>> Narrator: Live from San Francisco It's theCUBE. Covering RSA Conference 2020, San Francisco. Brought to you by Silicon Angled Media >> Hi everyone, welcome to theCUBE's coverage here at RSA Conference 2020. I'm John Furrier, host of theCUBE We're on the floor getting all the data, sharing it with you here, Cube coverage. Got the best new generation shift happening as cloud computing goes to the whole other level. Multi-cloud, hybrid cloud changing the game. You're seeing the companies transition from an on-premises to cloud architecture. This is forcing all the companies to change. So a new generation of security is here and we've got a great guest, so a hot start-up. Masha Sedova, co-founder of Elevate Security. Welcome to theCUBE, thanks for joining us. >> Thank you so much for having me, John. >> So the next generation in what will be a multi-generational security paradigm, is kind of happening right now with the beginning of, we're seeing the transition, Palo Alto Networks announced earnings yesterday down 13% after hours because of the shift to the cloud. Now I think they're going to do well, they're well positioned, but it highlights this next generation security. You guys are a hot start-up, Elevate Security. What is the sea change? What is going on with security? What is this next generation paradigm about? >> Yeah, so it's interesting that you talk about this as next generation. In some ways, I see this as a two-prong move between, yes, we're moving more into the cloud but we're also going back to our roots. We're figuring out how to do asset management right, we're figuring out how to do patching right, and for the first time, we're figuring how to do the human element right. And that's what where we come in. >> You know, the disruption of these new shifts, it also kind of hits like this, the old expression, 'same wine, new bottle', all this, but it's a data problem. Security has always been a data problem, and we've seen some learnings around data. Visualization, wrangling, there's a lot of best practices around there. You guys are trying to change the security paradigm by incorporating a data-centric view with changing the behavior of the humans and the machines and kind of making it easier to manage. Could you share what you guys are doing? What's the vision for Elevate? >> Yeah, so we believe and we've seen, from our experience being practitioners, you can't change what you can't measure. If you don't have visibility, you don't know where you're going. And that's probably been one of the biggest pain-point in the security awareness space traditionally. We just roll out training and hope it works. And it doesn't, which is why human error is a huge source of our breaches. But we keep rolling out the same one-size fits all approach without wanting to measure or, being able to. So, we've decided to turn the problem on its head and we use existing data sets that most organizations who have a baseline level of maturity already have in place. Your end point protections, your DLP solutions, your proxies, your email security gateways and using that to understand what your employees are doing on the network to see if user generated incidents are getting better over time or getting worse. And using that as the instrumentation and the level of visibility into understanding how you should be orchestrating your program in this space. >> You know, that's a great point. I was just having a conversation last night at one of the cocktail parties here around RSA and we were debating on, we talk about the kind of breaches, you mentioned breaches, well there's the pure breach where I'm going to attack and penetrate the well fortified network. But then there's just human error, an S3 bucket laying open or some configuration problem. I guess it's not really a breach, it's kind of an open door so the kind of notion of a breach is multifold. How do you see that, because again, human error, insider threats or human error, these are enabling the hackers. >> Yeah >> This is not new. >> Yeah. >> How bad is the problem? >> It depends on what report you read. The biggest number I've seen so far is something like 95% of breaches have human error. But I honestly, I couldn't tell you what the 5% that don't include it because if you go far enough back, it's because a patch wasn't applied and there is a human being involved there because there is vulnerability in code, that's probably a secure coding practice when you're a development organization. Maybe it's a process that wasn't followed or even created in the first place. There's a human being at the core of every one of these breaches and, it needs to be addressed as holistically as our technologies and our processes right now in the space. >> The evolution of human intelligence augmented by machines will certainly help. >> That's it, yeah. >> I mean, I've got to ask you, obviously you're well-funded. Costanova Ventures well known in the enterprise space, Greg Sands and the team there, really strong, but you guys entered the market, why? I mean you guys, you and your founder both at Salesforce.com. Salesforce gurus doing a lot of work there. Obviously you've seen the large scale, first wave of the cloud. >> Yeah >> Why do the start-up? What was the problem statement you guys were going after? >> So, my co-founder and I both came from the world of being practitioners and we saw how limited the space was and actually changing human behavior, I was given some animated PowerPoints, said use this to keep the Russians out of your network, which is a practical joke unless your job is on the line, so I took a huge step back and I said, there are other fields that have figured this out. Behavioral science being one of them, they use positive reinforcement, gamification, marketing and advertisements have figured out how to engage the human element, just look around the RSA floor, and there's so many learnings of how we make decisions as human beings that can be applied into changing people's behaviors in security. So that's what we did. >> And what was the behavior you're trying to change? >> Yeah, so the top one's always that our attackers are getting into organizations, so, reducing phishing click-throughs an obvious one, increasing reporting rates, reducing malware infection rates, improving sensitive data handling, all of which have ties back to, as I was mentioning earlier, security data sources. So, we get to map those and use that data to then drive behavior change that's rooted in concepts like social proof, how are you doing compared to your peers? We make dinner decisions on that and Amazon buying decisions on that, why not influence security like that? >> So building some intelligence into the system, is there a particular market you're targeting? I mean, here people like to talk in segments, is there a certain market that you guys are targeting? >> Yeah, so the amazing thing about this is, and probably no surprise, the human element is a ubiquitous problem. We are in over a dozen different industries and we've seen this approach work across all of those industries because human beings make the same mistakes, no matter what kind of company they're in. We really work well with larger enterprises. We work well with larger enterprises because they tend to have the data sets that really provides insights into human behavior. >> And what's the business model you guys envision happening with your service product? >> We sell to enterprises and security, the CISO and the package as a whole, gives them the tools to have the voice internally in their organization We sell to Fortune 1000 companies, >> So it's a SAAS service? >> Yeah, SAAS service, yeah. >> And so what's the technology secret sauce? (laughing) >> Um, that's a great question but really, our expertise is understanding what information people need at what time and under what circumstances, that best changes their behavior. So we really are content diagnostic, we are much more about the engine that understands what content needs to be presented to whom and why. So that everyone is getting only the information they need, they understand why they need it and they don't need anything extra-superfluous to their... >> Okay, so I was saying on theCUBE, my last event was at, CIO's can have good days and bad days. They have good days, CISOs really have good days, many will say bad days, >> Masha: Yeah, it's a hard job. >> So how do I know I need the Elevate Solution? What problem do I have, what's in it for me? What do I get out of it? When do I know when to engage with you guys? >> I take a look at how many user generated incidents your (mumbles) responding to, and I would imagine it is a large majority of them. We've seen, while we were working at Salesforce and across our current customers, close to a 40% reduction rate in user generated incidents, which clearly correlates to time spent on much more useful things than cleaning up mistakes. It's also one of the biggest ROI's you can get for the cheapest investment. By investing a little bit in your organization now, the impact you have in your culture and investing in the future decision, the future mistakes that never get made, are actually untold, the benefit of that is untold. >> So you're really kind of coming in as a holistic, kind of a security data plane if you will, aggregating the data points, making a visualization in human component. >> You've got it. >> Now, what's the human touchpoint? Is it a dashboard? Is it notifications? Personalization? How is the benefit rendered for the customer? >> So we give security teams and CSOs a dashboard that maps their organization's strengths and weaknesses. But for every employee, we give personalized, tailored feedback. Right now it shows up in an email that they get on an ongoing basis. We also have one that we tailor for executives, so the executive gets one for their department and we create an executive leaderboard that compares their performance to fellow peers and I'll tell you, execs love to win, so we've seen immense change from that move alone. >> Well, impressive pedigree on your entrepreneurial background, I see Salesforce has really kind of, I consider real first generation cloud before cloud actually happened, and there's a lot of learn, it was always an Apple case, now it's AWS, but it's it's own cloud as we all know, what are the learnings that you saw from Salesforce that you said hey, I'm going to connect those dots to the new opportunity? What's the real key there? >> So, I had two major aha's that I've been sharing with my work since. One, it's not what people know, but it's what they do that matters, and if you can sit with a moment and think about that, you realize it's not more training, because people might actually know the information, but they just choose not to do it. How many people smoke, and they still know it kills them? They think that it doesn't apply to them, same thing with security. I know what I need to do, I'm just not incentivized to do it, so there's a huge motivation factor that needs to be addressed. That's one thing that I don't see a lot of other players on the market doing and one thing we just really wanted to do as well. >> So it sounds like you guys are providing a vision around using sheet learning and AI and data synthesis wrangling and all that good stuff, to be an assistant, a personal assistant to security folks, because it sounds like you're trying to make their life easier, make better decisions. Sounds like you guys are trying to distract away all these signals, >> You're right. >> See what to pay attention to. >> And make it more relevant, yeah. Well think about what Fitbit did for your own personal fitness. It curates a personal relationship based on a whole bunch of data. How you're doing, goals you've set, and all of a sudden, a couple of miles walk leads to an immense lifestyle change. Same thing with security, yeah. >> That's interesting, I love the Fitbit analogy because if you think about the digital ecosystem of an enterprise, it used to be siloed, IT driven, now with digital, everything's connected so technically, you're instrumenting a lot of things for everything. >> Yeah. >> So the question's not so much instrumentation, it's what's happening when and contextually why. >> That's it, why, that's exactly it. Yeah, you totally got it. >> Okay. I got it. >> Yeah, I can see the light bulb. >> Okay, aha, ding ding. All right, so back to the customer pain point. You mentioned some data points around KPI's that they might or things that they might want to call you so it's incidents, what kind of incidents? When do I know I need to get you involved? Will you repeat those again? >> There's two places where it's a great time to involve. Now, because of the human element is, or think about this as an investment. If you do non-investor security culture, one way or another, you have security culture. It's either hurting you or it's helping you and by hurting you, people are choosing to forego investing security processes or secure cultures and you are just increasing your security debt. By stepping in to address that now, you are actually paying it forward. The second best time, is after you realize you should have done that. Post-breaches or post incidents, is a really great time to come in and look at your culture because people are willing to suspend their beliefs of what good behavior looks like, what's acceptable and when you look at an organization and their culture, it is most valuable after a time of crisis, public or otherwise, and that is a really great time to consider it. >> I think that human error is a huge thing, whether it's as trivial as leaving an S3 bucket open or whatever, I think it's going to get more acute with service meshes and cloud-native microservices. It's going to get much more dynamic and sometimes services can be stood up and torn down without any human knowledge, so there's a lot of blind spots potentially. This brings up the question of how does the collaboration piece, because one of the things about the security industry is, it's a community. Sharing data's important, having access to data, how do you think about that as the founder of a start-up that has a 20 mile steer to the future around data access, data diversity, blind spots, how do you look at that and how do you advise your clients to think about that? >> I've always been really pro data sharing. I think it's one of the things that has held us back as an industry, we're very siloed in this space, especially as it relates to human behavior. I have no idea, as a regular CISO of a company, if I am doing enough to protect my employees, is my phishing click (mumbles), are my malware download rates above normal, below or should I invest more, am I doing enough? How do I do compared to my peers and without sharing industry stats, we have no idea if we're investing enough or quite honestly, not enough in this space. And the second thing is, what are approaches that are most effective? So let's say I have a malware infection problem, which approach, is it this training? Is it a communication? Is it positive reinforcement, is it punishment? What is the most effective to leverage this type of output? What's the input output relation? And we're real excited to have shared data with Horizon Data Breach Report for the first time this year, to start giving back to the communities, specifically to help answer some of these questions. >> Well, I think you're onto something with this behavioral science intersection with human behavior and executive around security practices. I think it's going to be an awesome, thanks for sharing the insights, Miss Masha on theCUBE here. A quick plug for your company, (mumbles) you're funded, Series A funding, take us through the stats, you're hiring what kind of positions, give a plug to the company. >> So, Elevate Security, we're three years old. We have raised ten million to date. We're based in both Berkeley and Montreal and we're hiring sales reps on the west coast, a security product manager and any engineering talent really focused on building an awesome data warehouse infrastructure. So, please check out our website, www.elevatesecurity.com/careers for jobs. >> Two hot engineering markets, Berkeley I see poaching out of Cal, and also Montreal, >> Montreal, McGill and Monterey. >> You got that whole top belt of computer science up in Canada. >> Yeah. >> Well, congratulations. Thanks for coming on theCUBE, sharing your story. >> Thank you. >> Security kind of giving the next generation all kinds of new opportunities to make security better. Some CUBE coverage here in San Francisco, at the Moscone Center. I'm John Furrier, we'll be right back after this break. (upbeat music)

(electronic music) >> Host: Live from Midtown Manhattan it's The Cube! Covering Big Data New York City 2017, brought to you by Silicon Angle Media, and its Ecosystem sponsors. >> Okay, welcome back everyone. We are here live, The Cube in New York City for Big Data NYC, this is our fifth year, doing our own event, not with O'Reilly or Cloud Era at Strata Data, which as Hadoop World, Strata Conference, Strata Hadoop, now called Strata Data, probably called Strata AI next year, we're The Cube every year, bringing you all the great data, and what's going on. Entrepreneurs, VCs, thought leaders, we interview them and bring that to you. I'm John Furrier with our next guest, Greg Sands, who's the managing director and founder of Costa Nova ventures in Palo Alto, started out as an entrepreneur himself, then single shingle out there, now he's a big VC firm on a third fund. >> On the third fund. >> Third fund. How much in that fund? >> 175 million dollar fund. >> So now you're a big firm now, congratulations, and really great to see your success. >> Thanks very much. I mean, we're still very much an early stage boutique focused on companies that change the way the world does business, but it is the case that we have a bigger team and a bigger fund, to go do the same thing. >> Well you've been great to work with, I've been following you, we've known each other for a while, watched you left Sir Hill and start Costanova, but what's interesting is that, I can kind of joke and kid you, the VC inside joke about being a big firm, because I know you want to be small, and like to be small, help entrepreneurs, that's your thing. But it's really not a big firm, it's a few partners, but a lot of people helping companies, that's your ethos, that's what you're all about at your firm. Take a minute to just share with the folks the kinds of things you do and how you get involved in companies, you're hands on, you roll up your sleeves. You get out of the way at the right time, you help when you can, share your ethos. >> Yeah, absolutely so the way we think of it is, combining the craft of old school venture capital, with a modern operating team, and so since most founder these days are product-oriented, our job is to think like product people, not think like investors. So we think like product people, we do product level analysis, we do customer discovery, we do, we go ride along on sales calls when we're making investment decisions. And then we do the things that great venture capitalists have done for years, and so for example, at Alatian, who I know has been on the show today, we were able to incubate them in our office for a year, I had many conversations with Sathien after he'd sold the first two or three customers. Okay, who's the next person we hire? Who isn't a founder? Who's going to go out and sell? What does that person look like? Do you go straight to a VP? Or do you hire an individual contributor? Do you hire someone for domain, or do you hire someone for talent? And that's the thing that we love doing. Now we've actually built out an operating team so marketing partner, Martino Alcenco, and Jim Wilson as a sales partner, to really help turn that into a program, so that they can, we can take these founders who find product market fit, and say, how do we help you build the right sales process and marketing process, sales team and marketing team, for your company, your customer, your product? >> Well it's interesting since you mention old school venture capital, I'll get into some of the dynamics that are going on in Silicon valley, but it's important to bring that forward, because now with cloud you can get to critical mass on the fly wheel, on economics, you can see the visibility faster now. >> Greg: Absolutely. >> So the game of the old school venture capitalist is all the same, how do you get to cruising altitude, whatever metaphor you want to use, the key was getting there, and sometimes it took a couple of rounds, but now you can get these companies with five million, maybe $10 million funding, they can have unit economics visibility, scales insight, then the scale game comes in, so that seems to be the secret trick right now in venture is, don't overspend, keep the valuation in range and allows you to look for multiple exits potentially, or growth. Talk about that dynamic, because this is like, I call it the hour glass. You get through the hour glass, everyone's down here, but if you can sneak through and get the visibility on the economics, then you grow quickly. >> Absolutely. I mean, it's exactly right an I haven't heard the hour glass metaphor before but I like it. You want to basically get through the narrows of product market fit and the beginnings of scalable sales and marketing. You don't need to know all the answers, but you can do that in a capital-efficient way, building really solid foundations for future explosive growth, look, everybody loves fast growth and big markets, and being grown into. But the number of people who basically don't build those foundations and then say, go big or go home! And they take a ton of money, and they go spend all the money, doing things that just fundamentally don't work, and they blow themselves up. >> Well this is the hourglass problem. You have, once you get through that unique economics, then you have true scale, and value will increase. Everybody wins there so it's about getting through that, and you can get through it fast with good mentoring, but here's the challenge that entrepreneurs fall into the trap. I call it the, I think I made it trap. And what happens is they think they're on the other side of the hourglass, but they still haven't even gone through the straight and narrow yet, and they don't know it. And what they do is they over fund and implode. That seems to be a major trap I see a lot of entrepreneurs fall into, while I got a 50 million pre on my B round, or some monster valuation, and they get way too much cash, and they're behaving as if they're scaling, and they haven't even nailed it yet. >> Well, I think that's right. So there's certainly, there are stages of product market fit, and so I think people hit that first stage, and they say, oh I've got it. And they try to explode out of the gates. And we, in fact I know one good example of somebody saying, hey, by the way, we're doing great in field sales, and our investors want us to go really fast, so we are going to go inside and we, my job was to hire 50 inside people, without ever having tried it. And so we always preach crawl, walk, run, right? Hire a couple, see how it works. Right, in a new channel. Or a new category, or an adjacent space, and I think that it's helpful to have an investor who has seen the whole picture to say, yeah, I know it looks like light at the end of the tunnel, but see how it's a relatively small dot? You still got to go a little farther, and then the other thing I say is, look, don't build your company to feed your venture capitalist ego. Right? People do these big rounds of big valuations, and the big dog investors say, go, go, go! But, you're the CEO. Your job is analyze the data. >> John: You can find during the day (laughs). >> And say, you know, given what we know, how fast should we go? Which investments should we make? And you've got to own that. And I think sometimes our job is just to be the pulling guard and clear space for the CEO to make good decisions. >> So you know I'm a big fan, so my bias is pretty much out there, love what you guys are doing. Tim Carr is a Pivot North doing the same thing. Really adding value, getting down and dirty, but the question that entrepreneurs always ask me and talk privately, not about you, but in general, I don't want the VC to get in the way. I want them, I don't want them to preach to me, I don't want too many know-it-alls on my board, I want added value, but again, I don't want the preaching, I don't want them to get in the way, 'cause that's the fear. I'm not saying the same about VCs in general, but that's kind of the mentality of an entrepreneur. I want someone who's going to help me, be in the boat with me, but not be in my way. How do you address that concern to the founders who think, not think like that, but might have a fear. >> Well, by the way, I think it's a legitimate fear, and I think it actually is uncorrelated with added value, right? I think the idea that the board has certain responsibilities, and management has certain responsibilities, is incredibly important. And I think, I can speak for myself in saying, I'm quite conscious of not crossing that line, I think you talk. >> John: You got to build a return, that's the thing. >> But ultimately I would say to an entrepreneur, I'd just say, hey look, call references. And by the way, here are 30 names and phone numbers, and call any one of them, because I think that people who are, so a venture capital know-it-all, in the board room, telling CEOs what to do, destroys value. It's sand in the gears, and it's bad for the company. >> Absolutely, I agree 100% >> And some of my, when I talk about being a pulling guard for the CEO, that's what I'm talking about, which is blocking people who are destructive. >> And rolling the block for a touchdown, kind of use the metaphor. Adding value, that's the key, and that's why I wanted to get that out there because most guys don't get that nuance, and entrepreneurs, especially the younger ones. So it's good and important. Okay, let's talk about culture, obviously in Silicon Valley, I get, reading this morning in the Wymo guy, and they're writing it, that's the Silicon Valley, that's not crazy, there's a lot of great people in Silicon Valley, you're one of them. The culture's certainly an innovative culture, there's been some things in the press, inclusion and diversity, obviously is super important. This whole brogrammer thing that's been kind of kicked around. How are you dealing with all that? Because, you know, this is a cultural shift, but I think it's being made out more than it really is, but there's still our core issues, your thoughts on the whole inclusion and diversity, and this whole brogrammer blowback thing. >> Yeah, well so I think, so first of all, really important issues, glad we're talking about them, and we all need to get better. And to me the question for us has been, what role do we play? And because I would say it is a relatively small subset of the tech industry, and the venture capital industry. At the same time the behavior of that has become public is appalling. It's appalling and totally unacceptable, and so the question is, okay, how can we be a part of the stand-up part of the ecosystem, and some of which is calling things out when we see them. Though frankly we work with and hang out with people and we don't see them that often, and then part of which is, how do we find a couple of ways to contribute meaningfully? So for example this summer we ran what we called the Costanova Access Fellowship, intentionally, trying to provide first opportunity and venture capital for people who traditionally haven't had as much access. We created an event in the spring called, Seat at the Table, really, particularly around women in the tech industry, and it went so well that we're running it in New York on October 19th, so if you're a woman in tech in New York, we'd love to see you then. And we're just trying to figure-- >> You're doing it in an authentic way though, you're not really doing it from a promotional standpoint. It's legit. >> Yeah, we're just trying to do, you know, pick off a couple of things that we can do, so that we can be on the side of the good guys. >> So I guess what you're saying is just have high integrity, and be part of the solution not part of the problem. >> That's right, and by the way, both of these initiatives were ones that were kicked off in late 2016, so it's not a reaction to things like binary capital, and the problems at uper, both of which are appalling. >> Self-awareness is critical. Let's get back to the nuts and bolts of the real reason why I wanted you to come on, one was to find out how much money you have to spend for the entrepreneurs that are watching. Give us the update on the last fund, so you got a new fund that you just closed, the new fund, fund three. You have your other funds that are still out there, and some funds reserved, which, what's the number amount, how much are you writing checks for? Give the whole thesis. >> Absoluteley. So we're an early stage investor, so we lead series A and seed financing companies that change the way the world does business, so up and down the stack, a business-facing software, data-driven applications. Machine-learning and AI driven applications. >> John: But the filter is changing the way the world works? >> The way, yes, but in particularly the way the world does business. You can think of it as a business-facing software stack. We're not social media investors, it's not what we know, it's not what we're good at. And it includes security and management, and the data stack and-- >> Joe: Enterprise and emerging tech. >> That's right. And the-- >> And every crazy idea in between. >> That's right. (laughs) Absolutely, and so we're participate in or leave seed financings as most typically are half a million to maybe one and a quarter, and we'll lead series A financing, small ones might be two or two and a half million dollars at the outer edge is probably a six million dollar check. We were just opening up in the next couple of days, a thousand square feet of incubation space at world headquarters at Palo Alto. >> John: Nice. >> So Alation, Acme Ticketing and Zen IQ are companies that we invested in. >> Joe: What location is this going to be at? >> That's, near the Fills in downtown Palo Alto, 164 staff, and those three companies are ones where we effectively invested at formation and incubated it for a year, we love doing that. >> At the hangout at Philsmore and get the data. And so you got some funds, what else do you have going on? 175 million? >> So one was a $100 million fund, and then fund two was $135 million fund, and the last investment of fund two which we announced about three weeks ago was called Roadster, so it's ecommerce enablement for the modern dealerships. So Omnichannel and Mobile First infrastructure for auto-dealers. We have already closed, and had the first board meeting for the first new investment of fund three, which isn't yet announced, but in the land of computer vision and deep learning, so a couple of the subjects that we care deeply about, and spend a lot of time thinking about. >> And the average check size for the A round again, seed and A, what do you know about the? The lowest and highest? >> The average for the seed is half a million to one and a quarter, and probably average for a series A is four or five. >> And you'll lead As. >> And we will lead As. >> Okay great. What's the coolest thing you're working on right now that gets you excited? It doesn't have to be a portfolio company, but the research you're doing, thing, tires you're kicking, in subjects, or domains? >> You know, so honestly, one of the great benefits of the venture capital business is that I get up and my neurons are firing right away every day. And I do think that for example, one of the things that we love is is all of the adulant infrastructure and so we've got our friends at Victor Ops that are in the middle of that space, and the thinking about how the modern programmer works, how everybody-- >> Joe: Is security on your radar? >> Security is very much on our radar, in fact, someone who you should have on your show is Asheesh Guptar, and Casey Ella, so she's just joined Bug Crowd as the CEO and Casey moves over to CTO, and the word Bug Bounty was just entered into the Oxford Dictionary for the first time last week, so that to me is the ultimate in category creation. So security and dev ops tools are among the things that we really like. >> And bounties will become the norm as more and more decentralized apps hit the scene. Are you doing anything on decentralized applications? I'm not saying Blockchain in particular, but Blockchain like apps, distributing computing you're well versed on. >> That's right, well we-- >> Blockchain will have an impact in your area. >> Blockchain will have an impact, we just spent an hour talking about it in the context our off site in Decosona Lodge in Pascadero, it felt like it was important that we go there. And digging into it. I think actually the edge computing is actually more actionable for us right now, given the things that we're, given the things that we're interested in, and we're doing and they, it is just fascinating how compute centralizes and then decentralizes, centralizes and then decentralizes again, and I do think that there are a set of things that are fascinating about what your process at the edge, and what you send back to the core. >> As Pet Gelson here said in the QU, if you're not out in front of that next wave, you're driftwood, a lot of big waves coming in, you've seen a lot of waves, you were part of one that changed the world, Netscape browser, or the business plan for that first project manager, congratulations. Now you're at a whole nother generation. You ready? (laughs) >> Absolutely, I'm totally ready, I'm ready to go. >> Greg Sands here in The Cube in New York City, part of Big Data NYC, more live coverage with The Cube after this short break, thanks for watching. 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