>> Announcer: theCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (upbeat music) >> Hi everybody. Welcome back to Barcelona. We're here at the Fira Live, theCUBE's ongoing coverage of day two of MWC 23. Back in 2021 was my first Mobile World Congress. And you know what? It was actually quite an experience because there was nobody there. I talked to my friend, who's now my co-host, Chris Lewis about what to expect. He said, Dave, I don't think a lot of people are going to be there, but Danielle Royston is here and she's the CEO of Totoge. And that year when Erickson tapped out of its space she took out 60,000 square feet and built out Cloud City. If it weren't for Cloud City, there would've been no Mobile World Congress in June and July of 2021. DR is back. Great to see you. Thanks for coming on. >> It's great to see you. >> Chris. Awesome to see you. >> Yeah, Chris. Yep. >> Good to be back. Yep. >> You guys remember the narrative back then. There was this lady running around this crazy lady that I met at at Google Cloud next saying >> Yeah. Yeah. >> the cloud's going to take over Telco. And everybody's like, well, this lady's nuts. The cloud's been leaning in, you know? >> Yeah. >> So what do you think, I mean, what's changed since since you first caused all those ripples? >> I mean, I have to say that I think that I caused a lot of change in the industry. I was talking to leaders over at AWS yesterday and they were like, we've never seen someone push like you have and change so much in a short period of time. And Telco moves slow. It's known for that. And they're like, you are pushing buttons and you're getting people to change and thank you and keep going. And so it's been great. It's awesome. >> Yeah. I mean, it was interesting, Chris, we heard on the keynotes we had Microsoft, Satya came in, Thomas Curian came in. There was no AWS. And now I asked CMO of GSMA about that. She goes, hey, we got a great relationship with it, AWS. >> Danielle: Yeah. >> But why do you think they weren't here? >> Well, they, I mean, they are here. >> Mean, not here. Why do you think they weren't profiled? >> They weren't on the keynote stage. >> But, you know, at AWS, a lot of the times they want to be the main thing. They want to be the main part of the show. They don't like sharing the limelight. I think they just didn't want be on the stage with the Google CLoud guys and the these other guys, what they're doing they're building out, they're doing so much stuff. As Danielle said, with Telcos change in the ecosystem which is what's happening with cloud. Cloud's making the Telcos think about what the next move is, how they fit in with the way other people do business. Right? So Telcos never used to have to listen to anybody. They only listened to themselves and they dictated the way things were done. They're very successful and made a lot of money but they're now having to open up they're having to leverage the cloud they're having to leverage the services that (indistinct words) and people out provide and they're changing the way they work. >> So, okay in 2021, we talked a lot about the cloud as a potential disruptor, and your whole premise was, look you got to lean into the cloud, or you're screwed. >> Danielle: Yeah. >> But the flip side of that is, if they lean into the cloud too much, they might be screwed. >> Danielle: Yeah. >> So what's that equilibrium? Have they been able to find it? Are you working with just the disruptors or how's that? >> No I think they're finding it right. So my talk at MWC 21 was all about the cloud is a double-edged sword, right? There's two sides to it, and you definitely need to proceed through it with caution, but also I don't know that you have a choice, right? I mean, the multicloud, you know is there another industry that spends more on CapEx than Telco? >> No. >> Right. The hyperscalers are doing it right. They spend, you know, easily approaching over a $100 billion in CapEx that rivals this industry. And so when you have a player like that an industry driving, you know and investing so much Telco, you're always complaining how everyone's riding your coattails. This is the opportunity to write someone else's coattails. So jump on, right? I think you don't have a choice especially if other Telco competitors are using hyperscalers and you don't, they're going to be left behind. >> So you advise these companies all the time, but >> I mean, the issue is they're all they're all using all the hyperscalers, right? So they're the multi, the multiple relationships. And as Danielle said, the multi-layer of relationship they're using the hyperscalers to change their own internal operational environments to become more IT-centric to move to that software centric Telco. And they're also then with the hyperscalers going to market in different ways sometimes with them, sometimes competing with them. What what it means from an analyst point of view is you're suddenly changing the dynamic of a market where we used to have nicely well defined markets previously. Now they're, everyone's in it together, you know, it's great. And, and it's making people change the way they think about services. What I, what I really hope it changes more than anything else is the way the customers at the end of the, at the end of the supply, the value chain think this is what we can get hold of this stuff. Now we can go into the network through the cloud and we can get those APIs. We can draw on the mechanisms we need to to run our personal lives, to run our business lives. And frankly, society as a whole. It's really exciting. >> Then your premise is basically you were saying they should ride on the top over the top of the cloud vendor. >> Yeah. Right? >> No. Okay. But don't they lose the, all the data if they do that? >> I don't know. I mean, I think the hyperscalers are not going to take their data, right? I mean, that would be a really really bad business move if Google Cloud and Azure and and AWS start to take over that, that data. >> But they can't take it. >> They can't. >> From regulate, from sovereignty and regulation. >> They can't because of regulation, but also just like business, right? If they started taking their data and like no enterprises would use them. So I think, I think the data is safe. I think you, obviously every country is different. You got to understand the different rules and regulations for data privacy and, and how you keep it. But I think as we look at the long term, right and we always talk about 10 and 20 years there's going to be a hyperscaler region in every country right? And there will be a way for every Telco to use it. I think their data will be safe. And I think it just, you're going to be able to stand on on the shoulders of someone else for once and use the building blocks of software that these guys provide to make better experiences for subscribers. >> You guys got to explain this to me because when I say data I'm not talking about, you know, personal information. I'm talking about all the telemetry, you know, all the all the, you know the plumbing. >> Danielle: Yeah. >> Data, which is- >> It will increasingly be shared because you need to share it in order to deliver the services in the streamline efficient way that needs to be deliver. >> Did I hear the CEO of Ericsson Wright where basically he said, we're going to charge developers for access to that data through APIs. >> What the Ericsson have done, obviously with the Vage acquisition is they want to get into APIs. So the idea is you're exposing features, quality policy on demand type features for example, or even pulling we still use that a lot of SMS, right? So pulling those out using those APIs. So it will be charged in some way. Whether- >> Man: Like Twitter's charging me for APIs, now I API calls, you >> Know what it is? I think it's Twilio. >> Man: Oh, okay. >> Right. >> Man: No, no, that's sure. >> There's no reason why telcos couldn't provide a Twilio like service itself. >> It's a horizontal play though right? >> Danielle: Correct because developers need to be charged by the API. >> But doesn't there need to be an industry standard to do that as- >> Well. I think that's what they just announced. >> Industry standard. >> Danielle: I think they just announced that. Yeah. Right now I haven't looked at that API set, right? >> There's like eight of them. >> There's eight of them. Twilio has, it's a start you got to start somewhere Dave. (crosstalk) >> And there's all, the TM forum is all the other standard >> Right? Eight is better than zero- >> Right? >> Haven't got plenty. >> I mean for an industry that didn't really understand APIs as a feature, as a product as a service, right? For Mats Granryd, the deputy general of GSMA to stand on the keynote stage and say we partnered and we're unveiling, right. Pay by the use APIs. I was for it. I was like, that is insane. >> I liked his keynote actually, because I thought he was going to talk about how many attendees and how much economic benefiting >> Danielle: We're super diverse. >> He said, I would usually talk about that and you know greening in the network by what you did talk about a little bit. But, but that's, that surprised me. >> Yeah. >> But I've seen in the enterprise this is not my space as, you know, you guys don't live this but I've seen Oracle try to get developers. IBM had to pay $35 billion trying to get for Red Hat to get developers, right? EMC used to have a thing called EMC code, failed. >> I mean they got to do something, right? So 4G they didn't really make the business case the ROI on the investment in the network. Here we are with 5G, same discussion is having where's the use case? How are we going to monetize and make the ROI on this massive investment? And now they're starting to talk about 6G. Same fricking problem is going to happen again. And so I think they need to start experimenting with new ideas. I don't know if it's going to work. I don't know if this new a API network gateway theme that Mats talked about yesterday will work. But they need to start unbundling that unlimited plan. They need to start charging people who are using the network more, more money. Those who are using it less, less. They need to figure this out. This is a crisis for them. >> Yeah our own CEO, I mean she basically said, Hey, I'm for net neutrality, but I want to be able to charge the people that are using it more and more >> To make a return on, on a capital. >> I mean it costs billions of dollars to build these networks, right? And they're valuable. We use them and we talked about this in Cloud City 21, right? The ability to start building better metaverses. And I know that's a buzzword and everyone hates it, but it's true. Like we're working from home. We need- there's got to be a better experience in Zoom in 2D, right? And you need a great network for that metaverse to be awesome. >> You do. But Danielle, you don't need cellular for doing that, do you? So the fixed network is as important. >> Sure. >> And we're at mobile worlds. But actually what we beginning to hear and Crystal Bren did say this exactly, it's about the comp the access is sort of irrelevant. Fixed is better because it's more the cost the return on investment is better from fiber. Mobile we're going to change every so many years because we're a new generation. But we need to get the mechanism in place to deliver that. I actually don't agree that we should everyone should pay differently for what they use. It's a universal service. We need it as individuals. We need to make it sustainable for every user. Let's just not go for the biggest user. It's not, it's not the way to build it. It won't work if you do that you'll crash the system if you do that. And, and the other thing which I disagree on it's not about standing on the shoulders and benefiting from what- It's about cooperating across all levels. The hyperscalers want to work with the telcos as much as the telcos want to work with the hyperscalers. There's a lot of synergy there. There's a lot of ways they can work together. It's not one or the other. >> But I think you're saying let the cloud guys do the heavy lifting and I'm - >> Yeah. >> Not at all. >> And so you don't think so because I feel like the telcos are really good at pipes. They've always been good at pipes. They're engineers. >> Danielle: Yeah. >> Are they hanging on to the to the connectivity or should they let that go and well and go toward the developer. >> I mean AWS had two announcements on the 21st a week before MWC. And one was that telco network builder. This is literally being able to deploy a network capability at AWS with keystrokes. >> As a managed service. >> Danielle: Correct. >> Yeah. >> And so I don't know how the telco world I felt the shock waves, right? I was like, whoa, that seems really big. Because they're taking something that previously was like bread and butter. This is what differentiates each telco and now they've standardized it and made it super easy so anyone can do it. Now do I think the five nines of super crazy hardcore network criteria will be built on AWS this way? Probably not, but no >> It's not, it's not end twin. So you can't, no. >> Right. But private networks could be built with this pretty easily, right? And so telcos that don't have as much funding, right. Smaller, more experiments. I think it's going to change the way we think about building networks in telcos >> And those smaller telcos I think are going to be more developer friendly. >> Danielle: Yeah. >> They're going to have business models that invite those developers in. And that's, it's the disruption's going to come from the ISVs and the workloads that are on top of that. >> Well certainly what Dish is trying to do, right? Dish is trying to build a- they launched it reinvent a developer experience. >> Dave: Yeah. >> Right. Built around their network and you know, again I don't know, they were not part of this group that designed these eight APIs but I'm sure they're looking with great intent on what does this mean for them. They'll probably adopt them because they want people to consume the network as APIs. That's their whole thing that Mark Roanne is trying to do. >> Okay, and then they're doing open ran. But is it- they're not really cons- They're not as concerned as Rakuten with the reliability and is that the right play? >> In this discussion? Open RAN is not an issue. It really is irrelevant. It's relevant for the longer term future of the industry by dis aggregating and being able to share, especially ran sharing, for example, in the short term in rural environments. But we'll see some of that happening and it will change, but it will also influence the way the other, the existing ran providers build their services and offer their value. Look you got to remember in the relationship between the equipment providers and the telcos are very dramatically. Whether it's Ericson, NOKIA, Samsung, Huawei, whoever. So those relations really, and the managed services element to that depends on what skills people have in-house within the telco and what service they're trying to deliver. So there's never one size fits all in this industry. >> You're very balanced in your analysis and I appreciate that. >> I try to be. >> But I am not. (chuckles) >> So when Dr went off, this is my question. When Dr went off a couple years ago on the cloud's going to take over the world, you were skeptical. You gave a approach. Have you? >> I still am. >> Have you moderated your thoughts on that or- >> I believe the telecom industry is is a very strong industry. It's my industry of course I love it. But the relationship it is developing much different relationships with the ecosystem players around it. You mentioned developers, you mentioned the cloud players the equipment guys are changing there's so many moving parts to build the telco of the future that every country needs a very strong telco environment to be able to support the site as a whole. People individuals so- >> Well I think two years ago we were talking about should they or shouldn't they, and now it's an inevitability. >> I don't think we were Danielle. >> All using the hyperscalers. >> We were always going to need to transform the telcos from the conservative environments in which they developed. And they've had control of everything in order to reduce if they get no extra revenue at all, reducing the cost they've got to go on a cloud migration path to do that. >> Amenable. >> Has it been harder than you thought? >> It's been easier than I thought. >> You think it's gone faster than >> It's gone way faster than I thought. I mean pushing on this flywheel I thought for sure it would take five to 10 years it is moving. I mean the maths comp thing the AWS announcements last week they're putting in hyperscalers in Saudi Arabia which is probably one of the most sort of data private places in the world. It's happening really fast. >> What Azure's doing? >> I feel like I can't even go to sleep. Because I got to keep up with it. It's crazy. >> Guys. >> This is awesome. >> So awesome having you back on. >> Yeah. >> Chris, thanks for co-hosting. Appreciate you stay here. >> Yep. >> Danielle, amazing. We'll see you. >> See you soon. >> A lot of action here. We're going to come out >> Great. >> Check out your venue. >> Yeah the Togi buses that are outside. >> The big buses. You got a great setup there. We're going to see you on Wednesday. Thanks again. >> Awesome. Thanks. >> All right. Keep it right there. We'll be back to wrap up day two from MWC 23 on theCUBE. (upbeat music)

>>with me are and Crystal Graham, a k a a C. She's the C R O of talent, and Chris Degnan is the C R. O of Snowflake. We have to go to market heavies on this section, folks. Welcome to the Cube. >>Thank you. >>Thanks for having us. >>That's our pleasure. And so let's let's talk about digital transformation, right? Everybody loves to talk about it. It zone overused term. I know, but what does it mean? Let's talk about the vision of the data cloud for snowflake and digital transformation. A. C. We've been hearing a lot about digital transformation over the past few years. It means a lot of things to a lot of people. What are you hearing from customers? How are they thinking about when I come, sometimes called DX and what's important to them? Maybe address some of the challenges even that they're facing >>Dave. That's a great question to our customers. Digital transformation literally means staying in business or not. Um, it's that simple. Um, the reality is most agree on the opportunity to modernize data management infrastructure that they need to do that to create the speed and efficiency and cost savings that digital transformation promises. But but now it's beyond that. What's become front and center for our customers is the need for trusted data, supported by an agile infrastructure that and allow a company to pivot operations as they need. Um, let me give you an example of that. One of our customers, a medical device company, was on their digital journey when Cove it hit. They started last year in 2019, and as the pandemic hit at the earlier part of this year, they really needed to take a closer look at their supply chain. On went through an entire supply chain optimization, having been completely disrupted in the you think about the logistics, the transportation, the location of where they needed to get parts, all those things when they were actually facing a need to increase production by about 20 times. In order to meet the demand on DSO, you can imagine what that required them to do and how reliant they were on clean, compliant, accurate data that they could use to make extremely critical decisions for their business. And in that situation, not just for their business but decisions. That would be the about saving lives, so the stakes have gotten a lot higher, and that's that's just one industry. It's it's really across all industries. So when you think about that, really, when you talk to any of our customers, digital transformation is really mean. It really means now having the confidence in data to support the business at critical times with accurate, trusted information. >>Chris, I've always said a key part of digital transformation is really putting data at the core of everything you know, Not not the manufacturing plant, that the core in the data around it, but putting data at the center. It seems like that's what Snowflake is bringing to the table. Can you comment? >>Yeah. I mean, I think if if I look across what's happening and especially a Z A. C said, you know, through co vid is customers are bringing more and more data sets. They wanna make smarter business decisions based on data making, data driven decisions. And we're seeing acceleration of of data moving to the cloud because they're just in abundance of data. And it's challenging to actually manage that data on premise and and as we see those those customers move those large data sets. Think what A C said is spot on is that customers don't just want to have their data in the cloud. But they actually want to understand what the data is, understand, who has access to that data, making sure that they're actually making smart business decisions based on that data. And I think that's where the partnership between both talent and stuff like are really tremendous, where you know we're helping our customers bring their data assets to to the cloud, really landing it and allowing them to do multiple, different types of workloads on top of this data cloud platform and snowflake. And then I think again what talent is bringing to the table is really helping the customer make sure that they trust the data that they're actually seeing. And I think that's a really important aspect of digital transformation today. >>Awesome and I want to get into the partnership. But I don't wanna leave the pandemic just yet. A c. I want to ask you how it's affected customer priorities and timelines with regard to modernizing their data operations and what I mean to that they think about the end and life cycle of going from raw data insights and how they're approaching those life cycles. Data quality is a key part of, you know, a good data quality. You're gonna I mean, obviously you want to reiterate, and you wanna move fast. But if if it's garbage out, then you got to start all over again. So what are you seeing in terms of the effect of the pandemic and the urgency of modernizing those data operations? >>Yeah, but like Chris just said it accelerated things for those companies that hadn't quite started their digital journey. Maybe it was something that they had budgeted for but hadn't quite resourced completely many of them. This is what it took to to really get them off the dying from that perspective, because there was no longer the the opportunity to wait. They needed to go and take care of this really critical component within their business. So, um, you know what? What Covic, I think, has taught companies have taught all of us is how vulnerable even the largest. Um, you know, companies on most robust enterprises could be those companies that had already begun Their digital transformation, maybe even years ago, had already started that process and we're in a better. We're in a great position in their journey. They fared a lot better and we're able to be agile. Were able Thio in a shift. Priorities were able to go after what they needed to do toe to run their businesses better and be able to do so with riel clarity and confidence. And I think that's really the second piece of it is, um or the last six months people's lives have really depended on the data people's lives that have really dependent on uncertainty. The pandemic has highlighted the importance of reliable and trustworthy information, not just the proliferation of data. And as Chris mentioned this data being available, it's really about making sure that you can use that data as an asset Ondas and that the greatest weapon we all have, really there is the information and good information to make a great business decisions. >>Of course, Chris, the other thing we've seen is the acceleration toe to the cloud, which is obviously you're born in the cloud. It's been a real tailwind. What are you seeing in that regard from your I was gonna say in the field, but from your zoom >>advantage. Yeah, well, I think you know, a C talked about supply chain, um, analytics in in her previous example. And I think one of the things that that we did is we hosted a data set. The covert data set over 19 data set within snowflakes, data marketplace. And we saw customers that were, you know, initially hesitant to move to the cloud really accelerate there. They're used to just snowflake in the cloud with this cove Cove. A data set on Ben. We had other customers that are, you know, in the retail space, for example, and use the cova data set to do supply chain analytics and and and accelerated. You know, it helped them make smarter business decisions on that. So So I'd say that you know, Cove, it has, you know, made customers that maybe we're may be hesitant to to start their journey in the cloud, move faster. And I've seen that, you know, really go at a blistering pace right now. >>You know, you just talked about, you know, value because it's all about value. But the old days of data quality in the early days of Chief Data, Officer all the focus was on risk avoidance. How do I get rid of data? How long do I have to keep it? And that has flipped dramatically. You know, sometime during the last decade, >>you can't get away too much from the need for quality data and and govern data. I think that's the first step. You can't really get to, um, you know, to trust the data without those components. And but to your point, the chief Data officers role, I would say, has changed pretty significantly. And in the round tables that I've participated in over the last, you know, several months. It's certainly a topic that they bring to the table that they'd like Thio chat with their peers about in terms of how they're navigating through the balance, that they still need toe to manage to the quality they still need to manage to the governance they still need. Thio ensure that that they're delivering that trusted information to the business. But now, on the flip side as well, they're being relied upon to bring new insights. And that's on bit's, um, really requiring them to work more cross functionally than they may have needed to in the past where that's been become a big part of their job is being that evangelist for data the evangelist. For that, those insights and being able to bring in new ideas for how the business can operate and identified, you know, not just not just operational efficiencies, but revenue opportunities, ways that they can shift. All you need to do is take a look at, for example, retail. You know, retail was heavily impacted by the pandemic this year on git shows how easily an industry could be could be just kind of thrown off its course simply by by a just a significant change like that. Andi need to be able to to adjust. And this is where, um when I've talked to some of the CEOs of the retail customers that we work with, they've had to really take a deep look at how they can leverage their the data at their fingertips to identify new in different ways in which they can respond to customer demands. So it's a it's a whole different dynamic. For sure, I it doesn't mean that that you walk away from the other and the original part of the role of the or the areas in which they were maybe more defined a few years ago when the role of the chief data officer became very popular. I do believe it's more of a balance at this point and really being able to deliver great value to the organization with the insights that they could bring >>well, is he stayed on that for a second. So you have this concept of data health, and I guess what kind of getting tad is that In the early days of Big Data Hadoop, it was just a lot of rogue efforts going on. People realize, Wow, there's no governance And what what seems like what snowflake and talent are trying to do is to make that the business doesn't have to worry about it. Build, build that in, don't bolt it on. But what's what's this notion of data health that you talk about? >>Companies can measure and do measure just about everything, every aspect of their business health. Um, except what's interesting is they don't have a great way to measure the health of their data, and this is an asset that they truly rely on. Their future depends on is that health of their data. And so if we take a little bit of a step back, maybe let's take a look at an example of a customer experiences to kind of make a little bit of a delineation between the differences of data, data, quality, data trust in what data health truly is. We work with a lot of health, a lot of hotel chains. And like all companies today, hotels collect a ton of information. There's mountains of information, private information about their customers through the loyalty clubs and all the information that they collect from there, the front desk, the systems that store their data. You can start to imagine the amount of information that a hotel chain has about an individual, and frequently that information has, you know, errors in it, such as duplicate entries, you know. Is it a Seagram, or is it in Chris Telegram? Same person, Slightly different, depending on how I might have looked or how I might have checked in at the time. And sometimes the data is also mismanaged, where because it's in so many different locations, it could be accessed by the wrong person of someone that wasn't necessarily intended to have that kind of visibility. And so these are examples of when you look at something like that. Now you're starting to get into, you know, privacy regulations and other kinds of things that could be really impactful to a business if data is in the wrong hands or the wrong data is in the wrong hands. So, you know, in a world of misinformation and mistrust, which is around us every single day, um, talent has really invented a way for businesses to verify the veracity, the accuracy of their data. And that's where data health really comes in Is being able to use a trust score to measure the data health on. That's what we have recently introduced is this concept of the trust score, something that can actually provide and measure, um, at the accuracy and the health of the data all the way down to an individual report. We believe that that that truly, you know, provides the explainable trust issue resolution, the kinds of things that companies are looking for in that next stage of overall data management. >>Thank you, Chris. Bring us home. So, one of the key aspects of what snowflake is doing is building out the ecosystem is very, very important. Really talk about how how you guys we're partnering and adding value in particular things that you're seeing customers do today within the ecosystem or with the help of the ecosystem and stuff like that they weren't able to do previously. >>Yeah. I mean, I think you know a C mentioned it. You mentioned it. You know, we spent I spent a lot of my zoom days talking Thio, chief data officers and as I'm talking to the chief data officers that they are so concerned their responsibility on making sure that the business users air getting accurate data so that they view that as data governance is one aspect of it. But the other aspect is the circumference of the data of where it sits and who has access to that data and making sure it's super secure. And I think you know, snowflake is a tremendous landing spot being a data warehouse or data cloud data platform as a service, you know, we take care of all the, you know, securing that data. And I think where talent really helps our customer base is helps them exactly What what is he talked about is making sure that you know myself as a business users someone like myself who's looking at data all the time, trying to make decisions on how many sales people I wanna hire house my forecast coming. You know, how's the how's the product working all that stuff? I need to make sure that I'm actually looking at at good data. And I think the combination of all sitting in a single repository like snowflake and then layering it on top or laying a tool like talent on top of it, where I can actually say, Yeah, that is good data. It helps me make smarter decisions faster. And ultimately, I think that's really where the ecosystem plays. An incredibly important, important role for snowflake in our customers, >>guys to great cast. I wish we had more time, but we gotta go on dso Thank you so much for sharing your perspectives. A great conversation

>>Hello, everyone. And welcome back to the data cloud. Summer 2020. We're >>gonna >>dig into the all important ecosystem and focusing a little bit on the intersection of the data Cloud and trust and with Me are and Crystal Graham, aka A C. She's the C R O of talent, and Chris Degnan is the C R. O of Snowflake. We have to go to market heavies on this section, folks. Welcome to the Cube. >>Thank you. >>Thanks for having us. >>That's our pleasure. And so let's let's talk about digital transformation, right? Everybody loves to talk about it. It zone overused term. I know, but what does it mean? Let's talk about the vision of the data cloud for snowflake and digital transformation. A. C. We've been hearing a lot about digital transformation over the past few years. It means a lot of things to a lot of people. What are you hearing from customers? How are they thinking about when I come, sometimes called DX and what's important to them? Maybe address some of the challenges even that they're facing where you >>thought. Absolutely. Dave, you know, digital transformation means literally staying in business or not. Um, That's what you hear from customers. Thes days. Eso, you know, most still agree on that. The opportunity Thio modernized data management, bringing efficiencies and scale and cost savings through digital transformation. But now it's really beyond that. What's become front and center is the need for trusted data. Um, and you know, one of the things we could talk a little bit about their Let me give you an example what that means. It's It's really having a agile infrastructure that will allow a company to pivot operations as they need. There's a company that I recently spoke with one of our customers that's in a medical device in the medical device industry, and they had started their digital journey last year. Um, so they were in a really good position when Cove it hit in February. At the time, they needed to take a complete look at their supply chain and optimize it. In fact, they needed to find ways that they could really change their production to a degree of about 20 times more in a given day thing, what they had been doing prior to co vid. And so when you think about what that required them to do. They really needed to rely on trusted, clean, compliant data, um, in an agile, ready to adapt infrastructure. And that's really what digital transformation was to them. And I think that's an example of when you talk to customers today, and they define what digital transformation means to them. You'll find examples like that that demonstrate that in times it's it's really about the difference between, you know, life or death saving lives, staying in business. >>Right? Well, thank you for that. And you're right on. I mean, if you're not a digital business today, you're kind of out of business. And, Chris, I've always said a key part of digital transformation is really putting data at the core of everything. You know, Not not the manufacturing plant, that the core in the data around it, but putting data at the center. It seems like that's what Snowflake is bringing to the table. Can you comment? >>Yeah. I mean, I think if if I look across what's happening and especially a Z A. C said you know, through co vid is customers are bringing more and more data sets. They wanna make smarter business decisions based on data making data driven decisions. And we're seeing acceleration of data moving to the cloud because there's just an abundance of data and it's challenging to actually manage that data on premise and and, as we see those, those customers move those large data sets. Think what A C said is spot on is that customers don't just want to have their data in the cloud. But they actually want to understand what the data is, understand, who has access to that data, making sure that they're actually making smart business decisions based on that data. And I think that's where the partnership between both talent and snowflake are really tremendous, where you know we're helping our customers bring their data assets to to the cloud, really landing it and allowing them to do multiple, different types of workloads on top of this data cloud platform and snowflake. And then I think again what talent is bringing to the table is really helping the customer make sure that they trust the data that they're actually seeing. And I think that's a really, um, important aspect of digital transformation today. >>Awesome and I want to get into the partnership, but I don't wanna leave the pandemic just yet. I wanna ask you how it's affected customer priorities and timelines with regard to modernizing their data operations. And what I mean to that I think about the end and life cycle of going from raw data insights and how they're approaching those life cycles. Data quality is a key part of If you have good data quality, you're gonna I mean, obviously you want to reiterate and you wanna move fast. But if if it's garbage out, then you got to start all over again. So what are you seeing in terms of the effect of the pandemic and the urgency of modernizing those data operations? >>Yeah, but like Chris just said it accelerated things for those companies that hadn't quite started their digital journey. Maybe it was something that they had budgeted for but hadn't quite resourced completely many of them. This is what it took to to really get them off the dying from that perspective, because there was no longer the the opportunity to wait. They needed to go and take care of this really critical component within their their business. So, um, you know what? What cove? In I think has taught cos. Taught all of us is how vulnerable even the largest. Um, you know, companies on most robust enterprises could be, um, those companies that had already begun their digital transformation, maybe even years ago had already started that process. And we're in a better. We're in a great position in their journey. They fared a lot better, and we're able to be agile. Were able Thio in a shift. Priorities were able to go after what they needed to do toe to run their businesses better and be able to do so with riel clarity and confidence. And I think that's really the second piece of it is, um, for the last six months, people's lives have really depended on the data people's lives that have really dependent on uncertainty. The pandemic has highlighted the importance of reliable and trustworthy information, not just the proliferation of data. And as Chris mentioned this data being available, it's really about making sure that you can use that data as an asset Ondas and and that the greatest weapon we all have, really there is the information and good information to make great business decisions. >>Of course, Chris The other thing we've seen is the acceleration toe, the cloud, which is obviously you're born in the cloud. It's been a real tailwind. What are you seeing in that regard from your I was gonna say in the field. But from your zoom vantage >>point? Yeah, well, I think you know, a C talked about supply chain, um, analytics in in her previous example. And I think one of the things that we did is we hosted a data set. The covert data set over 19 data set within snowflakes, data marketplace. And we saw customers that were, you know, initially hesitant to move to the cloud really accelerate. They're used to just snowflake in the cloud with this cove. It covert data set on Ben. We had other customers that are, you know, in the retail space, for example, and use the cova data set to do supply chain analytics and and and accelerated. You know, it helped them make smarter business decisions on that. So So I'd say that you know, Cove, it has, you know, made customers that maybe we're may be hesitant to to start their journey in the cloud, move faster. And I've seen that, you know, really go at a blistering pace right now. >>You know, you just talked about value because it's all about value. But the old days of data quality in the early days of Chief Data officer, all the focus was on risk avoidance. How do I get rid of data? How long do I have to keep it? And that has flipped dramatically. You know, sometime during the last decade, I wonder if you could talk about that a little bit because I know you talked to a lot of CDOs out there. And have you seen that that flip, that where the value pieces really dwarfing that risk, peace. And not that you can. You can ignore the risk that. But that's almost table stakes. What are your thoughts? >>Um, you know, that's interesting. Saying it's it's almost table stakes. I think we can't get away too much from the need for quality data and and govern data. I think that's the first step. You can't really get to, um, you know, to trust the data without those components. And but to your point, the chief data officers role, I would say, has changed pretty significantly and in the round tables that I've participated in over the last, you know, several months. It's certainly a topic that they bring to the table that they'd like Thio chat with their peers about in terms of how they're navigating through the balance that they still need. Thio manage to the quality they still need to manage to the governance. They still need toe to ensure that that they're delivering, um, that trusted information to the business. But now, on the flip side as well, they're being relied upon to bring new insights. And that's, um, it Z really require them to work more cross functionally than they may have needed to in the past. Where that's been become a big part of their job is being that evangelist for data the evangelist. For that, those insights and being able to bring in new ideas for how the business can operate and identified, you know, not just not just operational efficiencies, but revenue opportunities, ways that they can shift. All you need to do is take a look at, for example, retail. Um, you know, retail was heavily impacted by the pandemic this year on git shows how easily an industry could be could be just kind of thrown off its course simply by by a just a significant change like that. They need to be able to to adjust. And this is where, um, when I've talked to some of the CEOs of the retail customers that we work with, they've had to really take a deep look at how they can leverage their the data at their fingertips to identify new in different ways in which they can respond to customer demands. So it's a it's a whole different dynamic for sure. It doesn't mean that that you walk away from the other and the original part of the role of the or the areas in which they were maybe more defined a few years ago when the role of the chief data officer became very popular. I do believe it's more of a balance at this point and really being able to deliver great value to the organization with the insights that they could bring >>Well, a C stay on that for a second. So you have this concept of data health, and I guess what kind of getting tad is that the early days of big data Hadoop. It was a lot of rogue efforts going on. People realize, Wow, there's no governance And what what seems like what snowflake and talent are trying to do is to make that the business doesn't have to worry about it. Build that in, don't bolted on. But what's what's this notion of of data health that you talk about? >>Well, the companies you know, it's it's It's interesting Cos can measure and do measure just about everything, every aspect of their business. Health. Um, except what's interesting is they don't have a great way to measure the health of their data. And this is an asset that they truly rely on. Their future depends on is that health of their data? And so if we take a little bit of a step back, maybe let's take a look at an example of a customer experiences to kind of make a little bit of a delineation between the differences of data data, quality data, trust on what data health truly is, We work with a lot of health, a lot of hotel chains, and like all companies today, hotels collect a ton of information. There's mountains of information. Um private information about their customers through the loyalty clubs and all the information that they collect from there the front desk, the systems that store their data. You can start to imagine the amount of information that a hotel chain has about an individual. And, uh, frequently that information has, you know, errors in it, such as duplicate entries, you know. Is it a Seagram or is it in Chris Telegram? Same person, Slightly different, depending on how I might have looked or how I might have checked in at the time. And sometimes the data is also mismanaged, where because it's in so many different locations, it could be accessed by the wrong person of someone that wasn't necessarily intended to have that kind of visibility. And so these are examples of when you look at something like that. Now you're starting to get into, um, you know, privacy regulations and other kinds of things that could be really impactful to a business if data is in the wrong hands or the wrong data is in the wrong hands. So you know, in a world of misinformation and mistrust, which is around us every single day, um, talent has really invented a way for businesses to verify the veracity, the accuracy of their data. And that's where data health really comes in is being able to use a trust score to measure the data health on. That's what we have recently introduced. Is this concept of the trust score, something that can actually provide and measure the accuracy and the health of the data all the way down to an individual report on? We believe that that that truly, you know, provides the explainable trust issue resolution, the kinds of things that companies are looking for in that next stage of overall data management. >>Thank you, Chris. Bring us home. So one of the key aspects of what snowflake is doing is building out the ecosystem is very, very important. Maybe talk about how how you guys air partnering and adding value in particular things that you're seeing customers do today within the ecosystem or with the help of the ecosystem and stuff like that they weren't able to do previously. >>Yeah. I mean, I think you know a C mentioned it. You mentioned it. You know, we spent I spent a lot of my zoom days talking Thio chief data officers and as I'm talking to the chief data officers that they are so concerned their responsibility on making sure that the business users air getting accurate data so that they view that as data governance is one aspect of it. But the other aspect is the circumference of the data of where it sits and who has access to that data and making sure it's super secure. And I think you know, snowflake is a tremendous landing spot, being a data warehouse or data cloud data platform as a service, you know, we take care of all, you know, securing that data. And I think we're talent really helps our customer base is helps them. Exactly what it is he talked about is making sure that you know myself as a business users someone like myself who's looking at data all the time, trying to make decisions on how many sales people I wanna hire. How's my forecast coming? How's the product working all that stuff? I need to make sure that I'm actually looking at at good data, and I think the combination of all sitting in a single repository like snowflake and then layering it on top or laying a tool like talent on top of it, where I can actually say, Yeah, that is good data. It helps me make smarter decisions faster. And ultimately, I think that's really where the ecosystem plays. An incredibly important, important role for snowflake in our customers, >>guys to great guests. I wish we had more time, but we got to go on. DSo Thank you so much for sharing your perspective is a great conversation. >>Thank you for having a Steve. >>All right. Thank you for watching. Keep it right there. We'll be back with more from the data cloud Summit 2020.

>>from around the globe. It's the Cube covering HP Discover Virtual Experience Brought to You by HP >>I Welcome to the Cube's coverage of HP Discover. 2020. The virtual experience I'm Stew Minimum course This year we're getting to talk to HP, their customers and their partners where they are around the globe. We said many times these were, you know, together, even while we're art happy to dig into a really important partnership with HP and VM Ware. Welcome to the program. First time guest on the program Christmas Satterthwaite. She is the vice president of product management for Compute with Packard Enterprise and welcome back to the program Lee Caswell. He is the vice president, product marketing for hyper converged infrastructure, her at VM Ware talking about V sphere and how that gets bundled into everything else. Chris Stanley, thanks so much for joining us. >>Thanks for having us. >>Alright, So, Chris, let's start with you. So you know, like a little bit about your background? The HP and HP relationship with VM Ware, you know, goes back to you know, the earliest days, but, you know, give us a little bit about you know where in the portfolio you focus on and and how VM Ware fit, then >>Oh, sure, sure. So I've been with H P E for 23 years now, and I'm leading the business for Alliance and Synergy and talking a little bit about the relationship with VM Ware. So we've been partnering for 19 years and we have over 200,000 joint customers together. And I'm actually often asked about the partnership and how we partner and we really partner across all fronts. So it's from the innovation for the co engineering, the working with specific customers on what solutions are good for them to servicing our customers. So we're really working across the board, and a lot of customers we work with closely are really impressed with how closely we're working together, because that's what they look for. >>Yeah, and we it's it's It's an interesting relationship to watch. Obviously, you know, long history Chris talked about on the it side, but the VM partnership is more than just the compute. Maybe gives a little bit of a view inside. You know, the joint engineering go to market efforts that you do. >>Yeah. I mean, customers always sit up straight when we talk together, because both hard companies or just raw engines of innovation and they look forward to not just the capabilities or bringing, but also the seamless way that we integrate that and make that seamless and easy for customers to digest. So certainly on the server front through V sphere, that's been a longstanding, uh, participation the VM Ware Cloud Foundation. Then this fully software defined stack became a really interesting way for us to go in partner and show joint value to customers who are trying to basically get more speed the speed. We're gonna talk about a lot that today and then finally, the confirmation that we've opened up into storage systems, right? So there's certainly a hyper converged element of it. But now what we do with Nimble three Par and now I'm Era is a really interesting way for us to take the vehicle technology that we have and extend the common operating model. So really just interesting innovation for customers that take advantage of as they look to innovate themselves. >>Krista, from from a research standpoint, you know, we were really early in watching, you know, new models of building out storage. And we said, You know, the pendulum has swung back to pull it much closer to the compute you talked about. You've got a broad portfolio and compute. You know, synergy has some really interesting, you know, ways to be able to compose things and leverage software capabilities. So maybe give >>us a >>little bit of how HP differentiates in the market cause, you know, VM Ware does partner with lots of people. But you know what separates the's point solution? Everything else out in the market? >>Sure, and synergy is a great example, because what we're seeing is really, really high interest on on synergy with VCF. And the reason for that is because customers want a software to find infrastructure that they can compose, compute storage and networking as they need to to address any workload they have. And they want to do that with a partner like VM Ware and VCF. So what we see is customers choosing those two things together and building their hybrid cloud environments on those two. When I think of some of the customers that we have, I'll give you a specific example. So Banco Santander's one of the largest banking groups in the world. And they are really trying to drive innovation across all of their, um, locations there in North America, South America, Europe, Asia. They're trying to drive innovation across. They have a big project, and they selected Synergy and VCF and as a service green lake bottle to help them transform their business. And they're really excited because what they think this is providing to them is a reduced a data center space, reduced power consumption and reduce costs. And all of that with automation, more automation than they've had in the past. More flexibility than they've had in the past. >>Yeah, I'm so glad you brought up the Green Lake because you know, those as a service models. You know, Cloud obviously has been a big discussion for the last two years, Lee, Um, you know, VM Ware is no stranger to, you know, working in multi and hybrid environments. It gives a little bit about you know what you're hearing from your customers. You know, if you meant Green Lake, how does that fit in the overall? You know, VM Ware multi cloud offering. >>Well, you know, we all know these air uncertain times, right? and customers and uncertain times. We're looking for flexibility. How do they go? And basically, you know, invest smartly, right? Look to come out of uncertain times stronger. And what we're finding is that the flexibility, you know, starting it. You know, we're really impressed with this energy platform, by the way, the idea of being able to flexibly, configure, compute and storage to tie into external arrays from that end, to have the VM Ware Cloud Foundation is a unifying, software defined data center concept that's available on Prem and then extends into the hybrid cloud. This basic gives investment protection to customers who are looking for how to invest in. You know, you mentioned Green Lake as well, and I just mentioned that innovation on Green Lake is about true consumption based purchasing miles, if you will. And that's different than just a financial engineering aspect. I mean, that's real innovation and real technical innovation in terms of how customers can go in a why infrastructure at the time that they needed relative to that compelling business models, >>and I'll chime in their Teoh, I'll tell you a little story about when I first presented the green like model. At that time, it wasn't called Green Lake, but I presented it to a bunch of customers, about 100 customers in an advisory council. And I have never had so many people come up to me afterwards trying to figure out how they can get that for themselves as I did when I had that presentation. What really resonated with people is that they wanted to take advantage of the latest and greatest technologies, but they didn't have big budgets. And when they did take advantage of those technologies, one of the challenges has been growth. So when they need to expand, that's another procurement cycle. You have a way to have the standard all love with Green Lake. You actually have that added capacity on sites and then also painful what you use s so they were attracted to all of those things. And I feel like right now and the environment were in many people had big, big projects, things they want to do, and they may have planned those ah, a capital expenditure for that. But that money may not be there, So Green Lake is one of those things that can help overcome that challenge. And what we found is when people use green like we don't see many people. Um, go back. So what? I was talking to the green like team, and I said, You know what happens if they decide not to do Green Lake and they're kind of pause, and they're like, Well, we really haven't run into that very often. So it's very, very popular, and customers were really happy with it. >>Yeah. Talking about innovation and helping customers take advantage of new technologies. You know, maybe we'll start with you and Krista. Definitely want your but been a lot of feedback about V. Sphere seven. Of course, One of the big pieces of that is how, you know, cloud native container ization kubernetes It can be pulled into the, you know, the virtualization platform. So we're talking a lot about vcf Lee. That's the you know. Wait. Get it. The community's piece today. Tell us a little bit about that and what you hear from customers. And then Chris, I'd like to understand how that fits into the HP offering. >>Yeah, you know, the data we have shows that 95% of new applications are being developed on containers. Why? Because it's the speed of ill. And so at VM Ware, we've re architected V sphere for the first time that, you know in the last five years. And you look carefully at what the EMR integrates into the hyper visor because that's what we believe is going to be really benefiting from performance efficiency and management. And so we've integrated kubernetes directly into the hyper visor itself and then to our Tom's, a portfolio. Introduce an upstream compatible kubernetes development environment so that we have developer ready infrastructure. And that's really important because at the speed of new applications, basically you need to be able to respond quickly to those and what VM Ware has always offered right, which is a resilient underlying infrastructure with an intrinsic security model built in conceptually important when containers are being spun up more quickly. All right, mark quickly. They're being portable and portable across the hybrid cloud. Those models right mean that you need and convince you get value right from this integrated model that leverages all of the experience and knowledge that people have around how to run V Center and V Sphere so really exciting, and it's available in VCF for with >>I actually see the interest. I see customers asking about an enquiring about it. Vikan, you know, definitely second everything that we just said. I think you're really you're going to see a really fast transition over because there's so much value. Add it in. >>Excellent. Okay, Crystal, while I've got you on the compute piece, you know, legally said that 95% of application new applications are being built on container ization. How has that impacted architecture, er and how you're working with? >>Yeah. So what I find is that customers are very interested in containers. What we're doing is we're helping them from a services standpoint. A consulting standpoint of many of these customers are adopting for the first time trying to figure out how they could they could leverage containers in their environment. From our standpoint, it's making sure that we have the right platforms and we're advising and consulting and helping customers get there. >>Excellent, Lee. You know, Kristen talked about a sense and under one wondering if you've got any customer examples you like to share? >>Yeah. Great. One is ah, portion. I love the portion example. Just because portion, just the epitome of speed. And so the idea of this flexibility well, you're finding rate is the flexibility, right? Starting from, let's say, from a synergy, I'm flexible on the part of their allocation, right? And then, with VCF right now being able to be flexible across the hybrid cloud and now with VCF or with ponzu, the flexibility of introducing new modern applications support on Finally Layer and Green Lake On top of that which which is also using it, gives you this idea that you know, especially in uncertain times. But, you know, regardless, the changing business environment where everyone's responding, toe app, development rushers, timelines and innovation. We've got a really interesting model now for customers to invest responsibly and be able to respond quickly. >>Hm. Excellent. Crystal, I guess. Said the other pieces were at discover any updates on the portfolio expanding the VM solution. That >>Yeah. Yeah. So I'd like to talk a little bit about our pre validated synergy vcf solution stack with built in automation. So we literally got rid of hundreds of that's pre and post employment so we could speed deployment by five times. We were talking to point in hours instead of weeks. So we're really, really excited about that. We're working together to make sure we're making things easier for customers making that journey to a hybrid cloud very, very simple. So we're really happy to have, you know, offer that to customers. >>Great Lee, Any any final words you can share on the partnership? You >>know what I might say? It's right that the pace of innovation from our companies right is so great, Right? That really v vm Ware Cloud Foundation is a way, you know, in our joint effort and joint delivery rate is a way for customers to assimilate all of this innovation. So that day zero, it's guaranteed the work. And that day two, you can lifecycle manage all the individual components from a common sec manager interface. That's the value that we're bringing together today. Is that Listen, you know, putting all this in place conceived, daunting until the VM Ware Cloud Foundation, with synergy with all of the joint value we have basically makes it manageable so that you can go and basically stop looking down it infrastructure. Look up the ass. >>All right. Christine will let you have the final word and final takeaways from HP Discover. >>Okay, sure. Thanks. Together. What we're trying to do is simplify that journey to hybrid cloud. Make sure that customers can innovate faster, provide stable operations and reduce their costs. >>Well, Chris Stanley, thank you so much for joining us. Congratulations on the progress. Looking forward. Toa watching down the road. >>All right, thanks. >>Alright, Stay tuned for lots more coverage from the Cube, HP Discover 2020. Virtual experience on stew Minimum. Thanks for watching. Yeah, >>yeah, yeah, yeah.

>> Live from Washington, DC, it's theCUBE, covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to theCUBE's live coverage of the AWS Public Sector Summit, here in our nation's capital. I'm your host, Rebecca Knight, co-hosting with John Furrier. We have two guests for this segment, we have George Gagne, he is the Chief Information Officer at Defense POW/MIA Accounting Agency. Welcome, George. And we have Christopher McDermott, who is the CDO of the POW/MIA Accounting Agency. Welcome, Chris. >> Thank you. >> Thank you both so much for coming on the show. >> Thank you. >> So, I want to start with you George, why don't you tell our viewers a little bit about the POW/MIA Accounting Agency. >> Sure, so the mission has been around for decades actually. In 2015, Secretary of Defense, Hagel, looked at the accounting community as a whole and for efficiency gains made decision to consolidate some of the accounting community into a single organization. And they took the former JPAC, which was a direct reporting unit to PACOM out of Hawaii, which was the operational arm of the accounting community, responsible for research, investigation, recovery and identification. They took that organization, they looked at the policy portion of the organization, which is here in Crystal City, DPMO and then they took another part of the organization, our Life Sciences Support Equipment laboratory in Dayton, Ohio, and consolidated that to make the defense POW/MIA Accounting Agency, Under the Office of Secretary Defense for Policy. So that was step one. Our mission is the fullest possible accounting of missing U.S. personnel to their families and to our nation. That's our mission, we have approximately 82,000 Americans missing from our past conflicts, our service members from World War II, Korea War, Korea, Vietnam and the Cold War. When you look at the demographics of that, we have approximately 1,600 still missing from the Vietnam conflict. We have just over a 100 still missing from the Cold War conflict. We have approximately 7,700 still missing from the Korean War and the remainder of are from World War II. So, you know, one of the challenges when our organization was first formed, was we had three different organizations all had different reporting chains, they had their own cultures, disparate cultures, disparate systems, disparate processes, and step one of that was to get everybody on the same backbone and the same network. Step two to that, was to look at all those on-prem legacy systems that we had across our environment and look at the consolidation of that. And because our organization is so geographically dispersed, I just mentioned three, we also have a laboratory in Offutt, Nebraska. We have detachments in Southeast Asia, Thailand, Vietnam, Laos, and we have a detachment in Germany. And we're highly mobile. We conduct about, this year we're planned to do 84 missions around the world, 34 countries. And those missions last 30 to 45 day increments. So highly mobile, very globally diverse organization. So when we looked at that environment obviously we knew the first step after we got everybody on one network was to look to cloud architectures and models in order to be able to communicate, coordinate, and collaborate, so we developed a case management system that consist of a business intelligence software along with some enterprise content software coupled with some forensics software for our laboratory staff that make up what we call our case management system that cloud hosted. >> So business challenges, the consolidation, the reset or set-up for the mission, but then the data types, it's a different kind of data problem to work, to achieve the outcomes you're looking for. Christopher, talk about that dynamic because, >> Sure. >> You know, there are historical different types of data. >> That's right. And a lot of our data started as IBM punchcards or it started from, you know, paper files. When I started the work, we were still looking things up on microfiche and microfilm, so we've been working on an aggressive program to get all that kind of data digitized, but then we have to make it accessible. And we had, you know as George was saying, multiple different organizations doing similar work. So you had a lot of duplication of the same information, but kept in different structures, searchable in different pathways. So we have to bring all of that together and make and make it accessible, so that the government can all be on the same page. Because again, as George said, there's a large number of cases that we potentially can work on, but we have to be able to triage that down to the ones that have the best opportunity for us to use our current methods to solve. So rather than look for all 82,000 at once, we want to be able to navigate through that data and find the cases that have the most likelihood of success. >> So where do you even begin? What's the data that you're looking at? What have you seen has had the best indicators for success, of finding those people who are prisoners of war or missing in action? >> Well, you know, for some degrees as George was saying, our missions has been going on for decades. So, you know, a lot of the files that we're working from today were created at the time of the incidents. For the Vietnam cases, we have a lot of continuity. So we're still working on the leads that the strongest out of that set. And we still send multiple teams a year into Vietnam and Laos, Cambodia. And that's where, you know, you try to build upon the previous investigations, but that's also where if those investigations were done in the '70s or the '80s we have to then surface what's actionable out of that information, which pathways have we trod that didn't pay off. So a lot of it is, What can we reanalyze today? What new techniques can we bring? Can we bring in, you know, remote sensing data? Can we bring GIS applications to analyze where's the best scenario for resolving these cases after all this time? >> I mean, it's interesting one of the things we hear from the Amazon, we've done so many interviews with Amazon executives, we've kind of know their messaging. So here's one of them, "Eliminate the undifferentiated heavy lifting." You hear that a lot right. So there might be a lot of that here and then Teresa had a slide up today talking about COBOL and mainframe, talk about punch cards >> Absolutely. >> So you have a lot of data that's different types older data. So it's a true digitization project that you got to enable as well as other complexity. >> Absolutely, when the agency was formed in 2015 we really begin the process of an information modernization effort across the organization. Because like I said, these were legacy on-prem systems that were their systems' of record that had specific ways and didn't really have the ability to share the data, collaborate, coordinate, and communicate. So, it was a heavy lift across the board getting everyone on one backbone. But then going through an agency information modernization evolution, if you will, that we're still working our way through, because we're so mobilely diversified as well, our field communications capability and reach back and into the cloud and being able to access that data from geographical locations around the world, whether it's in the Himalayas, whether it's in Vietnam, whether it's in Papua New Guinea, wherever we may be. Not just our fixed locations. >> George and Christopher, if you each could comment for our audience, I would love to get this on record as you guys are really doing a great modernization project. Talk about, if you each could talk about key learnings and it could be from scar tissue. It could be from pain and suffering to an epiphany or some breakthrough. What was some of the key learnings as you when through the modernization? Could you share some from a CIO perspective and from a CDO perspective? >> Well, I'll give you a couple takeaways of what I thought I think we did well and some areas I thought that we could have done better. And for us as we looked at building our case management system, I think step one of defining our problem statement, it was years in planning before we actually took steps to actually start building out our infrastructure in the Amazon Cloud, or our applications. But building and defining that problem statement, we took some time to really take a look at that, because of the different in cultures from the disparate organizations and our processes and so on and so forth. Defining that problem statement was critical to our success and moving forward. I'd say one of the areas that I say that we could have done better is probably associated with communication and stakeholder buy-in. Because we are so geographically dispersed and highly mobile, getting the word out to everybody and all those geographically locations and all those time zones with our workforce that's out in the field a lot at 30 to 45 days at a time, three or four missions a year, sometimes more. It certainly made it difficult to get part of that get that messaging out with some of that stakeholder buy-in. And I think probably moving forward and we still deal regarding challenges is data hygiene. And that's for us, something else we did really well was we established this CDO role within our organization, because it's no longer about the systems that are used to process and store the data. It's really about the data. And who better to know the data but our data owners, not custodians and our chief data officer and our data governance council that was established. >> Christopher you're learnings, takeaways? >> What we're trying to build upon is, you define your problem statement, but the pathway there is you have to get results in front of the end users. You have get them to the people who are doing the work, so you can keep guiding it toward the solution actually meets all the needs, as well as build something that can innovate continuously over time. Because the technology space is changing so quickly and dynamically that the more we can surface our problem set, the more help we can to help find ways to navigate through that. >> So one of the things you said is that you're using data to look at the past. Whereas, so many of the guests we're talking today and so many of the people here at this summit are talking about using data to predict the future. Are you able to look your data sets from the past and then also sort of say, And then this is how we can prevent more POW. Are you using, are you thinking at all, are you looking at the future at all with you data? >> I mean, certainly especially from our laboratory science perspective, we have have probably the most advanced human identification capability in the world. >> Right. >> And recovery. And so all of those lessons really go a long ways to what what information needs to be accessible and actionable for us to be able to, recover individuals in those circumstances and make those identifications as quickly as possible. At the same time the cases that we're working on are the hardest ones. >> Right. >> The ones that are still left. But each success that we have teaches us something that can then be applied going forward. >> What is the human side of your job? Because here you are, these two wonky data number crunchers and yet, you are these are people who died fighting for their country. How do you manage those two, really two important parts of your job and how do you think about that? >> Yeah, I will say that it does amp up the emotional quotient of our agency and everybody really feels passionately about all the work that they do. About 10 times a year our agency meets with family members of the missing at different locations around the country. And those are really powerful reminders of why we're doing this. And you do get a lot of gratitude, but at the same time each case that's waiting still that's the one that matters to them. And you see that in the passion our agency brings to the data questions and quickly they want us to progress. It's never fast enough. There's always another case to pursue. So that definitely adds a lot to it, but it is very meaningful when we can help tell that story. And even for a case where we may never have the answers, being able to say, "This is what the government knows about your case and these are efforts that have been undertaken to this point." >> The fact there's an effort going on is really a wonderful thing for everybody involved. Good outcomes coming out from that. But interesting angle as a techy, IT, former IT techy back in the day in the '80s, '90s, I can't help but marvel at your perspective on your project because you're historians in a way too. You've got type punch cards, you know you got, I never used punch cards. >> Put them in a museum. >> I was the first generation post punch cards, but you have a historical view of IT state of the art at the time of the data you're working with. You have to make that data actionable in an outcome scenario workload work-stream for today. >> Yeah, another example we have is we're reclaiming chest X-rays that they did for induction when guys were which would screen for tuberculosis when they came into service. We're able to use those X-rays now for comparison with the remains that are recovered from the field. >> So you guys are really digging into history of IT. >> Yeah. >> So I'd love to get your perspective. To me, I marvel and I've always been critical of Washington's slowness with respect to cloud, but seeing you catch up now with the tailwinds here with cloud and Amazon and now Microsoft coming in with AI. You kind of see the visibility that leads to value. As you look back at the industry of federal, state, and local governments in public over the years, what's your view of the current state of union of modernization, because it seems to be a renaissance? >> Yeah, I would say the analogy I would give you it's same as that of the industrial revolutions went through in the early 20th century, but it's more about the technology revolution that we're going through now. That's how I'd probably characterize it. If I were to look back and tell my children's children about, hey, the advent of technology and that progression of where we're at. Cloud architecture certainly take down geographical barriers that before were problems for us. Now we're able to overcome those. We can't overcome the timezone barriers, but certainly the geographical barriers of separation of an organization with cloud computing has certainly changed. >> Do you see your peers within the government sector, other agencies, kind of catching wind of this going, Wow, I could really change the game. And will it be a step function into your kind of mind as you kind of have to project kind of forward where we are. Is it going to a small improvement, a step function? What do you guys see? What's the sentiment around town? >> I'm from Hawaii, so Chris probably has a better perspective of that with some of our sister organizations here in town. But, I would say there's more and more organizations that are adopting cloud architectures. It's my understanding very few organizations now are co-located in one facility and one location, right. Take a look at telework today, cost of doing business, remote accessibility regardless of where you're at. So, I'd say it's a force multiplier by far for any line of business, whether it's public sector, federal government or whatever. It's certainly enhanced our capabilities and it's a force multiplier for us. >> And I think that's where the expectation increasingly is that the data should be available and I should be able to act on it wherever I am whenever the the opportunity arises. And that's where the more we can democratize our ability to get that data out to our partners to our teams in the field, the faster those answers can come through. And the faster we can make decisions based upon the information we have, not just the process that we follow. >> And it feeds the creativity and the work product of the actors involved. Getting the data out there versus hoarding it, wall guarding it, asylumming it. >> Right, yeah. You know, becoming the lone expert on this sack of paper in the filing cabinet, doesn't have as much power as getting that data accessible to a much broader squad and everyone can contribute. >> We're doing our part. >> That's right, it's open sourcing it right here. >> To your point, death by PowerPoint. I'm sure you've heard that before. Well business intelligence software now by the click of a button reduces the level of effort for man-power and resources to put together slide decks. Where in business intelligence software can reach out to those structured data platforms and pull out the data that you want at the click of a button and build those presentations for you on the fly. Think about, I mean, if that's our force multiplier in advances in technology of. I think the biggest thing is we understand as humans how to exploit and leverage the technologies and the capabilities. Because I still don't think we fully grasp the potential of technology and how it can be leveraged to empower us. >> That's great insight and really respect what you guys do. Love your mission. Thanks for sharing. >> Yeah, thanks so much for coming on the show. >> Thank you for having us. >> I'm Rebecca Knight for John Ferrer. We will have much more coming up tomorrow on the AWS Public Sector Summit here in Washington, DC. (upbeat music)

(upbeat music) >> From our studios in the heart of Silicon Valley, Palo Alto, California, this is a Cube conversation. >> Welcome back, everybody, Jeff Frick here with the Cube. We're in our Palto Alto studios today for a Cube conversation, kind of an interesting conversation around trying to connect big enterprises who are always trying to be innovative with small companies who are usually innovative but don't necessarily have the connections the big companies that have a little bit more resources and might be interested in the things that they're working on. Really doing that through podcasts, which is a really growing venue. It's been going on for a while, but we're seeing a big uptake in, I think, the consumption of podcasts, who's doing podcasts, the brands behind podcasts. So we're really happy to have them all the way from Texas. It's Erin Gregor and Syya Yasotornrat, the cofounders of Innovation Calling. So welcome. >> Thank you for having us. >> Thank for having us. >> Absolutely, so did I get the description right of Innovation Calling, or give everyone kind of your overview of what you guys are up to. >> Yeah, so Innovation Calling was developed with the fact of there's, being in Dallas, we've got a lot of large corporations with innovation labs. They're trying to stand out. They're trying to connect with great talent, but a lot of these people, everybody's got an innovation lab, and we've talked about this before. If you're in the Fortune 500, you are a tech company whether you like it or not. And so we just saw this potential to highlight these companies to be able to hopefully get talent. And then on the other side enterprise companies are trying to connect with start-ups, established start-ups, not ideas, but established and there's a lot to sift through. Hopefully the goal of the podcast is to highlight these companies and help with that sifting and help with the talent pool and really connecting the creators with the companies that are trying to create. >> What's kind of the objective of that matching 'cause clearly it's not a hiring, you're not a hiring service. >> Right. >> You're talking about companies, not people, so what's kind of the objective? What's kind of your best case if this connection works? >> So for us our best case scenario is, obviously, we are at the forefront of innovation with emerging technologies today. Obviously Silicon Valley has a lot of talent and a lot of corporations already in that space, but when you think of the mid-tier, second-tier cities like Dallas, for example, you don't have as many tech workers, but there's still need for that type of talent, right? >> Right. >> With podcasting as our venue and medium to communicate that, we also realized that there was a great potential for these corporations to leverage podcasting as a way to communicate and do their outreach. Again, we're on those mid-tier second-tier cities where you might not have the plethora of folks here in the Bay Area. >> Right, right, but even if they connect with that company, are you thinking that there's going to be some type of technical alliance, some type of partnership, an OEM agreement, or what again kind of if you're pitching this to the small company, what am I like "Yay! You're finally getting" Ya know I listened to your podcast the other day. You had a woman on from Erickson, and I'm building some 5G widget. What's kind of my anticipated outcome of participating and kind of following your funnel and connecting with Erickson? >> So we have a couple of different ways. First of all, we can through us, we've actually made a lot of handshakes, so that's what I love to do is help create the handshakes and we've done that personally. The other side is we are taking the next step and doing live events. So that podcast that you talked about was a series of women in tech leadership where it's not just a live podcasting event but a networking event. So we're really taking the next step in creating these opportunities that you can be in the same room more exclusive type room that we're putting together, a lot of invite only perspective, but helping to make those connections where I see somebody from Erickson is going to be there, I want to make sure and now I can actually be in person and make that happen too. >> Okay. Why podcast? How did you come to use podcast as kind of your medium? >> So I think there's been a tradition in the last five six years that podcast does have the potential to blow up. I think now in 2019 we've actually hit that threshold where there's actually consumer response and with enough studies what they've discovered is most podcast listeners are actually educated business professionals. They tend to lean towards technology, yet you don't see a lot of technology-branded podcasts. And so we looked at the market. A lot of hobbyist type and personal branded podcasts, but we think now is the right time for corporations to make the investment to understand that the medium of traditional advertising is actually evolving and podcast is leading that forefront. You're seeing a lot of huge investments. Actually here there's a hundred million dollar plus investments for the purpose of growing the podcast community. >> Is that for the infrastructure? Or is that for the actual talent and the community and the content generation? >> Yes, the answer is yes, it's everything. (laughter) A company that does a lot of production but builds the community too. >> So I listen to Malcolm Gladwell's all the time. We got to interview him at Quickbooks Connect a couple years ago. You know, really interesting podcast. There's guys like Joe Rogan and stuff that obviously got a ton of great pub when he had Elon Musk on, who smoked not really a joint but kind of a joint and that, but I'm curious on the business side, are there some kind of lighthouse podcasts that you guys see that you use either as an example for what you're trying to develop or as an example to show? I'm just going to keep using Erickson just 'cause it's top of mind from what I just watched. To show them to say hey this is the type of thing that you guys should be trying to do. Who are some of your favorites? >> I'm a big fan of Hackable McAfee that has rolled out. When you think of tech branding and that is what we do focus on is technology based corporations, we tend to lead toward speeds and feeds. That's kind of our, we're engineered background folks in general, right? But I thought Hackable does a great job of pulling in some technology but then using stories or using events of being hacked, for example, something that the audience can relate to. And it's a storytelling, and that's the story arc that I think in general we're helping corporations understand the value of storytelling. It's not just about a product. It's not just selling a cup per se, but the story around it. How good that cup of coffee will feel when you drink it or you know, the experience or memories that you have it evokes. >> So how far are you along on your journey? You have a number of podcasts up already on your site. Are you the first inning, the third inning, is this still kind of early days or where are you in your development of your concept and your company? >> Well, we have a couple of different components to our business, so the podcast has What I was telling you about too we have a network component, we've got a consulting services. Our goal for Innovation Calling was let's first prove the concept. Let's plug into a network. Let's make sure we We'll be the test case essentially, and we've proven that. So from that perspective of that component, we're hitting, we're almost at 100,000 downloads of our podcasts. You know, we're doing pretty well with that. And now as we build it's the next component, so we're bringing on a couple customers from a consulting basis and we help not just with the production but with the promotion. So you spoke earlier about, I always kind of look at if the tree falls in the forest but no one was there to hear it, did it actually happen? I feel that saying fits with a lot of corporate podcasts. They're out there, but no one knows they're out there. So are you going to continue spending that kind of money on production and time with your employees if you're not going to do anything to promote it. And no one knows it exists? So we help on both sides of that scale. >> So on your podcast, which has been the women in tech theme, is that kind of the theme you're going to continue, or is that kind of a launching thing and you're going to turn into other themes? >> That's just a component. So Innovation Calling, there's men on the actual podcast. But we started that specific series to yes talk about the technology perspective of women, but how did you get there? What's your story of growing? So that's just a segment of that podcast again to bring in to really theme the live events to help grow that community on a segment basis? So as that grows, our goal is to do a couple different other types of segments. We talked about a channel. The idea of that yesterday with a client, so we want to actually take the bigger part of Innovation Calling and niche it down bit by bit on the live event scale. >> And then on the event side, how often are you doing them? What's the format, how many people, frequency, and what's the format? >> Syya is ready to go. >> She's ready to go. >> Let me tell you, I'm ready to go. First off, there's wine and hors d'oeuvres, so if we can't wine you and dine you I suppose, but no, really again we're about building community first and foremost. The Dallas Fort Worth area is making great strides in the entrepreneurial side. Big investments to get major corporations to come in the area, so we think this is a great opportunity for these folk to come together. A lot of folks from outside of town, who are looking to build their network again because they've been relocated. And then, you know, our themes. Women in technology is our first theme because, quite frankly we're sort of biased a little bit towards that. >> Well it's a good theme. >> Got to help our people. >> But again it is a very casual format right now. It's interview-based. >> Is it a hundred people? Five hundred people? >> We actually started and we want it to be intimate. We want the value of the network to actually make genuine connections as opposed to if it gets too large, I feel like some individual might be left off the side. So we actually started off our very first one that sold out was forty people and we did not want more than that in a room. Quite frankly then it gets claustrophobic. >> What about frequency? >> Once a month. >> Once a month. >> Our goal is to keep the size about 75-100 of those, max out at 100, but make sure to Syya's point keep them at an intimate scale. >> What about geography? Obviously you guys are based out of Dallas Fort Worth area. You're here in Silicon Valley. What's kind of your geographic plan? How do you see this kind of evolving? >> Absolutely. We would love to share this across the United States. Again we want to make sure Dallas is viable, proves a point. It is a second-tier city versus something like the Silicon Valley area or Chicago, New York, etc. We are not trying to create a brand new women in technology group, if you will. We're actually working in collaboration with existing women technology groups. We're just simply leveraging the networking opportunity through live podcasting. Again, growing the podcast medium. >> Yeah, I would say by early 2020 our goal is to be in, to come out here and to be able to have an audience to do a live event. We actually had drinks with someone last night about that collaboration, so we'd love to grow it on a perspective and be able to do it in different communities 'cause I've been podcasting for about five years through other businesses and the live event, it's just really. I mean you know you do live interviews. >> I do a lot of live events. >> There's just something special about that connection and then being there live to do the interview. It's a really fun format. >> Right. So do you have any upcoming guests you can plug or share with us today on your next couple podcasts? >> Our next event is actually April 9th. (laughter) (mumbles) April 9th and we're going to have Crystal Christensen, VP of Tech Support at SonicWall. We're very excited to have her onboard. We're still in confirmation, but we're going to be expecting folks from SalesForce, HPE, and Facebook for our next events. >> Okay, great. Where do people go to listen to the podcasts? >> Innovationcalling.com >> All right. Well Syya, Erin, thanks for stopping by. Hopefully you have a good successful couple of days in Silicon Valley and safe travels home. >> Thank you. >> Thank you very much for having us, Jeff. Appreciate it. >> She's Erin, she's Syya, I'm Jeff. You're watching the Cube. We're at our Palo Alto studios for our Cube conversation. Thanks for watching. We'll catch ya next time. (upbeat music)

>> From the SiliconANGLE media office, in Boston, Massachusetts, it's the CUBE. Now, here's your host, Stu Miniman. Hi, CUBE nation, I'm Sam Kahane. Thanks for watching the CUBE. Due to popular demand from the community, I will be interviewing the legendary Stu Miniman, here today. He is S-T-U on Twitter. Stu and I are going to be digging in to the 2019 predictions, and also recapping 2018 for you here. So, Stu, let's get into it a little bit. 2018, can you set the stage? How many events did you go to? How many interviews did you conduct? >> Boy, Sam, it's tough to look back. We did so much with the CUBE this year. I, personally, did over 20 shows, and somewhere between 400 and 450 interviews, out of, we as a team did over a 100 shows, over 2000 interviews. So, really great to be in the community, and immerse ourselves, drink from the fire hose, and some of the data. (laughs) >> So, over 400 interviews this year, that's amazing. What about some of the key learnings from 2018? Yeah, Sam,my premise when I'm going out is, how are we maturing? My background, as you know, Sam, I'm an infrastructure guy. My early training was in networking. I worked on virtualization, and I've been riding this wave of cloud for about the last 10 years. So, about two years ago, it was, software companies, how are they living in these public clouds? Amazon, of course, the dominant player in the marketplace, but we know it will be a multi-cloud world. And the update, for 2018, is we've gone from, how do I live in those public clouds, to how are we maturing? We call it hybrid clouds, or multi-cloud, but living between these worlds. We saw the rise in Kubernetes, as a piece of it, but customers have lots of environments, and how they get their arms around that, is a serious challenge out there, today. So, how are the suppliers and communities, and the systems integration, helping customers with this really challenging new environment, that we have today. >> I'd love to hear any OMG moments from you. What surprised you the most this year? >> It's interesting, when I wanna think about some of the big moves in the industry, I mean, we had the largest software acquisition in tech history. IBM, the company you used to work for, Sam, buying Red Hat, a company I've worked with, for about 20 years, for 34 billion dollars. I mean, Red Hat has been the poster child for open source, and the exemplar of that. It was something that was like, wow, this is a big deal. We've been talking for a long time, how important developers are, and how important open source is, and there's nothing like seeing Big Blue, a 107-year-old company, putting in huge dollars, to really, not just validate, cause IBM's been working in open source, working with Linux for a long time, but how important this is to the future. And that sits right at that core of that multi-cloud world. Red Hat wants to position itself to live in a lot of those environments, not just for Linux, but the Middleware, Kubernetes is a big play. We saw a number of acquisitions in the space there. Red Hat bought CoreOS for $250 million. VMware bought Heptio, and was kind of surprised, at the sticker shock, $550 million. Great team, we know the Heptio team well. We talked to them, some of the core people, back when they were at Google. But, some big dollars are being thrown around, in this space, and, as you said, the big one in the world is Amazon. One of the stories that everybody tracked all year was the whole hq2 thing. It kind of struck me as funny, as Amazon is in Seattle. I actually got to visit Seattle, for the first time, this year, and somebody told me, if you look at the top 50 companies that have employees in Seattle, of course, Amazon is number one, but you need to take number two through 43, and add them together, to make them as big as Amazon. Here in Boston, there's a new facility going up, with 5,000 employees. I know they're going to have 25,000 in Long Island City, right in the Queens, in New York City, as well as Crystal City, right outside of DC, 25,000. But, the realization is that, of course, Amazon's going to have data centers, in pretty much every country, and they're going to have employees all around the world. This doesn't just stay to the US, but Amazon, overall. So, Amazon, just a massive employer. I know so many people who have joined them. (laughs) Some that have left them. But, almost everything that I talk about, tends to come back to Amazon, and what there are doing, or how people are trying to compete, or live in that ecosystem. >> You're always talking to the community. What are some of the hottest topics you're hearing out there? >> So, living in this new world, how are we dealing with developers? A story that I really liked, my networking background, the Cisco DevNet team, led by Suzie Wee, is a really phenomenal example, and one of my favorite interviews of the year. I actually got to talk to Suzie twice this year. We've known her for many years. She got promoted to be a Senior Vice President, which is a great validation, but what she built is a community from the ground up. It took about four years to build this platform, and it's not about, "Oh, we have some products, and developers love it.", but it's the marketplace that they live in, really do have builders there. It's the most exciting piece of what's happening at Cisco. My first show for 2019 will be back at Cisco, live in Barcelona, and Cisco going through this massive transformation, to be the dominant networking company. When they talk about their future, it is as a software company. That actually, it blew my mind, Sam. You know, Cisco is the networking company. When they say, "When you think of us, "five to ten years from now, "you won't think of us as a networking company. "You'll think of us as a software company." That's massive. They were one of the four horsemen of the internet era. And, if Cisco is making that change, everything changes. IBM, people said if they don't make this move for Red Hat, is there danger in the future? So, everything is changing so fast, it is one of the things that everybody tries to sort out and deal with. I've got some thoughts on that, which I'm sure we'll get to later on. >> (laughs) As is Suzie Wee one of your top interviews of 2018, could you give your top three interviews? >> First of all, my favorite, Sam, is always when I get to talk to the practitioners. A few of the practitioners I love talking to, at the Nutanix show in New Orleans this year, I talked to Vijay Luthra, with Northern Trust. My co-host of the show was Keith Townsend. Keith, Chicago guy, said, "Northern Trust is one "of the most conservative financial companies", and they are all-in on containerization, modernized their application. It is great to see a financial company that is driving that kind of change. That's kind of a theme I think you'll see, Sam. Another, one, was actually funny enough, Another Nutanix show, at London, had the Manchester City Council. So, the government, what they're doing, how they're driving change, what they're doing with their digital transformation, how they're thinking of IOT. Some of my favorite interviews I've done the last few years, have been in the government, because you don't think of government as innovating, but, they're usually resource-constrained. They have a lot of constituencies, and therefore, they need to do this. The Amazon public sector show was super-impressive. Everything from, I interviewed a person from the White House Historical Society. They brought on Jackie O's original guidebook, of being able to tour the White House. So, some really cool human interest, but it's all a digital platform on Amazon. What Amazon is doing in all of the industry-specific areas, is really impressive. Some of these smaller shows that we've done, are super-impressive. Another small show, that really impressed me, is UiPath, robotic process automation, or RPA, been called the gateway drug to AI, really phenomenal. I've got some background in operations, and one of the users on the program was talking about how you could get that process to somewhere around 97 to 98% compliance, and standardize, but when they put in RPA, they get it to a full six sigma, which is like 99.999%, and usually, that's something that just humans can't do. They can't just take the variation out of a process, with people involved. And, this has been the promise of automation, and it's a theme. One of my favorite questions, this year, has been, we've been talking about things like automation, and intelligence in systems, for decades, but, now, with the advent of AI machine learning, we can argue whether these things are actually artificial intelligence, in what they are learning, but the programming and learning models, that can be set up and trained, and what they can do on their own, are super-impressive, and really poised to take the industry to the next level. >> So, I wanna fast forward to 2019, but before we do so, anything else that people need to know about 2018? >> 2018, Sam, it's this hybrid multi-cloud world. The relationship that I think we spend the most time talking about, is we talked a lot about Amazon, but, VMware. VMware now has over 600,000 customers, and that partnership with VMware is really interesting. The warning, of course, is that Amazon is learning a lot from Vmware, When we joke with my friends, we say, "Okay, you've learned a lot from them means that "maybe I don't need them in the long term." But in the short term, great move for VMware, where they've solidified their position with customers. Customers feel happy as to where they live, in that multi-cloud environment, and I guess we throw out these terms like hybrid, and multi, and things like that, but when I talk to users, they're just figuring out their digital transformation. They're worried about their business. Yes, they're doing cloud, so sassify what you can, put in the public cloud what makes sense, and modernize. Beware of lift and shift, it's really not the answer. It could be a piece of the overall puzzle, to be able to modernize and pull things apart. An area, I always try to keep ahead of what the next bleeding-edge thing is, Sam. A thing I've been looking at, deeply, the last two years, has been serverless. Serverless is phenomenal. It could just disrupt everything we're talking about, and, Amazon, of course, has the lead there. So, it was kind of an undercurrent discussion at the KubeCon Show, that we were just at. Final thing, things are changing all the time, Sam, and it is impossible for anybody to keep up on all of it. I get the chance to talk to some of the most brilliant people, at some of the most amazing companies, and even those, you know, the PhD's, the people inventing stuff, they're like, "I can't keep up with what's going on at my company, "let alone what's going on in the industry." So, that's the wrong thing. Of course, one of the things we helped to do, is to extract the signal from the noise, help people distill that. We put it into video, we put it into articles, we put it into podcasts, to help you understand some of the basics, and where you might wanna go to learn more. So, we're all swimming in this. You know, the only constant, Sam, in the industry is change. >> Absolutely. (laughing in unison) >> So, things are changing. The whole landscape, as you said, is changing. Going into 2019, what should people expect? Any predictions from you? Any big mergers and acquisitions you might see? >> It's amazing, Sam. The analogy I always use is, when you have the hundred year flood, you always say, "Oh gosh, we got through it, "and we should be okay." No, no, no, the concern is, if you have the hundred year flood, or the big earthquake, the chances are that you're going to have maybe something of the same magnitude, might even be more or less, but rather soon. A couple of years ago, Dell bought EMC, largest acquisition in tech history. We spent a lot of time analyzing it. By the way, Dell's gonna go public, December 28. Interesting move, billions of dollars. As Larry Ellison said, "Michael Dell, "he's no dummy when it comes to money.' He is going to make, personally, billions of dollars off of this transaction, and, overall, looks good for the Dell technologies family, as they're doing. So, that acquisition, the Red Hat acquisition, yeah, we're probably gonna see a 10-to-20 billion dollar acquisition this year. I'm not sure who it is. There's a lot of tech IPOs on the horizon. The data protection space is one that we've kept a close eye on. From what I hear, Zeam, who does over a billion dollars a year, not looking to go public. Rubrik, on the other hand, somewhere in the north of 200 million dollars worth of revenue, I kind of remember 200, 250 in run rate, right now, likely going to go public in 2019. Could somebody sweep in, and buy them before they go public? Absolutely. Now, I don't think Rubrik's looking to be acquired. In that space, you've got Rubrik, you've got Cohesity, you've got a whole lot of players, that it has been a little bit frothy, I guess you'd say. But, customers are looking for a change in how they're doing things, because their environments are changing. They've got lots of stuff in sass, gotta protect that data. They've got things all over the cloud, and that data issue is core. When we actually did our predictions for 2018, data was at the center of everything, when I talked about Wikibon. It was just talking to Peter Burris and David Floyer, and they said there is some hesitancy in the enterprise, like, I'm using Salesforce, I'm using Workday I'm using ServiceNow. We hear all the things about Facebook giving my data away, Google, maybe the wrong people own data, there's that concern I want to pull things back. I always bristle a little bit, when you talk about things like repatriation, and "I'm not gonna trust the cloud." Look, the public clouds are more secure, than my data centers are in general, and they're changing and updating much faster. One of the biggest things we have, in IT, is that I put something in, and making changes is tough. Change, as we said, is the only thing constant. It was something I wrote about. Red Hat, actually, is a company that has dealt with a lot of change. Anybody that sells anything with Linux, or Kubernetes, there are so many changes happening, on not only weekly, but a daily basis, that they help bring a little bit of order, and adult supervision, to what most people would say is chaos out there. That's the kind of thing we need more in the industry, is I need to be able to manage that change. A line I've used many times is, you don't go into a company and say, "Hey, what version of Azure are you running?" You're running whatever Microsoft says is the latest and greatest. You don't have to worry about Patch Tuesday, or 08. I've got that things that's gonna slow down my system for awhile. Microsoft needs to make that invisible to me. They do make that thing invisible to me. So does Amazon, so does Google. >> What's your number one company to watch, this upcoming year. Is it Amazon, Sam? Look, Amazon is the company at the center of it all. Their ecosystem is amazing. While Amazon adds more in revenue, than the number two infrastructure player does in revenue. So, look, in the cloud space, it is not only Amazon's world. There definitely is a multi-cloud world. I went to the Microsoft show for the first time, this year, and Microsoft's super-impressive. They focus on your business applications, and their customers love it. Office 365 really helped move everybody towards sass, in a big way, and it's a big service industry. Microsoft's been a phenomenal turnaround story, the last couple of years. Definitely want to dig in more with that ecosystem, in 2019 and beyond. But, Amazon, you know, we could do more shows of the CUBE, in 2019, than we did our first couple of years. They have, of course, Amazon re:Invent, our biggest show of the year, but their second year, it's about 20 shows, that they do, and we're increasing those. I've been to the New York City Summit, and the San Francisco Summit. I've already mentioned their Public Sector Summit. Really, really, really good ecosystems, phenomenal users, and I already told you how I feel about talking to users. It's great to hear what they're doing, and those customers are moving things around. Google, love doing the Google show. We'll be back there in April. Diane Greene is one of the big guests of the year, for us this year. I was sorry to miss it in person, 'cause I actually have some background. I worked with Diane. Back before EMC bought VMware. I had the pleasure of working with Vmware, when they were, like, a hundred person company. Sam, one of the things, I look back at my career, and I'm still a little bit agog. I mean, I was in my mid-20s, working in this little company, of about 100 people, signed an NDA, started working with them, and that's VMware, with 600,000 customers. I've watched their ascendancy. It's been one of the pleasures of my career. There's small ones, heck. Nutanix I've mentioned a couple of times. I started working them when they were real small. They have over a billion in revenue. New Cure, since the early days. Some companies have done really well. The cloud is really the center of gravity of what I watch. Edge computing we got into a bit. I'm surprised we got almost 20 minutes into this conversation, without mentioning it. That, the whole IOT space, and edge computing, really interesting. We did a fun show with PTC, here in Boston. Got to talk to the father of AI, the father of virtual reality. It's like all these technologies, many of which have been bouncing around for a couple of decades. How are they gonna become real? We've got a fun virtual reality place right next door. The guy running the cameras for us is a huge VR enthusiast. How much will those take the next step? And, how much are things stalling out? I worry, was having conversations. Autonomous vehicles, we're even looking at the space. Been talking about it. Will it really start to accelerate? Or have we hit road blocks, and it's gonna get delayed. Some of these are technologies, some of these are policies in place, in governments and the like, and that's still one of the things that slows down crowded options. You know, GDPR was the big discussion, leading into the beginning of 2018. Now, we barely talk about it. There's more regulations coming, in California and the like, but we do need to worry about some of those macro-economical and political things that sometimes get in the way, of some of the technology pieces. >> I'd love to put something out into the universe, here. If you could interview anyone in the world, who would it be? Let's see if we can make it happen. It's amazing to me, Sam, some of the interviews we've done. I got a one-on-one with Michael Dell this year. It was phenomenal, Michael was one. It took us about three or four years before we got Michael on the program, the first time. Now, we have him two or three times a year. Really, to get to talk to him. There is the founder culture John Furrier always talks about. Some of these founders are very different. Michael, amazing, got to speak to him a couple of times. There's something that makes him special, and there's a reason why he's a billionaire, and he's done very well for himself. So, that was one. Furrier also interviewed John Chambers, who is one of the big gets I was looking at. I was jealous that I wasn't able to get there. I got to interview one of my favorite authors this year, Walter Isaacson, at the shows. When I look at, Elon Musk, of course, as a technologist, is, I'm amazed. I read his bio, I've heard some phenomenal interviews with him. Kara Swisher did a phenomenal sit-down on her podcast with him. Even the 60 Minutes interview was decent this year. >> The Joe Rogan one was great >> Yeah, so, you'd want to be able to sit down. I wouldn't expect Elon to be a 15-minute, rapid-fire conversation, like we usually have. But, we do some longer forms, sit down. So he would be one. Andrew Jassy, we've interviewed a number of times now. Phenomenal. We've got to get Bezos on the program. Some of the big tech players out there. Look, Larry Ellison's another one that we haven't had on the program. We've had Mark Hurd on the program, We've had lots of the Oracle executives. Oracle's one that you don't count out. They still have so many customers, and have strong power in new issues, So there are some big names. I do love some of the authors, that we've had on the program, some thought leaders in the space. Every time we go to a show, it's like, I was a little disappointed I didn't get to interview Jane Goodall, when she was at a show. Things like that. So, we ask, and never know when you can get 'em. A lot of times, it's individual stories of the users, which are phenomenal, and there's just thousands of good stories. That's why we go to some small shows, and make sure we always have some editorial coverage. So that, if their customers are comfortable sharing their story, that's the foundation our research was founded on. Peers sharing with their peers. Some of the most powerful stories of change, and taking advantage of new technologies, and really transforming, not just business, but health care and finance, and government. There's so much opportunity for innovation, and drivers in the marketplace today. >> Stu, I love it. Thanks for wrapping up 2018 for us, and giving us the predictions. CUBE nation, you heard it here. We gotta get Elon Musk, Jeff Bezos, and Larry Ellison on the CUBE this year. We could use your help. Stu, thank you, and CUBE nation, thank you for watching. (electronic techno music)

>> From Las Vegas, it's theCUBE, covering Open Systems, the future is crystal clear with security and SD-WAN. Brought to you by Open Systems. >> Welcome back to Las Vegas everybody. My name is Dave Vellante and you're watching theCUBE. The leader in live tech coverage. We're here at the Cosmopolitan Hotel in the Chandelier Bar. At the Open Systems networking event, two gardener events this week in Las Vegas. On the heels of last week's AWS reinvent. Suresh Manchella is here. Is the Director of Global Infrastructure at Hillenbrand. Suresh, welcome to theCUBE. Thanks for coming on. >> Thank you. >> So, tell me about Hillenbrand. What you guys do, and what your role is. >> So, Hillenbrand owns two different companies. One is the Batesville Casket Company, which has been around about 150 years or so. And then the other side of the business is Process Equipment Group, where we do industrial pumps, separations, and heavy machinery, and things in that nature. >> Okay and your role as Global and Infrastructure, so it touches on all infrastructure presumably secure. Why don't you describe the scope of a little bit. >> So, my role is I'm the Global Director of Infrastructure from a corporate stand point. I oversee everything, you know network storage systems, compute cloud initiatives, and what not. Including some of the outside security operations as well. For Hillenbrand Corporate across all the companies that we own. >> So you guys manufacture industrial equipment, which presumably supports a time's critical infrastructure, so security is vital. What are some of the big factors that are driving your business and how do they affect your technology strategy? >> From a business standpoint, Hillenbrand, I'm in that space a lot. We try to acquire a lot of companies within that space and as a result we have many companies that are coming in and out our portfolio. With any other manufacturing companies, we have the same challenges where how do we integrate them faster? How do we integrate them in a secure and safer way? But at the same time, also enabling our businesses to take on the next step and evolve from a traditional manufacturing company to doing the digital transformation and taking advantage of technology to have the competitive advantage in the market. >> So I got to ask you, so we do a lot of these events everyone talks about digital transformation. It's become kind of a buzzword, but when I talk to practitioners like yourself, there's actually substance there and it relates to, it means a lot of different things to a lot of different people, but what's behind your digital transformation? Is it instrumentation, is it better collection of data? Is it using that for competitive advantage? All of the above? How would you describe it? >> You said it. It's all of the above. We have a lot of data that we're collecting over the years. About our customers. How they use our products. And what are some of the maintenance cycles that are going through our larger equipment, things of that nature. We have all of that information. I think we need to start looking at that information, and say how can we enable the business to provide the intelligence it needs to be proactive to reach out to the customers and say these machinery might need maintenance very soon, or things of that nature. So we want to provide that value to the business. >> So as part of that, Suresh, the instrumenting that machinery? Or is the machinery already instrumented? Is it translating analog to digital and providing connectivity, what's behind that? >> Some of our machinery that have been out there have been there for, you know, many many decades and many, many years. It's not they're not already there when it comes to IoT and things to that nature. But we're trying to look at some of those opportunities out there and see how we can better support our products. >> So that's a largely road map stuff. Right now, you're tryna focus on making sure that the business is working. You're getting products to market fast and winning the competitive game. Let's talk about security a little bit. Obviously Open Systems is a security company, manage security infrastructure. What's happening in security? What are the big trends, the mega trends that you see, and how are they affecting the way in which you approach technology and applying that to business advantage? >> So as a customer and as a manufacturing company traditionally we used to look at a company as you have your four walls: data center, all of your key elements are inside it and as we're going through what's the cloud transformation and everybody's talking about that cloud buzzword. Those boundaries are getting shattered. Information is everywhere. It's no longer within those four boundaries. So we have to start thinking security a different way. We used to think that, put some firewalls, put some controls around these things and things could be saved. But it's no longer the case. Everything is in the cloud. As a software as a service or platform as a service, infrastructure as a service. And they're all over the place. For the most part, you don't have access to those backing systems. So how do you protect them? We need to fundamentally change how we look at security and how do we protect it. Rather than focusing on the central systems, we have to focus on the endpoints at this point. >> So, different mindset for sure. Different sort of technology approach? Or similar practices with just different methodologies? How do you describe that? >> It's certainly a different methodology. The focus is certainly shifting. It's no longer centralized. It's decentralized. It's information everywhere. Information overload. It could be on your phones. It could be on your desktops. It could be on your laptops. It could be on servers in the cloud. Cloud service providers, there are a lot of things that come into play, when you're talking about the security the data that's scattered all over the place. >> So you're a customer of Open Systems, is that right? >> Yes we are. >> Maybe you could describe what you do with them and what your relationship has been with them? How do you apply their technique? >> Hillenbrand owns a company based out of Germany. And they've been a long standing customer of Open Systems for many, many years. So as a part of the acquisition, we got to know Open Systems and the value that their adding to in the SD-WAN spaces, and security space. Which is quite phenomenal. >> Okay, so you're part of the role as it relates to Open Systems is through that other division of the company, so how you apply their tech? What are you doin' with it? >> We utilize Open Systems as our SD-WAN provider outside the U.S. Primarily that division that we had was outside the U.S. for the most part. As we are getting to know more and more about Open Systems, over the years, it's a no brainer for us. They can provide a very reliable service that's scalable, very quick turnarounds. And that's certainly fitting in well with our MNA strategy where we acquire a company and try to integrate these things we cannot wait several months for and ambulance provider to drop a circuit and get them in, and things to that nature so with Open Systems, the SD-WAN concept, you only need an internet connection and they do all the magic behind the scenes and put it all together. >> So it's cloud like in the sense that it's sort of a managed service. But it's not necessarily remote cloud services, it could be on prim. >> Yes, it can be anywhere. >> Eventually at the edge. >> Yeah. >> So it fits into the roadmap. What's the biggest security challenge that you face as a practitioner today? >> The biggest security challenge that we have is protecting the data that's everywhere. The biggest challenge is knowing where the data is today. If anybody can solve that problem, I'd like to know. The first one to know that. It's quite a challenge for everybody lately. >> It's an arm's race, isn't it? >> It Is. >> Good. Well, Suresh, thanks very much for coming to theCUBE. It's a pleasure meeting you. >> Thank you. >> Keep it right there everybody, we'll be back. From Las Vegas at the Open Systems networking event. You're watching theCUBE. (upbeat music)

(upbeat instrumental music) >> From Las Vegas it's the CUBE. Covering Open Systems, the future is crystal clear with security and SD-WAN. Brought to you by Open Systems. >> Hello everyone and welcome back to the CUBE. We are here in Las Vegas in the Cosmo hotel in the Chandelier bar. Part of Open Systems get together, kind of session of smart people gathered. All part of big week here in Vegas. Garden is having a big event, a lot of things happening. We have Martin Bosshardt who is the CEO of Open Systems who's hosting the event. Thanks for coming on the CUBE. >> Thank you. >> Thanks for joining me. Okay so, I got to get this out there. You guys are in Switzerland headquarters. You've just established big presence in Silicon Valley. >> Right. >> And you've expanding rapidly in Silicon Valley, congratulations. >> Thank you. >> Explain what you guys do, how you started, where you come from and what's the story of Open Systems? >> Well, originally we started as managed security service provider and I managed security infrastructure. We learned, especially if you are doing financial services, security infrastructure, if you try to update you need to go into those data centers. And that is harder to get in there, it's like entering North Korea. So we learned to operate that stuff remotely and that really brought us in more than 180 countries, especially with industry companies. Industry they manufacturing, they started to globalize their value chains, and that really helped us to globalize our foot print. And obviously to do that we used SD-WAN. So we definitely came from the security space, but today we are the largest SD-WAN, standardize SD-WAN platform we a fully integrated security staff. >> So how big is the company roughly people-wise? What's a... >> We are 200 plus people currently, and a 50 plus million revenue this year. >> How big, sounds like the customers are really large complex data centers with a lot of offices and facilities. Is that your makeup of your customer base right now? >> Our customer base really is, I think, I mean obviously financial services that's always if you start in Switzerland a company, the financial services is very important. But then also, industry, manufacturing is especially companies with globalized value chains are very interested in our services. Because you have serious complexity from regulatory point of view, but also from operational point of view to operate SD-WAN in a secured way. So this is really our sweet spot. >> So explain the difference between SD-WAN old way and the new way, because SD-WAN was simply connecting branch offices together, basic networking stuff. Mean its like connectivity. So today is much more complex. What's the difference between the SD-WAN environment thing, because there is a resurgence with SD-WAN. With cloud computing, with the internet, obviously with secure issues, it's a whole different ball game. Explain the difference between the old way and the new way. >> Well the old way was it just connected occasions and then you piped traffic through a VPN, right. And I think we learned a lot about what SD-WAN is really capable to do when we start to work for the NGO Space, when you use a lot of satellite traffic. It's very expensive to pipe everything through the satellites, so you need to slice the traffic into important stuff, less important stuff and then you decide what are you going to route through the satellite and what you going to route terrestric. And this is really where the whole magic of SD-WAN comes from. You certainly have to, the freedom to route traffic application based in a very different way. So, you're not bound to protocols anymore, so you really can route your Office 365 traffic different than your Facebook traffic. You can route, you can priortize. >> So you can differentiate between the traffic types first. That was a first, discovery. >> That was important for us, because we managed infrastructure and obviously you don't want to create congestion by managing infrastructure. So, it is really about, what traffic is important? What traffic is time critical? >> Yeah. >> And route, depending on the application needs, traffic differently. >> Yes, cost is always a big motivator. But for innovation. >> Cost performance. It's always cost performance, right? >> So, I get that's awesome and by the way that's how startups figure out innovations that don't have a lot of capital. They figure it out by being effective and making things work. When did the security piece click in for you guys? When you guys saw SD-WAN, when was the moment you said, "Okay we are going to do all these things to save costs and do this kind of routings and these kinds of policy based". I'm over simplifying, but you know what I'm saying. When did security become important? Was it from the beginning? Was it a discovery? Was it something that was a, you just caught the wave? Explain how you guys became so prolific in your product with security. >> We definitely, we came sort of from the security space and the SD-WAN was something we used to operate security infrastructure. So it's maybe, we looked at it a little bit different, but at the end of the day, SD-WAN creates so much opportunities for companies. And I believe the whole cloud movement is creating so many opportunities for companies to move fast, to create growth. Also, if you think IoT, it creates whole different business models for almost all enterprise organizations. >> Talk about the business model, that's important, because go ahead finish your thoughts. >> And now the question is, How can you embrace all that growth and managing the risks? And that's what's happening right now. We help customers to combine the security. >> So one of the things we were here last week for Amazon re:Invent big event for Amazon web services and they announce a non-premise product. No one thought they were ever going to do that. So I asked the CEO there why they were doing that, essentially he said, "latency kills". Certain latency is now the new problem. You learned that from the satellite situation where cost and latency are really important factors in determining how you architect things. But then you realize that the business models are shifting. So, I ask you, as you have need for security and low latency, people are looking for direct connections. They don't want to route traffic through internet. Who knows where it's going to go though, China? It's all these hidden problems. >> Yeah, and you know I agree basically. Latency kills, but I also disagree, because there are applications where latency is not an issue, like email. I mean you couldn't care less about latency in email. >> In fact don't deliver it. (laughs) >> But at the same time it's really important that a network understands not only how it routes, it also understands what it routes. And that is the power of SD-WAN, so you really can route different applications in different routes. >> Right time, right place kind of thing. >> Exactly and then it depends where it's consumed, where it's delivered and where do you route those >> Talk about your business model now, you got a U.S. Why the U.S. expansion? Is it right for growth? Is it a natural progression? What's the strategy, Why U.S. expansion? >> Actually, what we see the U.S. is moving very fast to the cloud right now and this is an opportunity for us to really support that, I would call it transformation. It's really an industry transformation is happening right now and we just in Europe maybe to bring down the cost of connectivity. That's still more of a business driver, and obviously, that's always exciting to bring down costs. But if you move to cloud, you really have to rethink your network structure and also you have to rethink your security posture. So this is just a way of opportunity. >> Martin, I got to ask you honestly, I've been kind of checking around Silicon Valley and you guys have a good vibe and good buzz. Certainly great reputation in Switzerland, great product, great work, but you are attracting kind of new talent from the Bay area, Cisco in particular. A lot of these high-powered people. Networking guys, developers. Who are you guys looking to attract into your office as you expand, I know you got a lot of openings. It's not a recruiting plug, but I mean as you look to put the team together, What are you guys looking for? What's the kind of individual? What's the culture of your company? What's the kind of things people can expect if they work there? >> I mean we are focused on, we just want to create the most amazing networks in a secured way. And I believe this is very attractive, what we've created the last couple of years. And that is also attractive for talent in Silicon Valley. But obviously, it's a competitive market. But it's all over the world, it's competitive market. And I believe, especially going to the market and understanding what the world needs. That's very powerful in Silicon Valley. The eco-system is very powerful, so for us is clear. We want to be there, we want to play a role. >> That's awesome, we look forward to doing more content. Final question for you, If you could have to nail down the core problem that you guys are trying to solve. As the world evolves, the landscape continues, the world gone global. You're seeing all kinds of needs, all kinds of intelligence. What have the top problems that your team is working on, to continue to iterate and solve, What are the big things you are trying to nail down? >> We want to make it for a customer very easy to consume a secure SD-WAN. And that sounds maybe simple, but it's not. To operate an SD-WAN in a secure way is really challenge. So most companies operate like 40, 50 different products to achieve that. >> Yeah. >> And we us it's like subscribing a service. >> Quick plug last minute, What's your product? 'Cause you have a deal with multiple vendors. Is this a SAS product, on-premise, cloud? >> It's a SAS, on prem available and it's availa6ble in all major cloud (mumbles), like Azuren and Amazon. So it's in all clouds premises working. >> You're literally Switzerland, for the cloud. (laughs) >> Yeah. >> They use that expression in the United States a lot. >> Yeah. >> We're Switzerland, we're neutral. >> Yeah, we're Switzerland, we're neutral. We're actually very neutral and also... >> But seriously, you can work with, if I'm the customer >> Right. >> I have multiple clouds, I have multiple vendors. I have a ton of security products. Can I use you guys? >> Right, yeah it's simple. I mean we are already a platform so we use many security products and orchestrate so they work together. >> What are the common things you get from customers that have been successful with you. And I don't want to say single (mumbles) lessons that is an old IT expression, but the world has to be smarter, faster, dashboard oriented, AP harden, APIs, a lot of data traversal. What's the ideal end state for your customers, when you guys are successful? >> You have to repeat that question. >> From a customer, what's the value purchase to me? Am I saving time? Am I integrating multiple devices? >> You save a lot of time, you save a lot of money. And I believe the most important thing is, we see ourself as weapon in a war for talent. It's just impossible for our customers to find the talents to really operate that stuff in a good way. And we make that much easier. So obviously, you cannot outsource security, but you can make security easy, manageable and that's where we... >> And operational, make it work. >> And operational, make it work, and that's I believe the key already. >> Well Martin, congratulations on the expansion strategy. Real quick, What's going on in Vegas for you guys here? What are you guys here talking about? What's the big story here for you guys? >> Well basically, obviously, we grow very fast so we also use this to bring together people. But then also, everybody is here right now. It's great to see winners, it's great to see partners. It's great to see competitors, so it's just important to understand the market. It's also, there are worst place in the world to be. >> Yeah. >> In Las Vegas. >> Build those relationships, thanks so much for coming on the CUBE, really appreciate it. >> Thank you so much. >> I'm here with the CEO of Open Systems from John Furrier the CUBE, we are here at the Chandelier bar at the Cosmo. We are just getting started, we got a couple bunch more interviews still to come. We just had the FBI on, really importa6nt conversations around security, cybersecurity, enterprise security, and how to make SD-WAN work. We'll be right back with more. Stay with us after this short break. (techno music)

(upbeat music) >> Live from Toronto, Canada. It's The Cube, covering Blockchain, futurist conference 2018. Brought to you by, The Cube. >> Hello, everyone, welcome back. The Cube's live coverage here in Toronto, Ontario, for Untraceable's Blockchain futurist conference. Two days, this is day one of two days, of Cube coverage. I'm John Furrier, your host. Our next guest is, Azam Shaghaghi, who is the director of public relations, and strategy for Shivom.io. Really interesting story, raised a bunch of money in 15 seconds in an ICO. Really interesting story, welcome to The Cube. Thanks for coming in. >> Yeah, thank you so much for having me. >> So we were just talking on camera, you studied at NASA in Northern California, where I live, and you've got this really cool venture. Before we get into it, talk about what you guys did with the ICO, then talk about what the company does. >> Sure, the project Shivom is about owning your own DNA. So, we are sequencing DNA, and storing it on the patient-friendly platform on Blockchain. Which actually give the power back to the donors, and the people that have the... I mean, and the users, basically. So basically, you can monetize, manage and... >> Control your data. >> Control your own data. >> How much did you guys raise? You did 15 seconds, give us the numbers. What happened? >> So we raised the 35 million. We reached the hard-cap, our public sell was sold out under 15 seconds. >> 15 seconds? - 15 seconds. >> And what month was that? >> It was, actually, on May, the third. >> So it was post, after, I mean, a lot of these actually just went out last year. Still, that's really a good signal, given the climate at that time. >> Exactly, and I think it's about what your actually, your intention is, in order to disrupt. We're talking about genomic information. We're talking about healthcare. At a very highly regulated industry, right? A lot of things have been untapped in that sector. So, hopefully, with the help of Blockchain, A.I., and advanced technology, we can disrupt. >> Now I...Crystal Rose, who's the CEO of Sensay Token, when I interviewed her, in Puerto Rico, she had a comment, which I love, I still use to this day. She makes kind of like A.I. chat boxes, really cool things, your brain and the Blockchain. Similar concept that you're doing, you're DNA on the Blockchain, that you can own and manage, for your own personal benefit, and/or value. >> Exactly. >> That's kind of the concept, if I get that right? >> That it is. >> Okay, who does the genoming? >> Oh, you mean the sequencing? >> Yeah, the sequencing. >> So, I mean, right now, there are companies out there that they do the, I mean, the... >> So, I've got to get it done, and then I bring it to the platform? How does that work? >> So what we, actually, we do, we have created the marketplace, for the industry players, right? For the donors, for the users, for the governments, hospitals, insurance companies, and research labs. So, basically, after you sequence your DNA, we can, you can give it us and we sequence, we manage it, and secure it, store it on the Blockchain. Obviously, we are doing a lot of partnerships with different companies and different ventures. We have an alliance, with different partners out there, that we do, we're trying to promote that, in terms of also helping to develop the kits. >> So I get this right, so a variety of touchpoints, with stakeholders, service providers would do the service, >> Exactly. >> and the users themselves...so if I get my DNA sequence... >> Why? >> If I get my DNA sequence... >> Right... >> Do I direct the provider to put it on the Blockchain, or do I take it myself and put it on the Blockchain? >> So, when you sequence, well, okay, so you just sign up in our platform, >> Got it. >> and after that you sign up in order to sequence your DNA. The kit will be sent out to you. So, it's all through Spark contract. >> So I use your marketplace and you do all the work? >> We do all the work. >> Got it, and how does the tokens work? >> So, basically... >> The better the DNA, the more tokens you get? I wish. Whoops! >> I wish it was like that. I don't think that there is a discussion of a better... >> Okay, I know I'm kidding. >> like DNA. >> I'm afraid you get my DNA sequence, I've got all of these diseases, who knows what I have. Alzheimers or, you know. >> Well that's maybe why you should figure that out, right? Why don't you just sequence your DNA? But, what was the question again? I'm sorry, I forgot. >> So I use your marketplace, and I instruct the service provider to put the DNA. How does the tokens work? >> Oh yes, so the token is OMX token. So, per transaction there is kind of like the token economics that actually has, is kind of like being managed. For example, you donate your DNA to a research lab, you get a certain amount of OMX, and each OMX is going to be worth, you know, some fraction to a varium. >> So some people might know 23 and me. >> Right. >> And do the mail-order kit, same thing. I think some other folks have, I think Ancestry.com does something similar. How do you guys differ from them? Just, decentralized, or they are centralized, obviously. >> They're very centralized, and there is also, there has been research going on, and that they even don't know what is going on, after they sequence your DNA, where that information is going, how is it being stored, so it is all, kind of like, company's property after it is... then you, kind of like, basically sign an agreement that you will give out all the authority to them, and they can do whatever they want to do with it. So basically you are on chain, and we are creating this economy of precision... so, we are promoting precision medicine, we're promoting advanced healthcare, and how we can tackle rare disease, for example, like cancer. We just kicked off, two projects, one in India, and one in Africa. So, we partner with EMQT, a not-for-profit organization, in Africa, in order to sequence 100 people that has Sickle Cell Disease. >> If I want to team the company, how big are you guys, what are you going to do with the funding, where's the product? Take us to a quick update on where you guys are at. >> Sure, we just actually, we had a shuffle in our management team after the ICO, obviously. Now we are moving towards the product development. So, we are hiring a lot of developers, we are working on product development. We are on our roadmap, and are on track. Obviously, we have initiation, re-initiated some of the partnerships, and some of the projects. We are on our marketing, get innovative, kind of like PR, strategy right now, and with a new team... >> And what's the PR strategy, you're in charge of that, is there an outreach, is it promoting the service provider, does it get the marketplace out there? >> It's everything, literally. So we are at the first thing, that our first pillar is the community. So, we want to have the community, you know, engaged in everything that we do. We keep updating them, we get them involved. That's what matters, you know, with us, and we have an organic, kind of like, community. We've already great support in Asia, in India, I mean all over the world, but we are like, very kind of like, you know, some industries favorite...market's favorite. >> Community's super important, well I love your mission. I'd love to keep in touch. It's getting loud in here, but I'd love to follow up with you guys. >> Yeah, obviously, thank you so much for your time. >> People, it's a great project, I mean, it's one of those things where this is a real example of de-centralization, where you can use your own information, and broker that for value. Be part of studies, I'd imagine. >> Exactly. >> Engage with community. >> And create an impact. >> Great, so thanks so much for coming out, appreciate it. It's The Cube coverage live, here, in Toronto, Ontario, for the Blockchain Futurist conference, John Furrier, day one, coverage. Thanks for watching. (digital music)

>> Narrator: Live from San Juan, Puerto Rico, it's theCube, covering CoinAgenda, brought to you by SiliconANGLE. (salsa music) >> Hello everyone, welcome to our special CUBE exclusive coverage in Puerto Rico. I've been here on the island all week, talking to the most important people, entrepreneurs, citizens of Puerto Rico, the entrepreneur, the students, connecting with Blockchain, investors, thought leaders, and the pioneers. I'm John Furrier, the cohost of theCUBE, co-founder of SiliconANGLE Media, and we're here with Crystal Rose, who is the CEO and co-founder of Sensay, doing something really cutting edge, really relevant, and kind of ahead of its time, but I think it's time to get it out there and get that token program. Crystal Rose, thanks for joining me and spending time with me. >> Thank you for having me. >> So one of the things I think that you're doing, and I want you to explain this because it's nuanced, and a lot of the super geeks get it and alpha geeks will get it, but the mainstream people are used to dealing in their silos. I use Facebook, I use LinkedIn, I use Twitter, I use chat, I use Telegram, I use these apps. The world's kind of horizontally being disrupted because of the network affect that Blockchain and Crypto is now the underpinnings of, and there's ICOs out there and other things happening, but it's a disruption at the technology stack with software. You guys are doing something with Sensay in the SENSE token that is changing the equation of how people come together, how people grow and learn, whether it's a nonlinear path of some proficiency or connecting with folks or just learning, whatever it is, it's a discovery mechanism. Take a minute to explain what you guys are doing and why it's so important. >> Well we built Sensay to connect everyone together without any borders or intermediaries, and so really it's as simple as every phone has the capability to have a messenger. We have five billion phones that have SMS on them, and so we wanted to take the most basic messaging system, which is the most important thing that people do, and connect it to any other messenger, so Facebook Messenger, Telegram, Slack, anywhere where people are chatting, we wanted to create a system that is interoperable and can decentralize your contact list, essentially. >> Yeah, so this is important, so like most people when they go to social networks you got to find a friend, you get connected. In some cases I don't want to have to friend someone just to have a chat, I mean I may not want to friend them, or I might want to or it's a hassle, I don't know who to friend. Is that kind of where you guys come in? >> Yeah, that's one really great use case, because things like Facebook max you at five thousand friends, so if you friended everybody that you had a conversation with, if you needed to know something. Let's say that every Google search that you did was actually a conversation, you would cap the number of potential contacts. We have a circle of people around us that extends out with different tiers. But I think some of the most important people in our lives are actually strangers. So instead of building the social graph we wanted to build the stranger graph. Sensay cares more about what you know than who you know. Because if we can connect people together around similar interests and like-mindedness, we're connecting tribes, and that's really the innate human connection that we're all looking for. And it's also when you extend yourself outside of your social graph, you're most likely to educate yourself or to uplift yourself more. So the way to level up is to get somebody who's an eight or a 10 if you're a five or a two, and find someone outside of your current circle. >> And that also eliminates all this group think we've seen on some of these hate threads that have been on, whether it's Facebook or some IRC backchannel or Slack channel, you see the hate just comes in because everyone's just talking to themselves. This is the new way, right? Connecting out? Through the metadata of the chat. >> Exactly, we want people to seek out good connections, helpful connections, and so if you can both contribute what you know you get rewarded. And if you can ask people on the network you also get rewarded. So by asking something, you're receiving a reward. It's a two-way system. So it's not just the person who is helping, so we don't really encourage an economy of experts. We think that everyone is a sensei. A sensei literally means a person who's been there before. So we think of that as somebody who has had that life experience. And I think if we look at the internet, the internet democratized expertise. It gave us the ability for every single person to write what they were thinking, or contribute some kind of content in some way. But for 20 years the internet has been free. It's a really beautiful thing for consumption, and open source is the absolute right methodology for software. When it comes to your own content a reward makes sense, and so we wanted to create SENSE on top of the platform as a value exchange. It was a point system, so kind of like Reddit Karma. And we wanted to let people exchange it out for some value that they could transact in the world. >> So basically you're going to reward folks with a system that says, okay, first ante up some content, that's your SENSE token, and then based upon how you want to work with people in the network, there's a token transaction that could come out of it. Did I get that right? >> Exactly. So the person who contributes on the network gets rewarded for that data, and it can be anything that you've done in the past, too. So if you have a lot historical data on Facebook or on GitHub for instance. Let's say you're a developer and you have a bunch of repos out there that could be analyzed to see what kind of developer you are, or if you've contributed a lot to Reddit, all of that data is out there, and it's been something that defines you and your personality and your skills and who you are, so you can leverage that, and you can get a reward for it just by letting Sensay understand more about you, so the AI runs through it. You get more rewards, though, if you have real conversations. So it's almost like a bounty program on conversation. >> So we have the same mission. We love what you're doing. I'm really so glad you're doing it. I want to get to an example in Puerto Rico where you've reached out with strangers, I know you have. And get that, I want to get to that in a minute, but I want to continue on the Sensay for a second and the SENSE token. As you guys do this, what is the token going to be looking like to the user? Because you have a user who's contributing content and data, and then you have people who are going to transact with the token, it could be a bounty, it could be someone trying to connect. How is the token economics, just so I can get that out there, how does that work? >> Well right now in Sensay the transaction is peer to peer, so both users who are chatting have the ability to tip each other, essentially. They can give each other some coins within the chat. We have the concept that when you're having a conversation it's always a buyer and a seller. It's always a merchant and a consumer, and sometimes those roles flip, too. I'll be selling you something and eventually you're selling me something. But it's a natural way that we chat to transact. So that was the first way that the token could be used. We then realized that the powerful part of the platform is actually everything underlying the application. So the layer underneath really was the most powerful thing. And so SENSE network evolved as a way for developers who are creating apps or bots to be able to build on top of the network and leverage the access to the humans or to their data, and so now the token can be used to access the network. You get paid if you contribute data or users and vice versa, you can pay to access them. What that's doing is it's taking away the advertising model from being the only entity that's earning a profit on the data. So you, the user, when you're giving your data to Facebook, Facebook earns a lot of money on it, selling it over and over repeatedly to advertisers, and while it's technically yours in the terms you own it, you don't actually have any upside of that profit, and so what we're doing is saying, well why don't we just let a potential business talk to you directly on your consent and give you the money directly for that? So that two or five dollars for one connection would go straight to you. >> This is the new business model. I mean, this is something that, I mean first of all, don't get me started on my ad and tech rant because advertising creates a bad behavior. Okay? You're chasing a business model that's failing, attention and page views, so the content is not optimized the proper way. And you mentioned the Facebook example. Facebook's not optimizing their data for a user experience, they're optimizing for their monetization, which is counter to what users want to do. So I think you kind of are taking it in another direction, which we love 'cause that's what we do, we are open source content, but the role of the data is critical so I got to ask you the hard question. I'm a user, it's my data, how do the developers get access to it? Do they pay me coins or... You want developers because that's going to be a nice piece of the growth so what's the relationship between the developer, who's trying to add value, but also respecting the user's data? >> Exactly, so the developer pays the network and as a user you're a token holder, you own the network, essentially. So there is really no real middle layer since the token will take a small amount out for continuing to power the network, but a nominal amount. Right now the most expensive thing that happens is the gas that's on top of Ethereum because we're an ERC20 token. So we're looking to be polychain. We want to move onto other types of blockchains that have better, faster transactions with no fees and be able to pass that through as well. So we really want to just do a peer-to-peer connection. There's no interest in owning that connection or owning the repository of data. That's why the blockchain's important. We want the data to be distributed, we want it to be owned by the user, and we want it to be accessible by anyone that they want to give access to. So if it's a developer, they're building a bot maybe, or if it's a brand, they're using a developer on their behalf they have to pay the user for that data. So the developer's incentives are completely aligned with the peer-to-peer architecture that you have, users interests, and the technical underpinnings of the plumbing. Is that right? >> Exactly. >> Okay, good, so check. Now I got that. All right, now let's talk about my favorite topic, since we're on this kind of data topic. Who's influential? I mean, what does an influencer mean to you? Is it the most followers (mumbles) it's kind of a canned question, you can hear it coming. I'll just say it. I don't like the influencer model right now because it's all about followers. It's the wrong signal. 'Cause you can have a zillion followers and not be influential. And we know people are buying followers. So there's kind of been that gamification. What should influence really be like in this network? Because sometimes you can be really influential and then discover and go outside your comfort zone into a new area for some reason, whether it's a discovery or progression to some proficiency or connection, you're not an influencer, you're a newbie. So, context is very important. How do you guys look at, how do you look at influencers and how influence is measured? >> I think at the bare bones an influencer is someone who drives action. So it's a person who can elicit an action in another person. And if you can do that at scale, so one to many, then you have more power as an influencer. So that's sort of the traditional thinking. But I think we're missing something there, which is good action. So an influencer to me, a good influencer, is somebody who can encourage positive action. And so if it's one to one and you get one person to do one positive thing, versus one to a thousand and you get a thousand people to do something not so great, like buy a product that's crap because it was advertised to them for the purpose of that influencer making profit, that metric doesn't add up. So I think we live in a world of vanity metrics, where we have tons of numbers all over the place, we have hearts and likes and stars and followers and all of these things that keep adding up, but they have no real value. And so I think it's a really, like you said before, the behavior is being trained in the wrong way. We're encouraged to just get numbers rather than quality, and so what I think a really good influencer is is somebody who has a small group of people who will always take action. It can be any number of people. But let's say a group of followers who will take action based on that person's movements and will follow them in a positive direction. >> And guess what, its a network graph so you can actually measure it. That's interesting... >> Exactly, exactly. >> I can see where you're going with this. Okay, so I got to talk about your role here in Puerto Rico. You mentioned earlier about reaching out to strangers, the stranger graph, which is a way, people's outside of their comfort zones sometimes, reaching out to strangers. You came here in the analog sense, you're in person, but on the digital side as well, kind of blends together. Give an example where you reached out to strangers and how that's impacted your life and their life, because this is the heart of your system, if I can get that right. You're connecting people and creating value, I mean sometimes there might not be value, but you're creating connections, which have the potential for more value. What have you done here in Puerto Rico that's been a stranger outreach that turned into a wow moment. >> Our outreach has been so far an invitation. So we bought a space here that's turned into a community center. Even at the very beginning we had no power as most of the places around that have been sitting for a year or two or since the hurricane, and so we put a call out and said we'd like to get to know the community. We're doing something called Let There Be Light, which is turn the power on, and you know, we put it out to a public group and saw who would show up. So basically it's a community, central building, it's a historical building, so a lot of people know it. There's a lot of curiosity, so it was just a call, it was a call for help. It was really, I think the biggest thing people love is when you're asking them for help, and then you give gratitude in return for that help and you create a connection around it. So that's why we built Sensay the way that we did, and I think there's a lot of possibilities for how it could be used, but having that encouragement of the community to come and share, we've done that now this whole week, so this is restart week, and one of the other things that we've done is help all of the conferences come together, collaborate rather than compete, so go into the same week, and put all of these satellite groups around it. And then we blanketed a week around it so that we had one place for people to go and look for all of the events, and also for them to understand a movement. So we since then have done a dinner every single night, and it's been an open invitation. It's basically whoever comes in first, and we've had drinks every night as well, open. So it's really been an invitation. It's been an open invitation. >> Well congratulations. I really love what you're doing. You guys are doing great work down here. The event this week has been great. We've got great content. We have some amazing people and it's working, so congratulations on that. As you guys look forward, one of the things I've observed in my many years of history, is that there are a lot of waves, I've seen all the waves, this wave's the biggest. But what jumps out at me is the mission-driven aspect of it. So I mean I can geek out on what's the decentralize and the stacks and all the tech stuff happening, but what's most impressive is the mission oriented, the impact kind of thinking. This is now, society is now software driven. This is a new major thinking. Used to be philanthropy was a waterfall model. Yeah, donate, it either goes or doesn't go. Go to the next one, go to the next one. Now you have this integrated model where it's not just philanthropy, it's action, there's money behind it, there's coding, there's community. This is now a new era of societal entrepreneurship, societal missions. Let's talk about your vision on this mission and impact culture that's part of this ethos. >> I think impact is the important word there. So we think about, we think about bringing capital, like you said with normal philanthropy, you can bring capital and you can continuously pump capital into something, but if the model is wrong it's just going to drain, and it's going to go to inefficient systems, and in the end maybe do some help, but a very small percentage of the capacity of what it could do. So what we have the concept of is bringing funds here. We have a fund that was just launched called Restart Ventures, and the idea is instead of compounding interests, we want to make compounding impact, and so it's a social good focused fund, but at the same time all of the proceeds generated from the fund recycle back into other things that are making more impact. So we're measuring based on how much impact can be created with different projects. It could be a charity or it could be an entrepreneur. And if we're getting a multiple, most of that money is going back. So a very small percentage goes to the actual fund and to the fund managers, and the lion's share of the fund is going back into Puerto Rico. So I think if we look at how we can help in a way that is constantly regenerative, sustainable is good, regenerative is better. We want to at least elevate ourselves and get to the point of sustainability, but we're not improving at that point. We're still just fixing problems. We want regenerative. So if we can keep planting things that regrow themselves, if we can make it so that we're setting up the ecosystem to constantly mend itself, it's like a self-healing system of software, this is the right way to do it. So I think that's the new model. >> You built in some nurturing into the algorithm, I like that. 'Cause you're not going to do the classic venture capital carry, you're going to rotate in, but still pay some operators to run it, so they got to get paid. So I noticed in the announcement there was some money for managing directors to do it. So they get paid, and the rest goes into the compounding impact. >> Right. >> Okay, so I got to ask you what your view is these days on something that's really been important in open source software, which again, when I started it was a tier 2 citizen, at best, now it's running the world, tier 1. Open source ethoses are sprinkled throughout these new, awesome opportunities, but community made it happen. What is your current view on the role of the community, communities in general, to make this new compounding impact, whether it's software development, innovation, impact giving, regenerative growth. What's your view on community? >> If community operates with a mentality of giving or contribution over consumption we do a lot better. So when you have an open source network, if a community comes and they contribute to it more, that's something that regenerates. It keeps adding value. But if a community comes and they just keep consuming, then you have to continue to have more and more people giving. I think a really good example of this is Wikipedia. Wikipedia has hundreds of thousands of people who constantly contribute, and the only reward that they've ever gotten for that is a banner ad that says please donate because we don't do ads. So it's a broken model, because you want it to be free and you want it to continue to have the same ethos and you want it to have no advertising, yet the people who contribute most of the time also contribute most of the funding to keep it alive because they love it and care about it so much. So how could we change that model so that the community could give contributions while also receiving a way to make sure that they're able to keep doing that. And a reward system works, and maybe that's not the only solution, but we have to think about how we can keep creating more and more. >> Well I think transparency is one thing I've always loved. The thing that I always hear, especially with women in tech and these new important areas like underserved minorities, and also the bad behavior that goes on in other groups, is to shine the light on things. Having the data being open, changes everything. That is a huge thing. So community and open data. Your thoughts? I'm sure you agree? Open data and the importance of having the data exposed. >> One hundred percent. So our platform also has a layer of anonymity on the user by default, and part of the idea of being able to understand whether or not data is good. Because think of human data, we have to figure out quality. In the past there would be a validation system that is actually other humans telling you whether or not you're good and giving you some accreditation, some verification. This is our concept of experts on things. Now we would rather take consensus. So let's just crowdsource this validation and use a consensus mechanism that would see whether or not other humans think the data is good. If we're using a system like that, we have to have open data, it has to be transparent and it has to be able to be viewed in order to be voted on. So on our platform on just the first application on Sensay, we expose this consensus mechanism in a feature called Peek. So Peek basically lets you peek inside of conversations happening on the network. You can watch all the conversations that happen, the AI pulls out the good ones, and then you vote on them. >> It's kind of like when you walk into a nightclub, do I want to kind of hang out here? >> Yeah, you're kind of a voyeur but you get rewarded for doing it. It's a way for us to help classify, it's a way for us to help train the AI, and also it's a way for people to have passive ability to interact without having to have a conversation with an actual human. >> Well you're exposing the conversation to folks, but also you get signaling data. Who jumps in, who kind of walks away. I mean it's a gesture data, but it's a data point. >> Right, and it's completely private. So the beauty of the transparency is there's actually privacy baked in. And that's what I love about blockchain is it has all of the good things. >> Crystal, I got to ask you a final question. I know you're very busy, and thank you for taking the time to share your thoughts with me today here on theCUBE here in Puerto Rico. This week you've been super busy, you look great. I'm sure you've been up, burning the midnight oil, as they say. What is the, I won't say craziest thing because I've seen a lot of cool, crazy things going on here, it's been fun, what is some highlights for you? Conversations, meeting new people, can you just share a couple anecdotal highlights from restart week that have moved you or surprised you or just in general might be worth noting. >> I've been overall extremely surprised but the sheer number of people who showed up. I feel like a few months ago there was a small group of us sitting around wondering what it would be like if we could encourage our friends to come here and share the space. So just to see the thousands of people who have come here to support these several conferences has been amazing. My most surprising thing, though, is the amount of people that have told me that they bought a one-way ticket and have no intention of going home. So to make Puerto Rico your home I think is a really amazing first step, and I just did a panel earlier today with the person in government who had instituted Act 20 and 22, and that was the initial incentive-- >> Just take a minute to explain what that is for the folks that don't know what it is. >> Sure. So Act 20 and 22 are for the company and the individual respectively. They are a way for you to get a tax incentive for moving here as a resident or domiciling your company here. So you get 0% taxes. I think companies range up to 4% or something like that, and that incentive was created to bring more brilliant minds and entrepreneurs and different types of people with different vocations to the island. So basically, give them a tax incentive and encourage the stimulation of economy. So that has brought this wave of people in who have an idea that no taxes are great. At the same time they fall in love with the island. It's amazing because to me Puerto Rico is a combination of LA's weather, San Francisco's open-mindedness, and Barcelona's deep European history. It's just a really beautiful place. >> And it's US territory, so it's a short hop and a jump to the States if you need to, or Europe. >> Yeah exactly. And no customs and you have your driver's license to get here. Also it's a US dollar. And I say that because most people in America mainland don't realize that Puerto Rico is an American territory, and so they sort of think they're going to a foreign country because it's treated that way by our government. But what I've been really shocked about, though, is the sheer amount of innovation already here. The forward thinking ways of people and the embracing of things like open source and blockchain technology, because their minds are already in a mode of community, a mode of sharing, a mode of giving. >> We interviewed Michael Angelo from Edublock.ido, Edublock, they're connecting all the universities with blockchain. We also interviewed Damaris Rivera, with Puerto Rico Advantage. They'll move you down here. You can press a button, it's instant move. So folks in Silicon Valley who are watching who know us and around the world know theCUBE, there's a group of like-minded people here that have tech chops, there's capital flowing. There's capital people I know have moved here, setting up shop, as well as the Caymans and everywhere else, but it's nice. So it's kind of like LA. >> There is a lot of capital. I have just witnessed a couple hundred million dollars of funds that were established in the last couple of months. And this is around all different types of technology sectors. You don't have to be a blockchain company. You can be innovating in any way possible. One of my favorite projects is a machine that turns plastic bottles into diesel fuel. So one of the problems here is that the generators on the island, when we were here last time we met a guy that was working at a bar in a restaurant, and he was like, "Hey I saw you guys in New York Times "and I think you're like the Crypto people." And he had a conversation, and he said, "I was wondering if you could help my grandmother "who is stuck with no power, and it's been months, "and she's in her 90s, and she needs a generator to run "a machine that keeps her life supported." and so a couple of people went out to bring more fuel, bring a generator to donate. They started understanding that there are so many areas that still need this level of help, that there's a lot that we can do. So when I see projects like that, that's something I want to back. >> Yeah, it's entrepreneurial action taking impact. Crystal, thanks so much for coming out. Crystal Rose, CEO, co-founder of Sensay, real innovative company, pioneer here in the Puerto Rico movement. It's a movement, a lot of tech, entrepreneurs, capital, investors, and the pioneers in the blockchain, decentralized internet are all here. This is like the Silicon Valley of Crypto, right? >> I think they're calling it Crypto Island. >> Crypto Island, yes. It sounds like a TV show. We should be on it. It's not lost, it's Crypto Island. >> Exactly. >> Thanks so much for spending the time on theCUBE. >> Thanks John. >> John: I appreciate it. >> I appreciate it so much. Thanks for making sense of me. >> I'm John Furrier here on theCUBE here in Puerto Rico. Our coverage continues after this short break.

>> Announcer: Live from San Juan, Puerto Rico it's theCUBE! Covering Blockchain Unbound. Brought to you by Blockchain Industries. (Latin music) >> Welcome back everyone, this is theCUBE, exclusive coverage of Puerto Rico covering Blockchain Unbound's global conference where token economics meets the real world global society, Blockchain decentralized applications, and of course, cryptocurrency all kind of coming together. You got investors, you got developers, you got billionaires and millionaires, and you got the capital markets all rolled up into one. My next guest is Andrew Prell, founder and CEO of Convergence, entrepreneur, visionary, experienced entrepreneur, welcome to theCUBE. >> Thank you very much for having me! >> So you're doing some really radical, not radical, progressive, I mean radical sounds (mumbles) Awesome things, you're re-imagining gaming. >> Andrew: Correct. >> Got a great team of people who have seen that movie before, literally, seen the entertainment side of gaming, the pro gaming side to the tactical gaming side, take a minute to explain what you guys are doin' that's super fascinating, how it works in this new era. >> So, we're re-imagining the entire game space, when I say that I'm talking the consumer side, that's cell phones all the way through consoles and PCs, out to the out-of-home entertainment side, which is arcades, location-based entertainment and full-blown theme parks, and marrying them all together with one backbone platform that allows all of the devices to interact with each other in the same game space. So you can be in a $300,000 simulator at Disneyland, workin' with guys on cell phones against guys in their head-mounted displays. Any of that, they all work together in one game space. >> So basically the world is the device, every device. >> Yes. >> On the network, IP connection or global, player, console, screen, and you're connecting them all together. Hence Convergence. >> Right, we're giving every device in the eco-system it's proper place and it's proper prestige. 'Cause if you've got a $5,000 gaming rig, you don't think a guy with a $800 cell phone should be at the exact same level, but maybe 10 other cell phones could be a equal match to you. >> Take me through a use case of how you're going to converge this all together. So you talk to some purists out there, "I've got a 4K monitor, I don't want this cell phone guy "comin' in here, he's got lag, "I got all kinds of gaming issues." Does that go away, how does it all work? >> What we're havin' to do is contextual-based interfaces, meaning that your roles and responsibilities in the game space is dependent on the devices that you bring in. Because virtual reality is not just the head-mounted display, it's all the new gear coming out with the tactile feedback, the bodysuits, the gloves, the boots, the treadmills, all of that. All of that, your roles and responsibilities in each game space is dependent on the device that you enter with. >> So I was at Sundance this year and I had a theme, I did a panel I put together called The New Creative. And if you look at all the new artists out there, they want to break down the elite gatekeepers, right? I mean the virtual-reality and augmented-reality world is colliding with film, filmmakers. You got YouTubers out there with a million, 10 million subscribers, built-in audiences, this new technology coming out. A lot of people are bringing storytelling, filmmaking, and it's just really in the early stages right now. People love the characters, but you start to see the new kind of format. Does this play into your world? I can imagine that, if you're thinking to be disruptive in the way you're thinking, new games're going to emerge so it's not thinking about the old games, it's thinking about potentially new games. >> Andrew: Correct. >> How do you view that, is that somethin' that you see? What's your reaction to that trend of this new, multifaceted VR, AR. >> We see that everybody is going to get to play together, cross every device, the developers are going to get rewarded for creating content, people are going to be rewarded for creating things inside of the games, and the players are going to get rewarded for doing all the top things, and getting to the top levels of all the games, and we're going to reward them through our cryptocurrency. >> We're in Puerto Rico obviously, this world's goin' to another level, Brock Pierce, his community, the Blockchain community, they're comin' to Puerto Rico, tax incentives, the government's here opening up their arms, But you're starting to see it go to the next level. These early industries you got the entrepreneurs and the promoters. The promoters promote the entrepreneurs, there's a lot of love goin' back and forth. But then they hit that threshold, the capital markets come in, you know, you start to see the opportunities, but the money start flowing in. It's kind of happening now, so it's goin' the next level. In your opinion, token economics; now that there's so much money flowin' in, now that people see that Blockchain's legit, now that people see that this is actually a new model, not everybody, but majority-a' people in the industry are all noddin' their heads, "Okay, Blockchain's "got some potential, token economics is a legit thing, "it's disrupting capital structures, "it's disrupting funding." How is it disrupting the gaming business? Can you share your opinion on that? >> People don't understand the overall impact. We didn't understand the overall impact. A lot of the investors coming in still don't fully understand the overall impact. I was in a discussion the other day, I'd written some articles in Medium about token economics, and about the virtuous circle of a token-based investment fund. Meaning everything that it invests, all the fees, everything coming out of it, is all based on a token inside of an ecosystem. We're about to head to GDC, Game Developers Conference, just like Kevin Bachus did for the Xbox, we're going out there to license and buy up all the content that we can through our tokens. Now the cool thing here, the thing that just makes the investment, the cash funds dead, is a dollar bill can not change in value other than go down over time slightly. So we'll just say the dollar bill doesn't change in value. If I was Kevin Bachus back when the Xbox was coming out, and I went and invested a million dollars in a hundred companies in crypto, say the Xbox is crypto, and you could only get to those games through the token, which is what we're doing, and I found Halo, which, a hundred-million people bought the Xbox just because of Halo, then what that does for a cash fund is everybody pats each other on the back because you've got one game that's goin' to exit and that's kind of cool, but that's it. Doesn't affect the rest of the economy other than a nice network effect. Halo gets a hundred million users, the next guy might get five million of those or 10 million of those, that's a nice small impact. When you do it with crypto, and you start out with a penny token, that you put a million dollars into a hundred companies, and you find that Halo, and it explodes, your penny token might go to 10 cents. So what you just did was you just 10-exed what you invested into Halo. >> It's a futures contract on gaming. >> Well. >> Kind of. >> I'm not going to talk to that point. (laughs) We're going to just talk about this example, is you 10-exed, you went from a million to 10 million in Halo, but you also 10-exed every single investment you just did, and you 10-exed every person in that ecosystem that's involved in it, that's getting paid in it. Your suppliers, your publishers, your media. >> John: Everyone gets paid. >> Everybody get 10-exed because you found Halo. So that makes this whole ubiquitous ecosystem involved with everybody else, meaning I get rewarded if you get rewarded, so everybody helps everybody else. >> That is exactly the model of token economics. >> Exactly, it explodes because it's so powerful. >> This is interesting, the inefficiencies of the process that you pointed out, the old way, is eliminated by the new model. Hence, the people who pick up the game are the participants who shorten that efficiencies. >> I had a guy the other guy ask me, "you're not asking for enough money with your ICO, "'cause you've got to go invest in all these companies." And I was like, "you don't understand token economics!". All I have to do is unlock the power of my token and invest with that, and I've already proven, back in 2015 we proved that a lot of the game developers would take our token without it even having a secondary market. >> You haven't even gone to a whole 'nother dimension that you don't even have to go to now, but that's future, is the role of consensus in these communities really also do the filtering at many levels. >> Andrew: 100%! >> If you look at what Activision got their ass handed to them, all you got to do is look at the Reddit threads. The whole gaming thing is, no one wants to see games go corporate. Because they had to force a business model, this is a huge issue, people are losing their shirts. "Oh, great creative studio, they sold out, game's over". The audience flocks away, why? 'Cause they have no incentive. Do you agree? >> I agree a 100%, but there's a lot of professional investors that don't. So we broke up the sum of our funds that we're investing into all these startups, we broke it up into 10 funds, and we're going to turn it into a game. We're going to give one of the funds purely to our token holders, and do a consensus model, and let them vote on what they think we should, what should be in our network. And they're going to go up against nine other investors. I threw down the gauntlet. Whoever gets best wins the extra bonuses. >> So are you raising money now or did you raise the token sale already? >> We're closing out our private presale, and because of Blockchain Unbound I doubt we'll actually hit the open market with the ICO, so people will have to go to our developers that we invest in, and get the tokens through them somehow. >> Good success year, huh? Blockchain Unbound been a good success for you? >> Oh yeah, Brock Pierce is on board, been pushin' behind us since Cayman. Him and Crystal both fully supported us and we're havin' awesome. >> What's your advice to people out there, scratchin' their heads, "Andrew, give me "the 101 on token economics, what's the bottom line, "what do I need to know about, where do I get started, "what do I do?". >> Once you get your token actually, say, authenticated, realized, everything's transparent, and it gets on that secondary market, it's better to use that to invest in anything you need to invest in. Get everybody incentivized around your token. All your employees, all your vendors, everybody incentivized around that token, it's a 1000% more powerful than a dollar, 'cause a dollar doesn't go up in value. Your token can go up and down, but trends up, and as soon as you find just one spark that blows up, everybody, all boats rise equally. It's awesome. >> All right, Andrew Prell, CEO, reimagining gaming. Token economics is a disruptive force. There's math involved, every company will need a a chief economic officer, that'll be a new title, we'll be certainly seein' that out. Thanks for comin' on theCUBE, 'preciate it. I'm John Furrier, you're watchin theCUBE. Exclusive coverage in Puerto Rico for Blockchain Unbound. Part of our two-day wall-to-wall coverage, thanks for watchin', we'll be back with more after this short break.

>> Announcer: From San Francisco, it's The Cube, covering Samsung Developer Conference 2017 brought to you by Samsung. >> Okay, welcome back and we're live here in San Francisco for the Samsung Developer Conference, SDC2017. I'm John Furrier. This is The Cube's exclusive coverage, and I'm excited to have an amazing guest, Amanda Cooloong who's a chief storyteller, Women in Tech International, Tech TV, TechZula. She's been really a storyteller in digital for a long time. Great to have you on. Been following all your Twittersphere and your content. >> Thank you. >> You did some work with Leo Laporte, Jason Calcanis, both this week in tech's kind of version of the scene. >> Mm hm. >> What are you up to now? >> Well I am working very closely with Women in Technology International, WITI. It is the largest, oldest organization for women in tech. They have a huge summit that they put on in San Jose every year, and I'm sort of the class clown for that and emcee the conference and lead the charge there. >> Well certainly you know what's interesting you have kind of a cool vibe, you're a cool person, you know tech, you know cloud computing. >> Mm hm. >> You've been in inside baseball for the tech scene. >> Mm hm. >> But now the consumer market with digital. >> Yeah. >> Pretty powerful, I mean like finally us geeks now have a national and global stage to flex our geekness, so you see nerds- >> We're suddenly cool? >> Cool to be a geek and now you see well the programmer calls us over thank god. >> (laughs) Well is it? >> Well the bad side of it. The good side of the democratization is happening. >> Right. >> So now you have an augmented reality. So it's just some cool stuff happening. What are you most impressed with? >> What am I most impressed with? Well I love Blockchain. I've been involved with some of that for three or four years now. I actually had a podcast about Blockchain and Bitcoin. And I'm really excited about what that means for investment specifically and ICOs, Initial Coin Offerings. My friend Brock Pierce is a big, big figurehead with all of that, with Blockchain Capital. And I believe that, especially for women that are looking to get into investment and get back in the earlier stage of things, I think ICOs, Initial Coin Offerings, are a huge opportunity for them to really change up the venture world. >> So when you say ICOs, which we know a lot about 'cause we're doing one at SiliconANGLE the next couple quarters. >> Yeah. >> No rush to do it but we're going to use our own cryptocurrency. But those nuances, when you say investment do you mean as an alternative to venture capital investment or actually investing in, say, the currency itself? >> Both. But I think of it as a completely new way to invest in companies. And there are so many barriers especially for women in technology... Again, that's a big platform for me. To getting into that world that ICOs just are completely changing up the entire ecosystem there. >> Well we're seen a ton of stuff. You saw Lisa Fetterman was on earlier. >> Mm hm. >> She had a huge success with her Kickstarter. Now she's got some pretty glamorous products. The cooking thing is pretty sexy, right? >> Mm hm. >> That thing could go- >> Sous vide, even the term sous vide. I mean, it's so fresh (laughs) >> I would put money to that. I mean it's just so... But that's a good example of Kickstarter. When we look at some of the ICOs, a lot of people are raising some serious capital in utility and stock or securities. >> Mm hm. >> Although the regulations are a moving train. But on the utility side it's a no-brainer. There's some significant cash being raised. In some cases, five to 50 million plus in token sales. >> Mm hm. >> That's like Kickstarter on steroids. >> It really is, and some people are afraid of it. You know, some people are saying that's completely absurd. Why would you ever do that? I personally would say don't put all of your eggs in one basket either. We know that. There's volatility anywhere. But, again, I think it's opening a lot of doors and giving certain people opportunities that they didn't have before. >> So how is your Bitcoin position these days? >> I may have been an early investor in some Bitcoin. I may obsessively look at the value every 15 minutes or so. No, I am fortunate. I listened to my mentors, and luckily I love emerging tech, so I'm doing well in that regard. >> I saw a post on Facebook: If you just bought 10 in bitcoin and smoked weed and sat on the beach and clipped coupons all day and did nothing else, you'd be worth 20 million dollars. >> Let's just say I know people that have actually bought castles with it. I'm not joking. >> What I like about the crypto Boxchain side is that there's an early community growing. So what's your analysis, because a lot of people want to know, is it Silk Road guys? Are they bad actors? Bitcoin's the underbelly of the internet. Early adopter. >> Those stories were so funny at the beginning. I mean, I live in LA. Everyone loves the sensationalized story. And of course that existed with Bitcoin too, and yes, there was some truth to it. >> Oh of course there was. >> Yes, absolutely the Silk Road story was real. >> Anonymous and encrypted transactions. >> Oh yes. >> That's going to attract some honey to the bees. >> There's a reason why certain people can't come back into the country. Let's just leave it at that. However, we've also seen major financial institutions get onboard. You know, Fintech has exploded. There's a lot of legitimacy to Blockchain and the distributed ledger technology. >> It's one of the fastest growing products in the Linux Foundation, Hyperledger project- >> Yes. >> Which is just going gangbusters. IBM's behind it. >> Yep. >> So it's got that opensource vibe, I get that. But the community, talk about the community because there are people who are leading the community. You said you know a few of them. >> What's your take on the community? How big is it? It's emerging, obviously, it's growing. What's the protocol for new entrants coming in? What's the behavior norms? >> Sure. It's grown in leaps and bounds, I can say that. I mean, from the time I did my Bitcoin podcast a few years ago to now, back then it was very much the bro culture to a degree, a lot of libertarians (laughs), a lot of folks that couldn't come back in the country, to be quite honest. But there were certain people that came out of that movement though like Brock Pierce that really thought ahead to how do we legitimize this, how do we make sure that this is white knighted, so to speak. >> Yeah, well it's a revolutionary... It's fundamental. I had the founder of Alibaba Cloud on the record. Haven't published a video yet so this is exclusive material. He said, I asked him about Blockchain. He says it's fundamental to the internet. It is the internet. >> It is, mm hm. >> Just like TCP/IP was in the stack. >> Absolutely. >> He was adamant that this is not on top of the internet. It's fundamental to... He's talking about Blockchain. >> Yep. >> Absolutely 'cause it's supply chain, it's currency, it's a zillion things. >> It's not just coins. Everyone focused in on Bitcoin Bitcoin Bitcoin. It's a distributed ledger technology. So it goes hand in hand with the internet of things. So the two have become very much married in that regard. >> You know, all these guys I interview on The Cube over the years, and certainly I lived through it, talk about the waves, the PC wave. >> Mm hm. They talk about the client server wave. Client server essentially, it's not so much about the mini computers 'cause the mini computers were not the client server wave 'cause that was proprietary operating systems and proprietary hardware. >> Mm hm. >> HP. >> Right. >> What made client server was TCP/IP. That created Threecom, Cisco, interoperability. So that really was that second wave. People are comparing Blockchain to TCP/IP. >> I can see that. >> Dr. Wang from Alibaba Cloud. Other people are saying like the dot com bubble, euphoric excitement. >> Yeah. >> So that begs the question. Who can bring functionality... This is my thesis. I want to test it with you. >> Mm hm. >> Who can bring functionality and simplicity? Because all the successes in Web 1.0, was Yahoo a directory of links, simple, easy to use. Cisco Routers, connect your networks, it works. So simplicity and functionality seems to be the norm in the Blockchain world. >> Mm hm. >> What's your thoughts on that? Can you share your reaction to that? >> Simplicity and functionality, I mean, for me it's- >> In terms of the winners versus the losers 'cause that's what people want to know with Blockchain. Where's the scams and where the legit? >> Mm hm, well the scams are the people that came from the gaming side that had no real business expanding out the way that they did and everybody loses their coin. But we won't name names there. I think more- >> It's okay to name names. >> (laughs) But with functionality, I mean again, I keep going back to its marriage with IOT, you know, the ledger based technology and just being able to do anything transactional. That's the simplicity of it for me, the fact that it's opensource, the fact that, yeah, I think that's the core of it. >> So let's talk about Samsung. We're here's at the Samsung event. >> Sure. >> How do you see these guys? We were talking about Blockchain. It's kind of the next big wave coming. Obviously a lot of things underneath that, but above that you've got software machine learning, all the goodness of open source is growing exponentially. That wave is coming to exponential growth in opensource, code shipments, meaning more people using opensource, and things like Blockchain. How does that impact a Samsung, an Apple, an Amazon? >> Well I think opensource is necessary for IOT specifically. Obviously that would be shut down without that. I've been talking with a lot of the developers here, the Samsung-specific people saying what is it that's exciting you about this forward movement, like with the keynote this morning. What do we need? How do we move this entire industry forward with IOT? And they're excited about the platform that Samsung has announced this morning in terms of just the ubiquity of everything working together in comparison to, well, a lot of other... Sorry. >> So the crypto thing is also tying into that too. >> Yes. >> I was tying that with IOT because IOT has some security issues. >> Right. >> So we can argue maybe- >> Some security issues? (laughs) >> Well the surface area. So you know, the theme in the enterprise is, you know, cloud computing. There's no moat anymore, there's no firewall. >> Yeah. >> Perimiterless security. Perimiterless problems. It means the edge is a surface area, and we've seen these attacks coming. >> Right. >> That's a problem. >> Mm hm. >> So there's no silver bullet right now. >> Yeah. >> So Samsung probably is cagey right now on the data. >> Exactly. >> They've got some security products, but smarter things is their kind of pitch. >> And then everybody keeps saying well who owns the security piece, who's responsible for the security piece. I think that's a big question we're going to see popping up a lot because the security piece is going to be a very valuable piece to all of this, especially when you're looking at edge computing too and data being passed back and forth between the edge. I would rather see everything stay with just the edge devices, personally. >> Yeah, well it's easier to manage, why do you want to move data across the network? >> Yeah, exactly. >> Move compute it's more efficient. >> Yeah. >> So final take on augmented reality VR. >> Oh, okay. >> What's imploding? What's imploded? What's growing? What's rising? What's falling? >> Sure. >> We had a comment earlier, said VR 1.0 is over. >> It really is. I personally think AR is where it's at. I've watched a lot of things on the VR front and a lot of it was marketing speak. I think we need a bigger push on the hardware side for VR to work effectively too. We also need to look at the audience there. And a lot of people are complaining, well I don't just want to go disappear into a separate world. A lot of women, actually, are complaining about that side of it. But the AR side I think has way more application. >> Yeah, crawl, walk, run in virtual space, basically. >> Yeah, yeah. VR I think will still be a place, but I think AR is going to be a bigger explosion. >> One of the things we were talking about earlier was as folks have been through many waves you and I've seen, waves of innovation, Web 1.0, the early adopters were the adult industry with banners 'cause they were about making money. We saw this wave. We're seeing the Silk Roads and Blockchain. Arbitrage comes from usually bad actors and not usually desirable actors. >> Right. >> But one big indicator of the current user experience we're seeing is the gaming culture, right. >> Mm hm. >> Gaming right now seems to be the early adopter indicator of the major trend lines 'cause it's gamification, it's a little bit analog, multiplayer. >> Look at Unity. Unity has a huge presence here at SDC and especially on the VR front if you want to look at that. Unity's a huge player there. >> What are some of the things you see coming out of the gaming world? 'Cause we've seen virtual currencies, ICO, lot of storage, lot of dynamic, realtime. >> Yeah. Gaming mechanism too across the board always play into this too, but I think the big one is ICOs for me. That's the one I've been focusing on a lot, yeah. >> I'd like to follow up more with you on the ICO thing. We're doing a whole programming on that on November second, love to have you. >> Mm hm. Look at what Crystal Rose with Sensay's been doing. >> Who? >> Crystal Rose, Sensay, she's launched her own ICO called SENSE. >> SENSE. Great, looking forward to chatting more. >> Mm hm, out of LA. >> Final question for you for the folks not here. What's the vibe here? How would you describe SDC2017? >> I love that there's a great vibe of innovation. Honestly, I've been to some other stodgier conferences lately, and this one definitely has a nice playful, creative vibe. >> B2B is boring to boring. This is not- >> I know, you were talking about E2E, everything to everything. See, I was listening. >> You were. >> Everything to everything. Exciting to exciting. >> Exciting. >> See, I listened to that too. Yeah, I would say there's a lot of creativity here. There's a lot of side conversations happening. That's important. And I see a good balance of men and women, so that makes me happy. >> Well I'm excited from Vanessa for bringing on a great lineup, you included. >> Thank you. >> Great to meet you in person. Had a great conversation here inside The Cube. I'm John Furrier here, exclusive coverage of the SDC2017. We'll be back after this short break.

>> Wait. Welcome back to Boston, everybody. This is the Cube. We're live on a special presentation of BMC Day atop of sixty State Street in Boston, Massachusetts. Beautiful view of Boston Harbor. Evelyn Ehrlich is here. She's the vice president and research director for service delivery at Force that we're going to talk about job control, language and cobalt. No, I'm just kidding. We're talking about service delivery. Who'd Evelyn? Yes. So you have a really deep background in it, And I know what J C l stands for, So I had to make that joke. So anyway, uh, welcome to the cubes. Great to see you gave a fantastic presentation today. Who doesn't need better service delivery? It's an imperative for the digital transformation. So, again, welcome to the Cube. Thank you. So tell us a little bit about what you do at Forrester, what your area is, and I want to get into your presentation today. >> Sure. So service delivery. Basically, when the application development team is ready to hand us something, whatever that issa Web service and application a service, we actually make sure that that gets to the work force or to the customer. So anything from Police Management Service Management, the front end relative to the service desk. Tell them anything around management after a performance of the applications operations. Anything like that is all about service delivery. >> And they were two. Two pieces of your talk really struck out to me on Dino. No George for a long time. So two things to majorities that you don't like to use one is users, right end users use it, and then the other really was. So talk about it. Why those terms don't make sense in this digital economy. And what does make sense? >> Yeah, so your users, it almost seems like to me, it is something where people are putting folks into a box that they are that they can like addicts. You know, user. Like I said, in a camp in the drug industry, we have users because they're addicts way have to somehow keep them at bay. We have to somehow keep them low and our engagement with them. It's no, it's not going to be enjoyable. It's not going to be fun, and it's not going to be actually effective. Unfortunately, these users today those are our workforce. There's our employees There's our partners and customers. They have other places to go. They don't need us and technology. So if we don't shift that thinking into that, their customers, so that we can actually enable them, we're might be able to lose our jobs. Because there's outsourcers service providers to workplace services, for example, as many companies out there who provide the service desk who provide of VD I who provide the services cheaper, faster and better. But what we have been lost or what if that's gonna happen? We are losing the understanding of the business for losing the connection to the business, and is that that could be a strategic conversation right? There should be a strategic conversations, not justa cost conversation. And when we think about user, it's all about cost. If you think about customer, its value and relevancy, >> okay, And of course, that leads to not its business. There's no such thing as a project. >> No, there isn't because anything we do if we think of information technology is anything almost like in the back room. It's something which is hidden in a data center somewhere in a storage or a server or in a device and it doesn't really add any value. >> Boiler, the boy, the room >> Exactly and way have done that. We have massaged it, what with whatever way measured the heck out of it. We measure meantime to repair. Well, who cares? It's time to business impact. This what we need to think about. So if we start thinking about customers to empty, TR becomes time to business impact. We're now thinking outside in and the same is true with I t. If we just use it for technology sake to Dr Information, we're not connected if the business, because it is about business technology, is dear to win, retain and sustain our customers. If we don't do that, we become borders. We become the, you know, the companies who all have not focused on the winning technology to make them successful. >> You had a really nice graph, simple sort of digital failing digital masters, and I were in between talked a little about things like I Till and Deb ops, and they feel sometimes like counter counter to each other. Once one's fast one feels home. As you talk to customer, you talk to customers. What can they expect? How long might these transformations take? Or what of the one of those key stepping stones you talked about? It being a journey? >> How do you >> will think about all this change? >> But that that's a good question. It's a very difficult question to have an answer to, and I think it has to. It has to be a little bit more compartmentalized. We have to start thinking a little bit more in smaller boxes, off influences or or areas where we can make some progress. So let's take, for example, Dev Ops and Vital and connect the process release, which is an I told process into this notion. If we combine Deaf ops and Tyto release, we're starting to see that the police management process. It's now a process which is done very agile very much. There is a lot more things behind that process and a lot more collaboration between a D and D and I, you know, to make the process of faster process. So we're now married, I told release management with the journey of Death, Bob's as we're starting to see release cycles off one day. Lookit, lookit Amazon. What they do I mean again, Amazon is a very extreme. Not everybody needs a police processes Amazon has, because it's just not that not every pieces is in the Amazon business. Maybe in ten years, who knows? Maybe in five, but those kinds of things that marriage happens through, more off for design thinking. And I think that's the practical way. Let's not adopt a Iittle blandly and say, All right, we're going to just redo our entire twenty six processes. Let's look at where is the problem? What, where? Where's the pain? What is the ninety day journey to solve that pain? Where's the six months? Nine months, twelve months, twenty four months? And if twenty four months is too far out, which I believe it's staying a twelve month road map and start adjusting it that way and measure it, measure where you are. Measure where you want to go and prove that you have done to Delta. Because if I don't measure that, I won't get funding for support, right? I think that's key. >> Devlin. You talked about the, you know, pray or a predator, right? That's good of a common theme that you hear conferences like this isn't a zero sum game, is is the taxi drivers. You know, the taxi companies screwed is, you know, the hotels in big trouble. I mean, Ken, cos you know who are sort of caught flat footed transform and begin to grow again. Talk about that zero sum game nous. >> Yeah, I think I think there is. There is hope. So I hope it's what dies last week saying right. But there is hope, hope if customers of organizations he's enterprise to see that there's a challenger out there. And if they don't necessarily stand up to fight that challenges start innovating in either copying or leveraging or ten. Gently do something else. Let me give you an example. When about two years we had a two years ago with an event in London and stuff I got Square was completely blocked off by the taxi drivers because uber was there were striking against uber or they were going on. It wasn't really a real strike was in London. It's a little bit of a challenge with unions, but anyway, instead, off going on a strike, why did they not embrace whatever they needed to and example is in the cab At that time, you could not use American Express or discover credit card uber. I never have tipple any money out of my pocket because that's a convenience. It's easy. It's enjoyable. >> Love it, >> We love it. It's simple. So why don't these other companies this cos the taxi cannot? Why don't the equip that technology in such a way? They can at least start adopting some of those innovations to make it a even part right. Some of the other things, maybe they will never get there, because there whatever limitations are there. And so that's what that's what I think needs to happen. These innovators will challenge all these other companies and those who want to stay alive. I mean, they want to because they have for street is forcing them to stay alive. They are the ones who will hopefully create a differentiation because of that >> essay, really invention required. It's applying technology and process that's well established. >> Thinking outside in thinking of you and him and me as >> customers, it becomes, you know, who just does the incumbent get innovation before the the challenger gets distribution? Exactly. You know, Huber, lots of cars. I don't have to buy them, but somebody like Tesla isn't necessarily disrupting forward because they don't have the men. They can't distribute it faster than you know. It depends where you are in the distribution versus innovation. So it's in the brief time. We have love to talk about the landscape. So and that's particularly the transformation of beings. BMC Public Company to private They were under a lot of fire, you know, kind of flattish revenues. Wall Street pound. You got companies like service now picking away at the established SM players. We're talking off camera, saying that's begun to change. Give us the narrative on that that sequence and where we are today. Yeah, we're going. >> Yeah, so if you go back, maybe me way back seven years ago or so you know, it started service now they had a fairly easy game because BMC with a very old platform, it wasn't really it wasn't. There was no fight. Um, and I think they were the enterprises. We're ready for something new, and it is always some new vendor out there is a new shiny object, and I have teenagers, so they always spent the next latest iPhone or whatever. I would >> sort of wave >> so So. And and it kept going in the other vendors into space hp, cia, IBM really had no challenge had no, no, didn't give service now a challenge either because the SAS cloud, the adoption of the cloud in this space was absolutely important. And service now was the first one to be on the cloud. BMC was not really doing much with remedy force at the time. Itis them on demand was in an A S P model. Not really an itis, um, and so service not just took names and numbers and that just grew and grew and steamrolled. Really? All of them and customers just were like, Oh, my God, this is easy. I loved it. Looks it loves it looks beautiful. It's exciting >> over for the >> same thing that innovation, right, That challenge, they served the customers. Then suddenly what happened is service now grew faster than native. You experienced some growing pains Customer saying my account rep. I haven't seen him for a while. They changed the pricing model a little bit too started to blow up their solution. And now board nebula, which is the ninety operations management solution der extending into financials and they're bolstering themselves into more of an enterprise solution, which is where BMC already has been. But they lost the connection to the customer. BMC did not love the customers at that time. Now, through some executive changes to really starting to realize that the install base they need to hug them, they're back in the game >> and watching >> service now. And they're going private. As you were asking the question earlier, try about giving them the funding to invest in R and D. >> It's so necessary if I want to give me your take on icy service now. Is someone on the collision course with sales Force? In a way, where does BMC go for to expand their their tam and to grow? >> Yeah, I said, I think so. So on the first comment Sales force and service. Now, absolutely now the CEO of service now does not think that sales force is his target off competition. I think it has to. He has to, because it is about business applications, everything. It's everything exactly So sales force and service now in I don't know. Is that the year you know, wherever Chris >> No, no, no, >> no. But they will there will collapse. Deborah Crash or you'LL see a fight. I think BMC should stay and really extend in this digital performance management in this operational management and really make it intelligent, intelligent decisions for operation for operations to become automated. To have a staff of eighty eight PM solution the application dependency mapping solution happening to be one of the best, really one of the best in the market. And customers love it. Tying that into two side intelligence, giving them the ability to understand before it happens not when it happens or after and then drive intelligence into different organizations to cmo the CEO, the CFO. Because that's what basis technology is all about. It's not about the journey anymore. They have that capability with products where service now does not have that >> great insight from a sharp analyst. Evan are like Evelyn Evelyn Ehrlich. Thanks very much for coming on the Cube. Forced to research wicked, we find more about the research that you do force the dotcom, obviously, but anything new for you, any upcoming events that we should know about where people should watch >> you go into Crystal Rica, Nicaragua >> mochi ice all right. We'LL leave you alone for a while, right, Evelyn? Great to meet you. Thanks for coming on. I keep right there, buddy. We're back with our next guest Is the Q ber live from BMC Day in Boston right back.

okay we're back this is Dave Volante with Jeff Kelly we're with Ricky bond on organ this is the cubes silicon angles flagship product we go out to the events we extract the signal from the noise we bring you the tech athletes who are really changing the industry and we have one here today christiane sabo is the CEO the leader the spiritual leader of of this conference and of Tablo Kristin welcome to the cube thanks for having me yeah it's our pleasure great keynote the other day I just got back from Italy so I'm full of superlatives right it really was magnificent I was inspired I think the whole audience was inspired by your enthusiasm and what struck me is I'm a big fan of simon Sinek who says that people don't buy what you do they buy why you do it and your whole speech was about why you're here everybody can talk about their you know differentiators they can talk about what they sell you talked about why you're here was awesome so congratulations I appreciate that yeah so um so why did you start then you and your colleagues tableau well it's how below really started with a series of breakthrough research innovations that was this seed there are three co-founders of tableau myself dr. crystal T and professor Pat Hanrahan and those two are brilliant inventors and designers and researchers and the real hero of the tableau story and the company formed when they met on entrepreneur and a customer I had spent several years as a data analyst when I first came out of college and I understood the problems making sense of data and so when I encountered the research advancements they had made I saw a vision of the future a much better world that could bring the power of data to a vastly larger number of people yeah and it's really that simple isn't it and and so you gave some fantastic examples them in the way in which penicillin you know was discovered you know happenstance and many many others so those things inspire you to to create this innovation or was it the other way around you've created this innovation and said let's look around and see what others have done well I think the thing that we're really excited about is simply put as making databases and spreadsheets easy for people to use I can talk to someone who knows nothing about business intelligence technology or databases or anything but if I say hey do you have any spreadsheets or data files or databases you you just feel like it could it could get in there and answer some questions and put it all together and see the big picture and maybe find a thing or two everyone not everyone has been in that situation if nothing else with the spreadsheet full of stuff like your readership or the linkage the look the the traffic flow on on the cube website everyone can relate to that idea of geez why can't I just have a google for databases and that's what tableau is doing right right so you've kind of got this it's really not a war it's just two front two vectors you know sometimes I did I did tweet out they have a two-front war yeah what'd you call it the traditional BI business I love how you slow down your kids and you do that and then Excel but the point I made on Twitter in 140 characters was you it will be longer here I'm a little long-winded sometimes on the cube but you've got really entrenched you know bi usage and you've got Excel which is ubiquitous so it sounds easy to compete with those it's not it's really not you have to have a 10x plus value problem solutely talked about that a little bit well I think the most important thing we're doing is we're bringing the power of data and analytics to a much broader population of people so the reason the answer that way is that if you look at these traditional solutions that you described they have names like and these are the product brand names forget who owns them but the product brand names people are used to hearing when it comes to enterprise bi technology our names like Business Objects and Cognos and MicroStrategy and Oracle Oh bi and big heavy complicated develop intensive platforms and surprise surprise they're not in the hands of very many people they're just too complicated and development heavy to use so when we go into the worlds even the world's biggest companies this was a shocker for us even when we go into the world's most sophisticated fortune 500 companies and the most cutting-edge industries with the top-notch people most of the people in their organization aren't using those platforms because of theirs their complication and expense and development pull and so usually what we end up doing is just bringing the power of easy analytics and dashboards and visualization and easy QA with data to people who have nothing other than maybe a spreadsheet on their desk so in that sense it's actually a little easier than it sounds well you know I have to tell you I just have a cio consultancy and back in the day and we used to go in and do application portfolio analysis and we would look at the applications and we always advise the CIOs that the value of an application is a function of its use how much is being adopted and the impact of that use you know productivity of the users right and you'd always find that this is the dss system the decision support system like you said there were maybe 3 to 15 users yeah and an organization of tens of thousands of people yeah if they were very productive so imagine if you can you can permeate the other you know hundreds of thousands of users that are out there do you see that kind of impact that productivity impact as the potential for your marketplace absolutely I you know the person who I think said it best was the CEO of Cisco John Chambers and I'll paraphrase him here but he has this great thing he said which is he said you know if I can get each of the people on my team consulting data say oh I don't know twice per day before making a decision and they do the same thing with their people and their people and so you know that's a million decisions a month you did the math better made than my competition I don't want people waiting around for top top management to consult some data before making a decision I want all of our people all the time Consulting data before making a decision and that's the real the real spirit of this new age of BI for too long it's been in the hands of a high priesthood of people who know how to operate these complicated convoluted enterprise bi systems and the revolution is here people are fed up with it they're taking power into their hands and they're driving their organizations forward with the power of data thanks to the magic of an easy-to-use suite like tableau well it's a perfect storm right because everybody wants to be a data-driven organization absolutely data-driven if you don't have the tools to be able to visualize the data absolutely so Jeff if you want to jump in well Christian so in your keynote you talked for the majority of the keynote about human intuition and the human element talk a little bit about that because when we hear about in the press these days about big data it's oh well the the volume of data will tell you what the answer is you don't need much of the human element talk about why you think the human element is so important to data-driven decision-making and how you incorporate that into your design philosophy when you're building the product and you're you know adding new features how does the human element play in that scenario yeah I mean it's funny dated the data driven moniker is coming these days and we're tableaus a big big believer in the power of data we use our tools internally but of course no one really wants to be data driven if you drive your company completely based on data say hello to the cliff wall you will drive it off a cliff you really want people intelligent domain experts using a combination of act and intuition and instinct to make data informed decisions to make great decisions along the way so although pure mining has some role in the scheme of analytics frankly it's a minor role what we really need to do is make analytic software that as I said yesterday is like a bicycle for our minds this was the great Steve Jobs quote about computers that their best are like bicycles for our mind effortless machines that just make us go so much faster than any other species with no more effort expended right that's the spirit of computers when they're at our best Google Google is effortless to use and makes my brain a thousand times smarter than it is right unfortunately over an analytic software we've never seen software that does tap in business intelligence software there's so much development weight and complexity and expense and slow rollout schedules that were never able to get that augmentation of the brain that can help lead to better decisions so at tableau in terms of design we value our product requirements documents say things like intuition and feel and design and instinct and user experience they're focused on the journey of working with data not just some magic algorithm that's gonna spit out some answer that tells you what to do yeah I mean I've often wondered where that bi business would be that traditional decision support business if it weren't for sarbanes-oxley I mean it gave it a new life right because you had to have a single version of the truth that was mandated by by the government here we had Bruce Boston on yesterday who works over eight for a company that shall not be named but anyway he was talking about okay Bruce in case you're watching we're sticking to our promise but he was talking about intent desire and satisfaction things those are three things intent desire and satisfaction that machines can't do like the point being you just you know it was the old bromide you can't take the humans in the last mile yeah I guess yeah do you see that ever changing no I mean I think you know I I went to a friend a friend of mine I just haven't seen in a while a friend of mine once said he was an he was an artificial intelligence expert had Emilie's PhD in a professorship in AI and once I naively asked him I said so do we have artificial intelligence do we have it or not and we've been talking about for decades like is it here and he said you're asking the wrong question the question is how smart our computers right so I just think we're analytics is going is we want to make our computers smarter and smarter and smarter there'll be no one day we're sudden when we flip a switch over and the computer now makes the decision so in that sense the answer to your question is I keep I see things going is there is it going now but underneath the covers of human human based decision making it are going to be fantastic advancements and the technology to support good decision making to help people do things like feel and and and chase findings and shift perspectives on a problem and actually be creative using data I think there's I think it's gonna be a great decade ahead ahead of us so I think part of the challenge Christian in doing that and making that that that evolution is we've you know in the way I come the economy and and a lot of jobs work over the last century is you know you're you're a cog in a wheel your this is how you do your job you go you do it the same way every day and it's more of that kind of almost assembly line type of thinking and now we're you know we're shifting now we're really the to get ahead in your career you've got to be as good but at an artist you've got to create B you've got to make a difference is the challenge do you see a challenge there in terms of getting people to embrace this new kind of creativity and again how do you as a company and as a you know provider of data visualization technology help change some of those attitudes and make people kind of help people make that shift to more of less of a you know a cog in a larger organization to a creative force inside that organ well mostly I feel like we support what people natively want to do so there are there are some challenges but I mostly see opportunity there in category after category of human activity we're seeing people go from consumers to makers look at publishing from 20 years ago to now self-publishing come a few blogs and Twitter's Network exactly I mean we've gone from consumers to makers everyone's now a maker and we have an ecosystem of ideas that's so positive people naturally want to go that way I mean people's best days on the job are when they feel they're creating something and have that sense of achievement of having had an idea and seeing some progress their hands made on that idea so in a sense we're just fueling the natural human desire to have more participation with data to id8 with data to be more involved with data then they've been able to in the past and again like other industries what we're seeing in this category of technology which is the one I know we're going from this very waterfall cog in a wheel type process is something that's much more agile and collaborative and real-time and so it's hard to be creative and inspired when you're just a cog stuck in a long waterfall development process so it's mostly just opportunity and really we're just fueling the fire that I think is already there yeah you talked about that yesterday in your talk you gave a great FAA example the Mayan writing system example was fantastic so I just really loved that story you in your talk yesterday basically told the audience first of all you have very you know you have clarity of vision you seem to have certainty in your vision of passion for your vision but the same time you said you know sometimes data can be confusing and you're not really certain where it's going don't worry about that it's no it's okay you know I was like all will be answered eventually what but what about uncertainty you know in your minds as the you know chief executive of this organization as a leader in a new industry what things are uncertain to you what are the what are the potential blind spots for you that you worry about do you mean for tableau as a company for people working with data general resource for tableau as a company oh I see well I think there's always you know I got a trip through the spirit of the question but we're growing a company we're going a disruptive technology company and we want to embrace all the tall the technologies that exist around us right we want to help to foster day to day data-driven decision-making in all of its places in forms and it seems to me that virtually every breakthrough technology company has gone through one or two major Journal technology transformations or technology shocks to the industry that they never anticipated when they founded the company okay probably the most recent example is Facebook and mobile I mean even though even though mobile the mobile revolution was well in play when when Facebook was founded it really hadn't taken off and that was a blind Facebook was found in oh seven right and look what happened to them right after and here's that here's new was the company you can get it was founded in oh seven yeah right so most companies I mean look how many companies were sort of shocked by the internet or shocked by the iPod or shocked by the emergence of a tablet right or shocked by the social graph you know I think for us in tableaus journey if this was the spirit of the thought of the question we will have our own shocks happen the first was the tablet I mean when we founded tableau like the rest of the world we never would have anticipated that that a brilliant company would finally come along and crack the tablet opportunity wide open and before in a blink of an eye hundreds of millions of people are walking around with powerful multi-touch graphic devices in their I mean who would have guessed people wouldn't have guessed it no six let alone oh three know what and so luckily that's what that's I mean so this is the good kind of uncertainty we've been able to really rally around that there are our developers love to work on this area and today we have probably the most innovative mobile analytics offering on the market but it's one we never could have anticipated so I think the biggest things in terms of big categories of uncertainty that we'll see going forward are similar shocks like that and our success will be determined by how well we're able to adapt to those so why is it and how is it that you're able to respond so quickly as an organization to some of those tectonic shifts well I think the most important thing is having a really fleet-footed R&D team we have just an exceptional group of developers who we have largely not hired from business technology companies we have something very distributed going a tableau yeah one of the amazing things about R&D key our R&D team is when we decided to build just this amazing high-wattage cutting-edge R&D team and focus them on analytics and data we decided not to hire from other business intelligence companies because we didn't think those companies made great products so we've actually been hiring from places like Google and Facebook and Stanford and MIT and computer gaming companies if you look at the R&D engineers who work on gaming companies in terms of the graphic displays and the response times and the high dimensional data there are actually hundreds of times more sophisticated in their thinking and their engineering then some engineer who was working for an enterprise bi reporting company so this incredible horsepower this unique team of inspired zealots and high wattage engineers we have in our R&D team like Apple that's the key to being able to respond to these disruptive shocks every once in a while and rule and really sees them as an opportunity well they're fun to I mean think of something on the stage yesterday and yeah we're in fucky hats and very comfortable there's never been an R&D team like ours assembled in analytics it's been done in other industries right Google and Facebook famously but in analytics there's never been such an amazing team of engineers and Christian what struck me one of the things that struck me yesterday during your keynote or the second half of the keynote was bringing up the developers and talking about the specific features and functions you're gonna add to the product and hearing the crowd kind of erupt at different different announcements different features that you're adding and it's clear that you're very customer focused at this at tableau of you I mean you're responding to the the needs and the requests of your customers and I that's clearly evident again in the in the passion that these customers have for your for your product for your company how do you know first I'm happy how do you maintain that or how do you get get to that point in the first place where you're so customer focused and as you go forward being a public company now you're gonna get pressure from Wall Street and quarter results and all that that you know that comes with that kind of comes with the territory how do you remain that focused on the customer kind of as your you know you're going to be under a lot of pressure to grow and and you know drive revenue yeah I keep that focus well there's two things we do it's a it's always a challenge to stay really connected to your customers as you get big but it's what we pride ourselves on doing and there's two specific things we do to foster it the first is that we really try to focus the company and we try to make a positive aspect of the culture the idea of impact what is the impact of the work we're having and in fact a great example of how we foster that is we bring our entire support and R&D team to this conference no matter where it is we take we fly I mean in this case we literally flew the entire R&D team and product management team and whatnot across country and the time they get here face to face face to face with customers and hearing the customer stories and the victories and actually seeing the feedback you just described really inspires them it gives them specific ideas literally to go back and start working on but it also just gives them a sense of who comes first in a way that if you don't leave the office and you don't focus on that really doesn't materialize and the way you want it the second thing we do is we are we are big followers of I guess what's called the dog food philosophy of eat your own dog so drink your own champagne and so one of our core company values that tableau is we use our products facility a stated value of the company we use our products and into an every group at tableau in tests in bug regressions in development in sales and marketing and planning and finance and HR every sip marketing marketing is so much data these these every group uses tableau to run our own business and make decisions and what happens Matt what's really nice about a company because you know we're getting close to a thousand people now and so it's keeping the spirit you just described alive is really important it becomes quite challenging vectors leagues for it because when that's one of your values and that's the way the culture has been built every single person in the company is a customer everyone understands the customer's situation and the frustrations and the feature requests and knows how to support them when they meet them and can empathize with them when they're on the phone and is a tester automatically by virtue of using the product so we just try to focus on a few very authentic things to keep our connection with the customer as close as possible I'll say christen your company is a rising star we've been talking all this week of the similarities that we were talking off about the similarities with with ServiceNow just in terms of the passion within the customer base we're tracking companies like workday you know great companies that are that are that are being built new emerging disruptive companies we put you in that in that category and we're very excited for different reasons you know different different business altogether but but there are some similar dynamics that we're watching so as observers it's independent observers what kinds of things do you want us to be focused on watching you over the next 12 18 24 months what should we be paying attention to well I think the most important thing is tableau ultimately is a product company and we view ourselves very early in our product development lifecycle I think people who don't really understand tableau think it's a visualization company or a visualization tool I don't I don't really understand that when you talk about the vision a lot but okay sure we can visualization but there's just something much bigger I mean you asked about people watching the company I think what's important to watch is that as I spoke about makino yesterday tableau believes what is called the business intelligence industry what's called the business analytics technology stack needs to be completely rewritten from scratch that's what we believe to do over it's a do-over it's based on technology from a prior hair prior era of computing there's been very little innovation the R&D investment ratios which you can look up online of the companies in this space are pathetically low and have been for decades and this industry needs a Google it needs an apple it's a Facebook an RD machine that is passionate and driven and is leveraging the most recent advances in computing to deliver products that people actually love using so that people start to enjoy doing analytics and have fun with it and make data-driven driven decision in a very in a very in a way that's just woven into their into their into their enjoyment and work style every every single day so the big series of product releases you're going to see from us over the next five years that's the thing to watch and we unveiled a few of them yesterday but trust me there's a lot more that's you a lot of applause christina is awesome you can see you know the passion that you're putting forth your great vision so congratulations in the progress you've made I know I know you're not done we'll be watching it thanks very much for coming to me I'm really a pleasure thank you all right keep right there everybody we're going wall to wall we got a break coming up next and then we'll be back this afternoon and this is Dave Volante with Jeff Kelly this is the cube we'll be right back