitored ever since, you know, their inception at one of any of our 14,000, you know, Intel vendors that we monitor as part of our supply-chain assurance program. I mean we, you know, Intel, you know, invests heavily in compliance with guidelines from places like NIST and ISO, as well as, you know, doing best practices under things like the Transported Asset Protection Alliance, TAPA. You know, we have been intensely invested in making sure that when a customer gets an Intel processor, or any other Intel silicone product, that it has not been tampered with or altered during its trip through the supply chain. HPE then is able to pick up that, those components that we deliver, and add onto that their own supply-chain assurance when it comes down to delivering, you know, the final product to the customer. >> Cole, do you want to- >> That's exactly right. Yeah, I feel like that integration point is a really good segue into why we're talking today, right? Because that then comes into a global operations network that is pulling together these servers and able to deploy 'em all over the world. And as part of the Gen11 launch, we have security services that allow 'em to be hardened from our factories to that next stage into that trusted partner ecosystem for system integration, or directly to customers, right? So that ability to have that chain of trust. And it's not only about attestation and knowing what, you know, came from whom, because, obviously, you want to trust and make sure you're get getting the parts from Intel to build your technical solutions. But it's also about some of the provisioning we're doing in our global operations where we're putting cryptographic identities and manifests of the server and its components and moving it through that supply chain. So you talked about this common challenge we have of assuring no tampering of that device through the supply chain, and that's why this partnering is so important. We deliver secure solutions, we move them, you're able to see and control that information to verify they've not been tampered with, and you move on to your next stage of this very complicated and necessary chain of trust to build, you know, what some people are calling zero-trust type ecosystems. >> Yeah, it's interesting. You know, a lot goes on under the covers. That's good though, right? You want to have greater security and platform integrity, if you can abstract the way the complexity, that's key. Now one of the things I like about this conversation is that you mentioned this idea of a hardware-root-of-trust set of technologies. Can you guys just quickly touch on that, because that's one of the major benefits we see from this combination of the partnership, is that it's not just one, each party doing something, it's the combination. But this notion of hardware-root-of-trust technologies, what is that? >> Yeah, well let me, why don't I go ahead and start on that, and then, you know, Cole can take it from there. Because we provide some of the foundational technologies that underlie a root of trust. Now the idea behind a root of trust, of course, is that you want your platform to, you know, from the moment that first electron hits it from the power supply, that it has a chain of trust that all of the software, firmware, BIOS is loading, to bring that platform up into an operational state is trusted. If you have a breach in one of those lower-level code bases, like in the BIOS or in the system firmware, that can be a huge problem. It can undermine every other software-based security protection that you may have implemented up the stack. So, you know, Intel and HPE work together to coordinate our trusted boot and root-of-trust technologies to make sure that when a customer, you know, boots that platform up, it boots up into a known good state so that it is ready for the customer's workload. So on the Intel side, we've got technologies like our trusted execution technology, or Intel Boot Guard, that then feed into the HPE iLO system to help, you know, create that chain of trust that's rooted in silicon to be able to deliver that known good state to the customer so it's ready for workloads. >> All right, Cole, I got to ask you, with Gen11 HPE platforms that has 4th Gen Intel Xeon, what are the customers really getting? >> So, you know, what a great setup. I'm smiling because it's, like, it has a good answer, because one, this, you know, to be clear, this isn't the first time we've worked on this root-of-trust problem. You know, we have a construct that we call the HPE Silicon Root of Trust. You know, there are, it's an industry standard construct, it's not a proprietary solution to HPE, but it does follow some differentiated steps that we like to say make a little difference in how it's best implemented. And where you see that is that tight, you know, Intel Trusted Execution exchange. The Intel Trusted Execution exchange is a very important step to assuring that route of trust in that HPE Silicon Root of Trust construct, right? So they're not different things, right? We just have an umbrella that we pull under our ProLiant, because there's ILO, our BIOS team, CPLDs, firmware, but I'll tell you this, Gen11, you know, while all that, keeping that moving forward would be good enough, we are not holding to that. We are moving forward. Our uncompromising focus, we want to drive more visibility into that Gen11 server, specifically into the PCIE lanes. And now you're going to be able to see, and measure, and make policies to have control and visibility of the PCI devices, like storage controllers, NICs, direct connect, NVME drives, et cetera. You know, if you follow the trends of where the industry would like to go, all the components in a server would be able to be seen and attested for full infrastructure integrity, right? So, but this is a meaningful step forward between not only the greatness we do together, but, I would say, a little uncompromising focus on this problem and doing a little bit more to make Gen11 Intel's server just a little better for the challenges of the future. >> Yeah, the Tier 1 partnership is really kind of highlighted there. Great, great point. I got to ask you, Mike, on the 4th Gen Xeon Scalable capabilities, what does it do for the customer with Gen11 now that they have these breaches? Does it eliminate stuff? What's in it for the customer? What are some of the new things coming out with the Xeon? You're at Gen4, Gen11 for HP, but you guys have new stuff. What does it do for the customer? Does it help eliminate breaches? Are there things that are inherent in the product that HP is jointly working with you on or you were contributing in to the relationship that we should know about? What's new? >> Yeah, well there's so much great new stuff in our new 4th Gen Xeon Scalable processor. This is the one that was codenamed Sapphire Rapids. I mean, you know, more cores, more performance, AI acceleration, crypto acceleration, it's all in there. But one of my favorite security features, and it is one that's called Intel Control-Flow Enforcement Technology, or Intel CET. And why I like CET is because I find the attack that it is designed to mitigate is just evil genius. This type of attack, which is called a return, a jump, or a call-oriented programming attack, is designed to not bring a whole bunch of new identifiable malware into the system, you know, which could be picked up by security software. What it is designed to do is to look for little bits of existing, little bits of existing code already on the server. So if you're running, say, a web server, it's looking for little bits of that web-server code that it can then execute in a particular order to achieve a malicious outcome, something like open a command prompt, or escalate its privileges. Now in order to get those little code bits to execute in an order, it has a control mechanism. And there are different, each of the different types of attacks uses a different control mechanism. But what CET does is it gets in there and it disrupts those control mechanisms, uses hardware to prevent those particular techniques from being able to dig in and take effect. So CET can, you know, disrupt it and make sure that software behaves safely and as the programmer intended, rather than picking off these little arbitrary bits in one of these return, or jump, or call-oriented programming attacks. Now it is a technology that is included in every single one of the new 4th Gen Xeon Scalable processors. And so it's going to be an inherent characteristic the customers can benefit from when they buy a new Gen11 HPE server. >> Cole, more goodness from Intel there impacting Gen11 on the HPE side. What's your reaction to that? >> I mean, I feel like this is exactly why you do business with the big Tier 1 partners, because you can put, you know, trust in from where it comes from, through the global operations, literally, having it hardened from the factory it's finished in, moving into your operating environment, and then now protecting against attacks in your web hosting services, right? I mean, this is great. I mean, you'll always have an attack on data, you know, as you're seeing in the data. But the more contained, the more information, and the more control and trust we can give to our customers, it's going to make their job a little easier in protecting whatever job they're trying to do. >> Yeah, and enterprise customers, as you know, they're always trying to keep up to date on the skills and battle the threats. Having that built in under the covers is a real good way to kind of help them free up their time, and also protect them is really killer. This is a big, big part of the Gen11 story here. Securing the data, securing compute, that's the topic here for this special cube conversation, engineering for a hybrid world. Cole, I'll give you the final word. What should people pay attention to, Gen11 from HPE, bottom line, what's the story? >> You know, it's, you know, it's not the first time, it's not the last time, but it's our fundamental security approach to just helping customers through their digital transformation defend in an uncompromising focus to help protect our infrastructure in these technical solutions. >> Cole Humphreys is the global server security product manager at HPE. He's got his finger on the pulse and keeping everyone secure in the platform integrity there. Mike Ferron-Jones is the Intel product manager for data security technology. Gentlemen, thank you for this great conversation, getting into the weeds a little bit with Gen11, which is great. Love the hardware route-of-trust technologies, Better Together. Congratulations on Gen11 and your 4th Gen Xeon Scalable. Thanks for coming on. >> All right, thanks, John. >> Thank you very much, guys, appreciate it. Okay, you're watching "theCube's" special presentation, "Securing Compute, Engineered for the Hybrid World." I'm John Furrier, your host. Thanks for watching. (upbeat music)

>>Que presents HP Discover 2022. Brought to You by HP >>Good morning, everyone. It's the Cube live in Las Vegas. Day two of our coverage of HP Discover 2022 from the Venetian Expo Centre. Lisa Martin and David want a what a day we had yesterday and today. Unbelievable >>for today. Big Big day today, >>Big day Today we've got a lot. We got some big heavy hitters on talking with HP customers. Partners, leadership. We've a couple of guests up with us next. Going to be talking more about the ecosystem. He's welcome. Corey Dire, the chief revenue officer, Digital Realty and Cliff Evans, senior director. H P E Green like partner ecosystem Guys. Great to have you on the >>programme. Thank you. Great to be here. >>Thank you for having us excited to be here >>with. So that's so that's harness that excitement. Cory, talk to us about the partnership. The announcement? What's going on there with Digital Realty and Green like? >>Yeah, we're crazy excited about it. You know, we've got customers dealing with data, gravity and the opportunity around that and how they could make use of it. And then they're thinking through digital transformation. How how you doing? Multi cloud and they need a partnership. To do that in this partnership with Green Leg and digital is perfect solution for them. So I'm crazy excited to be here with Cliff absolute with all of you to talk about it and hopefully build out a great partnership in relationship with HP. >>Talk to us. Sure, you're crazy Excitement >>club? Absolutely no. I think it is absolutely fantastic Partnership. I think the term is coming together as organisations. Bringing the two platforms together isn't it is an amazing thing that we have for customers, customers we know they want. They want a cloud experience. But really, they want to do that without really the DC footprint that had previously. So how did they do that in a way that really works for them in a secure client secure, sustainable way. But with the cloud experience. Really, the combination of the two pieces coming together really makes that happen, and that is what that's exciting. So we >>dig in to the two things that you mentioned Cory digital transformation and multiply. When I go back to the early days of cloud, it was that girl, you know, nobody's going to do anything you know ever again in the data centre. You know Charles Phillips, the the CEO of in four, famously said, Friends don't let friends, Bill Data centres, right? Everything's going in the cloud. So a lot of people predicted, You know, guys like you were going to be in trouble. The exact opposite happened. The market took off. So you mentioned digital transformation of multi cloud. Can we peel the onion on that? What? What is it about those two items? Are there other trends? They're driving your business, >>you know, You tied right on to to where it started. All enterprises started going to the club and then they got to the cloud and there was more that they needed to make that rial. I talk about multi cloud. You're going to use different cloud providers for different opportunities and different applications. And so you have to start thinking about how does this work in a world where you're gonna go to multiple clouds, multiple locations and what it really drove? It is the need for Cole location to make this because you've got a distributed architecture in order to enable all of this and then having to have us help you out with it. And partners like HP. That's part of where it comes from. But if you think through going to the cloud, can you stay there? Is that the full solution? You need to secure sustainable solution for that. One of the opportunities for us around that is that if you're building data centres for yourself on Prem, you don't have all the cloud access we do. We've got more cloud access points than anybody. So that helps in this digital transformation. >>How How much home? I'm sorry, Didn't mean to you how much homogeneity is there are our clients or customers saying, Hey, I kind of want the same experience in the same infrastructure. Same same. Or they saying, Hey, I want to do stuff in Digital Realty that I can't get from, you know, a cloud provider, Oracle Rack. You know, something like that, >>I would tell you that they come to us from all the partners. So we are partner community. We are not going up the stack anywhere on that. We do are we do our part. We're really good at doing the data centres really good at building data. They descended sustainable. Our position in the market is sustainability around it. We were the first to sign up on the science based initiatives for zero kind of carbon neutrality and in the future in 2030. And so yeah, so I think there's the partner aspect that they need help with on it to drive that Yeah. >>And I think from that from the HP Green Lake perspective, I think customers they very much want that that cloud experience. But I want to do on their own terms. The partnership allows that to happen on Gapen simply the cloud experiencing with the green light cloud platform to really go and deliver that genuine cloud experience and then building cloud services. On top of that, they get all the benefits that they would have from a public cloud experience, but done in the way that they would prefer to do it. So it's bringing those pieces together on >>I think the other side of you asked if it was it was the same across the board and ubiquitous. It's very bespoke. Solutions weaken D'oh! Every customer we have has a different footprint. Most from the multinationals. So we think through where their data is, where it needs to be accessed where their customers are, where their employees are, what makes the most sense. And then the partnership we have with HP into a whole lot for making very bespoke solution for that customer and help them be successful. Journey >>s O on. That s o. So what we've done with destroy lt is we have a specific offer around how we go to market with this really going how customers So we call it Green Light with co location. It's all about really positioning on offer to customers that says, Look, we can go and do this with you and do it simply and really make it happen very quickly and efficiently. So the customer ends up with a single contract in a single invoice for Green Lake Cloud Services on the co location piece, all in one single contracts. That just makes it a lot easier in terms of organising on a really big part of that as well is that our involvement is also spans right from the design to the implementation to support. So we do the whole thing to really help organisations golf and do this. So that's the big for me. The big differentiator. So rather than just having Green Lake in Cloud Services, were saying, Look, we can now do the Coehlo piece and they can really take the whole thing to a whole new level in terms of that public cloud experience >>in the sari and that that that invoice comes from HPD or Digital Realty is bundled into that >>correct? Yes, directly through the channel. We can sell that in a number of different ways. Customers get that that single invoice on a big part of that as well, just going a little bit deeper on that. So what we do is we We use a part of the company called Data Centre Technology Services, which are a great kind of consulting organisation with tremendous experience and something like 3000 projects across 40 countries from the very smallest of the very largest of data centre implementation. So all of that really makes the whole thing a lot easier from a customer's perspective in terms of designing, implementing and then supporting. So you pull all of that together. It's fantastic >>and I think it's really changed to add on to that partner in prison. So customers, now we're thinking about it differently and data centres differently, and they see us as a strategic partner along with HP. To go after this used to be space, power and calling. Now it's How much connectivity do you have? What your sustainability profile? What's your security profile? How do you secure this data? Date is the lifeblood of all these companies and you have to have a really secure, sustainable solution for them, >>right? That's absolutely critical for every industry. Talk about the specific value prop at a bespoke co location solution delivers to customers. Maybe you got a favourite customer example that you think really articulates the value of this partnership. >>So I think a combination. So so I think we touched on a lot of it, actually. So there's obviously the data centre aspect itself in terms of with the footprint that realty have across the world, you can pick and choose the data centre in the class of data centre that you want in terms of your Leighton see and connectivity that you want. Then really, it's the green make peace in terms of the flexibility that you get with that really is that value. And as I touched on the Green Lake with Cole Oh, I think for me is from our perspective, I think the biggest piece of value that we provide there to really go make it happen. Yeah, >>there's about 70 applications right now that are part of Green Lake Polo that you can bespoke for what you need to. You can think around your specific solutions that you need, and we've got it all right there with HP Green like and follow for us. And because we have a 290 data centre footprint across 50 markets, it gives us the opportunity really be the data centre provider in the Partner for H P, pretty much anywhere but with connective ity everywhere. >>When you say 70 applications, these the 70 services are you talking about talking >>about? Okay, Category 70 services. There's a lot of stuff. >>Cory, when you talked about sustainability a couple of times, is a really important ingredient of the customer decision. Why is it because they're indirectly paying the power bill or is because that's the right thing to do? And they care. There's increased. People care about it more because you go back a while ago. People way always talked about green it, but it was all lip service. Is that changing or is that there? Is there an economics >>changing in a really big way? Almost every conversation I have with customers is how are you doing Sustainability. So if they're doing an on Prem, that's not their core capabilities. They don't know how to do that. On our end, I mentioned our SP R science based initiatives that we signed up for. But how do we enable that? Enable it for how do we build in designer data centres? How do we actually work them and operate them? And then how do we go after all the green sources of sustainable energy including, I think since 2015, we've issued six billion in green bonds around that same support of it. So yeah, >>and your customer can then I presume, report that on their sustainability report a >>good way to think about it. You no longer have your data centre at its sometimes less efficient way than way are we're really good at building sustainable data centres, and then you can actually get some credits back and forth, >>just from agreement. Perspective. So Green Lake. So there's a specific Forrester Impact report that looks a green lake on how it how it performs from sustainability. Perspective on Greenlee really is giving you their 30% reduction in your energy consumption. So there's a big kind of win there as well, I think. Which is then, >>why? Where does that come from? >>So it Zim part that kind of the avoidance of over provisioning such that you going right size things, Then you have you have you have a certain amount of reserve capacity that you're using them just using the extra consumption piece when you need it. So rather than having everything running at full speed, it really is kind of struggling as to how that work. So you get a combination of effects >>with consulting and the thoughtfulness around this bespoke solution that you have. You end up needing fewer servers, pure technology that drives less power consumption and therefore you get a lot of this same really base it down. You >>talked about the savings you talked about the simplification delivery perspective. Talk about the implementation. What's the time to value that Organisations can glean from this partnership >>superfast So So yeah this This does accelerate the whole process from from initial kind of opportunity if you like and customer inquiry through to actual implementation So previously this would take considerable amount of time in terms of to ing and froing between multiple organisations on Now what we do is coordinate that do it efficiently and effectively So D. C. T s Data Sentinel services team very closely. Just have those connections often do those things incredibly quickly and it does accelerate the whole time >>and they're tied in with our team is well around. Where's the leighton? See where the solutions Because we're really thinking about what is your stack looked like from an HP perspective, but then where you need to deploy it so that you have access to the clouds You have the right proper Leighton see across your environment and you really haven't distributed architecture that works the best for you and your company. >>So this is probably answer those questions Probably both, but I'm asking anyway, I've always been a repatriation sceptic, but I'm happy to be proven wrong. You guys have other data. And maybe this is part of what one of my blind spots question is, is what's driving your business in terms of the EU's case? Is it organisations saying Hey, we want to get out of the data centre business way Don't want to put everything into the cloud but we're going to go on a digital realty and being green leg and we're gonna move into that cola Or is it? People say, You know, while we over rotated into the cloud, you were going to come back. So it's >>both. It's both, >>Yeah, in the empire. The credit. >>I think there are a lot of customers with good intentions on going to the cloud, and then there's some cost with it that maybe they didn't fully factor in it at that time. And now you've got the ability around these bespoke solutions to really right size every bit of this. And when they originally did it, they didn't think through a distributor architecture. They thought my own prim, and then I'm just gonna burst everything that a cloud that's no longer the case, and it's not really the most efficient way to your point about repatriation. They start pulling their storage back in. Well, where do you want your data? Where do you want your storage? You wanted as close as you can to the clouds for that capability and in a solution that's wrapped around it makes it very simple for you. >>I think the repatriation is very real and is increasing, eh? So we're seeing a lot of it in terms of activity and customers really trying to understand the cost that they're incurring now from a public cloud perspective. And how can they do that differently? In fact, with combined offer that we have it, it makes it a lot easier to compare. So, yeah, that really is accelerating because you don't >>see it in the macro numbers. I mean, just to be honest, you see the cloud guys combined growing 35%. And is that because your business is in transition from traditional on prime model, too, and as a service model, and so you've got that imbalance and it gets hidden in >>all that, and I think it's I think it's a new wave of things that are happening. Yeah. I mean, there's a there's a lot of things, obviously, that makes complete sense to me in Public Cloud, but I do think there's been an over rotation towards it, so I think now that realisation and it's going to take time to kind of pick that. But it's absolutely happening. There are a lot of opportunities that we've gotten some very big ones I'd love to talk about. Can't quite talk about them just get but really, where there's big, big savings in terms of what they're paying from a public cloud perspective, Really, what they want is that full management cloud service to go make it happen. So the combination of the data centre piece to Green Lake piece and then some management services, whether they're from ourselves or from party community, from manage service providers that we also work with, that gives them the complete package. >>So I have another premise. A lot of it, of course, is traditionally been focused on internal, and I feel like there's a new era coming. It's talks of the ecosystem. Are you seeing customers not only running there it in digital realty and connecting to the cloud in a hybrid fashion, but also actually building new value and building businesses that are customer facing on that that air monetize herbal. Are you seeing that? Is that happening and having examples, even generic? >>Well, basic from our perspective, our partner community, that's what they do. We have a tonne of enterprise customers, but I'll need to connect and integrate the data that you have doesn't do anything for you, Fitz on its own. And it's not interacting with other data points. And it's not around interacting with other customers, other solutions in one night. So it does help build out a partner community, a solution community for our customers in our data centres and across the >>are their industry patterns emerging. In other words, is that data ecosystems emerging by industry or is a sort of or horizontal? >>There's a mix. So I think there's a lot of lot of financial sector stuff. Yes, certainly. And then certainly manufacturing s O. I think it's interesting that you're getting a bit of a combination, but not a lot of financial sector. >>Of course, the big bags early on that they could build their own cloud. Yeah, now they're probably rethinking that. Yeah, well, maybe >>they're also service providers. When you're that large a za bank on their end. They're doing a lot of work. E. I would also say the other part that a lot of people see as an opportunity is around all the HPC and AI applications as well, in addition to manufacturing distribution. So there's a lot of use cases, a lot of reasons, like us from sort of doing this >>wrap us up with value, perhaps that you're talking Torto Financial Services Organisation or a manufacturing company. What is that 32nd elevator pitch value problem? Why they should go HP Making Digital Realty together. >>So I would say green, like Rico location gives you a single contract. Singling voice, easy to go and design, implement support and go make happen. Sorry, that's very simple way say, very just make it easy >>on. And I would just say thank you on that. It's been great to speak with you guys. And yeah, when you think through that part of it also is a bespoke opportunity to put your data where it needs to be closer to your customers. Closer to the action you were thinking through the rape reiteration of it. A lot of it's being built out there on phones and whatnot. So you've got to think through where your data is and how you managed to >>write and enable every every company in every industry to be a data company. Because that's what, of course, the demanding consumers demanding that demand isn't it is not going to turn down right now. Absolutely. Just thanks so much for David. Very much. Thank you. Together in the ecosystem, there are guests. And Dave l want a I'm Lisa Martin. You're watching the key of live from the Venetian Expo Centre in Vegas, Baby. David, I will be back there next guest in a minute.

(upbeat music) >> theCUBE presents KubeCon and CloudNativeCon Europe 22, brought to you by the Cloud Native Computing Foundation. >> Valencia, Spain, a KubeCon, CloudNativeCon Europe 2022. I'm Keith Towns along with Paul Gillon, Senior Editor Enterprise Architecture for Silicon Angle. Welcome Paul. >> Thank you Keith, pleasure to work with you. >> We're going to have some amazing people this week. I think I saw stat this morning, 65% of the attendees, 7,500 folks. First time KubeCon attendees, is this your first conference? >> It is my first KubeCon and it is amazing to see how many people are here and to think of just a couple of years ago, three years ago, we were still talking about, what the Cloud was, what the Cloud was going to do and how we were going to integrate multiple Clouds. And now we have this whole new framework for computing that is just rifled out of nowhere. And as we can see by the number of people who are here this has become the dominant trend in Enterprise Architecture right now how to adopt Kubernetes and containers, build microservices based applications, and really get to that transparent Cloud that has been so elusive. >> It has been elusive. And we are seeing vendors from startups with just a few dozen people, to some of the traditional players we see in the enterprise space with 1000s of employees looking to capture kind of lightning in a bottle so to speak, this elusive concept of multicloud. >> And what we're seeing here is very typical of an early stage conference. I've seen many times over the years where the floor is really dominated by companies, frankly, I've never heard of that. The many of them are only two or three years old, you don't see the big dominant computing players with the presence here that these smaller companies have. That's very typical. We saw that in the PC age, we saw it in the early days of Unix and it's happening again. And what will happen over time is that a lot of these companies will be acquired, there'll be some consolidation. And the nature of this show will change, I think dramatically over the next couple or three years but there is an excitement and an energy in this auditorium today that is really a lot of fun and very reminiscent of other new technologies just as they requested. >> Well, speaking of new technologies, we have Dave Cole, CRO, Chief Revenue Officer. >> That's right. >> Chief Marketing Officer of Spectrum Cloud. Welcome to the show. >> Thank you. It's great to be here. >> So let's talk about this big ecosystem, Kubernetes. >> Yes. >> Solve problem? >> Well the dream is... Well, first of all applications are really the lifeblood of a company, whether it's our phone or whether it's a big company trying to connect with its customers about applications. And so the whole idea today is how do I build these applications to build that tight relationship with my customers? And how do I reinvent these applications rapidly in along comes containerization which helps you innovate more quickly? And certainly a dominant technology there is Kubernetes. And the question is, how do you get Kubernetes to help you build applications that can be born anywhere and live anywhere and take advantage of the places that it's running? Because everywhere has pluses and minuses. >> So you know what, the promise of Kubernetes from when I first read about it years ago is, runs on my laptop? >> Yeah. >> I can push it to any Cloud, any platforms. >> That's right, that's right. >> Where's the gap? Where are we in that phase? Like talk to me about scale? Is it that simple? >> Well, that is actually the problem is that today, while the technology is the dominant containerization technology in orchestration technology, it really still takes a power user, it really hasn't been very approachable to the masses. And so was these very expensive highly skilled resources that sit in a dark corner that have focused on Kubernetes, but that now is trying to evolve to make it more accessible to the masses. It's not about sort of hand wiring together, what is a typical 20 layer stack, to really manage Kubernetes and then have your engineers manually can reconfigure it and make sure everything works together. Now it's about how do I create these stacks, make it easy to deploy and manage at scale? So we've gone from sort of DIY Developer Centric to all right, now how do I manage this at scale? >> Now this is a point that is important, I think is often overlooked. This is not just about Kubernetes. This is about a whole stack of Cloud Native Technologies. And you who is going to integrate that all that stuff, piece that stuff together? Obviously, you have a role in that. But in the enterprise, what is the awareness level of how complex this stack is and how difficult it is to assemble? >> We see a recognition of that we've had developers working on Kubernetes and applications, but now when we say, how do we weave it into our production environments? How do we ensure things like scalability and governance? How do we have this sort of interesting mix of innovation, flexibility, but with control? And that's sort of an interesting combination where you want developers to be able to run fast and use the latest tools, but you need to create these guardrails to deploy it at scale. >> So where do the developers fit in that operation stack then? Is Kubernetes an AIOps or an ops task or is it sort of a shared task across the development spectrum? >> Well, I think there's a desire to allow application developers to just focus on the application and have a Kubernetes related technology that ensures that all of the infrastructure and related application services are just there to support them. And because the typical stack from the operating system to the application can be up to 20 different layers, components, you just want all those components to work together, you don't want application developers to worry about those things. And the latest technologies like Spectra Cloud there's others are making that easy application engineers focus on their apps, all of the infrastructure and the services are taken care of. And those apps can then live natively on any environment. >> So help paint this picture for us. I get AKS, EKS, Anthos, all of these distributions OpenShift, the Tanzu, where's Spectra Cloud helping me to kind of cobble together all these different distros, I thought distro was the thing just like Linux has different distros, Randy said different distros. >> That actually is the irony, is that sort of the age of debating the distros largely is over. There are a lot of distros and if you look at them there are largely shades of gray in being different from each other. But the Kubernetes distribution is just one element of like 20 elements that all have to work together. So right now what's happening is that it's not about the distribution it's now how do I again, sorry to repeat myself, but move this into scale? How do I move it into deploy at scale to be able to manage ongoing at scale to be able to innovate at-scale, to allow engineers as I said, use the coolest tools but still have technical guardrails that the enterprise knows, they'll be in control of. >> What does at-scale mean to the enterprise customers you're talking to now? What do they mean when they say that? >> Well, I think it's interesting because we think scale's different because we've all been in the industry and it's frankly, sort of boring old word. But today it means different things, like how do I automate the deployment at-scale? How do I be able to make it really easy to provision resources for applications on any environment, from either a virtualized or bare metal data center, Cloud, or today Edge is really big, where people are trying to push applications out to be closer to the source of the data. And so you want to be able to deploy it-scale, you want to manage at-scale, you want to make it easy to, as I said earlier, allow application developers to build their applications, but ITOps wants the ability to ensure security and governance and all of that. And then finally innovate at-scale. If you look at this show, it's interesting, three years ago when we started Spectra Cloud, there are about 1400 businesses or technologies in the Kubernetes ecosystem, today there's over 1800 and all of these technologies made up of open source and commercial all version in a different rates, it becomes an insurmountable problem, unless you can set those guardrails sort of that balance between flexibility, control, let developers access the technologies. But again, manage it as a part of your normal processes of a scaled operation. >> So Dave, I'm a little challenged here, because I'm hearing two where I typically consider conflicting terms. Flexibility, control. >> Yes. >> In order to achieve control, I need complexity, in order to choose flexibility, I need t-shirt, one t-shirt fits all and I get simplicity. How can I get both that just doesn't compute. >> Well, that's the opportunity and the challenge at the same time. So you're right. So developers want choice, good developers want the ability to choose the latest technology so they can innovate rapidly. And yet ITOps, wants to be able to make sure that there are guardrails. And so with some of today's technologies, like Spectra Cloud, it is, you have the ability to get both. We actually worked with dimensional research, and we sponsor an annual state of Kubernetes survey. We found this last summer, that two out of three IT executives said, you could not have both flexibility and control together, but in fact they want it. And so it is this interesting balance, how do I give engineers the ability to get anything they want, but ITOps the ability to establish control. And that's why Kubernetes is really at its next inflection point. Whereas I mentioned, it's not debates about the distro or DIY projects. It's not big incumbents creating siloed Kubernetes solutions, but in fact it's about allowing all these technologies to work together and be able to establish these controls. And that's really where the industry is today. >> Enterprise , enterprise CIOs, do not typically like to take chances. Now we were talking about the growth in the market that you described from 1400, 1800 vendors, most of these companies, very small startups, our enterprises are you seeing them willing to take a leap with these unproven companies? Or are they holding back and waiting for the IBMs, the HPS, the MicrosoftS to come in with the VMwares with whatever they solution they have? >> I think so. I mean, we sell to the global 2000. We had yesterday, as a part of Edge day here at the event, we had GE Healthcare as one of our customers telling their story, and they're a market share leader in medical imaging equipment, X-rays, MRIs, CAT scans, and they're starting to treat those as Edge devices. And so here is a very large established company, a leader in their industry, working with people like Spectra Cloud, realizing that Kubernetes is interesting technology. The Edge is an interesting thought but how do I marry the two together? So we are seeing large corporations seeing so much of an opportunity that they're working with the smaller companies, the latest technology. >> So let's talk about the Edge a little, you kind of opened it up there. How should customers think about the Edge versus the Cloud Data Center or even bare metal? >> Actually it's a... Well bare metal is fairly easy is that many people are looking to reduce some of the overhead or inefficiencies of the virtualized environment. But we've had really sort of parallel little white tornadoes, we've had bare metal as infrastructure that's been developing, and then we've had orchestration developing but they haven't really come together very well. Lately, we're finally starting to see that come together. Spectra Cloud contributed to open source a metal as a service technology that finally brings these two worlds together, making bare metal much more approachable to the enterprise. Edge is interesting, because it seems pretty obvious, you want to push your application out closer to your source of data, whether it's AI inferencing, or IoT or anything like that, you don't want to worry about intermittent connectivity or latency or anything like that. But people have wanted to be able to treat the Edge as if it's almost like a Cloud, where all I worry about is the app. So really, the Edge to us is just the next extension in a multi-Cloud sort of motif where I want these Edge devices to require low IT resources, to automate the provisioning, automate the ongoing version management, patch management, really act like a Cloud. And we're seeing this as very popular now. And I just used the GE Healthcare example of that, imagine a CAT scan machine, I'm making this part up in China and that's just an Edge device and it's doing medical imagery which is very intense in terms of data, you want to be able to process it quickly and accurately, as close to the endpoint, the healthcare provider is possible. >> So let's talk about that in some level of details, we think about kind of Edge and these fixed devices such as imaging device, are we putting agents on there, or we looking at something talking back to the Cloud? Where does special Cloud inject and help make that simple, that problem of just having dispersed endpoints all over the world simpler? >> Sure. Well we announced our Edge Kubernetes, Edge solution at a big medical conference called HIMMS, months ago. And what we allow you to do is we allow the application engineers to develop their application, and then you can de you can design this declarative model this cluster API, but beyond Cluster profile which determines which additional application services you need and the Edge device, all the person has to do with the endpoint is plug in the power, plug in the communications, it registers the Edge device, it automates the deployment of the full stack and then it does the ongoing versioning and patch management, sort of a self-driving Edge device running Kubernetes. And we make it just very easy. No IT resources required at the endpoint, no expensive field engineering resources to go to these endpoints twice a year to apply new patches and things like that, all automated. >> But there's so many different types of Edge devices with different capabilities, different operating systems, some have no operating system. I mean that seems, like a much more complex environment, just calling it the Edge is simple, but what you're really talking about is 1000s of different devices, that you have to run your applications on how are you dealing with that? >> So one of the ways is that we're really unbiased. In other words, we're OS and distro agnostic. So we don't want to debate about which distribution you like, we don't want to debate about which OS you want to use. The truth is, you're right. There's different environments and different choices that you'll want to make. And so the key is, how do you incorporate those and also recognize everything beyond those, OS and Kubernetes and all of that and manage that full stack. So that's what we do, is we allow you to choose which tools you want to use and let it be deployed and managed on any environment. >> And who's... >> So... >> I'm sorry Keith, who's responsible for making Kubernetes run on the Edge device. >> We do. We provision the entire stack. I mean, of course the company does using our product, but we provision the entire Kubernetes infrastructure stack, all the application services and the application itself on that device. >> So I would love to dig into like where pods happen and all that. But, provisioning is getting to the point that is a solve problem. Day two. >> Yes. >> Like you just mentioned HIMMS, highly regulated environments. How does Spectra Cloud helping with configuration management, change control, audit, compliance, et cetera, the hard stuff. >> Yep. And one of the things we do, you bring up a good point is we manage the full life cycle from day zero, which is sort of create, deploy, all the way to day two, which is about access control, security, it's about ongoing versioning in a patch management. It's all of that built into the platform. But you're right, like the medical industry has a lot of regulations. And so you need to be able to make sure that everything works, it's always up to the latest level have the highest level of security. And so all that's built into the platform. It's not just a fire and forget it really is about that full life cycle of deploying, managing on an ongoing basis. >> Well, Dave, I'd love to go into a great deal of detail with you about kind of this day two ops and I think we'll be covering a lot more of that topic, Paul, throughout the week, as we talk about just as we've gotten past, how do I deploy Kubernetes pod, to how do I actually operate IT? >> Absolutely, absolutely. The devil is in the details as they say. >> Well, and also too, you have to recognize that the Edge has some very unique requirements, you want very small form factors, typically, you want low IT resources, it has to be sort of zero touch or low touch because if you're a large food provider with 20,000 store locations, you don't want to send out field engineers two or three times a year to update them. So it really is an interesting beast and we have some exciting technology and people like GE are using that. >> Well, Dave, thanks a lot for coming on theCUBE, you're now KubeCon, you've not been on before? >> I have actually, yes its... But I always enjoy it. >> Great conversation. From Valencia, Spain. I'm Keith Towns, along with Paul Gillon and you're watching theCUBE, the leader in high tech coverage. (upbeat music)

>>The cube presents, Coon and cloud native con Europe 22 brought to you by the cloud native computing foundation. >>Lisia Spain, a cuon cloud native con Europe 2022. I'm Keith towns, along with Paul Gillon, senior editor, enterprise architecture for Silicon angle. Welcome Paul, >>Thank you, Keith pleasure to work >>With you. You know, we're gonna have some amazing people this week. I think I saw stat this morning, 65% of the attendees, 7,500 folks. First time Q con attendees. This is your first conference. >>It is my first cubic con and it is amazing to see how many people are here and to think of, you know, just a couple of years ago, three years ago, we were still talking about what the cloud was and what the cloud was gonna do and how we were gonna integrate multiple clouds. And now we have this whole new framework for computing that is just rifled out of, out of nowhere. And as we can see by the number of people who are here, this has become a, a, this is the dominant trend in enterprise architecture right now, how to adopt Kubernetes and containers, build microservices based applications, and really get to that, that transparent cloud that has been so elusive. >>It has been elusive. And we are seeing vendors from startups with just a, a few dozen people to some of the traditional players we see in the enterprise space with thousands of employees looking to capture kind of lightning in a bottle, so to speak this elusive concept of multi-cloud. >>And what we're seeing here is very typical of an early stage conference. I've seen many times over the years where the, the floor is really dominated by companies, frankly, I've never heard of that. Many of them are only two or three years old, and you don't see the big, the big dominant computing players with, with the presence here that these smaller companies have. That's very typical. We saw that in the PC age, we saw it in the early days of Unix and, and it's happening again. And what will happen over time is that a lot of these companies will be acquired. There'll be some consolidation. And the nature of this show will change, I think, dramatically over the next couple or three years, but there is an excitement and an energy in this auditorium today that is, is really a lot of fun and very reminiscent of other new technologies just as they press it. >>Well, speaking of new technologies, we have Dave Cole, CR O chief revenue officer that's right. Chief marketing officer that's right of spec cloud. Welcome to the show. Thank >>You. It's great to be here. >>So let's talk about this big ecosystem. Okay. Kubernetes. Yes. Solve problem. >>Well, you know, the, the dream is, well, first of all, applications are really the lifeblood of a company, whether it's our phone or whether it's a big company trying to connect with its customer, it's about applications. And so the whole idea today is how do I build these applications to build that tight relationship with my customers? And how do I reinvent these applications rapidly in, along comes containerization, which helps you innovate more quickly. And certainly a dominant technology. There is Kubernetes. And the, the question is how do you get Kubernetes to help you build applications that can be born anywhere and live anywhere and take advantage of the places that it's running, cuz everywhere has pluses and minuses. >>So you know what the promise of Kubernetes from when I first read about it years ago is runs on my laptop. Yep. I can push it to any cloud, any platform that's that's right. Where's the gap. Where are we in that, in that phase? Like talk to me about scale. Is that, is that, is it that simple? >>Well, that act is actually the problem is that date while the technology is the dominant containerization technology and orchestration technology, it really still takes a power user. It really hasn't been very approachable to the masses. And so it was these very expensive, highly skilled resources that sit in a dark corner that have focused on Kubernetes, but that, that now is trying to evolve to make it more accessible to the masses. It's not about sort of hand wiring together. What is a typical 20 layer stack to really manage Kubernetes and then have your engineers manually can reconfigure it and make sure everything works together. Now it's about how do I create these stacks, make it easy to deploy and manage at scale. So we've gone from sort of DIY developer centric to all right, now, how do I manage this at scale? >>Now this is a point that is important, I think is often overlooked. This is not just about Kubernetes. This is about a whole stack of cloud native technologies. Yes. And you who is going to, who is going to integrate that, all that stuff, piece that stuff together, right? Obviously you have a, a role in that. Yes. But in the enterprise, what is the awareness level of how complex this stack is and how difficult it is to assemble? >>We, we see a recognition of that, that we've had developers working on Kubernetes and applications, but now when we say, how do we weave it into our production environments? How do we ensure things like scalability and governance? How do we have this sort of interesting mix of innovation, flexibility, but with control. And that's sort of an interesting combination where you want developers to be able to run fast and use the latest tools, but you need to create these guardrails to deploy it at scale. >>So where do the developers fit in that operation stack then? Is this, is Kubernetes an AI ops or an ops a task, or is it sort of a shared task across the development spectrum? >>Well, I think there's a desire to allow application developers, to just focus on the application and have a Kubernetes related technology that ensures that all of the infrastructure and related application services are just there to support them. And because the typical stack from the operating system to the application can be up to 20 different layers components. You just want all those components to work together. You don't want application developers to worry about those things. And the latest technologies like spectra cloud there's others are making that easy application engineers focus on their apps, all of the infrastructure and the services are taken care of. And those apps can then live natively on any environment. >>So help paint this picture for us. You know, I get got AKs ETS and those, all of these distributions OpenShift, the tan zoo, where is spec cloud helping me to kind of cobble together all these different distros I thought distro was the, was the thing like, just like Lennox has different distros, you know, right. Randy said different distros >>That actually is the irony. Is that sort of the age of debating, the distros largely is over. There are a lot of distros and if you look at them, there are largely shades of gray in being different from each other. But the Kubernetes distribution is just one element of like 20 elements that all have to work together. So right now what's what's happening is that it's not about the distribution it's now, how do I, again, sorry to repeat myself, but move this into a, into scale. How do I move it into deploy at scale, to be able to manage ongoing at scale, to be able to innovate at scale, to allow engineers, as I said, use the coolest tools, but still have technical guardrails that the, the enterprise knows they'll be in control of what, >>What does at scale mean to the enterprise customers you're talking to now? What do they mean when they say that? >>Well, I think it's interesting cuz we think scale's different cuz we've all been in the industry and it's frankly sort of boring old wor word, but today it means different things. Like how do I automate the deployment at scale? How do I be able to make it really easy to provision resources for applications on any environment from either a virtualized or bare metal data center cloud or today edge is really big where people are trying to push applications out to be closer to this source of the data. And so you want to be able to deploy it scale you wanna manage at scale, you wanna make it easy to, as I said earlier, allow application developers to build their applications, but it ops wants the ability to ensure security and governance and all of that. And then finally innovate at scale. If you look at this show, it's interesting, three years ago, when we started spectra cloud, there are about 1400 businesses or technologies in the Kubernetes ecosystem today there's over 1800 and all of these technologies made up of open source and commercial, all versioning at different rates. It becomes an insurmountable problem unless you can set those guardrails sort of that balance between flexibility and control, let developers access the technologies. But again, manage it as a part of your normal processes of a, of a scale of operation. >>So, so Dave, I'm a little challenged here cuz I'm hearing two where I typically consider conflicting terms. Okay. Flexibility control. Yes. In order to achieve control, I need complexity in order to choose flexibility. I need t-shirt one t-shirt fits all right. To and I, and I, and I get simplicity. How can I get both that just doesn't you know, compute >>Well thus the opportunity and the challenge at the same time. So you're right. So developers want choice, good developers want the ability to choose the latest technology so they can innovate rapidly. And yet it ops wants to be able to make sure that there are guard rails. And so with some of today's technologies like spectral cloud, it is you have the ability to get both. We actually worked with dimensional research and we sponsor an annual state of Kubernetes survey. We found this last summer, that two out of three, it executives said you could not have both flexibility and control together, but in fact they want it. And so it is this interesting balance. How do I give engineers the ability to get anything they want, but it ops the ability to establish control. And that's why Kubernetes is really at its next inflection point. Whereas I mentioned, it's not debates about the distro or DIY projects. It's not big incumbents creating siloed Kubernetes solutions. But in fact it's about allowing all these technologies to work together and be able to establish these controls. And that's, that's really where the industry is today. >>Enterprise enterprise CIOs do not typically like to take chances. Now we were talking about the growth in the market that you described from 1400, 1800 vendors. Most of these companies, very small startups are, are enterprises. Are you seeing them willing to take a leap with these unproven companies or are they holding back and waiting for the IBMs, the HPS, the Microsofts to come in with the VMwares with whatever they solution they have? >>I, I think so. I mean, we sell to the global 2000. We had yesterday as a part of edge day here at the event, we had GE healthcare as one of our customers telling their story. And they're a market share leader in medical imaging equipment. X-rays MRIs, cat scans, and they're, they're starting to treat those as edge devices. And so here is a very large established company, a leader in their industry, working with people like spectral cloud, realizing that Kubernetes is interesting technology. The edge is an interesting thought, but how do I marry the two together? So we are seeing large corporations seeing so much of an opportunity that they're working with the smaller companies, the latest technology. >>So let's talk about the edge a little. You kind of opened it up there. Yeah. How should customers think about the edge versus the cloud data center or even bare metal? >>Actually it's a well bare bare metal is fairly easy is that many people are looking to reduce some of the overhead or inefficiencies of the virtualized environment. And, but we've had really sort of parallel little white tornadoes. We've had bare metal as infrastructure that's been developing and then we've had orchestration technology's developing, but they haven't really come together very well lately. We're finally starting to see that come together. Spectra cloud contributed to open source a metal as a service technology that finally brings these two worlds together. Making bare metal much more approachable to the inters enterprise edge is interesting because it seems pretty obvious. You wanna push your application out closer to your source of data, whether it's AI in fencing or O T or anything like that, you don't wanna worry about intermittent connectivity or latency or anything like that. But people have wanted to be able to treat the edge as if it's almost like a cloud where all I worry about is the app. >>So really the edge to us is just the next extension in a multi-cloud sort of motif where I want these edge devices to require low it resources to automate the provisioning, automate the ongoing version management patch management really act like a cloud. And we're seeing this as very, very popular now. And I just used the GE healthcare example of that. Imagine a cat scan machine, I'm making this part up in China and that's just an edge device. And it's, it's doing medical imagery, which is very intense in terms of data. You want to be able to process it quickly and accurately as close to the endpoint, the healthcare provider as possible. >>So let's talk about that in some level of detail, as we think about kind of edge and you know, these fixed devices such as imaging device, are we putting agents on there? Are we looking at something talking back to the cloud, where does special cloud inject and help make that simple, that problem of just having dispersed endpoints all over the world? Simpler? >>Sure. Well we announced our edge Kubernetes edge solution at a big medical conference called, called hymns months ago. And what we allow you to do is we allow the application engineers to develop their application. And then you can de you can design this declarative model, this cluster API, but beyond cluster profile, which determines which additional application services you need and the edge device, all the person has to do with the endpoint is plug in the power plug in the communications. It registers the edge device. It automates the deployment of the full stack. And then it does the ongoing versioning and patch management, sort of a self-driving edge device running Kubernetes. And we make it just very, very easy. No, it resources required at the endpoint, no expensive field engineering resources to go to these endpoints twice a year to apply new patches and things like that, all >>Automated, but there's so many different types of edge devices with different capabilities, different operating systems, some have no operating system. Yeah. I mean, what, that seems like a much more complex environment, just calling it, the edge is simple, but what you're really talking about is thousands of different devices, right? That you have to run your applications on how, how are you dealing with that? >>So one of the ways is that we're really unbiased. In other words, we're OS and distro agnostic. So we don't want to debate about which distribution you like. We don't want to debate about, you know, which OS you want to use. The truth is you're right. There's different environments and different choices that you'll wanna make. And so the key is, is how do you incorporate those and also recognize everything beyond those, you know, OS and Kubernetes and all of that and manage that full stack. So that's what we do is we allow you to choose which tools you want to use and let it be deployed and managed on any environment. >>And who's respo, I'm sorry, key. Who's responsible for making Kubernetes run on the edge device. >>We do. We provision the entire stack. I mean, of course the company does using our product, but we provision the entire Kubernetes infrastructure stack all the application services and the application itself on that device. >>So I would love to dig into like where pods happen and all that, but provisioning is getting to the point that it's a solve problem. Day two. Yes. Like we, you know, you just mentioned hymns, highly regulated environments. How does spec cloud helping with configuration management change control, audit, compliance, et cetera, the hard stuff. >>Yep. And one of the things we do, you bring up a good point is we manage the full life cycle from day zero, which is sort of create, deploy all the way to day two, which is about, you know, access control, security. It's about ongoing versioning and patch management. It's all of that built into the platform. And, but you're right. Like the medical industry has a lot of regulations. And so you need to be able to make sure that everything works. It's always up to the latest level, have the highest level of security. And so all that's built into the platform. It's not just a fire and forget it really is about that full life cycle of deploying, managing on an ongoing basis. >>Well, Dave, I'd love to go into a great deal of detail with you about kind of this day two option. I think we'll be covering a lot more of that topic, Paul, throughout the week, as we talk about just, you know, as we've gotten past, you know, how do I deploy Kubernetes pod to how do I actually operate it? >>Absolutely, absolutely. The devil is in the details as they say, >>Well, and also too, you have to recognize that the edge has some very unique requirements. You want very small form factors. Typically you want low it resources. It has to be sort of zero touch or low touch because if you're a large food provider with 20,000 store locations, you don't wanna send out field engineers two or three times a year to update them. So it really is an interesting beast and we have some exciting technology and people like GE are using that. >>Well, Dave, thanks a lot for coming on to Q you're now Cub Alon. You've not been on before. >>I have actually. Yes. Oh. But I always enjoy it. >>It's great conversation. Foria Spain. I'm Keith towns along with Paul Gillon and you're watching the cue, the leader in high tech coverage.

>>Fly from Barcelona, Spain. It's the cube covering Cisco live 2020s brought to you by Cisco and its ecosystem partners. >>There were welcome back to the cubes live coverage, a Cisco live 2020 in Europe in Barcelona. I'm John for my coach Dave Volante. As Cisco announced his all the speeds and feeds of the engine of innovation. The question is what's in it for customers as applications become the center of the value proposition for customer changing over with their business models and transforming their enterprises. We get a great guest here, Allister Wildman, head of EMEA, your abilities in Africa. Customer experience group at Cisco also owns customer experience worldwide. Bringing a methodology for customer success in a modern era of computing and enterprise. Ellis are great to see. They have an OD and thank you. Thank you. Thank you for being here today guys. So we were talking before we came on camera about your role, where you've come from and pioneering what I call this modern customer success experience kind of vision. >>I mean we've seen CX around has been kind of like pre-cloud cloud and now as got edge and more distributed computing where apps are driving real change. It's more complex. So simplicity is the key message. How do you get customers to that success milestone? Explain what is customer success in a modern era. So if you go back to 2007 2008 when the first big cloud companies actually decided they need to focus on adoption, people using the cloud technology, Salesforce and Adobe with the first two they built a customer success function that was really focused on explaining how the user was interacting with the functionality of the product. So are you building dashboards? Do you have people logging in, are you going to renew? It was the big question. And so it was a customer success really started as a kind of feature function group that was just helping people to become time to value and get more experience. >>Where we've gone to now in 2020 is the technology is very, very complex now. And inside Cisco we've got incredible products that new software based products and lots of telemetry and data, but the customer has a life cycle. So the way that customers engage with technology, we call the life cycle. So from buying it, to onboarding it, to implementing it, to using it, to adopting it, and then scaling. Okay. And it's a really predefined stages of that life cycle. You can't just go straight to adopt, you have to do the onboarding implementation phase because if you don't onboard it and implement it, they'll never get past that stage. So what we're doing at Cisco is we're taking a digital approach. So we're building a customer portal into that portal or 38 different feeds at the moment of information. So a lot of the customer success information, so all the success tracks or the product information, but they're all based on the use case of the customer. >>So if the customer is bought a wireless access solution, then the portal will mirror that wireless acts and solution and all the content on that page would dynamically be about that solution, about the where the customer is on the journey. So if they're, if they're onboarding all the information about onboarding, when they go past onboarding, all the information will then change to the next stage and then change again the next day. So what you're doing is you're dynamically changing all your content, all your information to align with the customer's journey. And then the key thing is you have experts now that could be the customer being an expert, it could be Cisco helping or our partners. Of course, you give us that huge scale and we know where the customer is on the journey so we can come in and help them or move them along that journey to bring an expert network into in real time. >>You've got to know when to do that. Exactly. So this is why I was saying in the early days of customer success, it was just, Hey, let me explain about the product because you're not using much of it now. It's okay, I understand where you are on the journey and nuggets. I'm going to help you with what I think you need to do right now. Now what you do tomorrow will change. So tomorrow I'll come back and give you a different set of advice and guidance. These until that Metairie and data and my experts and my experts might change because as you go through this journey, you might need different people to help you on the way, but we're all Amy on getting the customer through to the value point. The contextual relevance of the stages is that accelerate the timeline. That's exactly the key problem you're solving. >>That's what we're trying to do is try to get our customers to value quicker. So anytime anyone buys any technology, they have a business case. Okay? That business case is not me put in a drawer after they made the purchase, we take the business case out the drawer and say, okay, what are you trying to achieve? Under what timeline? And let us map that with you. Okay. And normally there's some kind of services team that do an implementation. Okay. But after they leave, the customer still needs support on that journey because just the implementation, just the first phase that's only gets them through the door, that doesn't get any value because they probably aren't even using the technology at that point. So if you look at the network controller DNA, see it's a brilliant device where you can automate the whole, the network, the whole networking in one device book. >>Customers need help. Not only setting it up and roll in the devices, but you need center DNA. Say apologize, I shouldn't use acronyms, but customers just need help to not only set it open, enroll the devices, but actually to use it and then understand that all the data and so much is coming out there so they can make the best decisions for that network context aware environment. Obviously data rich, where does the data actually come from? Variety of sources I imagine. Yeah. So we can get telemetry out. Most of our products now, so everything that we do is open APIs. So we take the telemetry out with the products and we can see how the customer is engaging with that particular solution. And based on that data we can make our analysis of what we need to do to help them. And it will be different for every customer, for every solution on every part of that life cycle journey. >>And what are the channels by which a customer interacts is all channels phone chat. So the portal is literally, it's a, it's a portal the customer logs into, so it's got all the customer success information. It's also got all the installed base, all the products that the customer has are in there as well. So for example, if they're rendering of their environment. Exactly it did. It's a digital view. All the complexity behind brought in with some record with a recommendation engine using AI and ML. But also if there is, say we have an advisory, okay on a product or some of the sales of switches go end of life, the software we can actually tell the customer through the portal they need to do something. Now they could be the partner that helps him or Cisco or do it themselves. So again, we're trying to proactively help our customers so they can see more value. >>So Dave and I were talking yesterday when we do our analysis of the industry and we were commenting around the 10 years back, we'd be there around 10 years, our 10 year this year and forward we for pontificating on the role of media and how the world's changed and more networks and peer review. How are you guys looking at that peer review? Because you can have experts, some will be Cisco champions and will be Cisco employees, customers. How do you integrate community? You guys thinking about that at all or, >> yeah, so that's three inches. So within the portal that we've got the customer experience ports and we actually have a community's top where the customer can go in there and shut to other customers or the partners in their community who can ask 90 questions. So yeah, we think that communities play a massive part. >>I mean we're, we're starting the dev net area here and the Devena is half a million network. You know, engineers, we want their work right there. Absolutely. Is that what you're talking about with the expert network as a community? So an expert could be, it could be a customer and we need to help them get the skills to become experts. It could be Cisco and our professional services teams. We've got 30,000 people in my organization globally. Or it actually could be the, it could be the partner because the partners are 300 400,000 people. So experts can come from either those pools, but the main thing is that we understand what the customer's doing with the technology, where they are in that journey, and then we help them with the next, the next step. >> You've mentioned partners a couple of times we talk a little bit more about the partners, what role they play, what type of partners. >>We talk about, we talk about big SRS, we're talking about smaller guys in the channel, all of the above. How do they >> actually, it's a really good question because what we found is that we think about 50% of the partners will want to come on this journey with us and that's of all different sizes. So currently some of our biggest partners are the service providers. The big guys in, in Europe, it's going T systems and BT and OBS, they're very keen to get involved because they are, they have thousands of customers, Cisco and they're already providing some of this already through their own channels. So by adding the customer service motions from Cisco into their existing customer service and success, they can actually build a more holistic view. But you're right, there's some really great niche partners you've really picked up on this. And also we have incentives where we incentivize partners through different programs. >>We've moved a load of money from the front end programs to their life cycle, so if a partner sells a solution to a customer and that partner has got the right certifications, either people who know what they're doing and they want to take part in that customer success motion, we will monetize it for them and we'll incentivize them and they have the right to lead and we will support them. We'll stand behind them and we'll help them. That does it. We have a whole program of how we enable >> this as a channel game changer. Think about the channel marketing intimacy perspective. How are you looking at that? Is that a disruptive opportunity? It's kind of bumpy roads. There's a synergy there. I'm almost imagining the internal conversations with the channel. The way we look at it is that we think that partners have lots of IP that's very pertinent themselves. >>It's their own IP on it. We have this idea that we can deliver an accelerator which is like a four to six hour workshop and then we, and we have an ATX which is basically a WebEx information and we want the partners that are leading those customers to put their own accelerators in so they can actually monetize their own IP in a post-sales motion cause a moment that's quite difficult to do. So actually our view is that partners will scale this and as the partners learn the success motions, they'll start to create all their own little accelerators, which they will monetize with those customers to help them. And then you might have a partner that works in financial services, he might Cray IP that's only applicable to that vertical. So he becomes a champion in financial services. Again, you'll have other partners that are geographically based and so yeah, we were still building the model out. >>Is that private label or that's just go branded? So we have some generic content that we give to all the partners in the program. Okay. If they're in the program, the, they've got their people trained, they can have our content. But then in the portal, if you're the partner and you're the customer, as you look in, you can see the partner who is supporting you. You can then put that your content into the portal that your customer sees only so you can't. So no other partner can see that and know the customer can see that. So we're actually opening a channel to help our partners go to market and monetize said digital rendition of physical worlds virtual first, give us an update on status. How long has it been in place? This is a really big, we believe part of the collaboration first kind of mindset. >>You see the successful companies is more virtual than ever before. Yeah, certainly. So we're currently coming out of our early field trials, so we've got a very small number of partners and customers engaged in a moment. We're going to go into a limited available launch in the next couple of months in Europe and we're probably going to have scaling up to about a hundred, 150 customers. And then at the end of the year, so fiscal year, which ends in around July, August around point we spent, we'll go general availability on intent based networking will be first, so we'll do all the use cases and intent based networking and then we'll do security and they'll do use case and security and then we'll probably do ACI, which is the day center automation and then we'll do collaboration. It's just going to be an added value freebie, throw in or added cost item. Currently customers buy support, they buy a hardware sport package and they buy a software support package and maybe they have some add-ons, some you know, migration support or some high available to support. >>What will happen in the future is that the customer will decide if they want a level one, two, three or four engage them and that will include hardware support, software support and customer success motions in one block. And so the customer would decide for this particular solution, I need a lot of supports, I'm going to have level three. And they get a lot more of everything. Or they can have level one, which is quite frankly do most of it themselves that is available today, but it's in different programs. So we'll bring it into a single program to make it really easy for the customer to choose how much help they want from Cisco and partners. So we're thinking about the different products that you just mentioned, whether it's ACI at Ted based networking, security with insecurity by devs, StealthWatch cloud and yeah. So you, you're bringing a common methodology to all those domains. >>Correct. And then they're feeding in to that portal, to that content. How does that all work together? So we've basically decided as a company we've decided that this is the customer experience portal is the single place where customers will go to the post sales information and success. So all the product groups now we're building, everything that's built now is API in telemetry that we can use inside the portal. So that's why we started with intent based networking because DNA see as brilliant telemetry. So we could start there immediately. So every release of every product, we talk very closely with the engineers to say, okay, we need this lemon tree so we can put it into the customer experience portal so we can build this motion and it will go, as you say, by the use case, by every solution stack all the way down to the ground. >>This is going to take us quite three to five years, but we're on the journey. They should have, you have a North star and it drives standardization and that's what the customer wants to see. When I show customers this portal and they go, Oh, that's my install base. Okay. And they're my advisories. Oh. And that's my success mode and that's where I am on the journey. It's like an eye opener and they really like it. I think the journey is also a progression of learning too. When you think about not only just solving the business problems, learning and getting faster and be more agile in progress. So within the portal we have certifications. We have e-learning, we'll have dev net, so we're in phase 1.1 are the portals, but eventually everything will be in there, so everything that the customers do post-sales with us or partners will be in that portal and the customer's going to see the progress of what their own teams exactly. >>What's your team look like? I mean you've got to develop developer organization, the appropriate person fill it out, the portal. So in a mayor we have 6,000 people in my organization. We mainly do support professional services, customer success, and with the renewal guys in the headquarters, I have a fantastic team under the leadership of Tony Cole on who's coming from salesforce.com the whole portal is built on top of salesforce.com which is our customer muster. We've, we've got a whole team there with Salesforce. We're building it together, so I don't have the engineers in my organization here at Umea. They're in the headquarters and probably a few in India in different engineering centers. Yeah. It's a big investment for us and you guys have now this last year we've covered it. Sales relationship is pretty solid at Cisco. You're building on that. You've mentioned that. I got to ask you as an expert, and you're coming from Salesforce, good hire there. >>I got to ask you, as an expert in customer success, what's your vision of the modern era? A lot of things going on right now. The game is changing horizontally across every use case. Every vertical industry, customers are at the center of the value proposition. The apps are driving the change. How does that actually change some of the customer success formulas? What goes away? What comes in? What do you see happening? I believe that there's three things all happen in customer success in that's couple of things. Number one is partners will adopt it and scale it properly is an element of partners are not that involved with the cloud companies. It's basically cloud DOE, it's customer, so we need the partner to be massively part of this and part of the monetization. The second thing is we have to build a success motion that includes hardware. >>Okay. Which is really difficult. There's a lot of hardware he's bought perpetually not on a subscription. So how do you measure success? But we're doing that right now, particularly as we look at network as a service and all the different as it and they're all, you've seen the business models changing very quickly. The third thing is that customers are really happy now to engage post-sales, but when you put someone in front of them, they've got to add value. So I believe that the post-sales success teams are going to get much more technical in nature and specific about what they do when they're with a customer. So almost I have people in my post sales organization who are as technical as my delivery team on my services team, and that's important that you get people who can really move the needle when they're in the room. >>I think that's a smart and I think a lot of people in the sales careers, I've always said get the right resource in front of the customer at the right time to close the deal. Yeah, that's shifting to post sales where having the right resource and person at the right time in front of the customer is the same thing. I mean, I watched the announcements this morning. Okay. I'm a technically minded person but I'm not a CCIE. Okay. I came from the application side and I just thought, wow, there's some amazing things being announced, stable. How do you do it all? I mean you've got announcements in all these different areas. To me and if you're a customer, you probably saw the thing and how do I really take advantage of all this great technology that Cisco is building and this is why we build this methodology with a digital portal with experts in data analysis and content to help them on that journey. >>We were commenting, it's like the engine is all a tech. The car is what cause we want to drive to the outcome. Definitely wild times with Allister wild man here inside the queue. Great guests, really important conversation. I think customer success is going to be disrupted in a positive way by data, video people collaboration. The tech starts to change the game. Certainly customers. Yes. Thanks for sharing this. Thank you and love it to me both. Thank you very much. Cheers guys. She live in Barcelona. I'm jumper with Dave a lot. Dave will be right back with more after this short break.

>>live from Copenhagen, Denmark. It's the Q covering Nutanix dot next 2019. Brought to you by Nutanix >>Welcome back, everyone to the cubes. Live coverage of Nutanix dot Next here at the Bella Centre in the Copenhagen. I'm your host, Rebecca Knight, coasting along side of stew, Minutemen were joined by Bala Coochie bottler >>Bhola. He is the VP GM Nutanix era and business critical lapse at Nutanix. Thanks so much for coming on the island. >>It's an honor to come here and talk to guys. >>So you were up on the main stage this morning. You did a fantastic job doing some demos for us. But up there you talked about your data, your days gold. And you said there are four p's thio the challenges of mining the burning process you want >>you want to go through >>those for our viewers? >>Definitely. So for every business, critical lab data is gold likely anam bigness for a lot of people are anyone. Now the question is like similar to how the gore gets processed and there's a lot of hazardous mining that happens and process finally get this processed gold. To me, the data is also very similar for business could collapse. Little database systems will be processed in a way to get the most efficient, elegant way of getting the database back data back. No. The four pains that I see for managing data businesses started provisioning even today. Some of his biggest companies that I talkto they take about 3 to 5 weeks toe provisions. A database. It goes from Infrastructure team. The ticket passes from infrastructure team, computer, networking stories, toe database team and the database administration team. That's number one silo. Number two is like proliferation, and it's very consistent, pretty much every big company I talkto there. How about 8 to 10 copies of the data for other analytics que year development staging Whatever it is, it's like over you take a photo and put it on. What Step and your friends download it. They're basically doing a coffee data. Essentially, that Fordham be becomes 40 and in no time in our what's up. It's the same thing that happens for databases, data bits gets cloned or if it's all the time. But this seemingly simple, simple operation off over Clone Copy copy paste operation becomes the most dreaded, complex long running error prone process. And I see that dedicated Devi is just doing Tony. That's another thing. And then lineage problem that someone is cloning the data to somewhere. I don't know where the data is coming from. Canister in The third pain that we talk about is the protection. Actually, to me it's like a number one and number two problem, but I was just putting it in the third. If you're running daily basis, and if you're running it for Mission critical data basis, your ability to restore the rhythm is to any point in time. It's an absolute must write like otherwise, you're not even calling The database. Question is, Are the technologies don't have this kind of production technology? Are they already taken care? They did already, but the question is on our new town expert from Are on Cloud platform. Can they be efficient and elegant? Can we can we take out some of the pain in this whole process? That's what we're talking about. And the last one is, ah, big company problem. Anyone who has dozens of databases can empathize with me how painful it is to patch how painful it is to get up get your complaints going to it. Holy Manager instead driven database service, this kind of stuff. So these are the four things that we actually think that if you solve them, your databases are one step. Are much a lot steps closer to database service. That's what I see >>Bala. It's interesting. You know, you spent a lot of time working for, you know, the big database company out there. There is no shortage of options out there for databases. When I talked to most enterprises, it's not one database they now have, you know, often dozens of databases that they have. Um so explain line. Now you know, there's still an unmet need in the marketplace that Nutanix is looking to help fill there. >>So you're absolutely right on the dark that there are lots of date of this technology is actually that compounds the problem because all these big enterprise companies that are specially Steadman stations for Oracle Post Grace may really be my sequel sequel administrator. Now they're new breed of databases in no sequel monger leave. You know, it's it's like Hardy Man is among really be somebody manage the Marta logics and stuff like that so no, we I personally eating their databases need to become seemed like Alex City. Right? So >>most of >>these banks and telcos all the company that we talk about data this is just a means to an end for them. So there should focus on the business logic. Creating those business value applications and databases are more like okay, I can just manage them with almost no touch Aghanistan. But whether these technologies that were created around 20 years back are there, there it kind of stopped. So that is what we're trying to talk about when you have a powerful platform like Nutanix that actually abstracts the stories and solve some of the fundamental problems for database upstream technologies to take advantage of. We combine the date of this FBI's the render A P s as well as the strength of the new tenants platform to give their simplicity. Essentially. So that's what I see. We're not inventing. New databases were trying to simplify the database. If that's what >>you and help make sure we understand that you know, Nutanix isn't just building the next great lock in, you know, from top to bottom. You know, Nutanix can provide it. But Optionality is a word that Nutanix way >>live and time by choice and freedom for the customers. In fact, I make this as one of the fundamental design principles, even for era we use. AP is provided with the database vendors, for example, for our men, we just use our men. AP is. We start the database in the backup, using our many years where we take that one day. It is the platform. Once the database in the backup more we're taking snapshots of the latest visit is pretty much like our men. Regan back up with a Miss based backup, essentially alchemist, so the customer is not locked in the 2nd 1 is if the customer wants to go to the other clothes are even other technologies kind of stuff? We will probably appear just kind of migrate. So that's one of the thing that I want to kind of emphasize that we're not here to lock in any customer. In fact, your choice is to work. In fact, I emphasize, if the customer has the the computer environment on the year six were more than happy weaken. Some 40 year six are his feet both are equal for us. All we need is the air weighs on era because it was is something that we leverage a lot off platform patent, uh, repentance of Nutanix technology that we're passing on the benefits canister down the road where we're trying to see is we'll have cyclists and AWS and DCP. And as you and customers can move databases from unpromising private cloud platform through hybrid cloud to other clusters and then they can bring back the data business. That's what we can to protect the customers. Investment. >>Yeah. I mean, I'm curious. Your commentary. When you go listen, toe the big cloud player out there. It's, you know, they tell you how many hundreds of thousands of databases they've migrated. When I talk to customers and they think about their workload, migrations are gonna come even more often, and it's not a one way thing. It's often it's moving around and things change. So can we get there for the database? Because usually it's like, Well, it isn't it easier for me to move my computer to my data. You know, data has gravity. You know, there's a lot of, you know, physics. Tell General today. >>See what what is happening with hyper killers is. They're asking the applications. Toby return against clothed native databases, obviously by if you are writing an application again, it's chlorinated. Databases say there are Are are are even DCP big table. You're pretty much locked technical because further obligation to come back down from there is no view. There's no big table on and there's no one around. Where is what we're trying to say is the more one APS, the oracles the sequels were trying to clarify? We're trying to bring the simplicity of them, so if they can run in the clover, they condone an art crime. So that's how we protect the investment, that there is not much new engineering that needs to be done for your rafts as is, we can move them. Only thing is, we're taking or the pain off mobility leveraging all platform. So obviously we can run your APS, as is Oracle applications on the public lower like oracle, and if you feel like you want to do it on on from, we can do it on the impromptu canister so and to protect the investment for the customers, we do have grown feeling this man, That means that you can How did a bee is running on your ex editor and you can do capacity. Mediation means tier two tier three environments on Nutanix using our time mission technology. So we give the choicest customers >>So thinking about this truly virtualized d be what is what some of the things you're hearing from customers here a dot next Copenhagen. What are the things that you were they there, There there Pain points. I mean, in addition to those four peas. But what are some of the next generation problems that you're trying to solve here? >>So that first awful for the customers come in acknowledges way that this is a true database. Which letters? I don't know what happened is what tradition is all aboard compute. And when when he saw the computer watch logician problem you threw in database server and then try to run the databases. You're not really solving the problem of the data? No, With Nutanix, our DNA is in data. So we have started our pioneered the storage, which location and then extended to the files and objects. Now we're extending into database making that application Native Watch Ladies database for dilation, leveraging the story published Combining that with Computer. What's litigation? We think that we have made an honest effort to watch less data basis. Know the trend that I see is Everyone is moving. Our everyone wants cloudlike experience. It's not like they want to go to club, but they want the cloud like agility, that one click simplicity, consumer, great experience for the data basis, I would liketo kind of manage my data basis in self service matter. So we took both these dimensions. We made a great we made an honest effort to make. The databases are truly watch list. That's the copy data management and olive stuff and then coupled with how cloud works able to tow provisions. Self service way ability to manage your backups in self service. Weigh heavily to do patch self service fair and customers love it, and they want to take us tow new engines. One of the other thing that we see beget Bronte's with ERA is Chloe's. Olive or new databases generally are the post press and the cancer, but there's a lot of data on site because there's a lot of data on Mississippi. Honey, there's a lot of data on TV, too. Why don't we enjoy the same kind of experience for those databases? What? What did they do wrong? So can we >>give >>those experience the cloud like experience and then true? Watch allegation for those databases on the platform. That's what customers ask What kind of stuff. Obviously, they will have asked for more and more, um, br kind of facilities and other stuff that way there in the road map that we will be able to take it off. One >>of the questions we've had this week as Nutanix build out some of these application software not just infrastructure software pieces, go to market tends to be a little bit different. We had an interesting conversation with the Pro. They're wrapping the service for a row so that that seems like a really good way to be able to reach customers that might not even knew no Nutanix tell us, you know, how is that going? Is there an overlay? Salesforce's it? Some of the strategic channel and partnership engagements, you know, because this is not the traditional Nutanix, >>So obviously Nutanix is known. Andi made its name and fame for infrastructure as service. So it's really a challenge to talk about database language for our salespeople. But country that I heard the doubt when I kind of started my journey It Nutanix Okay, we will build a product. But how are you going to the city? And we get off this kind of sales for But believe me, we're making multimillion dollar deals mainly led by the application Native Miss our application centric nous so I could talk about federal governments. And yes, she made perches because it was a different station for them. We're talking about big telco company in Europe trying to replace their big Internet appliances because era makes the difference vanished. We're providing almost two X value almost half the price. So the pain point is real. Question is, can we translate their token reconnect with the right kind of customer? So we do have a cell so early for my division. They speak database language. Obviously we're very early in the game, so we will have selected few people in highly dense are important geographic regions who after that, but I also work with channels, work with apartments like geniuses like we prove head steal another kind of stuff and down the best people to leverage and take this holding and practice. This is the solution. In fact, companies like GE S D s is like people take an offer. Managed database seven. Right. So we have a product. People can build a cloud with it. But with the pro they can offer in a word, why do you want to go to public Lower? I can provide the same cloud. Man is database service more on our picks, Mortal kind of stuff. So we're kind of off fighting on all cylinders in this sense, but very selectively very focused. And I really believe that customers fill understand this, Mrs, that Nutanix is not just the infrastructure, but it's a cloud. It's a It's a club platform where I considered arise like Microsoft Office Suite on Microsoft's operating system. Think about that. That's the part off full power that we think that I can make make it happen >>and who are you know, you said you're going in very tight. Who are these Target customers without naming names? But what kinds of businesses are they? You know? How big are they? What kinds of challenges. Are >>they looking at all? The early customers were hardly in the third quarter of the business, but five. Financial sector is big. The pain point of data mismanagement is so acute there capacity limitation is a huge thing. They are spending hundreds of millions of dollars on this big. When that kind of stuff on can they run in the can extract efficiencies out of this hole all their investment. Second thing is manufacturing and tell Cole, and obviously federal is one of the biggest friend of Nutanix and I happened to pitch in and religions is loaded. And they said, Israel, let's do it real demo. And then let's make it happen. They actually tested the product and there are taking it. So the e r piece, where are they? Run Oracle, Where the run big sequence kind of stuff. This is what we're seeing. It >>followed. Wanna make sure there was a bunch of announcements about era tudo Otto, Just walk us through real quick kind of where we are today. And what should we be looking for? Directionally in the future. >>So we started out with four are five engines. Basically, Andi, you know that Oracle sequel and my sequel post this kind of stuff, and we attacked on four problems this provisioning patching copy, data management and then production. But when we talked to all these customers on, I talked to see Ables and City Walls. They love it. They wanted to say that Hey, Kanna, how around more engines? Right? So that's one will live. But more importantly, they do have practices. They have their closest vehicles that they want to have single pane of management, off era managing data basis across. So the multi cluster capability, what we call that's like equal and a prison central which manage multiple excesses. They weren't error to manage multiple clusters that manage daily basis, right? That's number one. That's big for a product with in one year that we regard to that stage. Second thing was, obviously, people and press customers expect rule rule based access control. But this is data, so it's not a simple privilege, and, uh, you would define the roles and religious and then get it over kind of stuff. You do want to know who is accessing the data, whether they can access the data and where they can accident. We want to give them freedom to create clones and data kind of act. Give the access to data, but in a country manor so they can clone on their cure. Clusters there need to file a huge big ticket with Wait for two weeks. They can have that flexibility, but they can manage the data at that particular fear class. So this is what we call D a M Data access management. It's like a dam on the like construct on the river, control flow of the water and then channel is it to the right place and right. But since Canister, so that's what we're trying to do for data. That's the second big thing that we look for in the attitude. Otto. Obviously, there's a lot off interest on engines. Expand both relation in Cecil has no sequel are We are seeing huge interest in recipe. Hannah. We're going to do it in a couple of months. You'll have take review monger. Dubious. The big big guy in no sequel space will expand that from long. Would it be to march logic and other stuff, But even D B two insiders There's a lot of interest. I'm just looking for committed Customers were, weren't They are willing to put the dollars on the table, and we're going to rule it out. That's the beauty of fair that we're not just talking about. Cloud native databases Just force Chris and kind of stuff. What? All this innovation that happened in 30 40 years, we can we can renew them to the New Age. Afghanistan. >>Great. Well, Bala, thank you so much for coming on. The Cuba was >>Thank you. >>I'm Rebecca Knight for stew minimum. Stay tuned. For more of the cubes. Live coverage of Nutanix dot next.

>>from San Francisco. It's the Q covering pager duty Summit 2019. Brought to you by pager Duty. >>Hey, welcome back there, Right, Jeffrey here with the cue, We're pager duty Psalm in its fourth year page summit Third year The Cube being here at West say, Fritz in downtown San Francisco and tying a pager duty summons up running the Western Frances. We're excited to be joined by our next two guests coming all way across the Pacific Ocean. My media left is Daniel Sultaana, group director for >>Sass for Technology. Want Daniel? Great to see you. Thank you. On his left camera. Network TV production engineer Lee also for technology one woke up. So first question. First time in the States. >>Not the first time. The state of into the states, Many tires. So it's a great comeback. California particular center. It is the >>first time for May, but it's been absolutely great. I got the whole weekend to explore San Francisco. Just one >>good give great. It's a great place thio around, but let's talk about Pedro December 1st time duty, Simon A lot. Actually, 1000 people company I P o. This year, a lot of buzz around here >>Really exciting. Great for pages. Video. I appreciate very similar company to technology wanted. Tim saws terms off genetic heritage. So there's a lot of affiliation between our two companies. >>All right, let's jump into what is technology. >>So technology wanted to Australia's largest enterprise software company. We produce software in a few vertical markets, focusing on higher education, local federal government, asset intensive and healthy. >>All right, so you guys are presenting later today on a really interesting topic referenced in the keynote. Your conversation is having increased customer experiences without burning out your people. I think the official report was unplanned work. The human impact been always on world. This is a really deal. People about the human impact duty, the pager. Peter's got a ring somewhere. You see a big impact in terms of the pressure on the teams to deliver with this kind of consumerism ation of I t expect. And that's >>exactly if you look at the enterprise well. Vanda pauses, expecting consumer response. You know, if your Netflix goes down your home tonight, you want that keeps immediately. It's the same pressure now that we're saying transferring today, it's complicated >>for me on on myself. So implementing these kind of systems that just helps an awful ones really understand and reduce the amount of time that we're spending on those incidents after Alice. >>Right? Because we talk a lot about unplanned downtime and maintenance for here, right on machines. And it's hugely impactful and a lot of conversations about prescriptive maintenance and kind of getting ahead of that. We don't hear that conversation so much about people you got humans about. The humans evolved, and I really interesting take as we go aboard. The complexity of the systems between the 80 eyes and everything's connected is no astronomically more complex. And it wasn't >>it definitely is way usedto have very simple traditional surfaces, but now it's hundreds of different services and applications that only talk together. Managing That's a very different game when it used to be >>right. So how does painting maybe help you? How did you start to build a I machine learning for it to be able to get a triage and more importantly, you know, assigned right tasked with the right people, >>I think first start off with us having many district systems bring that together, falling through. So it's like having many different nations around the world. Trying to talk, but not a common interface on bringing together was a first >>for us. What's next? They're still together, >>still pulling together now, actually understanding what we have turning that into processes that are more efficient, using the technology to move the various conversation alerts and information right ares triage ahead of time before problems actually happening. >>I think the other thing that we're more towards starting to use the diner a lot more to make more valuable got agreement, decisions, a supposed toe, intuition based decisions that we used to make >>right, replace something else that you already had kind of a supplement, >>not replace it. So So if I go back just to the technology wanted a street we're 30 years old started off before the Internet. So as we made this transition from on premises to a sax baseball way, needed tools help us in these multiple always on world. >>So So what? What are the characteristics of the biggest problems come up in terms of application interfaces or no way at all? These things tied together what seems to be the weakest link What is the one that you know most banks Now you can kind of reduced the settings. >>I don't think there's any one specific thing way. Talk about Cole's. An awful lot guards really great causes. It's very rarely ever one simple thing that's caused the problem. It's normally a multiple factors that come into play, and some of that can be. Has the engineer being cold three times. I've not came to what with two hours sleep, >>right? And you said you said you carry a pager and hopefully you don't have it All right Now >>it is on >>its way to switch number inside of me. Have you seen seen a reduction in kind of the pressure call in the qualities stuff that gets through triage and actually make it to the major >>way some stuff, way fix from bed. Now you stop to wake up >>way getting up. >>So we used a pager beauty my bollock way. Have some stuff that we built into that as well. And waken fix things from Ben >>give you exact way, have some issues that take us minutes to resolve. We've managed to bring that down to three >>wise that because better, better tasking of the people. Better identification problems were some things that drive exactly that. >>So it is bringing the multiple inputs into a central place that being interpreted and then being shifted off to the right resources to be able to fix it behind. Or there's no some automated, tacit kickoff. And that just condenses the whole into in process dramatically. So our customers seeing a much greater meantime between failure because we could get on the things a lot faster. >>Okay, so lessons for people thinking about paging me. What would you tell him? Some of your peers that are that are carrying the pager and red eyed way. >>Look, I think managing your PayPal is very important, I think way living in a world where talent is actually hard to secure. So you need to ensure that that talent is protected and looked after well nourished and grows on. So we've just page me to help do that, sure that teams don't burn out to understand what root causes also attack a rock, pools on become more efficient. >>Is there any specific characteristics are attributes in the people leaving? They're in their behavior, things that they do You're measuring as being now less burning? Absolutely >>way. Actually running employee in peace >>So they all just wrote a book. Five. So they get >>Andrea Lee. Something fundamental was around with number out of Dallas. That was That was really died. Other measure its foreign off. I wonder what a >>charity secrets. But when things were not good, orders of magnitude of work was done. Kind of unscheduled, which is causing this angst. How's that? Kind of? Just >>wear multiple hours every night. I'll be, quite frankly, people was on way. Knew that's how far. >>Right? Right, Right. >>Good. Well, thank you. Thank you for sharing the story. And good luck. Hopefully nobody else resigns and keep a couple a bunch of happy, happy clients opened out and deliver the great customer experience. Absolutely. Alright, >>stand the camera. Jeff, You're watching the cube? Were some it downtown

>> from Seattle WASHINGTON. It's the Q covering AWS Imagine brought to you by Amazon Web service is >> Hey, welcome back, You're ready. Geoffrey here with the Cube were in Seattle, >> Washington downtown, right next to the convention center for the AWS. Imagine e d. You show. It's a second year of the show found by Andrew Cohen. His crew, part of Theresa's public sector group, really focused on education. Education means everything from K through 12 higher education and community college education, getting out of the military and retraining education. It's ah, it's a really huge category, and it's everything from, you know, getting the colleges to do a better job by being on cloud infrastructure, innovating and really thinking outside the box are really excited to have the man who's doing a lot of the work on the curriculum development in the education is Ken Eisner is the director of worldwide education programs for AWS. Educate can great to see you. Thank you so much for having absolutely nice shot out this morning by Theresa, she said. She just keeps asking you for more. So >> you want to deliver for Theresa? Carl says she is. She is a dynamo and she drives us >> all she does. So let's dive into it a little bit. So, you know, there was, Ah, great line that they played in the keynote with Andy talking about, You know, we cannot be protecting old institutions. We need to think about the kids is a story I hear all the time where somebody came from a time machine from 17 76 and landed here today. It wouldn't recognize how we talk, how we get around, but they would recognize one thing, and unfortunately, that's the school house down at the end of the block. So you guys are trying to change that. You're really trying to revolutionize what's happening in education, give us a little bit of background on some of the specific things that you're working on today. >> Yeah, I I think Andy, one of the things that he mentioned at that time was that education is really in a crisis on. We need to be inventing at a rapid rate. We need to show that invented simplify inside that occassion. Andi, he's incredibly, he's correct. The students are our customers, and we've got to be changing things for them. What we've been really excited to see is that with this giant growth in cloud computing A W S. It was the fastest I T vendor to ever hit $10,000,000,000 a year. The run rate We're now growing at a 42% or 41% year over year growth Ray and $31,000,000,000 a year Lee company. It's creating this giant cloud computing opportunity cloud computing in the number one Lincoln Skill for the past four years in Rome, when we look at that software development to cloud architecture to the data science and artificial intelligence and data analytics and cyber security rules. But we're not preparing kids for this. Market Gallop ran a study that that showed about 11% of business executives thought that students were prepared for their jobs. It's not working, It's gotta change. And the exciting thing that's happening right now is workforce development. Governments are really pushing for change in education, and it's starting to happen >> right? It's pretty amazing were here last year. The team last year was very much round the community college releases and the certification of the associate programs and trial down in Southern California, and this year. I've been surprised. We've had two guests on where it's the state governor has pushed these initiatives not at the district level, the city level, but from the state winning both Louisiana as well as Virginia. That's pretty amazing support to move in such an aggressive direction and really a new area. >> Yeah, I was actually just moderating a panel where we had Virginia, Louisiana, in California, all sitting down talking about that scaling statewide strategy. We had announcements from the entire CUNY and Sunni or City University of New York and State University of New York system to do both two and four year programs in Cloud Computing. And Louisiana announced it with their K 12 system, their community college system and their four year with Governor John Bel Edwards making the announcement two months ago. So right we are seeing this scaling consortium, a play where institutions are collaborating across themselves. They're collaborating vertically with your higher ed and K 12 and yet direct to the workforce because we need to be hiring people at such a rapid ray that we we need to be also putting a lot of skin in the game and that story that happened so again, I agree with Andy said. Education is at a crisis. But now we're starting to see change makers inside of education, making that move right. It's interesting. I wonder, >> you know, is it? Is it? I don't want to say second tier, that's the wrong word, but kind of what I'm thinking, you know, kind of these other institutions that the schools that don't necessarily have the super top in cachet, you know who are forced to be innovative, right? We're number two. We try harder. As they used to say in the in the Hertz commercial. Um, really a lot of creativity coming out of again the community colleges last year in L. A. Which I was, I was blown away, that kind of understand cause that specifically to skill people up to get a job. But now you're hearing it in much more kind of traditional institutions and doing really innovative things like the thing with the the Marines teaching active duty Marines about data science. >> Yeah, who came up with that idea that phenomenal Well, you know, data permeates every threat. It's not just impure data science, jobs and machine learning jobs. There's air brilliantly important, but it's also in marketing jobs and business jobs. And so on. Dad Analytics, that intelligence, security, cybersecurity so important that you think, God, you Northern Virginia Community College in U. S. Marine Corps are working for to make these programs available to their veterans and active military. The other thing is, they're sharing it with the rest of the student by. So that's I think another thing that's happening is this sharing this ability, all of for this cloud degree program that AWS educate is running. All these institutions are sharing their curricula. So the stuff that was done in Los Angeles is being learned in Virginia is the stuff that the U. S Marine Corps is doing is being available to students. Who are you not in military occupations? I think that collaboration mode is is amazing. The thing they say about community colleges and just this new locus of control for education on dhe. Why it's changing community colleges. You're right there. They're moving fast. These institutions have a bias for action. They know they have to. You change the r A. Y right? It's about preventing students for this work for, but they also serve as a flywheel to those four year institutions back to the 12 into the into the workforce and they hit you underserved audience. Is that the rest? So that you were not all picking from the same crew? You cannot keep going to just your lead institutions and recruit. We have to grow that pipeline. So you thank thank these places for moving quick brand operating for their student, right? >> Right, And and And that's where the innovation happens, right? I mean, that's that's, uh, that that's goodness. And the other thing that that was pretty interesting was, um, you know, obviously Skilling people up to get jobs. You need to hire him. That's pretty. That's pretty obvious and simple, but really bringing kind of big data attitude analytics attitude into the universities across into the research departments and the medical schools. And you think at first well, of course, researchers are data centric, right? They've been doing it that way for a long time, but they haven't been doing it and kind of the modern big, big data, real time analytics, you know, streaming data, not sampling data, all the data. So so even bringing that type of point of view, I don't know mindset to the academic institutions outside of what they're doing for the students. >> Absolutely. The machine learning is really changing the game. This notion of big data, the way that costs have gone down in terms of storing and utilizing data and right, it's streaming data. It's non Columbia or down, as opposed to yeah, the old pure sequel set up right that that is a game changer. No longer can you make just can you make a theory and tested out theories air coming streaming by looking at that data and letting it do some work for you, which is kind of machine learning, artificial intelligence path, and it's all becoming democratized. So, yes, researchers need to need learn these new past two to make sense and tow leverage. This with that big data on the medical center site, there are cures that can be discerned again. Some of our most pressing diseases by leveraging data way gonna change. And we, by the way, we gotta change that mindset, not just yeah, the phD level, but actually at the K 12 levels. Are kids learning the right skills to prepare them for you this new big data world once they get into higher ed, right? And then the last piece, which again we've seen >> on the Enterprise. You've kind of seen the movie on the enterprise side in terms of of cloud adoption. What AWS has done is at first it's a better, more efficient way to run your infrastructure. It's, you know, there's a whole bunch of good things that come from running a cloud infrastructure, but >> that's not. But that's not the end, right? The answer to the question >> is the innovation right? It's It's the speed of change, of speed development and some of the things that we're seeing here around the competitive nature of higher education, trying to appeal to the younger kids because you're competing for their time and attention in there. And they're dollar really interesting stuff with Alexa and some of these other kind of innovation, which is where the goodness really starts to pay off on a cloud investment. >> Yeah, without a doubt, Alexa Week AWS came up with robo maker and Deep Racer on our last reinvent, and there's there's organizations at the K 12 level like First Robotics and Project lead. The way they're doing really cool stuff by making this this relevant it you education becomes more relevant when kids get to do hands on stuff. A W S lowers the price for failure lowers the ability you can just open a browser and do real world hands on bay hands on stuff robotics, a rvr that all of these things again are game changers inside the classroom. But you also have to connect it to jobs at the end, right? And if your educational institutions can become more relevant to their students in terms of preparing them for jobs like they've done in Santa Monica College and like they're doing in Northern Virginia Community College across the state of Louisiana and by May putting the real world stuff in the hands of their kids, they will then start to attract assumes. We saw this happen in Santa Monica. They opened up one class, a classroom of 35 students that sold out in a day. They opened another co ward of 35 sold out in another day or two. The name went from 70 students. Last year, about 325 they opened up this California cloud workforce project where they now have 825 students of five. These Northern Virginia Community College. They're they're cloud associate degree that they ran into tandem with AWS Educate grew from 30 students at the start of the year to well over 100. Now the's programs will drive students to them, right and students will get a job at the end. >> Right? Right, well and can. And can the school support the demand? I mean, that's That's a problem we see with CS, right? Everyone says, Tell your kids to take CS. They want to take CS. Guess what? There's no sections, hope in C. S. So you know, thinking of it in a different way, a little bit more innovative way providing that infrastructure kind of ready to go in a cloud based way. Now we'll hopefully enable them to get more kids and really fulfill the demand. >> Absolutely. There's another thing with professional development. I think you're hitting on, so we definitely have a shortage in terms of teachers who are capable to teach about software development and cloud architecture and data sciences and cybersecurity. So we're putting AWS educators putting a specific focus on professional development. We also want to bring Amazonian, Tze and our customers and partners into the classroom to help with that, because the work based learning and the focus on subject matter expert experts is also important. But we really need to have programs both from industry as well as government out support new teachers coming into this field and in service training for existing teachers to make sure, because yes, we launch those programs and students will come. We have to make sure that were adequately preparing teachers. It's not it's not. It's not easy, but again, we're seeing whether it's Koda Cole out of yeah out of, uh, Roosevelt High School. Are the people that were working with George Mason University and so on were seeing such an appetite for making change for their students? And so they're putting in those extra hours they're getting that AWS certification, and they're getting stronger, prepared to teach inside the clients. >> That's amazing, cause right. Teachers have so many conflict ing draws on their time, many of which have nothing to do with teaching right whether it's regulations. And there's just so many things the teachers have to deal with. So you know the fact that they're encouraged. The fact that they want t to spend and invest in this is really a good sign and really a nice kind of indicator to you and the team that, you know, you guys were hitting something really, really positive. >> Yeah, I think we've had its this foam oh fear of missing out opportunity. There's the excitement of the cloud. There's the excitement of watching your kids. You're really transformed their lives. And it could be Alfredo Cologne who came over from Puerto Rico after Hurricane Maria. You wiped out his economic potential and started taking AWS educate. And you're learning some of these pathways and then landing a job as the Dev Ops engineered. When you see the transformation in your students, no matter what their background is, it is. It is a game changer. This has got to be you. Listen, I love watching that women's team when I win the World Cup, and that the excitement cloud is like the new sport. Robotics is the new sport for these kids. They'll bring them on >> pathways to career, right. We'll take for taking a few minutes in The passion comes through, Andrew Koza big passion guy. And we know Teresa is a CZ Well, so it shines through and keep doing good work. >> Thank you so much for the time. Alright, he's can on Jeff. You're watching the cube. We're in downtown Seattle. A aws. Imagine e d. Thanks for watching. >> We'll see you next time.

>> from Seattle WASHINGTON. It's the Q covering AWS Imagine brought to you by Amazon Web service is >> Hey, welcome back, everybody. Jeffrey here with the Cube were in Seattle, >> Washington downtown, right next to the convention center for the AWS. Imagine e d. You show. It's a second year of the show found by Andrew Cohen. His crew, part of Theresa's public sector group, really focused on education. Education means everything from K through 12 higher education, community college education, getting out of the military and retraining education. It's ah, it's a really huge category, and it's everything from, you know, getting the colleges to do a better job by being on cloud infrastructure, innovating and really thinking outside the box are really excited to have the man who's doing a lot of the work on the curriculum development in the education is Ken Eisner is the director of worldwide education programs for AWS. Educate can Great to see you. Thank you so much for having absolutely nice shot out this morning by Theresa, she said. She just keeps asking you for more. So >> you want to deliver for Theresa. Carl says she is. She is a dynamo, and she drives us >> all she does, so just dive into it a little bit. So, you know, there was, Ah, great line that they played in the keynote with Andy talking about, You know, we cannot be protecting old institutions. We need to think about the kids is a story I hear all the time where somebody came from a time machine from 17 76 and landed here today. It wouldn't recognize how we talk, how we get around, but they would recognize one thing, and unfortunately, that's the school house down at the end of the block. So you guys are trying to change that. You're really trying to revolutionize what's happening in education, give us a little bit of background on some of the specific things that you're working on today. >> Yeah, I think Andy, one of the things that he mentioned at that time was that education is really in a crisis on. We need to be inventing at a rapid rate. We need to show that invented, simple, fine inside education, and he's incredibly, he's correct. The students are our customers and we've got to be changing things for them. What we've been really excited to see is that with this giant growth in cloud computing a W. S. It was the fastest I T vendor to ever a $10,000,000,000 a year. The run rate. We're now growing at a 42% or 41% year over year growth Ray and $31,000,000,000 a year Lee company. It's creating this giant cloud computing opportunity, cloud computing in the number one linked in skill for the past four years in Rome. When we look at that software development to cloud architecture to the data science and artificial intelligence and data analytics and cyber security rules. But we're not preparing kids for this. Market Gallop ran a study that that showed about 11% of business executives thought that students were prepared for their jobs. It's not working, It's gotta change. And the exciting thing that's happening right now is workforce development. Governments are really pushing for change in education, and it's starting to happen right? It's pretty amazing were here last year. >> The team last year was very much round the community college releases and the certification of the associate programs and trial down in Southern California, and this year I've been surprised. We've had two guests on where it's the state governor has pushed these initiatives not at the district level, the city level, but from the state winning both Louisiana as well as Virginia. That's pretty amazing support to move in such an aggressive direction and really a new area. >> Yeah, I was actually just moderating a panel where we had Virginia, Louisiana, in California, all sitting down talking about that scaling statewide strategy. We had announcements from the entire CUNY and Sunni or City University of New York and State University of New York system to do both to end four year programs in Cloud Computing. And Louisiana announced it with their K 12 system, their community college system and their four year with Governor John Bel Edwards making the announcement two months ago. So right, we are seeing this scaling consortium, a play where institutions are collaborating across themselves. They're collaborating vertically with your higher ed and K 12 and yet direct to the workforce because we need to be hiring people at such a rapid ray that we we need to be also putting a lot of skin in the game. And that story that happened So again, I agree with Andy said. Education is at a crisis. But now we're starting to see change makers inside of education, making that move right. It's interesting. I wonder, >> you know, is it is it? I don't want to say second tier, that's the wrong word, but kind of what I'm thinking, you know, kind of these other institutions that the schools that don't necessarily have the super top in cachet, you know who are forced to be innovative, right? We're number two. We try harder. As they used to say in the in the Hertz commercial. Um, really a lot of creativity coming out of again the community colleges last year in L. A. Which I was, I was blown away, that kind of understand cause that specifically to skill people up to get a job. But now you're hearing it in much more kind of traditional institutions and doing really innovative things like the thing with the the Marines teaching active duty Marines about data science. >> Yeah, who came up with that idea that phenomenal Well, you know, data permeates every threat. It's not just impure data science, jobs and machine learning jobs. There's air brilliantly important, but it's also in marketing jobs and business jobs. And so on. Dad Analytics that intelligence, security, cybersecurity so important that you think, God, you Northern Virginia Community College in U. S. Marine Corps are working for to make these programs available to their veterans and active military. The other thing is, they're sharing it with the rest of the student by. So that's I think another thing that's happening is this. Sharing this ability all of for this cloud degree program that AWS educate is running. All these institutions are sharing their curricula. So the stuff that was done in Los Angeles is being learned in Virginia's stuff the U. S. Marine Corps is doing is being available to students. Who are you not in military occupations? I think that collaboration mode is is amazing, the thing they say about community colleges and just this new locus of control for education on dhe. Why it's changing community colleges. You're right there. They're moving fast. These institutions have a bias for action. They know they have to. You change the r A. Y right. It's about preventing students for this work for, but they also serve as a flywheel to those four year institutions back to the 12 into the into the workforce and they hit you underserved audience is that the rest is so that you were not all picking from the same crew. You cannot keep going to just share lead institutions and recruit. We have to grow that pipeline. So you thank thank these places for moving quick and operating for their student, right? >> Right, And and And that's where the innovation happens, right? I mean, that's that's, ah, that that's goodness. And the other thing that that was pretty interesting was obviously Skilling people up to get jobs, you need to hire him. That's pretty. That's pretty obvious and simple, but really bringing kind of big data attitude analytics attitude into the universities across into the research departments and the medical schools. And you think at first, of course, researchers are data centric, right? They've been doing it that way for a long time, but they haven't been doing it in kind of the modern big, big data. Real time analytics, you know, streaming data, not sampling data, all the data. So so even bringing that type of point of view, I don't know, mindset to the academic institutions outside of what they're doing for the students. >> Absolutely. The machine learning is really changing the game. This notion of big data, the way that costs have gone down in terms of storing and utilizing data and right, it's streaming data. It's non Columbia or down, as opposed to yeah, the old pure sequel set up right that that is a game changer. No longer can you make just can you make a theory and tested out theories air coming streaming by looking at that data and letting it do some work for you, which is kind of machine learning, artificial intelligence path, and it's all becoming democratized. So, yes, researchers need to need learn these new past two to make sense and tow leverage. This with that big data on the medical center site, there are cures that could be discerned again some of our most pressing diseases by leveraging data, way gonna change. And we, by the way, we gotta change that mindset, not just yeah, the phD level, but actually at the K 12 levels. Are kids learning the right skills to prepare them for you? This new big data world once they get into higher ed, right? And then the last piece, which again we've seen >> on the Enterprise. You've kind of seen the movie on the enterprise side in terms of of cloud adoption. What AWS has done is at first it's a better, more efficient way to run your infrastructure. It's, you know, there's a whole bunch of good things that come from running a cloud infrastructure, but >> that's not. But that's not the end, right? The answer to the question >> is the innovation right? It's It's the speed of change, of speed, a development and some of the things that we're seeing here around the competitive nature of higher education, trying to appeal to the younger kids because you're competing for their time and attention in there. And they're dollar really interesting stuff with Alexa and some of these other kind of innovation, which is where the goodness really starts to pay off on a cloud investment. >> Yeah, without a doubt, Alexa Week AWS came up with robo maker and Deep Racer on our last reinvent, and there's there's organizations at the K 12 level like First Robotics and project lead the way they're doing really cool stuff by making this this relevant you education becomes more relevant when kids get to do hands on stuff. A W S lowers the price for failure lowers the ability you can just open a browser and do real world hands on bay hands on stuff. Robotics, A R V R. That all of these things again are game changers inside the classroom. But you also have to connect it to jobs at the end, right? And if your educational institutions can become more relevant to their students in terms of preparing them for jobs like they've done in Santa Monica College and like they're doing in Northern Virginia Community College across the state of Louisiana and by May putting the real world stuff in the hands of their kids, they will then start to attract assumes. We saw this happen in Santa Monica. They opened up one class, a classroom of 35 students that sold out in a day. They opened another co ward of 35 sold out in another day or two. The name went from 70 students. Last year, about 325 they opened up this California Cloud Workforce Project, where they now have 825 students of five. These Northern Virginia Community College. They're they're cloud associate degree that they ran in tandem with AWS Educate grew from 30 students at the start of the year to well over 100. Now these programs will drive students to them right and students will get a job at the end. >> Right? Right, well in Ken. And can the schools sports a demand? That's that's a problem we see with CS, right? Everyone says, Tell your kids to take CS. They want to take CS. Guess what? There's no sections, hope in C. S. So you know, thinking of it in a different way, a little bit more innovative way providing that infrastructure kind of ready to go in a cloud based way. Now we'll hopefully enable them to get more kids and really fulfill the demand. >> Absolutely. There's another thing with professional development. I think you're hitting on, so we definitely have a shortage in terms of teachers who are capable to teach about software development and cloud architecture and data sciences and cybersecurity. So we're putting a W. C. Educate is putting a specific focus on professional development. We also want to bring Amazonian, Tze and our customers and partners into the classroom to help with that, because the work based learning and the focus on subject matter expert experts is also important. But we really need to have programs both from industry as well as government out support new teachers coming into this field and in service training for existing teachers to make sure, because yes, we launch those programs and students will come. We have to make sure that were adequately preparing teachers. It's not, it's not. It's not easy, but again, we're seeing whether it's Koda Cole out of out of, uh Roosevelt High School. Are the people that were working with George Mason University and so on were seeing such an appetite >> for >> making change for their students? And so they're putting in those extra hours they're getting that AWS certification, and they're getting stronger, prepared to teach inside the class. That's >> amazing, cause right. Teachers have so many conflict ing draws on their time, many of which have nothing to do with teaching right whether it's regulations and there's just so many things the teachers have to deal with. So you know the fact that they're encouraged the fact that they want t to spend and invest in this is really a good sign and really a nice kind of indicator to you and the team that, you know, you guys were hitting something really, really positive. >> Yeah, I think we've had its this foam oh fear of missing out opportunity. There's the excitement of the cloud. There's the excitement of watching your kids. You're really transformed their lives. And it could be Alfredo Cologne who came over from Puerto Rico after Hurricane Maria. You wiped out his economic potential and started taking AWS educate and you're learning some of these pathways and then landing a job has the Dev ops engineer to Michael Brown, who went through that Santa Monica problem and >> landed an >> internship with Annika. When you see the transformation in your students, no matter what their background is, it is. It is a game changer. This has got to be you. Listen, I love watching that women's team when I win the World Cup, and that the excitement cloud is like the new sport. Robotics is the new sport for these kids. They'll bring them on >> pathways to career, right, well, take for taking a few minutes in The passion comes through Andrew Koza, Big passion guy. And we know Teresa is as well. So it shines through and keep doing good work. >> Thank you so much for the time. Alright, He's Can I'm Jeff, You're watching the Cube. We're in downtown Seattle. A aws. Imagine E d. Thanks for >> watching. We'll see you next time.