>>My name is Dave Volonte, and with me are two world class technologists, visionaries and entrepreneurs. And Wa Dodgeville is the he co founded Snowflake, and he's now the president of the product division. And Florian Duetto is the co founder and CEO of Data Aiko. Gentlemen, welcome to the Cube to first timers. Love it. >>Great to be here >>now, Florian you and Ben Wa You have a number of customers in common. And I have said many times on the Cube that you know, the first era of cloud was really about infrastructure, making it more agile, taking out costs. And the next generation of innovation is really coming from the application of machine intelligence to data with the cloud is really the scale platform. So is that premise your relevant to you? Do you buy that? And and why do you think snowflake and data ICU make a good match for customers? >>I think that because it's our values that are aligned when it's all about actually today allowing complexity for customers. So you close the gap or the democratizing access to data access to technology. It's not only about data data is important, but it's also about the impact of data. Who can you make the best out of data as fast as possible as easily as possible within an organization. And another value is about just the openness of the platform building the future together? Uh, I think a platform that is not just about the platform but also full ecosystem of partners around it, bringing the level off accessibility and flexibility you need for the 10 years away. >>Yeah, so that's key. But it's not just data. It's turning data into insights. Have been why you came out of the world of very powerful but highly complex databases. And we know we all know that you and the snowflake team you get very high marks for really radically simplifying customers lives. But can you talk specifically about the types of challenges that your customers air using snowflake to solve? >>Yeah, so So the really the challenge, you know, be four. Snowflake. I would say waas really? To put all the data, you know, in one place and run all the computers, all the workloads that you wanted to run, You know, against that data and off course, you know, existing legacy platforms. We're not able to support. You know that level of concurrency, Many workload. You know, we we talk about machine learning that a science that are engendering, you know, that our house big data were closed or running in one place didn't make sense at all. And therefore, you know what customers did is to create silos, silos of data everywhere, you know, with different system having a subset of the data. And of course, now you cannot analyze this data in one place. So, snowflake, we really solve that problem by creating a single, you know, architectural where you can put all the data in the cloud. So it's a really cloud native we really thought about You know how to solve that problem, how to create, you know, leverage, Cloud and the lessee cc off cloud to really put all the die in one place, but at the same time not run all workload at the same place. So each workload that runs in Snowflake that is dedicated, You know, computer resource is to run, and that makes it very Ajai, right? You know, Floyd and talk about, you know, data scientists having to run analysis, so they need you know a lot of compute resources, but only for, you know, a few hours on. Do you know, with snowflake they can run these new work lord at this workload to the system, get the compute resources that they need to run this workload. And when it's over, they can shut down. You know that their system, it will be automatically shut down. Therefore, they would not pay for the resources that they don't use. So it's a very Ajai system where you can do this, analyzes when you need, and you have all the power to run all this workload at the same time. >>Well, it's profound what you guys built to me. I mean, of course, everybody's trying to copy it now. It was like, remember that bringing the notion of bringing compute to the data and the Hadoop days, and I think that that Asai say everybody is sort of following your suit now are trying to Florian I gotta say the first data scientist I ever interviewed on the Cube was amazing. Hilary Mason, right after she started a bit Lee. And, you know, she made data science that sounds so compelling. But data science is hard. So same same question for you. What do you see is the biggest challenges for customers that they're facing with data science. >>The biggest challenge, from my perspective, is that owns you solve the issue of the data. Seidel with snowflake, you don't want to bring another Seidel, which would be a side off skills. Essentially, there is to the talent gap between the talented label of the market, or are it is to actually find recruits trained data scientist on what needs to be done. And so you need actually to simplify the access to technologies such as every organization can make it, whatever the talent, by bridging that gap and to get there, there is a need of actually breaking up the silos. And in a collaborative approach where technologists and business work together and actually put some their hands into those data projects together, >>it makes sense for flooring. Let's stay with you for a minute. If I can your observation spaces, you know it's pretty, pretty global, and and so you have a unique perspective on how companies around the world might be using data and data science. Are you seeing any trends may be differences between regions or maybe within different industries. What are you seeing? >>Yes. Yeah, definitely. I do see trends that are not geographic that much, but much more in terms of maturity of certain industries and certain sectors, which are that certain industries invested a lot in terms of data, data access, ability to start data in the last few years and no age, a level of maturity where they can invest more and get to the next steps. And it's really rely on the ability of certain medial certain organization actually to have built this long term strategy a few years ago and no start raping up the benefits. >>You know, a decade ago, Florian Hal Varian, we, you know, famously said that the sexy job in the next 10 years will be statisticians. And then everybody sort of change that to data scientists and then everybody. All the statisticians became data scientists, and they got a raise. But data science requires more than just statistics acumen. What what skills >>do >>you see as critical for the next generation of data science? >>Yeah, it's a good question because I think the first generation of the patient is became the licenses because they could done some pipe and quickly on be flexible. And I think that the skills or the next generation of data sentences will definitely be different. It will be first about being able to speak the language of the business, meaning, oh, you translate data inside predictive modeling all of this into actionable insight or business impact. And it would be about you collaborate with the rest of the business. It's not just a farce. You can build something off fast. You can do a notebook in python or your credit models off themselves. It's about, oh, you actually build this bridge with the business. And obviously those things are important. But we also has become the center of the fact that technology will evolve in the future. There will be new tools and technologies, and they will still need to keep this level of flexibility and get to understand quickly, quickly. What are the next tools they need to use the new languages or whatever to get there. >>As you look back on 2020 what are you thinking? What are you telling people as we head into next year? >>Yeah, I I think it's Zaveri interesting, right? We did this crisis, as has told us that the world really can change from one day to the next. And this has, you know, dramatic, you know, and perform the, you know, aspect. For example, companies all the sudden, you know, So their revenue line, you know, dropping. And they had to do less meat data. Some of the companies was the reverse, right? All the sudden, you know, they were online, like in stock out, for example, and their business, you know, completely, you know, change, you know, from one day to the other. So this GT off, You know, I, you know, adjusting the resource is that you have tow the task a need that can change, you know, using solution like snowflakes, you know, really has that. And we saw, you know, both in in our customers some customers from one day to the to do the next where, you know, growing like big time because they benefited, you know, from from from from co vid and their business benefited, but also, as you know, had to drop. And what is nice with with with cloud, it allows to, you know, I just compute resources toe, you know, to your business needs, you know, and really adjusted, you know, in our, uh, the the other aspect is is understanding what is happening, right? You need to analyze the we saw all these all our customers basically wanted to understand. What is that going to be the impact on my business? How can I adapt? How can I adjust? And and for that, they needed to analyze data. And, of course, a lot of data which are not necessarily data about, you know, their business, but also data from the outside. You know, for example, coffee data, You know, where is the States? You know, what is the impact? You know, geographic impact from covitz, You know, all the time and access to this data is critical. So this is, you know, the promise off the data crowd, right? You know, having one single place where you can put all the data off the world. So our customers, all the Children you know, started to consume the cov data from our that our marketplace and and we had the literally thousands of customers looking at this data analyzing this data, uh, to make good decisions So this agility and and and this, you know, adapt adapting, you know, from from one hour to the next is really critical. And that goes, you know, with data with crowding adjusting, resource is on and that's, you know, doesn't exist on premise. So So So indeed, I think the lesson learned is is we are living in a world which machines changing all the time and we have for understanding We have to adjust and and And that's why cloud, you know, somewhere it's great. >>Excellent. Thank you. You know the kid we like to talk about disruption, of course. Who doesn't on And also, I mean, you look at a I and and the impact that is beginning to have and kind of pre co vid. You look at some of the industries that were getting disrupted by, you know, we talked about digital transformation and you had on the one end of the spectrum industries like publishing which are highly disrupted or taxis. And you could say Okay, well, that's, you know, bits versus Adam, the old Negroponte thing. But then the flip side of that look at financial services that hadn't been dramatically disrupted. Certainly healthcare, which is ripe for disruption Defense. So the number number of industries that really hadn't leaned into digital transformation If it ain't broke, don't fix it. Not on my watch. There was this complacency and then, >>of >>course, co vid broke everything. So, florian, I wonder if you could comment? You know what industry or industries do you think you're gonna be most impacted by data science and what I call machine intelligence or a I in the coming years and decades? >>Honestly, I think it's all of them artist, most of them because for some industries, the impact is very visible because we're talking about brand new products, drones like cars or whatever that are very visible for us. But for others, we are talking about sport from changes in the way you operate as an organization, even if financial industry itself doesn't seems to be so impacted when you look it from the consumer side or the outside. In fact, internally, it's probably impacted just because the way you use data on developer for flexibility, you need the kind off cost gay you can get by leveraging the latest technologies is just enormous, and so it will actually transform the industry that also and overall, I think that 2020 is only a where, from the perspective of a I and analytics, we understood this idea of maturity and resilience, maturity, meaning that when you've got a crisis, you actually need data and ai more than before. You need to actually call the people from data in the room to take better decisions and look for a while and not background. And I think that's a very important learning from 2020 that will tell things about 2021 and the resilience it's like, Yeah, Data Analytics today is a function consuming every industries and is so important that it's something that needs to work. So the infrastructure is to work in frustration in super resilient. So probably not on prime on a fully and prime at some point and the kind of residence where you need to be able to plan for literally anything like no hypothesis in terms of behaviors can be taken for granted. And that's something that is new and which is just signaling that we're just getting to the next step for the analytics. >>I wonder, Benoit, if you have anything to add to that. I mean, I often wonder, you know, winter machine's gonna be able to make better diagnoses than doctors. Some people say already, you know? Well, the financial services traditional banks lose control of payment systems. Uh, you know what's gonna happen to big retail stores? I mean, maybe bring us home with maybe some of your final thoughts. >>Yeah, I would say, you know, I I don't see that as a negative, right? The human being will always be involved very closely, but the machine and the data can really have, you know, see, Coalition, you know, in the data that that would be impossible for for for human being alone, you know, you know, to to discover so So I think it's going to be a compliment, not a replacement on. Do you know everything that has made us you know faster, you know, doesn't mean that that we have less work to do. It means that we can doom or and and we have so much, you know, to do, uh, that that I would not be worried about, You know, the effect off being more efficient and and and better at at our you know, work. And indeed, you know, I fundamentally think that that data, you know, processing off images and doing, you know, I ai on on on these images and discovering, you know, patterns and and potentially flagging, you know, disease, where all year that then it was possible is going toe have a huge impact in in health care, Onda and And as as as Ryan was saying, every you know, every industry is going to be impacted by by that technology. So So, yeah, I'm very optimistic. >>Great guys. I wish we had more time. I gotta leave it there. But so thanks so much for coming on. The Cube was really a pleasure having you.

>>from around the globe. It's the Cube covering space and cybersecurity. Symposium 2020 hosted by Cal Poly. Yeah, Lauren, Welcome to the Space and Cybersecurity Symposium 2020 put on by Cal Poly and hosted with Silicon Angle acute here in Palo Alto, California for a virtual conference. Couldn't happen in person this year. I'm John for a year. Host the intersection of space and cybersecurity. I'll see critical topics, great conversations. We got a great guest here to talk about the addressing the cybersecurity workforce gap, and we have a great guest, a feature speaker. Stewart Knox, the undersecretary with California's Labor and Workforce Development Office. Stewart Thanks for joining us today. >>Thank you so much, John. Appreciate your time today and listening to a little bit of our quandaries with making sure that we have the security that's necessary for the state of California and making sure that we have the work force that is necessary for cybersecurity in space. >>Great, I'd love to get started. I got a couple questions for you, but first take a few minutes for an opening statement to set the stage. >>Sure, realizing that in California we lead the nation in much of cybersecurity based on Department of Defense contractors within the Santa California leading the nation with over $160 billion within the industry just here in California alone and having over 800,000 bus workers. Full time employment in the state of California is paramount for us to make sure that we face, um, defense manufacturers approximate 700,000 jobs that are necessary to be filled. There's over 37,000 vacancies that we know of in California, just alone in cybersecurity. And so we look forward to making sure that California Workforce Development Agency is leading the charge to make sure that we have equity in those jobs and that we are also leading in a way that brings good jobs to California and to the people of California, a good education system that is developed in a way that those skills are necessarily met for the for the employers here in California and the nation, >>One of the exciting things about California is obviously look at Silicon Valley, Hewlett Packard in the garage, storied history space. It's been a space state. Many people recognize California. You mentioned defense contractors. It's well rooted with with history, um, just breakthroughs bases, technology companies in California. And now you've got technology. This is the cybersecurity angle. Um, take >>them into >>Gets more commentary to that because that's really notable. And as the workforce changes, these two worlds are coming together, and sometimes they're in the same place. Sometimes they're not. This is super exciting and a new dynamic that's driving opportunities. Could you share, um, some color commentary on that dynamic? >>Absolutely. And you're so correct. I think in California we lead the nation in the way that we developed programs that are companies lead in the nation in so many ways around, uh, cyberspace cybersecurity, Uh, in so many different areas for which in the Silicon Valley is just, uh, such a leader in those companies are good qualified companies to do so. Obviously, one of the places we play a role is to make sure that those companies have a skilled workforce. Andi, also that the security of those, uh, systems are in place for our defense contractors onda For the theater companies, those those outlying entities that are providing such key resource is to those companies are also leading on the cutting edge for the future. Also again realizing that we need to expand our training on skills to make sure that those California companies continue to lead is just, um, a great initiative. And I think through apprenticeship training programs on By looking at our community college systems, I think that we will continue to lead the nation as we move forward. >>You know, we've had many conversations here in this symposium, virtually certainly around. The everyday life of consumer is impacted by space. You know, we get our car service Uber lyft. We have maps. We have all this technology that was born out of defense contracts and r and D that really changed generations and create a lot of great societal value. Okay, now, with space kind of on the next generation is easier to get stuff into space. The security of the systems is now gonna be not only paramount for quality of life, but defending that and the skills are needed in cybersecurity to defend that. And the gap is there. What >>can we >>do to highlight the opportunities for career paths? It used to be the day when you get a mechanical engineering degree or aerospace and you graduated. You go get a job. Not anymore. There's a variety of of of paths career wise. What can we do to highlight this career path? >>Absolutely correct. And I think it starts, you know, k through 12 system on. I know a lot of the work that you know, with this bow and other entities we're doing currently, uh, this is where we need to bring our youth into an age where they're teaching us right as we become older on the uses of technology. But it's also teaching, um, where the levels of those education can take them k through 12. But it's also looking at how the community college system links to that, and then the university system links above and beyond. But it's also engage in our employers. You know, One of the key components, obviously, is the employers player role for which we can start to develop strategies that best meet their needs quickly. I think that's one of the comments we hear the most labor agency is how we don't provide a change as fast as we should, especially in technology. You know, we buy computers today, and they're outdated. Tomorrow it's the same with the technology that's in those computers is that those students are going to be the leaders within that to really develop how those structures are in place. S O. K. Through 12 is probably primary place to start, but also continuing. That passed the K 12 system and I bring up the employers and I bring them up in a way, because many times when we've had conversations with employers around what their skills needs were and how do we develop those better? One of the pieces that of that that I think is really should be recognized that many times they recognized that they wanted a four year degree, potentially or five year, six year degree. But then, when we really looked at the skill sets, someone coming out of the community college system could meet those skill sets. And I think we need to have those conversations to make sure not that they shouldn't be continue their education. They absolutely should. Uh, but how do we get those skill sets built into this into 12 plus the two year plus the four year person? >>You know, I love the democratization of these new skills because again. There's no pattern matching because they weren't around before, right? So you gotta look at the exposure to your point K through 12 exposure. But then there's an exploration piece of whether it's community, college or whatever progression. And sometimes it's nonlinear, right? I mean, people are learning different ways, combining the exposure and the exploration. That's a big topic. Can you share your view on this because this now opens up mawr doors for people choice. You got new avenues. You got online clock and get a cloud computing degree now from Amazon and walk in and help. I could be, you know, security clearance, possibly in in college. So you know you get exposure. Is there certain things you see? Is it early on middle school? And then I'll see the exploration Those air two important concepts. Can you unpack that a little bit exposure and exploration of skills? >>Absolutely. And I think this takes place, you know, not only in in the K 12 because somebody takes place in our community colleges and universities is that that connection with those employers is such a key component that if there's a way we could build in internships where experiences what we call on the job training programs apprenticeship training pre apprenticeship training programs into a design where those students at all levels are getting an exposure to the opportunities within the Space and Cybersecurity Avenue. I think that right there alone will start to solve a problem of having 37 plus 1000 openings at any one time in California. Also, I get that there's there's a burden on employers. Thio do that, and I think that's a piece that we have to acknowledge. And I think that's where education to play a larger role That's a place we had. Labor, Workforce, Development Agency, player role With our apprenticeship training programs are pre apprenticeship training programs. I could go on all day of all of our training programs that we have within the state of California. Many of the list of your partners on this endeavor are partners with Employment Training Panel, which I used to be the director of the Brown administration of um, That program alone does incumbent worker training on DSO. That also is an exposure place where ah worker, maybe, you know, you know, use the old adage of sweeping the floors one day and potentially, you know, running a large portion of the business, you know, within years. But it's that exposure that that employee gets through training programs on band. Acknowledging those skill sets and where their opportunities are, is what's valid and important. I think that's where our students we need to play a larger role in the K 12. That's a really thio Get that pushed out there. >>It's funny here in California you're the robotics clubs in high school or like a varsity sport. You're seeing kids exposed early on with programming. But you know, this whole topic of cybersecurity in space intersection around workforce and the gaps and skills is not just for the young. Certainly the young generations gotta be exposed to the what the careers could be and what the possible jobs and societal impact and contributions what they could be. But also it's people who are already out there. You know, you have retraining re Skilling is plays an important role. I know you guys do a lot of thinking on this is the under secretary. You have to look at this because you know you don't wanna have a label old and antiquated um systems. And then a lot of them are, and they're evolving and they're being modernized by digital transformation. So what does the role of retraining and skill development these programs play? Can you share what you guys are working on in your vision for that? >>Absolutely. That's a great question. And I think that is where we play a large role, obviously in California and with Kobe, 19 is we're faced with today that we've never seen before, at least in my 27 years of running program. Similar Thio, of course, in economic development, we're having such a large number of people displaced currently that it's unprecedented with unemployment rates to where we are. We're really looking at How do we take? And we're also going to see industries not return to the level for which they stood at one point in time. Uh, you know, entertainment industries, restaurants, all the alike, uh, really looking at how do we move people from those jobs that were middle skill jobs, topper skilled jobs? But the pay points maybe weren't great, potentially, and there's an opportunity for us to skill people into jobs that are there today. It may take training, obviously, but we have dollars to do that generally, especially within our K 12 and are que 14 systems and our universities. But we really wanna look at where those skill sets are are at currently. And we want to take people from that point in time where they said today, and try to give them that exposure to your point. Earlier question is, how do we get them exposed to a system for which there are job means that pay well with benefit packages with companies that care about their employees? Because that's what our goal is. >>You know. You know, I don't know if you have some visibility on this or ah opinion, but one observation that I've had and talking to whether it's a commercial or public sector is that with co vid uh, there have been a lot of awareness of the situation. We're adequately prepared. There's, um, readiness. But as everyone kind of deals with it, they're also starting to think about what to do. Post covert as we come out of it, Ah, growth strategy for a company or someone's career, um, people starting to have that on the top of their minds So I have to ask you, Is there anything that you see that they say? Okay, certain areas, maybe not doubling down on other areas. We're gonna double down on because we've seen some best practices on a trajectory of value for coming out of co vid with, you know, well, armed skills or certain things because you because that's what a lot of people are thinking right now. It's probably cyber is I mean, how many jobs are open? So you got well, that that's kind of maybe not something double down on here are areas we see that are working. Can you share your current visibility to that dynamic? >>Absolutely. Another great question. One of the key components that we look at Labor Workforce Development Agency. And so look at industries and growth modes and ones that are in decline boats. Now Kobe has changed that greatly. We were in a growth rate for last 78 years. We saw almost every industry might miss a few. You know that we're all in growth in one way or enough, obviously, that has changed. Our landscape is completely different than we saw 67 months ago. So today we're looking at cybersecurity, obviously with 30 plus 1000 jobs cos we're looking at Defense Department contractor is obviously with federal government contracts. We were looking at the supply chains within those we're looking at. Health care, which has always been one, obviously are large one of our large entities that has has grown over the years. But it's also changed with covered 19. We're looking at the way protective equipment is manufactured in the way that that will continue to grow over time. We're looking at the service industry. I mean, it will come back, but it won't come back the way we've seen it, probably in the past, but where the opportunities that we develop programs that we're making sure that the skill sets of those folks are transferrable to other industries with one of the issues that we face constant labor and were forced moment programs is understanding that over the period of time, especially in today's world again, with technology that people skill sets way, don't see is my Parents Day that you worked at a job for 45 years and you retired out of one job. Potentially, that is, that's been gone for 25 years, but now, at the pace for which we're seeing systems change. This is going to continue to amp up. I will stay youth of today. My 12 year old nephew is in the room next door to me on a classroom right now online. And so you know, there. It's a totally different atmosphere, and he's, you know, enjoying actually being in helping learning from on all online system. I would not have been able to learn that way, but I think we do see through the K Through 12 system where we're moving, um, people's interest will change, and I think that they will start to see things in a different way than we have in the past. They were forced systems. We are an old system been around since the thirties. Some even will say prior to the thirties came out of the Great Depression in some ways, and that system we have to change the way we develop our programs are should not be constant, and it should be an evolving system. >>It's interesting a lot of the conversation between the private and public partnerships and industry. You're seeing an agile mind set where it's a growth mindset. It's also reality based mindset and certainly space kind of forces. This conversation with cyber security of being faster, faster, more relevant, more modern. You mentioned some of those points, and with co vid impact the workforce development, it's certainly going to put a lot of pressure on faster learning. And then you mentioned online learning. This has become a big thing. It's not just putting education online per se. There's new touch points. You know you got APS, you got digital. This digital transformation is also accelerating. How do you guys view the workforce development? Because it's going to be open. It's gonna be evolving. There's new data coming in, and maybe kids don't want to stare at a video conference. Is there some game aspect to it? Is there how do you integrate thes new things that are coming really fast? And it's happening kind of in real time in front of our eyes. So I love to get your thoughts on how you guys see that, because it will certainly impact their ability to compete for jobs and or to itself learn. >>I think one of the key components of California's our innovation right and So I think one of the things that we pride ourselves in California is around that, um that said, that is the piece that I think the Silicon Valley and there's many areas in California that that have done the same, um, or trying to do the same, at least in their economy, is to build in innovation. And I think that's part of the K through 12 system with our with our our state universities and our UCS is to be able to bridge that. I think that you we see that within universities, um, that really instill an innovative approach to teaching but also instill innovation within their students. I'm not sure there yet with our fully with our K 12 system. And I think that's a place that either our community colleges could be a bridge, too, as well. Eso that's one component of workforce development I think that we look at as being a key. A key piece you brought up something that's really interesting to me is when you talk about agile on day, one of the things that even in state government on this, is gonna be shocking to you. But we have not been an agile system, Aziz. Well, I think one of the things that the Newsome administration Governor Newsom's administration has brought is. And when I talk about agile systems, I actually mean agile systems. We've gone from Kobol Systems, which are old and clunky, still operating. But at the same time, we're looking at upgrading all of our systems in a way that even our technology in the state of California should be matching the technology that our great state has within our our state. So, um, there in lies. It's also challenges of finding the qualified staff that we need in the state of California for all of our systems and servers and everything that we have. Um, currently. So you know, not only are we looking at external users, users of labor, workforce development, but we're looking at internal users that the way we redevelop our systems so that we are more agile in two different ways. >>You just got me. I triggered with COBOL. I programmed in the eighties with COBOL is only one credit lab in college. Never touched it again. Thank God. But this. But this >>is the >>benefit of cloud computing. I think this is at the heart, and this is the undertone of the conference and symposium is cloud computing. You can you can actually leverage existing resource is whether there legacy systems because they are running. They're doing a great job, and they do a certain work load extremely well. Doesn't make sense to replace what does a job, but you can integrate it in this. What cloud does this is Opening up? Can mawr more and more capabilities and workloads? This is kind of the space industry is pointing to when they say we need people that can code. And that could solve data problems. Not just a computer scientist, but a large range of people. Creative, um, data, science, everything. How does California's workforce solve the needs of America's space industry? This is because it's a space state. How do you see that? Let your workforce meeting those needs. >>Yeah, I think I think it's an investment. Obviously, it's an investment on our part. It's an investment with our college partners. It's an investment from our K 12 system to make sure that that we are allocating dollars in a way through meeting the demand of industry Onda, we do look at industry specific around there needs. Obviously, there's a large one. We wanna be very receptive and work with our employers and our employee groups to make sure that we need that demand. I think it's putting our money where our mouth is and and designing and working with employer groups to make sure that the training meets their needs. Um, it's also working with our employer groups to make sure that the employees are taken care of. That equity is built within the systems, Um, that we keep people employed in California on their able to afford a home, and they're able to afford a life here in California. But it's also again, and I brought up the innovation component. I think it's building an innovation within systems for which they are employers but are also our incoming employees are incumbent workers. And you brought this up earlier. People that already employed and people that are unemployed currently with the skill set that might match up, is how do we bridge those folks into employment that they maybe have not thought about. We have a whole career network of systems out throughout the city, California with the Americans job Centers of California on day will be working, and they already are working with a lot of dislocated workers on day. One of the key components of that is to really look at how do we, um, take what their current skills that might be and then expose them to a system for which we have 37 plus 1000 job openings to Andi? How do we actually get those books employed? It's paying for potentially through those that local Workforce Innovation Opportunity Act, funding for Americans job centers, um, to pay for some on the job, training it Z to be able to pay for work experiences. It's to be able to pay for internships for students, um, to get that opportunity with our employers and also partner with our employers that they're paying obviously a percentage of that, too. >>You know, one of the things I've observed over my, um, career 54 times around the sun is you know, in the old days when I was in college in school, you had career people have longer jobs, as you mentioned. Not like that anymore. But also I knew someone I'm gonna be in line to get that job, maybe nepotism or things of that nature. Now the jobs have no historical thing or someone worked longer in a job and has more seniority. Ah, >>lot of these >>jobs. Stewart don't HAVA requirements like no one's done them before. So the ability for someone who, um, is jumping in either from any college, there's no riel. It's all level set. It's like complete upside down script here. It's not like, Oh, I went to school. Therefore I get the job you could be Anyone could walk into these careers because the jobs air so new. So it's not where you came from or what school you went to or your nationality or gender. The jobs have been democratized. They're not discriminating against people with skills. So this opens up mawr. How >>do you >>see that? Because this really is an opportunity for this next generation to be more diverse and to be mawr contributed because diversity brings expertise and different perspectives. Your thoughts on that? >>Absolutely. And that was one of the things we welcome. Obviously we want to make sure that that everybody is treated equally and that the employers view everyone as employer employer of choice but an employee of choices. Well, we've also been looking at, as I mentioned before on the COVITZ situation, looking at ways that books that are maybe any stuck in jobs that are don't have a huge career pathway or they don't have a pathway out of poverty. I mean, we have a lot of working for people in the state of California, Um, that may now do to cope and lost their employment. Uh, this, you know, Let's let's turn back to the old, you know? Let's try, eliminate, eliminate, eliminate. How do we take those folks and get them employed into jobs that do have a good career pathway? And it's not about just who you knew or who you might have an in with to get that job. It is based on skills, I think, though that said there we need to have a better way to actually match those jobs up with those employers. And I think those are the long, ongoing conversations with those employer groups to make sure that one that they see those skill sets is valid and important. Um, they're helping design this crew sets with us, eh? So that they do match up and that were quickly matching up those close skills. That so that we're not training people for yesterday skills. >>I think the employer angles super important, but also the educators as well. One of the things that was asked in another question by the gas they they said. She said The real question to ask is, how early do you start exposing the next generation? You mentioned K through 12. Do you have any data or insight into or intuition or best practice of where that insertion point is without exposure? Point is, is that middle school is a elementary, obviously high school. Once you're in high school, you got your training. Wheels are off, you're off to the races. But is there a best practice? What's your thoughts? Stewart On exposure level to these kinds of new cyber and technical careers? >>Sure, absolutely. I I would say kindergarten. We San Bernardino has a program that they've been running for a little bit of time, and they're exposing students K through 12 but really starting in kindergarten. One is the exposure Thio. What a job Looks like Andi actually have. I've gone down to that local area and I've had three opportunity to see you know, second graders in a health care facility, Basically that they have on campus, built in on dear going from one workstation as a second grader, Uh, looking at what those skills would be and what that job would entail from a nurse to a Dr Teoh physician's assistant in really looking at what that is. Um you know, obviously they're not getting the training that the doctor gets, but they are getting the exposure of what that would be. Andi, I think that is amazing. And I think it's the right place to start. Um, it was really interesting because I left. This was pre covet, but I jumped on the plane to come back up north. I was thinking to myself, How do we get this to all school district in California, where we see that opportunity, um, to expose jobs and skill sets to kids throughout the system and develop the skill set so that they do understand that they have an opportunity. >>We're here at Cal Poly Space and Cybersecurity Symposium. We have educators. We have, um, students. We have industry and employers and government together. What's your advice to them all watching and listening about the future of work. Let's work force. What can people do? What do you think you're enabling? What can maybe the private sector help with And what are you trying to do? Can you share your thoughts on that? Because we have a range from the dorm room to the boardroom here at this event. Love to get your thoughts on the workforce development view of this. >>Yeah, absolutely. I think that's the mix. I mean, I think it's going to take industry to lead A in a lot of ways, in terms of understanding what their needs are and what their needs are today and what they will be tomorrow. I think it takes education, toe listen, and to understand and labor and workforce development also listen and understand what those needs will look like. And then how do we move systems? How do we move systems quickly? How do we move systems in a way that meets those needs? How do we, uh, put money into systems where the most need is, but also looking at trends? What is that trend going to look like in two years? What does that train gonna look like in five years. But that's again listening to those employers. Um, it's also the music community based organizations. I think, obviously some of our best students are also linked to CBS. And one way or another, it may be for services. It maybe for, uh, faith based. It may be anything, but I think we also need to bring in the CBS is Well, ah, lot of outreach goes through those systems in conjunction with, but I think that's the key component is to make sure that our employers are heard on. But they sit at the table like you said to the boardroom of understanding, and I think bringing students into that so that they get a true understanding of what that looks like a well, um, is a key piece of this. >>So one of the things I want to bring up with you is maybe a bit more about the research side of it. But, um, John Markoff, who was a former New York Times reporter with author of the book What the Dormouse, said It was a book about the counter culture of the sixties and the computer revolution, and really there was about how government defense spending drove the computer revolution that we now saw with Apple and PC, and then the rest is history in California has really participated. Stanford, uh, Berkeley and the University of California School system and all the education community colleges around it. That moment, the enablement. And now you're seeing space kind of bringing that that are a lot of research coming in and you eat a lot of billionaires putting money in. You got employers playing a role. You have this new focus space systems, cybersecurity, defending and making it open and and not congested and peaceful is going to enable quickly new inflection points for opportunities. E want to get your thoughts on that? Because California is participate in drove these revolutions that created massive value This next wave seems to be coming upon us. >>Yeah, absolutely. And again, Nazis covered again as too much of ah starting point to this. But I think that is also an opportunity to actually, because I think one of the things that we were seeing seven months ago was a skill shortage, and we still see the skills shortage, obviously. But I think a key piece to that is we saw people shortage. Not only was it skills shortage, but we didn't have enough people really to fill positions in addition to and I think that people also felt they were already paying the bills and they were making ends meet and they didn't have the opportunities. Thio get additional skills This again is where we're looking at. You know that our world has changed. It changed in the sixties based on what you're you're just expressing in terms of California leading the way. Let's like California lead the way again in developing a system from which labor, workforce development with our universities are, you know, are amazing universities and community college system and structure of how do we get students back into school? You know, a lot of graduates may already have a degree, but how do they now take a skill so that they already have and develop that further with the idea that they those jobs have changed? Whales have a lot of folks that don't have a degree, and that's okay. But how do we make that connection to a system that may have failed? Ah, lot of our people over the years, um, and our students who didn't make it through the school system. How do we develop in adult training school? How do we develop contract education through our community college system with our employer sets that we developed cohorts within those systems of of workers that have amazing talents and abilities to start to fill these needs? And I think that's the key components of hearing Agency, Labor, Workforce Development Agency. We work with our community. Colleges are UCS in our state universities t develop and figure that piece out, and I think it is our opportunity for the future. >>That's such a great point. I want to call that out This whole opportunity to retrain people that are out there because these air new jobs, I think that's a huge opportunity, and and I hope you keep building and investing in those programs. That's that's really worth calling out. Thank you for doing that. And, yeah, it's a great opportunity. Thes jobs they pay well to cyber security is a good job, and you don't really need to have that classical degree. You can learn pretty quickly if you're smart. So again, great call out there question for you on geography, Um, mentioned co vid we're talking about Covic. Virtualization were virtual with this conference. We couldn't be in person. People are learning virtually, but people are starting to relocate virtually. And so one observation that I have is the space state that California is there space clusters of areas where space people hang out or space spaces and whatnot. Then you got, like, the tech community cybersecurity market. You know, Silicon Valley is a talented in these hubs, and sometimes cyber is not always in the same hubs of space. Maybe Silicon Valley has some space here, Um, and some cyber. But that's not generally the case. This is an opportunity potentially to intersect. What's your thoughts on this? Because this is This is something that we're seeing where your space has historical, you know, geography ease. Now, with borderless communication, the work boat is not so much. You have to move the space area. You know what I'm saying? So okay. What's your thoughts on this? How do you guys look at this? Is on your radar On how you're viewing this this dynamic? >>It's absolute on our radar, Like you said, you know, here we are talking virtually on and, you know, 75% of all of our staff currently in some of our department that 80% of our staff are now virtual. Um you know, seven months ago, uh, we were not were government again being slow move, we quickly transitioned. Obviously, Thio being able to have a tele work capacity. We know employers move probably even quickly, more quickly than we did, but we see that as an opportunity for our rural areas. Are Central Valley are north state um, inland Empire that you're absolutely correct. I mean, if you didn't move to a city or to a location for which these jobs were really housed, um, you didn't have an opportunity like you do today. I think that's a piece that we really need to work with our education partners on of to be able to see how much this has changed. Labor agency absolutely recognizes this. We are investing funding in the Central Valley. We're investing funding in the North State and empire to really look a youth populations of how the new capacity that we have today is gonna be utilized for the future for employers. But we also have to engage our universities around. This is well, but mostly are employers. I know that they're already very well aware. I know that a lot of our large employers with, um, Silicon Valley have already done their doing almost 100% tele work policies. Um, but the affordability toe live in rural areas in California. Also, it enables us to have, ah, way thio make products more affordable is, well, potentially in the future. But we want to keep California businesses healthy and whole in California. Of course, on that's another way we can We can expand and keep California home to our 40 plus million people, >>most to a great, great work. And congratulations for doing such a great job. Keep it up. I gotta ask about the governor. I've been following his career since he's been office. A za political figure. Um, he's progressive. He's cutting edge. He likes toe rock the boat a little bit here and there, but he's also pragmatic. Um, you're starting to see government workers starting to get more of a tech vibe. Um um just curious from your perspective. How does the governor look at? I mean, the old, almost the old guard. But like you know, used to be. You become a lawyer, become a lawmaker Now a tech savvy lawmaker is a premium candidates, a premium person in government, you know, knowing what COBOL is. A start. I mean, these are the things. As we transform and evolve our society, we need thinkers who can figure out which side the streets, self driving cars go on. I mean, who does that? I mean, it's a whole another generation off thinking. How does the Governor how do you see this developing? Because this is the challenge for society. How does California lead? How do you guys talk about the leadership vision of Why California and how will you lead the future? >>Absolutely no governor that I'm aware of that I've been around for 26 27 years of workforce development has led with an innovation background, as this governor has a special around technology and the use of technology. Uh, you know, he's read a book about the use of technology when he was lieutenant governor, and I think it's really important for him that we, as his his staff are also on the leading edge of technology. I brought a badge. I'll systems. Earlier, when I was under the Brown administration, we had moved to where I was at a time employment training panel. We moved to an agile system and deported that one of the first within within the state to do that and coming off of an old legacy system that was an antique. Um, I will say it is challenging. It's challenging on a lot of levels. Mostly the skill sets that are folks have sometimes are not open to a new, agile system to an open source system is also an issue in government. But this governor, absolutely. I mean, he has established three Office of Digital Innovation, which is part of California and department technology, Um, in partnership with and that just shows how much he wants. Thio push our limits to make sure that we are meeting the needs of Californians. But it's also looking at, you know, Silicon Valley being at the heart of our state. How do we best utilize systems that already there? How do we better utilize the talent from those those folks is well, we don't always pay as well as they dio in the state. But we do have great benefit packages. Everybody does eso If anybody's looking for a job, we're always looking for technology. Folks is well on DSO I would say that this governor, absolute leads in terms of making sure that we will be on cutting edge of technology for the nation, >>you know, and, you know, talk about pay. I mean, I know it's expensive to live in some parts of California, but there's a huge young population that wants a mission driven job and serving, um, government for the governments. Awesome. Ah, final parting question for you, Stuart, is, as you look at, um, workforce. Ah, lot of people are passionate about this, and it's, you know, you you can't go anywhere without people saying, You know, we got to do education this way and that way there's an opinion everywhere you go. Cybersecurity is a little bit peaked and focused, but there are people who are paying attention to education. So I have to ask you, what creative ways can people get involved and contribute to workforce development? Whether it's stem underrepresented minorities, people are looking for new, innovative ways to contribute. What advice would you give these people who have the passion to contribute to the next cyber workforce. >>Yeah, I appreciate that question, because I think is one of the key components. But my secretary, Julie Sue, secretary of Labor and Workforce Development Agency, talks about often, and a couple of us always have these conversations around. One is getting people with that passion to work in government one or on. I brought it up community based organizations. I think I think so many times, um, that we didn't work with our CBS to the level of in government we should. This administration is very big on working with CBS and philanthropy groups to make sure that thing engagement those entities are at the highest level. So I would say, You know, students have opportunities. Thio also engage with local CBS and be that mission what their values really drives them towards Andi. That gives them a couple of things to do right. One is to look at what ways that we're helping society in one way or another through the organizations, but it also links them thio their own mission and how they could develop those skills around that. But I think the other piece to that is in a lot of these companies that you are working with and that we work with have their own foundations. So those foundations are amazing. We work with them now, especially in the new administration. More than we ever have, these foundations are really starting to help develop are strategies. My secretary works with a large number of foundations already. Andi, when we do is well in terms of strategy, really looking at, how do we develop young people's attitudes towards the future but also skills towards the future? >>Well, you got a pressure cooker of a job. I know how hard it is. I know you're working hard, appreciate you what you do and and we wish you the best of luck. Thank you for sharing this great insight on workforce development. And you guys working hard. Thank you for what you do. Appreciate it. >>Thank you so much. Thistle's >>three cube coverage and co production of the space and cybersecurity supposed in 2020 Cal Poly. I'm John for with silicon angle dot com and the Cube. Thanks for watching

>>from the Cube Studios in Palo Alto and Boston, connecting with thought leaders >>all around the world. >>This is a cube conversation. Hi, and welcome to a special production of the Cube. We're talking to the Amazon Web services, public sector, their partner awards program. I'm your host stew minimum, and we're digging in on education is one of the sectors. Of course, public sector looks at non profits. It looks at the government sectors. Education, Of course, when we talk about remote learning is such a huge, important topic, especially right now in 2020 with a global pandemic so happy to welcome to the program. We have two guests. First of all, we're representing the award winning company Mohammad. He is the co founder and senior vice president of architecture and engineering with Lumen and joining his one of his customers, Damien Doyle, who is the associate vice president of Enterprise Infrastructure Solutions at the University of Maryland, Baltimore County, or UMBC. As it's known, gentlemen, thanks so much for joining us. >>Thank you. Thanks for having us. >>Alright. First of all, Mohammed, congratulations. As I said in my intro, you know, such an important topic and I have two Children that are, you know, dealing with remote learning have lots of friends that were in higher education and, you know, in the technology space. So your company is the 2020 AWS Public Sector Award winner for best remote learning. I'm sure there is a space that has a lot of competition on. Of course, leveraging public cloud is a great way to be able to ramp this sort of thing up rather fast. Give us a little bit. You know, you are the co founder. So would love to hear a little bit of the origin story, your background and Ellis about what differentiates the looming >>sure loom in we provide ah manage products and services around end user compute with a focus on education for providing access to applications and other technology. Resource is, of course, content course applications in the public cloud, so that users are able to use, you know, whatever device they have wherever they are, um so and have access to those applications that are required for completing that force work they could be in, you know, in at home, in their dorms, at a corner coffee shop on the side of a mountain in the Middle East wherever they may be. But leveling that playing fears playing field so that they could access, um, have access to any of the demanding applications on any device is what we're You know, What our goal is is to make sure that we're not having technology be a barrier to their learning. >>Fantastic. Damien, If if we could turn to you, then atyou NBC, maybe if you could give our audience Ah, thumbnail of you know, the university and I have some idea of the challenge that was put in front of you when you talk about the learning. But maybe you could give us a little bit of the pre cove it and, uh, you know what? What you were faced in and what you were looking at when it came to dealing with the current situation. >>Sure be happy to So where you? NBC is a mid sized public institution. We're sort of suburban, about 14,000 students, and we have undergrad, graduate and doctoral programs, and we have a heavy focus on a lot of the stem disciplines. And so pre cove, it very based in collaborative environments, active learning but but hands on. So a lot of our programs really do have a lot of that. We leverage technology very heavily, even if it's in whether it's an engineering biology, any of those kinds of programs. Uh huh. As you said that the challenge became how do you very quickly pivot into an entirely online model when you sort of scatter shot all of your students and you don't really have a great sense of what they're gonna have access to and, um, and the abilities and connectivity they're gonna have. So this this kind of thing was really critical for us as we made that transition. >>Excellent. Mohammed, Were you working with you, NBC before the current move toe Go, go remote. Give us a little bit about the relationship and how that started. >>I believe, actually that the pandemic was the impetus to kind of drive this forward. Damien and his team reached out to loom in looking for a solution that would allow them to kind of have students access the applications that they normally would have access to in their physical computer labs. But with ah the change and not having to access those labs anymore needed a remote learning solution. A remote access solution for being able to access those high compute high graphics processing or memory intensive applications through the cloud. Taking into account the fact that you know, students won't have you know, that the highest end computer laptop, you know, they probably be working on a chromebook or a lower and machine, but need that compute power on. And then we had to kind of provide a solution pretty quickly because it was, you know, schools were shutting down, essentially physically started shutting down and needing to continue on with their coursework. Coursework? >>Yeah, Dave and I like to understand from your side. Can you share with us a little bit that time frames, you know, how fast did you go from? Oh, my gosh, We need this. We need proposals. We need to roll this out, and we need to have students. Ah, in teachers back up and running. >>Well, you know, I think the one thing from our side we had already known of element and we've been looking at that pre cove it. We knew we needed a product that that provided us this kind of agility and really gave the students some better access to the computing tools that they need it. So once we identify that, the thing that was amazing to me is is we moved from our existing system over to production illumination. It was about 2.5 weeks sort of start to finish and, you know, to get all the images to get all the technology running tested and everything up and running in 2.5 weeks for a full solution for a campus is was pretty amazing. And that was one of the real benefits we saw was going to the cloud. We also looked at this outside of code as something that really provided a major benefit to the students so that they could work from anywhere at any time rather than be sort of tethered to that physical lab. >>Well, I'm glad you raised that. So if you could Damien a little bit, you know, help us understand. How much are you using A cloud before? And it sounds like you believe that, you know, in the you know, I guess if we say postcode world, you would probably have some hybrid model. Would that be fair to say, >>Yeah, I think before we did have a different solution that was still cloud based. It was part of our business continuity. So we still had some semblance of virtual computing solution in the cloud. But it wasn't that extensive. And a lot of our individual programs chemical engineering, geography and others were using physical labs that the students would sort of scheduled times and be able to work in as part of their coursework. Uh, coming out of this, we fully expect if, if we're going on extended period of time where students are able to access these materials and these demanding software packages at any time from any kind of device coming out of cove it they're not gonna want to go back to that model where they're asking, you know, they have to get permission and go in and limited hours into a physical lab and sit there. This is going to be the expectation going forward is that they have this kind of access and this kind of flexibility from now. >>Yeah, this is I mean, they've gotten a taste essentially, and so, you know, they they see how easy it is to complete their coursework without actually having to trek across campus into a lab and kind of fight with the population to find a seat. This basically will become an expectation of an offering. >>Mohammed, what I'd love if you could drill in a little bit for us there, Architecturally speaking, of course, the cloud is built to be able to scale and move fast. So if you need capacity and need to scale up fast, that's great if in the future you still want to leverage the solution. But you can scale down, that should be possible. So maybe give us a little bit of you know how aws arc. It actually supports what you're doing and, you know, just from a pricing solution standpoint, how you'll be able to support the customer in today's environment. And however that path goes down the road, you'll be able to support that, >>right? I mean, so, you know, with the AWS cloud, we're able to, as you said, scale up or down as demand is needed. But we we've taken that even a little bit further where we're scaling based off of, um, students scheduling. So if we've got, of course, that we know that is running from 10 AM to 11 AM Your prior to that core starting will scale the environment up so that it's available for those students. If it's not, you know, more of, ah, in course, lab session, um, and then spin things back down after the course is done so that we don't have that those many, many machines sitting there running and burning the hours and running up the bill. You know, physical environment. You know, once you've installed it, it's there. It's always running. You cannot do that. But with the power of the cloud, we're able to go up and down. We're able to take things. Uh, you know, scale things down off hours. If we look at the patterns for a student usage, you know, off hours overnight take things down because you don't need those machines sitting there running, running all the time. >>And this is one of the biggest differentiators so many times in higher ed. We struggle to have to explain to companies and vendors and providers what our needs are and how we're very. We're very different from corporations and other other verticals with the bloomin solution and the capabilities in AWS. But we're really having this Taylor to our students schedules to the class schedules, and that kind of flexibility makes the product economically viable for us. But it also means that we don't get nearly the kind of push back from the academic side because it is really Taylor to meet their needs versus just something we're kind of shoehorning in. So that makes a huge difference in terms of adoption and the way it's perceived from a marketing, marketing and acceptance standpoint. Yeah, >>Dave and I'm curious. Once you did that initial rollout, how much of an on ramp is there for both the education, the educators side as well as student side? And you talked about having some flexibility as to how and when students use thing. That sounds great, but do you have to change, you know, office hours or the hours that the staff are leveraging that I'm just trying to understand the you know, the ripple effect of what you're doing? >>No, it's It's a fair point. We have done fairly extensive training. The students picked it up very quickly. What we with students? If there is a tool that they can use to do their work more effectively. They're going to use it, whether it's something we provide or something they find through other means. But what we've done is is reached out to all of our faculty that were training, that we're teaching in our physical labs and try to work with them to understand what the solution is, how they can sort of rethink some of their classes. And a couple of our departments have actually taking a approach of rather than said everybody in a virtual lab the same way they would sit people in a physical lab. They're moving some of this team or a synchronous so that the students can serve, work at their own pace and rethink how they structure some of those classes because of the flexibility being provided. But it does take a lot of training from the instructional side and some rethinking off this. But it the end solution is something that reaches the students where they are and the way they want to learn, which is a really powerful thing. We're always trying to do >>excellent, Mohammed. I'm wondering just broadly learnings that you have from what what's been happening Obviously, I'm sure you've been quite busy and responding to things. You know, what's been the impact on your business, how as a ws been as a partner to support the needs of what you're doing. >>Well, as you can imagine, the other things that just really blown up, Um, in terms of demand and being able to again through the plant power of the cloud, just being able to scale up and rapid deployment, you know, as we talk about earlier this deployment was, you know, 2 2.5 weeks from start to finish. Being able to do that, being able to do that with AWS tools have been, um, critical and moving things forward. >>Excellent. Uh, Damien, it's a sit back to you on this. You know, obviously, if you had had, you know, more time be able to plan this out if there might be some things that you would do differently. But what have your learnings been with this? And if you've been talking to your peers, any advice that you would give, uh, you know, as you've moved through this this rapid acceleration of the move to remote >>you Certainly. I think we would have certainly done some things differently. But we have been talking about this move for three or four months ahead of Covitz. So for us it wasn't. It wasn't quite as rushed as the actual deployment wound up being. I think the big thing is having having a vendor and having a partner where you can understand all the options. So the good and bad of the cloud is there's 100 different ways to do almost anything you want to accomplish and taking the time to understand what the different features and the ramifications of how you how you deploy and how you think. Think through that for us. We deployed one way because we could do it very quickly. And then we took the rest of the semester and part of this summer to do some more thorough evaluations to really ask our constituents you like this method or do you like some of the other, possibly some of the other possibilities and see which user experience they liked more? And then we're able to work with illumination, and they've been ableto very nimble in adjusting the services to meet what we've gotten our feedback on. So I think if I had to do it again, I would have done that testing ahead of time. But that's a very minor thing. These air really sort of small tweaks to just make life a little easier. Not fundamental differences in the what we're providing. >>Yeah, I'm Damien. What? One last question if I could, um sorry. Sorry, Mohammed. Just I'm curious from the financial standpoint, you know how much you felt that you understood what costs would be in some of the levers as to what are you using in the impact there? We've seen, you know, great maturation over the last handful of years. As toe. Yeah, you know, transparency and understanding how cloud actually is build. But I'm just curious if you have any final comments on the financial piece things, seeing that, it probably wasn't something that was in your budget for the last quarter. Yeah, >>it wasn't. That's very true. But we also knew that it was essential so that what we realized was we didn't know how often a lot of our physical labs and these classes were being used. So we knew there was going to be some unknowns. We've moved to this would have to see what adoption was but be able to get the reporting out and working with Mohammed and others to really start customizing in the cloud. That's the beauty of it is we recognize we saw some really fascinating patterns where during the week people would use this sort of as you'd expect. But on the weekends it was in the evenings. Nobody, nobody is logging on Saturday or Sunday morning. But boy at eight PM there's a good bit of usage so we could tailor and do some of that off hours work and really slows things down. Having that visibility has made the economic piece much more viable and really being able to tweak the computing power with two different needs of the different classes. So it's actually been fairly easy to understand, but it was a ramp up where we have to sort of guess at first and then understand our own processes. But that's more sort of the If you don't have good data coming in, it's hard to get it. Get it out. Excellent. Mohammad, I >>want you to kind of give your lessons learned. Obviously, it's a technology space. You've been in. Ah, and it's just been an acceleration of some of the things you're working on. So lessons learned advice you would give Teoh, you know, other companies of the universities and education No facilities out there, >>Right? And, you know, this is again speaking to the power of the cloud, right? Some of that one of the biggest lessons learned here is you don't necessarily need to get it right the first time. It's name and saying was saying, You know, we went back kind of analyze what we were staying in after the initial deployment, took a look at the actual usage and kind of adjusted, based based off of that. According to that, taking and feedback from faculty members on how they were using a system in tweaking the presentation or tweaking applications on the back end for accommodating those needs. That's the power of the cloud being able to adjust on the fly. You're not. You don't have to be committed to every single bit there. Uh, and being able to change it on the fly is is just something that is kind of natural in the cloud these days. >>Excellent. Well, thank you both. So much for joining us, Damien. Thank you for joining and moving forward. Sharing your story. I wish you the best of luck going forward. And Mohammed Big. Congratulations on winning. You know, super important category. Especially here in 20. Funny congratulations to you and the team. >>Thank you. >>Yeah, Thank you. Alright, stay tuned for more coverage here from the AWS public sector is their partner awards program. I'm Stew men a man And thank you for watching the Cube. Yeah, yeah, yeah, yeah.

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>Everyone. Welcome back to the Cube's virtual coverage of AWS Summit Online. Their virtual conference. I'm John Furrier here in the Cube studio for a conversation with Matt Garman, Vice president. Sales amount of AWS. We're here with our quarantine crew. Matt. Thanks for joining me. I know your remote as well. We're living in a virtualized world. Thanks for coming on. AWS Summit is now online. You're running sales and market for the company. This is really caught a lot of companies by surprise this this situation sheltering in place. It's highlighted a lot of scale problems. One of them is events. So we're here at the AWS Summit online, and you guys are still pulling it off A lot of content. Great to see you. >>Great. Thanks. Thanks for having me. >>So before we get into some of the announcements in the customer focus things that you guys are doing, you and I both met. We did an interview when you were running the EEC to you've been with Amazon for a long time, Got a storied history. You were there from one E. C two launched saw Amazon grow. This really kind of ties into some reporting that we've been doing where cloud native a scale of what advice became it really was a game changer and that showed the at scale opportunity for startups. And now the enterprise. This covert 19 is really showing companies and individuals their living it, of being disrupted, where the Internet and large scale tools and technologies can help them, but also exposes gaps in their lives or in companies, cases, things like provisioning VP ends. Maybe they didn't figure out 100% would be at home, but then going forward, the applications are now thinking about this new virtualized world. Even when it comes back to normal, be somewhat of a hybrid, you know, integrated world. This will put pressure on you guys as Amazon to build more capacity like you did with the see too, but at a whole nother level. So I want to get into that and more. But this covert 19 really has changed the game for the world. What do you guys see in your customer base? This is a big part of the conversation. What's going on? >>Thanks, John, And you're right. This is an unprecedented time for us, and on day eight of us as well as our customers are all trying to figure it out. I think you know, part of part of what we've seen from our customers as we talk out there, whether they're public service or private customers is is really that that demands that they're seeing from their customer bases are rapidly changing. Some customers have their businesses have seen much fewer lower demands and others before. But others they're seeing 10 21 100 x more business than they were before. And what we're seeing is that those customers that have their business running in the cloud are able to handle that on quickly. Our ableto adapt and change and grow with their changing customer base, and sometimes that's internal. Sometimes you're like you said. That's because, um, they need to scale up their VPN or they need to scale up their virtual workstations. Other times, it's customers who maybe they run a large call center business. But their call center folks are no longer able to come into the office, and they quickly spin up a virtual call center. We've seen our Amazon connect business really, really take off as customers quickly united to figure out how they can manage the actually increased call Williams they're seeing, but in a virtual location. And finally, we're just seeing some customers, whether they're from entertainment from communication or online education. Many of these businesses they're scaling rapidly wouldn't have been able to do it if they're running in their own data center. But because they're in the cloud, they're able to quickly spin up more instances, spin up more storage and meet the demands of their customers. So I think it's been nice to see. Fortunately for us, we've had many years, as you mentioned, I used to run the C two team on, and we've been thinking for over a decade about how we really manage that supply chain. How do we ensure that we're able to handle rapidly scaling? So we've really optimized our supply chain Unfortunately, in a good position where we can continue to operate, continue to scale and continue to handle the demands are growing customer base even unprecedented times like this. >>You know, you mentioned that I want to get into that concept. You wrote a block post the other day on the Amazon Day one blawg keeping organizations running during Covad 19 and you kind of teased out this point about average connected time. And if you think about this crisis, this really is that the true test for scale and elasticity of having that cloud model and some of the clouds have not done as well as Amazon. There's been some stories out there. Google and Microsoft has had the up time you guys had, but this really has been the future pulled forward. So you guys have a lot of customers like Netflix like slack, that are really taken advantage of this. This is the true test of cloud and only the beginning again. Like I said, this is going to show a lot of gaps in most other traditional enterprises. But this highlights the tests that you guys were waiting for. I won't say that you're waiting for a crisis, but cloud, this is ultimately the test. Your thoughts on Netflix, who Lou Slack, A bunch of other names land and he throws the slide. But we have re invent. But the >>big I think if you look at, obviously we have a lot more time at home, right? I'm at home here in Seattle. A lot of us are spending more time at home. And so a lot of the streaming services like you said, the Netflix is the who lose that Disney Pluses of the world. Also games. Think about how many kids were playing fortnight or playing a or the video games. A lot of those businesses have really seen an increase in their demand on they have been able to just seamlessly scale along with eight of us on the work side. Think about everybody from slack that runs entirely on AWS Zoom, who runs the vast majority of their infrastructure and aws all of these communication on work from home capabilities. These are all running on AWS enabled many of the scale, and we think all of our kids, our kids are all trying to figure out what a school look like. You don't actually go to school. I was talking from the team at Blackboard. They've seen a 10 sometimes even 100 X increase in their business. America will just seamlessly scale up on demand. I mean, really overnight just exploded. >>I was on Twitter just the other day, talking with some folks because the whole jet, I think, is going down. I was gonna wing of my normal commentary. Um and this is the public sector challenge as well. You mentioned schools. These air traditionally? No, I t or enterprise like chops. They need scale now. They need it fast. They have to stand up. I imagine this is the kind of scenario that this is also gonna hit the small, medium sized enterprises as well as some of the big ones. So the big guys have legacy problems, data silos, whatever we've had, great. Comes with some of your team members there. But that's just one sector. You got small, medium size enterprises that don't have any I t public sector and education. They're gonna be in market in months, if not >>tomorrow. Public sector is a super interesting one. And, frankly, our public sector team I don't know that they have slept in the past three months working to try to help governments, both the United States and internationally, everything from me. If you think about it, our our unemployment systems in states across the United States have gone from something like 3% unemployment claims to 15% unemployment claims within a two month period. Those systems are not meant to scale like that, and they reached out to us pretty quickly to see how we could help them start to scale. You think about some of the the systems that are trying to send out checks to people, systems that are trying to send out small making loans to folks. We've been really working deeply with many of those government agencies to try to figure out how we can get the money in the hands of the individuals that need it as quickly as possible and really help those legacy systems. Sometimes they're built on, you know, legacy databases or Oracle's or Microsoft sequel systems. And those things just aren't scaling. And they're trying to figure out How can they get to a more modern architecture that can really keep scaling with the needs of the new demand that they're reaching? It's just something that didn't anticipate before. >>Yeah, and I think your customers, as you're now going to be overseeing the larger global organization, sales and marketing, um, it's not like you guys are preaching to the customers because you're living through the same crisis in an environment that they are. You certainly can align with their empathy and certainly help them solve problems. But now we're in a business climate where we're seeing unemployment numbers of massive numbers. Usually companies come out of these challenges, and we think it could be highly accelerated on an upward trajectory, flat or negative. In 2008. That crisis we saw the winners come out of that one. You guys rode that wave with AWS. Easy to can. You know that world now coming out of this next pandemic, it's going to be hybrid or virtualization of meat of life. >>How are >>you leading your team? How are you talking to customers? I'm out of this empathy, but you got to run an organization. You have to still sell services and market your products You got reinvent was a physical event. I mean, >>these air, >>huge challenges you're living them to. What's your >>take on >>all this? >>Yeah, part of I think you know, in my new role. And as you mentioned, I used to run the computing with AWS, including easy to many compute services for about 13 years before coming and running. Now the sales and marketing, or AWS >>and And in >>that role, you know, a lot of what I would think about is how we really help our customers understand how critical it >>is to the >>her hair. The cloud gives you just so much more flexibility, so much more agility. And we would you know, there's a bunch of the early adopters would lead into that and really got it. And once they got onto the cloud, they saw their innovation level went up, their agility goes up all those things. But, you know, there was still a lot of folks that were they're interested. I mean, we obviously have, ah, decent sized business today and many, many millions of customers that are using the cloud today. But some of them are have been slower to kind of fully adopt and really move all of their business critical workloads to the cloud. I firmly believe that coming out of this crisis, you're gonna have two types of of businesses. You're gonna have some that just go into their shell, right? They're just going to say I'm just gonna try to survive. I'm just gonna try that to get by, going to try to conserve every little bit of something. I can just protect what I have. You know, I don't think those are long term. I'm not optimistic of. Those are going to be the businesses that right. I think every time you see a crisis, you have businesses that lean into it. They're smart about it. They think about long term. What are the things that are going to help me compete in this new world? And I think Cloud is gonna be one of those things. We've talked to everybody from airlines to traditional Fortune 500 enterprises, and they see that like they're still leaning into the cloud, even even airlines. No one's been hit harder than the airlines. And even I've talked to several executives and airlines their saying Look, my cloud initiative, that's the thing I'm not cutting. I'm gonna cut everything else. But this is the thing that's gonna let me succeed when I really get into that new world. And so I really think you're going to see some of those folks that maybe you were hesitant before so again in the next 34 years. Maybe I'll get to the cloud. I really think that they're going to start to lead in because they're going to realize if my competitors or in the cloud and I'm not that is gonna be a significant disadvantage and, you know, knock on wood. Hopefully, there's no other global pandemic, but they have to deal with. But I think it just really highlights any uncertainty in the world. There's going to be differences and they just are unable to deal with to the flexibility and the scale that they want to go up and down, by the way that they're unable to really handle whatever the world throws up. But I think we're going to be living in a continually uncertain environment. >>Yeah, I definitely would agree with you, and I think it's going to get back to normal at some point, but even is gonna have an impact into 2021 as many people are kind of figuring out the window, people saying no spring 2021 Maybe, you know, there we started get some semblance of normality the way it was, but still that environment and this brings up the whole summit online that you guys are doing. Your summits have been a great set of events. We've covered many of them with the real key physical cube. Now we're doing the Virtual Cube. They've been a practitioner and user, the developer builder event. It's a free event. Nutrition had. Now you have them all over the world. They're going on virtual. People still need to build out these projects. There's still a demand, and some projects are being cut. Some are, as you guys look over the horizon with your customer base conversations around what to fund whatnot the fund. As you mentioned. What are some of the things that you're seeing and recommending to customers that they should continue to double down on? Because smart manager is going to step back and say, Hey, I can see some gaps. We're going to double down on that and we're gonna kill that. We're gonna move this over here. There's going to be a reinvention and growth strategy that they have to figure out quickly. There's no yet playbooks emerging, but it's clear out the video virtual interactions. But those projects get double down your thoughts on the customer builders out there. >>I think that's absolutely right in it and expands every industry you can think about. Think about, you know, I was talking Teoh several customers in the healthcare space. And how long has it been five years that people have been touting that telemedicine is really gonna be that thing that eventually comes and eventually becomes a big thing? This has really accelerated that, such that. Now I've talked to probably dozens and dozens of people who, for the very first time of talk to their doctors over being their cell phone because they don't want to go into the hospital for you're getting, you know, six or something like that. Then they just have a minor medical things you need to do. Telemedicine is one of those things that is really taking off, and there's been really enabling, frankly, that customers have been able to do telemedicine. That's really helps, knows that that wanted to stay safe but also get good medical advice. I think that's just one example where we're gonna continue to see this go. I think coming out of this the other thing, our custom, lot of our customers were thinking about, and anytime you really go into an uncertain economic world. You want to think about capital preservation. Now is not the time you want to go spend money to build your own data center or to buy your own servers. If ever there was a time where the cloud makes the most sense, capital preservation >>is E >>particularly we don't know if there's gonna be an economic recession. We don't know how long this is going to take. All businesses, whether they're severely impacted, should be really thinking about that capital preservation. But they've also got to be thinking about how they innovate. You know, I've talked to ah, popular ride sharing customer the other day, and they were talking about how ride sharing his way down. But they're still using this as a time to lean forward into innovation because they know coming out of this, they want to be ahead of where their competitors are going to be. And they really want to use this as an opportunity to take their own internal teams, focus them on where they think the biggest potential is gonna be. And then once the economy turns around people out and about again, they can hit the accelerator and really take off. So I think that's really how a lot of our customers were thinking about situation where they're right now. >>You know, you guys haven't had a steep learning curve over the years with cloud and cloud scale. I think as the world comes in, the human capital piece becomes interesting, too, not just on of spending with money, monetary, the human capital to work, how people are contributing. So this brings up the whole reinvention. It's funny to watch as people are forced with these first generation problems of how to make things digital, how to get scale going. You have people who have learned it, have a learning curve, and again there's no compression algorithm for experience, as you guys like to point out. So >>this is >>creating this kind of like, How do I change the roles of my company? And so I want to get your thoughts because we're looking for proof points because a lot of the answers are not yet evolved and usually things they're not understood before they become mainstream. But people have to react really fast. What are some examples? Can you give around how Cove in applications are rolling out because that's truly a indicator in my mind of what people are doing with the cloud. Because Covert was an instant response. We've already interviewed a few folks that are on Amazon around Covitz Solutions, where the standing of either analytics or doing some things Could you use the covert of example of how rapid deployment or reinvention of data or business models our rendering themselves? >>Yeah, absolutely. I think there's a couple of different what one is. But for the very first thing that most people look at is how do we get data like we just need to find data around this space. And so we've worked with a number of partners and customers on How do we really go, help build Data Lakes in the cloud and coming getting all that data in one place so that both governments as well as private enterprises, can really start to think of that Data slices in different ways on get to look at what is the actual data, whether it's one of the number of hospital that's available one of the number of tests that are happening, you know, one of the number of oh infections that we're seeing, where the rate of change, etcetera. We also work with a number of our analytics partners, and we have a wide range of analytics partners that are really taking this as an opportunity where they can rapidly then take that data and slice it a number of different ways to try to help understand how they respond. I think you know, the first part of that was on the healthcare side where folks were saying, Where do we need enough ventilators? Where we where do we need to go? Build hospitals? Are we start to identify hot spots right where I see if you can really look at kind of second order derivatives of kind of changes, and you can look at it close enough, you could say, Oh, there's a hot spot popping up in this particular area and eventually you know, if we can get some better data, contract tracing and things like that where you can open up the economy and still have, you know very quickly identify where a hot spot might be a merging. Those are the types of data pieces that you know what the right levels of of security and data privacy, but with but with access to that data, we can get a handle on how some of these things are happening. Then I think you go and you look at s So that's that's kind of some of the data analytics pieces. Right? Then you also go look at what are folks doing on the testing side? And I think, you know, there's a lot of discussion about how well testing is done. I think we all >>know that there >>are ways that we always thought maybe it was a little bit further along with it is, but there's a number of private places that are actually really speeding up. I think this is one of the big areas that Amazon best, right? And I don't I don't know. We'll see if we are able to get there faster than some of the other places, but we we see a real need for testing. Testing is one of those such a critical component if we could do rapid testing, frequent testing, both for our own employees. But frankly, for for all the industries that we all rely on, I have come to rely on, particularly in this virtual world. We know that the faster we can get testing and more reliable, we can get testing. The better we are able to then isolate, get people to self quarantine and really kind of control that mass spread >>of the >>disease. >>I know >>you know >>healthcare is interesting. One of the emerging things we're seeing coming out of the summit here and some of the conversations we had is how the enterprise has always been kind of a hard environment to find stuff. As people live at home and working at home, working remotely, working in remote teams, the idea of searching for stuff becomes interesting. So you guys announced the general availability, Kendra. The timing couldn't have been better for that, because that's really giving you a Google like vibe feel for funding information. But it's really an integration play under the covers, so I think that's the kind of trend that we're seeing. We're seeing also startups putting up APS out there so you see a lot of activity. That's kind of in line with this. That you guys are announcing anything >>at any >>update on the Kendra or >>Canada is fantastic, and it's it's really I think struck a nerve with folks where the traditional way of thinking about search, particularly internal for internal Internets just doesn't work. You know how many hits you get and how many millions of people across billions and billions of people on the Internet that that model works on the Internet. You might be looking for very specific things. Um, and with machine learning, we're able to tell what is the intent of the requests that people are looking for and take you to the right place so that if you say you know one of the hours of my help desk, there's a very specific page that you're looking for, which is this number. In fact, you're not looking for a job to go to. You're not looking for information about help desks. You're looking for the actual hours of my internal help desks, particularly probably from my building. And as we do build these ML models that can start to learn on how your Internet works and how people are thinking about it and what's helpful or not, we've been able to improve an Internet search orders of magnitude. I've used it internally for our own. I'm instrumented it. It's night and day compared to what we used before was kind of your keyword search type of thing. So I think applying ML, particularly when people remote and really relying on resource, is like that where they can't just, you know, lean over to a cube next to them and say, Hey, we're still you know what time is the help desk open? >>I think getting breaking down the silos to just we build that abstraction layer a data leak really kind of makes a big difference. >>That's right. >>So final question for you as companies settle into the new realities that are upon them, what's the outlook for the rest of 2020 for you guys? And what do you say? That customers that are here on the online trying to consume the virtual content that they should be building out because you've got not just customers. You've got commercial customers, you got public sector and you got an ecosystem. You got partners out there who are building on top of AWS. Um, rolling this together. What's your message to them? What's on the outlook? >>2020 Number one. I encourage everyone to take advantage. I think In many ways, some of these virtual summits are great opportunity, maybe, for those were unable to travel to the summit or to be able to actually physically get there. It's a great opportunity to learn, really dive in trying to do some virtual labs really get in and understand some of the new features and functionality that are out there from a partner perspective. Many of the things that we're building, whether it's our outflow service that we just launched a couple of weeks ago, that helps us to really connects to our various partners into a data lake. As John was mentioning those air, these were really some of the things that you know, if you think about our broad swath of our partner ecosystem, encourage our customers to really look at all of the partners that are running on AWS who have great solutions. Like the Cube. You're looking for virtual events. They have. They have an awesome product you should check out, but we have a wide set of partners that will help you. Yeah, put together the virtual world that you all are trying to work through right now and encourage you just to learn >>I really appreciate the plug, actually, one for the cube. A new event Cloud. What? We're trying to figure it out. I think this kind of reminds me of a famous quote I heard on the queue, which is a notable one, is that everything in the future that is going to be invented was on Star Trek or Star Wars. So I assume we're gonna have video cameras and everyone's office, and we'll be able to go and talk to folks. So looking forward to again, standing up content, getting the content and connecting people. Thanks for spending >>the >>time out of your day to come in and talk with me and share your insights. And, ah, Amazon Summit Web services Summit online Virtual cube Virtual. Thanks for your time. Appreciate your insights. >>Great. Thank you. >>OK, Cube here. Virtual in our studio covering remotely all the top content out there covering AWS summit online. There's a whole new reality rolling it together. I'm John Furrier. Thanks for watching. Yeah, yeah, yeah, yeah