>>Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host. Lisa Martin. We've got two female rock stars here with me next. Stephanie Curry joins us the worldwide head of sales and go to market strategy for AWS at NetApp and Danielle GShock is back one of our QM ISV PSA director at AWS. Looking forward to a great conversation, ladies, about a great topic, Stephanie, let's go ahead and start with you. Give us an overview of your story, how you got into tech and what inspired you. >>Thanks so much, Lisa and Danielle. It's great to be on this show with you. Thank you for that. My name's Stephanie curs. Lisa mentioned I'm the worldwide head of sales for AWS at NetApp and run a global team of sales people that sell all things AWS going back 25 years now, when I first started my career in tech, it was kind of by accident. I'd come from a different background. I have a business background and a technical background from school, but had been in a different career. And I had an opportunity to try something new. I had an ally really that reached out to me and said, Hey, you'd be great for this role. And I thought, I'd take a chance. I was curious. And it, it turned out to be a 25 year career that I'm really, really excited about and, and really thankful for that person for introducing me to the, to the industry >>25 years in counting. I'm sure Danielle, we've talked about your background before. So what I wanna focus on with you is the importance of diversity for high performance. I know what a machine AWS is, and Stephanie, I'll come back to you with the same question, but talk about that, Danielle, from your perspective, that importance for diversity to drive the performance. >>Yeah. I truly believe that, you know, in order to have high performing teams, that you have to have people from all different types of backgrounds and experiences. And we do find that oftentimes being, you know, field facing, if we're not reflecting our customers and connecting with them deeply on, on the levels that they're at, we, we end up missing them. And so for us, it's very important to bring people of lots of different technical backgrounds experiences. And of course, both men, women, and underrepresented minorities, and put that forth to our customers in order to make that connection and to end up with better outcomes. So >>Definitely it's all about outcomes, Stephanie, your perspective and NetApp's perspective on diversity for creating highly performing teams and organizations. >>I really aligned with Danielle on the comment she made. And in addition to that, you know, just from building teams in my career note, we've had three times as many women on my team since we started a year ago and our results are really showing in that as well. We find the teams are stronger, they're more collaborative and to Danielle's point really not only our partners, but our customers themselves. So this really creates connections, which are really, really important to scale our businesses and, and really meet the customer where they're at as well. So huge proponent of that ourselves, and really finding that we have to be intentional in our hiring and intentional in how we attract diversity to our teams. >>So Stephanie let's stay with you. So a three X increase in women on the team in a year, especially the kind of last year that we've had is really incredible. I, I like your, I, your thoughts on there needs to be a, there needs to be focus and, and thought in how teams are hired. Let's talk about attracting and retaining those women now, especially in sales roles, we all know the number, the percentages of women in technical roles, but what are some of the things that, that you do Stephanie, that NetApp does to attract and retain women in those sales roles? >>The, the attracting part's really interesting. And we find that, you know, you, you read the stats and I'd say in my experience, they're also true in the fact that a lot of women would look at a job description and say, I can't do a hundred percent of that. So I'm not even going to apply with the women that we've attracted to our team. We've actually intentionally reached out and targeted those people in a good way to say, Hey, we think you've got what it takes. Some of the feedback I've got from those women are, gosh, I didn't think I could ever get this role. I didn't think I had the skills to do that. And they've been hired and they are doing a phenomenal job. In addition to that, I think a lot of the feedback I've got from these hires are, Hey, it's an aggressive sales is aggressive. Sales is competitive. It's not an environment that I think I can be successful in. And what we show them is bring those softer skills around collaboration, around connection, around building teams. And they do, they do bring a lot of that to the team. Then they see others like them there and they know they can be successful cuz they see others like them on the team. >>The whole concept of we can't be what we can't see, but we can be what we can see is so important. You said a couple things, Stephanie, that really stuck with me. And one of 'em was an, an interview on the cube I was doing, I think a couple weeks ago about women in tech. And the stat that we talked about was that women will apply will not apply for a job unless they meet 100% of the skills and the requirements that it's listed, but men will, if they only meet 60. And I, that just shocked me that I thought, you know, I, I can understand that imposter syndrome is real. It's a huge challenge, but the softer skills, as you mentioned, especially in the last two years, plus the ability to communicate, the ability to collaborate are incredibly important to, to drive that performance of, of any team of any business. >>Absolutely. >>Danielle, talk to me about your perspective in AWS as well for attracting and retaining talent and, and, and particularly in some of those challenging roles like sales that as Stephanie said, can be known as aggressive. >>Yeah, for sure. I mean, my team is focused on the technical aspect of the field and we definitely have an uphill battle for sure. Two things we are focused on first and foremost is looking at early career women and that how we, how can we bring them into this role, whether in they're in support functions, cl like answering the phone for support calls, et cetera, and how, how can we bring them into this organization, which is a bit more strategic, more proactive. And then the other thing that as far as retention goes, you know, sometimes there will be women who they're on a team and there are no other women on that team. And, and for me, it's about building community inside of AWS and being part of, you know, we have women at solution architecture organizations. We have, you know, I just personally connect people as well and feel like, oh, you should meet this person. Oh, you should talk to that person. Because again, sometimes they can't see someone on their team like them and they just need to feel anchored, especially as we've all been, you know, kind of stuck at home during the pandemic, just being able to make those connections with women like them has been super important and just being a long tenure Amazonian, that's definitely one thing I'm able to, to bring to the table as well. >>That's so important and impactful and spreads across organizations in a good way. Daniel let's stick with you. Let's talk about some of the allies that you've had sponsors, mentors that have really made a difference. And I said that in past tense, but I also mean in present tense, who are some of those folks now that really inspire you? >>Yeah. I mean, I definitely would say that one of my mentors and someone who ha has been a sponsor of my career has Matt ion, who is one of our control tower GMs. He has really sponsored my career and definitely been a supporter of mine and pushed me in positive ways, which has been super helpful. And then other of my business partners, you know, Sabina Joseph who's cube alum as well. She definitely has been, was a fabulous partner to work with. And, you know, between the two of us for a period of time, we definitely felt like we could, you know, conquer the world. It's very great to go in with a, with another strong woman, you know, and, and get things done inside of an organization like AWS. >>Absolutely. And know S I've had, I've been agreed here several times. So Stephanie, same question for you. You talked a little bit about your kind of, one of your original early allies in the tech industry, but talk to me about allies sponsors, mentors who have, and continue to make a difference in your life. >>Yeah. And, you know, I think it's a great differentiation as well, right? Because I think that mentors teach us sponsors show us the way and allies make room for us at the table. And that is really key difference. I thinks also as women leaders, we need to make room for others at the table too, and not forget those softer skills that we bring to the table. Some of the things that Danielle mentioned as well about making those connections for others, right. And making room for them at the table. Some of my allies, a lot of them are men. Brian ABI was my first mentor. He actually is in the distribution, was in distribution with advent tech data no longer there, Cory Hutchinson, who's now at Hashi Corp. He's also another ally of mine and remains an ally of mine, even though we're not at the same company any longer. So a lot of these people transcend careers and transcend different positions that I've held as well and make room for us. And I think that's just really critical when we're looking for allies. And when allies are looking for us, >>I love how you described allies, mentors and sponsors Stephanie. And the difference, I didn't understand the difference between a mentor and a sponsor until a couple of years ago. Do you talk with some of those younger females on your team so that when they come into the organization and maybe they're fresh outta college, or maybe they've transitioned into tech so that they can also learn from you and understand the importance and the difference between the allies and the sponsors and the mentors? >>Absolutely. And I think that's really interesting because I do take an extra approach and extra time to really reach out to the women that have joined the team. One, I wanna make sure they stay right. I don't want them feeling, Hey, I'm alone here and I need to, I need to go do something else. And they are located around the world, on my team. They're also different age groups. So early in career, as well as more senior people and really reaching out, making sure they know that I'm there. But also as Danielle had mentioned, connecting them to other people in the community that they can reach out to for those same opportunities and making room for them >>Make room at the table. It's so important. And it can, you never know what a massive difference and impact you can make on someone's life. And I, and I bet there's probably a lot of mentors and sponsors and allies of mine that would be surprised to know the massive influence they've had Danielle back. Let's talk about some of the techniques that you employ that AWS employs to make the work environment, a great place for women to really thrive and, and be retained as Stephanie was saying. Of course that's so important. >>Yeah. I mean, definitely I think that the community building, as well as we have a bit more programmatic mentorship, we're trying to get to the point of having a more programmatic sponsorship as well. But I think just making sure that, you know, both E everything from recruit to onboard to ever boarding that they they're the women who come into the organization, whether it's they're coming in on the software engineering side or the field side or the sales side that they feel as though they have someone working with them to help them drive their career. Those are the key things that were, I think from an organizational perspective are happening across the board. For me personally, when I run my organization, I'm really trying to make sure that people feel that they can to me at any time open door policy, make sure that they're surfacing any times in which they are feeling excluded or anything like that, any challenges, whether it be with a customer, a partner, or with a colleague. And then also of course, just making sure that I'm being a good sponsor to, to people on my team. That is key. You can talk about it, but you have to start with yourself as well. >>That's a great point. You you've got to, to start with yourself and really reflect on that and, and look, am I, am I embodying what it is that I need? And not that I know they need that focused, thoughtful intention on that is so importants, let's talk about some of the techniques that you use that NetApp uses to make the work environment, a great place for those women are marginalized communities to really thrive. >>Yeah. And I appreciate it. And it much like Danielle and much like AWS, we have some of those more structured programs, right around sponsorship and around mentorship, probably some growth there, opportunities for allies, because I think that's more of a newer concept in really an informal structure around the allies, but something that we're growing into at NetApp on my team personally, I think leading by example is really key. And unfortunately, a lot of the life stuff still lands on the women, whether we like it or not, I have a very active husband in our household, but I still carry when it push comes to shove it's on me. And I wanna make sure that my team knows it's okay to take some time and do the things you need to do with your family. I'm I show up as myself authentically and I encourage them to do the same. >>So it's okay to say, Hey, I need to take a personal day. I need to focus on some stuff that's happening in my personal life this week. Now obviously make sure your job' covered, but just allowing some of that softer vulnerability to come into the team as well, so that others, men and women can feel they can do the same thing. And that it's okay to say, I need to balance my life and I need to do some other things alongside. So it's the formal programs, making sure people have awareness on them. I think it's also softly calling people out on biases and saying, Hey, I'm not sure if you know, this landed that way, but I just wanted to make you aware. And usually the feedback is, oh my gosh, I didn't know. And could you coach me on something that I could do better next time? So all of this is driven through our NetApp formal programs, but then it's also how you manifest it on the teams that we're leading. >>Absolutely. And sometimes having that mirror to reflect into can be really eye-opening and, and allow you to, to see things in a completely different light, which is great. You both talked about kind of being what you can see. And, and I know both companies are obsess customer obsessed in a good way. Talk to me a little bit, Danielle, go back over to you about the AWS NetApp partnership. Some of the maybe alignment on, on performance on obviously you guys are very well aligned in terms of that, but also it sounds like you're quite aligned on diversity and inclusion. >>Well, we definitely do. We have the best partnerships with companies in which we have these value alignments. So I think that is a positive thing, of course, but just from a, from a partnership perspective, you know, from my five now plus years of being a part of the APN, this is, you know, one of the most significant years with our launch of FSX for NetApp, with that key key service, which we're making available natively on AWS. I, I can't think of a better Testament to the, to the partnership than that. And that's doing incredibly well and it really resonates with our customers. And of course it started with customers and their need for NetApp. So, you know, that is a reflection, I think, of the success that we're having together. >>And Stephanie talk to about the partnership from your perspective, NetApp, AWS, what you guys are doing together, cultural alignment, but also your alignment on really bringing diversity into drive performance. >>Yeah, I think it's a, a great question. And I have to say it's just been a phenomenal year. Our relationship has started before our first party service with FSX N but definitely just the trajectory between the two companies since the announcement about nine months ago has just taken off to a, a new level. We feel like an extended part of the family. We worked together seamlessly. A lot of the people on my team often say we feel like Amazonians, and we're really part of this transformation at NetApp from being that storage hardware company, into being an ISV and a cloud company. And we could not do this without the partnership with AWS and without the first party service of Fs XM that we've recently released. I think that those joint values that Danielle referred to are critical to our success, starting with customer obsession and always making sure that we are doing the right thing for the customer. >>We coach our team teams all the time on if you are doing the right thing for the customers, you cannot do anything wrong. Just always put the customer at the dis in the center of your decisions. And I think that there is a lot of best practice sharing and collaboration as we go through this change. And I think a lot of it is led by the diverse backgrounds that are on the team, female, male race, and so forth, and just to really have different perspectives and different experiences about how we approach this change. So we definitely feel like we're part of the family. We are absolutely loving working with the AWS team and our team knows that we are the right place, the right time with the right people. >>I love that last question for each of you. And I wanna stick with you Stephanie advice to your younger self, think back 25 years. What advice would you seen what you've accomplished and maybe the, the turns and, and serendipitous route that you've taken along the way, what would you advise your younger Stephanie self? >>I would say keep being curious, right? Keep being curious, keep asking questions. And sometimes when you get a no, it's not a bad thing, it just means not right now and find out why and, and try to get feedback as to why maybe that wasn't the right opportunity for you, but, you know, just go for what you want. Continue to be curious, continue to ask questions and find a support network of people around you that wanna help you because they are there and they are, they wanna see you be successful too. So never be shy about that stuff. >>Absolutely. And I always say failure does not have to be a bad F word. A no can be the beginning of something. Amazing. Danielle, same question for you. Thinking back to when you first started in your career, what advice would you give your younger self? >>Yeah, I think the advice I'd give my younger self would be, don't be afraid to put yourself out there. It's certainly, you know, coming from an engineering background, maybe you wanna stay behind the scenes, not, not do a presentation, not do a public speaking event, those types of things, but back to what the community really needs. This thing, you know, I genuinely now took me a while to realize it, but I realized I needed to put myself out there in order to, you know, allow younger women to see what they could be. So that would be the advice I would give. Don't be afraid to put yourself out there. >>Absolutely. That advice that you both gave are, is so fantastic, so important and so applicable to everybody. Don't be afraid to put yourself out there, ask questions. Don't be afraid of a, no, that it's all gonna happen at some point or many points along the way. That can also be good. So thank you ladies. You inspired me. I appreciate you sharing what AWS and NetApp are doing together to strengthen diversity, to strengthen performance and the advice that you both shared for your younger was brilliant. Thank you. >>Thank you. >>Thank you >>For my guests. I'm Lisa Martin. You're watching the AWS partner showcase. See you next time.

(upbeat music) >> Live from Washington, D.C., it's theCUBE, covering Inforum D.C. 2018, brought to you by Infor. >> Well, back here on theCUBE, we are at Inforum '18. We're in Washington, D.C. here in the Walter Washington Convention Center. Not far from the White House. It's about a mile that way, and Capitol Hill's about a mile that way, I think. I know we're right in here, but I know we are smack dab in the middle of it. Dave Vellante and John Walls and Kevin Curry, who's the SVP of the global public sector at Infor. Good to have you with us. Good to see you, sir. >> Great to be here. Thanks for your time. >> So public sector, you're in the heart of it here, and you were telling us before we went on the air that you've got more than 700 clients here at the show this week? >> We do, we do. It's the best attendance we've had yet for Inforum, and I joined about six and a half years ago. And we built this business pretty much from the ground up. So it's been a great experience, and now we're starting to get a lot of adoption within the government, across the government, from federal to state to locals. >> What's the process been like, especially across those three, because I assume they're all different? You know, local, state, federal, everybody has different pain points and there's different tolerances. >> They do, they do. I mean, there's different micro-verticals within each of those statements. As an example, if you look at local governments, it could be anything from transit agencies to K-12 schools, to public works, to police, to fire. They all have all different requirements. State's the same thing, whether it's Department of Transportation or Department of Health and Human Services. And then when you get the federal side of it, then it's from the intelligence community to Department of Defense, healthcare within Defense, like the VA and DoD and Defense agencies as well. So it's a pretty wide swatch of use cases and business cases that you need to be able to sell to. >> Charles said something interesting in the keynote today. I want to ask you about it. He said, "We made a strategic decision to go to the cloud. "We didn't want to compete with Google "and Amazon and Microsoft for CloudScale. "That didn't make any sense for us." And he said, "When we were an on-prem software vendor, "we weren't managing servers for our customers." Now what struck me there is if you look back at the software company back in the day, they really didn't care about the server, right? It was just sort of infrastructure. It was kind of irrelevant to them. The cloud feels different. It seems like a more strategic relationship with Amazon. You know, we talk about Teresa Carlson and what a force she is in the government. AWS in the GovCloud has been a huge force. They had a giant lead. So have you been able to draft off that or is it just another sort of infrastructure platform? >> No, they're a major strategic partnership there with AWS and NN4. At the company level, and especially for me, with the government, they've made the right investments at the right time, I mean, and they actually have cloud environments that are very specific to different segments of the government and to different geographies. So as an example, in the federal government they have an intelligence cloud called C2S, which we work with them on. There's a very large procurement out right now for the Department of Defense called Jedi, which Amazon's going after, as well as the other larger cloud providers, so we're obviously riding that horse with AWS. And also for local governments, and they've done all of the compliancy for the government, whether it be FedRAMP, whether it be CJIS for those departments that are worried about the justice type of requirements. And as you get outside of the U.S., they're putting clouds and we're a global company as well, putting clouds in all the right places. They have a G-Cloud offering in the U.K. and as we talked about earlier when we sat down, they're opening a cloud in the Middle East right now too, in Bahrain that I think traces on oil over there as we speak. >> Right, right. The first Middle East country to claim cloud first. But it just seems like there's a strategic advantage there. And even with the other cloud suppliers. I mean, you know, Google's got its niche, big niche, you know, Microsoft, with its software state, but it seems like Amazon, they talk about that flywheel effect, brings certain technologies that, you know, when you talk to Soma, you guys have been able to take advantage of. It just feels a lot different than the old traditional server manufacturer. Oh, it's a Unix box and there's no difference between vendor A, B and C. >> Absolutely correct. And for us, we've taken advantage of the tools that Amazon has and obviously, we're doing all the compliancy on our applications and they've got whole the infrastructure piece of it, so the two work very well together. >> And that has allowed you to focus on your knitting, if you will. >> Yes. >> The things that you do best, which is a micro-verticals, suite across the application portfolio, bringing AI to the equation, automation, we heard a lot about robotic process automation, which is probably a hot topic in the government. >> Yes. I mean, Charles famously, he may have had a quote. I'm sure you heard it. It's friends don't let friends build data centers. >> Great quote. >> You know, that's not a business we're in. We're a software company. >> Right. >> So the public sector, obviously a different animal than the private sector. Very different needs, different constituents, you got tax payers, you got all that. When you bring the technology into the public sector, what does that do for it or how does that have to be, I don't know, re-conformed or adapted? And ultimately, what's the payoff, right? What's the return on that investment? >> So it was actually pretty shocking how quickly the government has adopted and moved towards the cloud. Typically, they're laggards. Everything happens in the commercial market and then government's a little bit of a late adopter, right? But we're seeing them very quickly go to the cloud and there's a lot of reasons for that. One being, you have an aging workforce. Okay, so the baby boomers are all retiring so a lot of that intellectual knowledge is going out the door. Two, is there's some economies of scale to be realized by doing that because once you're in the cloud, I mean, it's up to the vendor who's maintaining it to maintain that for you. So, you know, the people behind the scenes, they have to do it. You know, when you upgrade your software to go from one release to the other, it's automatically done for you. I mean, so there's real cost savings to be had, you know, from a care and feeding perspective there as well. Also a lot of the, on the ERP side of the things, a lot of the systems that are out in the marketplace today that governments have bought, like the Oracles or the SAPs, a lot of these systems are at end-of-life and the companies are no longer supporting them. So it's a re-implementation for them. You know, and so now they're looking, okay, if we have to re-implement and we have to look at our new options, we're going to do it in a cloud. >> So when you've been around as long as I have, Kevin, >> Right. >> you've seen the pendulum swing. You don't have to agree so vehemently. (laughing) But from mainframe to client server and so you're back to the cloud, and now with IoT, it seems like the pendulum is swinging back to a distributed environment. So help us understand where IoT fits to the cloud and even your on-prem business. >> Okay, so like I say, cloud is a pretty broad topic, okay? We have multiple applications that would run in that environment. So when I look at IoT, I think of things like our asset management platform. We have a very strong enterprise asset management platform that runs in the cloud or runs on-prem. And if you think about infrastructure as an example, which government has a lot of, okay. Think about the ability to have sensors on different pieces of equipment and being able to read that information. Think about using drone technology, okay, to be able to do physical inspections under bridges, so you're not having people having to climb around underneath there. I mean, so being able to do live feeds of data and be able to streamline the way you do business and have that automatically captured within an application. So yes, that is one area where we see it. I mean, I think you're going to see more and more of robotics and artificial intelligence and all the things come into play. I think you heard a lot about that here and it's here. I mean, they were things we saw in movies before but now the technology's here today. >> Well, the other thing we heard this morning that Charles has always talked a lot about the data. You guys always talked about your data lake. I like to think of it as a data ocean. You think about all the data out of GT Nexus and, you know, your customers that are providing data to inform. The data model starts to really expand and you guys have seemed to really take advantage of that. Talk about the data, the importance of data, the importance of securing data to the government. >> Well, think about that. I mean, there's islands of information that governments have that if they were able to consolidate that data and put some intelligence into it, be able to make business decisions versus, you know, one system sitting over here, one system sitting over here and none of them ever communicating or talking to each other. You know, the ability to, You could do from anything from, just think about crime statistics, okay? The ability to deploy resources where the crime is and then as it moves, be able to further deploy resources. You know, New York, years ago, did things like that with CompStat when they were cleaning up Times Square and so forth. But just think of that as a concept, realtime being able to manage data. >> So you've got, here at the show, we were talking about earlier, 700 and some odd clients, 725. You've got the federal forum for the first time. Why now? And what are you getting out of that or what do you hope to get out of that at the end of the week? >> So the whole executive team and our board of directors have made significant investments in this marketplace because they understand that government is a very large beast, if you will, and there's a lot of opportunity for deployment of our solutions and there's a real need to solve problems for constituents here as well. So they've made very significant investments in things for security like FedRAMP, compliancy. You know, some companies are doing it on some of their solutions. We're doing it across the board on all the products that we take to the government marketplace. So we're invested in it. You've probably heard today, Charles talked about the fact that we're going to have a federal cloud suite, which we are. So that means federal financials, okay? Actually being able to solve all the problems for the federal government and comply to all their needs and all the things that are part of mandated accounting for the federal government. They made all the right investments and human capital management would be another area. If you think about, we've got an application called Talent Science. The ability to hire the right people for the right job and retain those people. Just think about, ICE is a good example. You heard that they have to hire thousands of people to deploy on the borders, right? How do you quickly ramp and hire these right people if you don't have the right tools to do it? >> You were quoted in TIME magazine, Marc Benioff's new publication, about America's crumbling infrastructure. What role do you see technology playing generally and specifically in for software and helping with that problem? >> So we do a lot today around infrastructure. As an example, we have a very strong presence in transit agencies here in the U.S. New York City runs us, amounts to about a trillion dollars worth of assets there. So anything moving in, out or around the city, so subways, buses, trains, tunnels, bridges, Metro-North, Long Island Rail Road. L.A. runs us, San Francisco runs us, Chicago runs us, Dallas runs us and many others. So we're managing all of that infrastructure. So you hear a lot about infrastructure bills coming out of the federal government. And they're right. I mean, a lot of these tunnel, a lot of these bridges and tunnels and even roadways were built back during World War II, right? And they're aged, you know, they are starting to crumble and there's going to be a lot of money spent to do that and when it comes to rebuilding those types of things, there's a lot of assets that are going to need to be managed, you know, to do that. So we think there's a real opportunity for software such as what we bring to the marketplace to help with that process. >> How about talent retention? I mean, obviously, as administrations come and go, you know, people move, but there's been a lot of brain drain. I mean, take the Patent Office, people in commercial industry stealing some of the best and brightest out of government. Can software play a role in helping better retain, train, you know, evolve growth paths and careers? >> Yes. I guess, in a couple different ways. I mean, number one, I think the applications of today versus the applications of yesterday have changed so much. I mean, you look at, you know, the applications you have on your mobile phone. The ability to have that look and feel, I mean, our kids today are going to go into the workforce and they won't settle for anything less. They're going to want to have that look and feel. They're going to want to have those intuitive type of applications that help them do their job. And that's the kind of offering we're bringing to the marketplace. Then from just actually bringing the right people and we have an application called Talent Science, as an example, where actually there's multiple different areas of your personality that it can determine and map it back to your top performers in your company. And determine the right people for the right job where they'll fit into that environment and then they would thrive hopefully. And it should increase retention on the staff. In government, we've actually sold it to Department of Health and Human Services for hiring case workers. Okay? Or to police departments for hiring of law enforcement. So there's a real opportunity to take those types of applications and do some pretty creative things. >> What's, I hate to say, the pain side of it. But dealing with the government obviously contracts is an issue, right? And a challenge sometimes maybe for you. I'm curious, in a quickly evolving space such as yours, how do you help them keep up with you and their regulatory oversight and whatever mandated restrictions they have? All those things, you know, that come with government. It just doesn't square up with what you do. >> It is, it's a very, again, to your point, it's a different, it's a different industry with different requirements. And everything here is very open and above board. It's open procurements. Everything is competitively bid. There are contractual vehicles that you competitively bid for that'll allow you to be able to do business a lot easier in the future. I mean, in the feds you have things like the GSA 70 Schedule. U.K., you have something called the G-Cloud contract. A lot of states have vehicles where you can bid for it, so all states and local can buy off of those contracts without having to go to a competitive offering. So there's ways that the business can get done without having to go through a lot. >> Every hoop and every, yeah, right. >> The major pain process. But then there's also competitive RFPs, which, you know, well, they'll put a bid out, it'll be very detailed. You have to answer 3,000 requirements. And then after that you'll end up going into an orals and a demo process and, you know, nine months later, they're going to pick a winner. (laughs lightly) Then you go through, but then you have to go through a very painful contract negotiation process. >> That's the process I was talking about. (laughing) Exactly what I was talking about, right. >> Right. >> Yeah, yeah. Well, Kevin, thanks for being with us. We appreciate the time. >> It's my pleasure. >> And it sounds impressive, right, with the turnout you had, so I'm sure you're very, very pleased with the response you've had here on the show for so far. >> I am and I thank you for your time and >> You bet. >> have a good show. >> Look forward to seeing you down the road. Alright, sir, thank you. Back with more here live on theCUBE. We're at Inforum '18 and we are in Washington, D.C. >> I'm quite sure they got me pinned up back here, but I can't-- (upbeat music)

Upbeat music plays >> Voice Over: TheCUBE presents Ignite 22, brought to you by Palo Alto Networks. >> Good morning everyone. Welcome to theCUBE. Lisa Martin here with Dave Vellante. We are live at Palo Alto Networks Ignite. This is the 10th annual Ignite. There's about 3,000 people here, excited to really see where this powerhouse organization is taking security. Dave, it's great to be here. Our first time covering Ignite. People are ready to be back. They.. and security is top. It's a board level conversation. >> It is the other Ignite, I like to call it cuz of course there's another big company has a conference name Ignite, so I'm really excited to be here. Palo Alto Networks, a company we've covered for a number of years, as we just wrote in our recent breaking analysis, we've called them the gold standard but it's not just our opinion, we've backed it up with data. The company's on track. We think to do close to 7 billion in revenue by 2023. That's double it's 2020 revenue. You can measure it with execution, market cap M and A prowess. I'm super excited to have the CEO here. >> We have the CEO here, Nikesh Arora joins us from Palo Alto Networks. Nikesh, great to have you on theCube. Thank you for joining us. >> Well thank you very much for having me Lisa and Dave >> Lisa: It was great to see your keynote this morning. You said that, you know fundamentally security is a data problem. Well these days every company has to be a data company. Grocery stores, gas stations, car dealers. How is Palo Alto networks making customers, these data companies, more secure? >> Well Lisa, you know, (coughs) I've only done cybersecurity for about four, four and a half years so when I came to the industry I was amazed to see how security is so reactive as opposed to proactive. We should be able to stop bad threats, right? as they're happening. But I think a lot of threats get through because we don't have the right infrastructure and the right tooling and right products in there. So I think we've been working hard for the last four and a half years to turn it around so we can have consistent data flow across an enterprise and then mine that data for threats and anomalous behavior and try and protect our customers. >> You know the problem, I wrote this, this weekend, the problem in cybersecurity is well understood, you put up that Optiv graph and it's like 8,000 companies >> Yes >> and I think you mentioned your keynote on average, you know 30 to 40 tools, maybe 50, at least 20, >> Yes. >> from the folks that I talked to. So, okay, great, but actually solving that problem is not trivial. To be a consolidator, I mean, everybody wants to consolidate tools. So in your three to four years and security as you well know, it's, you can't fake security. It's a really, really challenging topic. So when you joined Palo Alto Networks and you heard that strategy, I know you guys have been thinking about this for some time, what did you see as the challenges to actually executing on that and how is it that you've been able to sort of get through that knot hole. >> So Dave, you know, it's interesting if you look at the history of cybersecurity, I call them the flavor of the decade, a flare, you know a new threat vector gets created, very large market gets created, a solution comes through, people flock, you get four or five companies will chase that opportunity, and then they become leaders in that space whether it's firewalls or endpoints or identity. And then people stick to their swim lane. The problem is that's a very product centric approach to security. It's not a customer-centric approach. The customer wants a more secure enterprise. They don't want to solve 20 different solutions.. problems with 20 different point solutions. But that's kind of how the industry's grown up, and it's been impossible for a large security company in one category, to actually have a substantive presence in the next category. Now what we've been able to do in the last four and a half years is, you know, from our firewall base we had resources, we had intellectual capability from a security perspective and we had cash. So we used that to pay off our technical debt. We acquired a bunch of companies, we created capability. In the last three years, four years we've created three incremental businesses which are all on track to hit a billion dollars the next 12 to 18 months. >> Yeah, so it's interesting on Twitter last night we had a little conversation about acquirers and who was a good, who was not so good. It was, there was Oracle, they came up actually very high, they'd done pretty, pretty good Job, VMware was on the list, IBM, Cisco, ServiceNow. And if you look at IBM and Cisco's strategy, they tend to be very services heavy, >> Mm >> right? How is it that you have been able to, you mentioned get rid of your technical debt, you invested in that. I wonder if you could, was it the, the Cloud, even though a lot of the Cloud was your own Cloud, was that a difference in terms of your ability to integrate? Because so many companies have tried it in the past. Oracle I think has done a good job, but it took 'em 10 to 12 years, you know, to, to get there. What was the sort of secret sauce? Is it culture, is it just great engineering? >> Dave it's a.. thank you for that. I think, look, it's, it's a mix of everything. First and foremost, you know, there are certain categories we didn't play in so there was nothing to integrate. We built a capability in a category in automation. We didn't have a product, we acquired a company. It's a net new capability in instant response. We didn't have a capability. It was net new capability. So there was, there was, other than integrating culturally and into the organization into our core to market processes there was no technical integration needed. Most of our technical integration was needed in our Cloud platform, which we bought five or six companies, we integrated then we just bought one recently called cyber security as well, which is going to get integrated in the Cloud platform. >> Dave: Yeah. >> And the thing is like, the Cloud platform is net new in the industry. We.. nobody's created a Cloud security platform yet, so we're working hard to create it because we don't want to replicate the mistakes of the past, that were made in enterprise security, in Cloud security. So it's a combination of cultural integration it's a combination of technical integration. The two things we do differently I think, than most people in the industry is look, we have no pride of, you know of innovations. Like, if somebody else has done it, we respect it and we'll acquire it, but we always want to acquire number one or number two in their category. I don't want number three or four. There's three or four for a reason and there still leaves one or two out there to compete with. So we've always acquired one or two, one. And the second thing, which is as important is most of these companies are in the early stage of development. So it's very important for the founding team to be around. So we spend a lot of time making sure they stick around. We actually make our people work for them. My principle is, listen, if they beat us in the open market with all our resources and our people, then they deserve to run this as opposed to us. So most of our new product categories are run by founders of companies required. >> So a little bit of Jack Welch, a little bit of Franks Lubens is a, you know always deference to the founders. But go ahead Lisa. >> Speaking of cultural transformation, you were mentioning your keynote this morning, there's been a significant workforce transformation at Palo Alto Networks. >> Yeah >> Talk a little bit about that, cause that's a big challenge, for many organizations to achieve. Sounds like you've done it pretty well. >> Well you know, my old boss, Eric Schmidt, used to say, 'revenue solves all known problems'. Which kind of, you know, it is a part joking, part true, but you know as Dave mentioned, we've doubled or two and a half time the revenues in the last four and a half years. That allows you to grow, that allows you to increase headcount. So we've gone from four and a half thousand people to 14,000 people. Good news is that's 9,500 people are net new to the company. So you can hire a whole new set of people who have new skills, new capabilities and there's some attrition four and a half thousand, some part of that turns over in four and a half years, so we effectively have 80% net new people, and the people we have, who are there from before, are amazing because they've built a phenomenal firewall business. So it's kind of been right sized across the board. It's very hard to do this if you're not growing. So you got to focus on growing. >> Dave: It's like winning in sports. So speaking of firewalls, I got to ask you does self-driving cars need brakes? So if I got a shout out to my friend Zeus Cararvela so like that's his line about why you need firewalls, right? >> Nikesh: Yes. >> I mean you mentioned it in your keynote today. You said it's the number one question that you get. >> and I don't get it why P industry observers don't go back and say that's, this is ridiculous. The network traffic is doubling or tripling. (clears throat) In fact, I gave an interesting example. We shut down our data centers, as I said, we are all on Google Cloud and Amazon Cloud and then, you know our internal team comes in, we'd want a bigger firewall. I'm like, why do you want a bigger firewall? We shut down our data centers as well. The traffic coming in and out of our campus is doubled. We need a bigger firewall. So you still need a firewall even if you're in the Cloud. >> So I'm going to come back to >> Nikesh: (coughs) >> the M and A strategy. My question is, can you be both best of breed and develop a comprehensive suite number.. part one and part one A of that is do you even have to, because generally sweets win out over best of breed. But what, how do you, how do you respond? >> Well, you know, this is this age old debate and people get trapped in that, I think in my mind, and let me try and expand the analogy which I tried to do up in my keynote. You know, let's assume that Oracle, Microsoft, Dynamics and Salesforce did not exist, okay? And you were running a large company of 50,000 people and your job was to manage the customer process which easier to understand than security. And I said, okay, guess what? I have a quoting system and a lead system but the lead system doesn't talk to my coding system. So I get leads, but I don't know who those customers. And I write codes for a whole new set of customers and I have a customer database. Then when they come as purchase orders, I have a new database with all the customers who've bought something from me, and then when I go get them licensing I have a new database and when I go have customer support, I have a fifth database and there are customers in all five databases. You'll say Nikesh you're crazy, you should have one customer database, otherwise you're never going to be able to make this work. But security is the same problem. >> Dave: Mm I should.. I need consistency in data from suit to nuts. If it's in Cloud, if you're writing code, I need to understand the security flaws before they go into deployment, before they go into production. We for somehow ridiculously have bought security like IT. Now the difference between IT and security is, IT is required to talk to each other, so a Dell server and HP server work very similarly but a Palo Alto firewall and a Checkpoint firewall Fortnight firewall work formally differently. And then how that transitions into endpoints is a whole different ball game. So you need consistency in data, as Lisa was saying earlier, it's a data problem. You need consistency as you traverse to the enterprise. And that's why that's the number one need. Now, when you say best of breed, (coughs) best of breed, if it's fine, if it's a specific problem that you're trying to solve. But if you're trying to make sure that's the data flow that happens, you need both best of breed, you know, technology that stops things and need integration on data. So what we are trying to do is we're trying to give people best to breed solutions in the categories they want because otherwise they won't buy us. But we're also trying to make sure we stitch the data. >> But that definition of best of breed is a little bit of nuance than different in security is what I'm hearing because that consistency >> Nikesh: (coughs) Yes, >> across products. What about across Cloud? You mentioned Google and Amazon. >> Yeah so that's great question. >> Dave: Are you building the security super Cloud, I call it, above the Cloud? >> It's, it's not, it's, less so a super Cloud, It's more like Switzerland and I used to work at Google for 10 years, not a secret. And we used to sell advertising and we decided to go into pub into display ads or publishing, right. Now we had no publishing platform so we had to be good at everybody else's publishing platform >> Dave: Mm >> but we never were able to search ads for everybody else because we only focus on our own platform. So part of it is when the Cloud guys they're busy solving security for their Cloud. Google is not doing anything about Amazon Cloud or Microsoft Cloud, Microsoft's Azure, right? AWS is not doing anything about Google Cloud or Azure. So what we do is we don't have a Cloud. Our job in providing Cloud securities, be Switzerland make sure it works consistently across every Cloud. Now if you try to replicate what we offer Prisma Cloud, by using AWS, Azure and GCP, you'd have to first of all, have three panes of glass for all three of them. But even within them they have four panes of glass for the capabilities we offer. So you could end up with 12 different interfaces to manage a development process, we give you one. Now you tell me which is better. >> Dave: Sounds like a super Cloud to me Lisa (laughing) >> He's big on super Cloud >> Uber Cloud, there you >> Hey I like that, Uber Cloud. Well, so I want to understand Nikesh, what's realistic. You mentioned in your keynote Dave, brought it up that the average organization has 30 to 50 tools, security tools. >> Nikesh: Yes, yes >> On their network. What is realistic for from a consolidation perspective where Palo Alto can come in and say, let me make this consistent and simple for you. >> Well, I'll give you your own example, right? (clears throat) We're probably sub 10 substantively, right? There may be small things here and there we do. But on a substantive protecting the enterprise perspective you be should be down to eight or 10 vendors, and that is not perfect but it's a lot better than 50, >> Lisa: Right? >> because don't forget 50 tools means you have to have capability to understand what those 50 tools are doing. You have to have the capability to upgrade them on a constant basis, learn about their new capabilities. And I just can't imagine why customers have two sets of firewalls right. Now you got to learn both the files on how to deploy both them. That's silly because that's why we need 7 million more people. You need people to understand, so all these tools, who work for companies. If you had less tools, we need less people. >> Do you think, you know I wrote about this as well, that the security industry is anomalous and that the leader has, you know, single digit, low single digit >> Yes >> market shares. Do you think that you can change that? >> Well, you know, when I started that was exactly the observation I had Dave, which you highlighted in your article. We were the largest by revenue, by small margin. And we were one and half percent of the industry. Now we're closer to three, three to four percent and we're still at, you know, like you said, going to be around $7 billion. So I see a path for us to double from here and then double from there, and hopefully as we keep doubling and some point in time, you know, I'd like to get to double digits to start with. >> One of the things that I think has to happen is this has to grow dramatically, the ecosystem. I wonder if you could talk about the ecosystem and your strategy there. >> Well, you know, it's a matter of perspective. I think we have to get more penetrated in our largest customers. So we have, you know, 1800 of the top 2000 customers in the world are Palo Alto customers. But we're not fully penetrated with all our capabilities and the same customers set, so yes the ecosystem needs to grow, but the pandemic has taught us the ecosystem can grow wherever they are without having to come to Vegas. Which I don't think is a bad thing to be honest. So the ecosystem is growing. You are seeing new players come to the ecosystem. Five years ago you didn't see a lot of systems integrators and security. You didn't see security offshoots of telecom companies. You didn't see the Optivs, the WWTs, the (indistinct) of the world (coughs) make a concerted shift towards consolidation or services and all that is happening >> Dave: Mm >> as we speak today in the audience you will find people from Google, Amazon Microsoft are sitting in the audience. People from telecom companies are sitting in the audience. These people weren't there five years ago. So you are seeing >> Dave: Mm >> the ecosystem's adapting. They're, they want to be front and center of solving the customer's problem around security and they want to consolidate capability, they need. They don't want to go work with a hundred vendors because you know, it's like, it's hard. >> And the global system integrators are key. I always say they like to eat at the trough and there's a lot of money in security. >> Yes. >> Dave: (laughs) >> Well speaking of the ecosystem, you had Thomas Curry and Google Cloud CEO in your fireside chat in the keynote. Talk a little bit about how Google Cloud plus Palo Alto Networks, the Zero Trust Partnership and what it's enable customers to achieve. >> Lisa, that's a great question. (clears his throat) Thank you for bringing it up. Look, you know the, one of the most fundamental shifts that is happening is obviously the shift to the Cloud. Now when that shift fully, sort of, takes shape you will realize if your network has changed and you're delivering everything to the Cloud you need to go figure out how to bring the traffic to the Cloud. You don't have to bring it back to your data center you can bring it straight to the Cloud. So in that context, you know we use Google Cloud and Amazon Cloud, to be able to carry our traffic. We're going from a product company to a services company in addition, right? Cuz when we go from firewalls to SASE we're not carrying your traffic. When we carry our traffic, we need to make sure we have underlying capability which is world class. We think GCP and AWS and Azure run some of the biggest and best networks in the world. So our partnership with Google is such that we use their public Cloud, we sit on top of their Cloud, they give us increased enhanced functionality so that our customers SASE traffic gets delivered in priority anywhere in the world. They give us tooling to make sure that there's high reliability. So you know, we partner, they have Beyond Corp which is their version of Zero Trust which allows you to take unmanaged devices with browsers. We have SASE, which allows you to have managed devices. So the combination gives our collective customers the ability for Zero Trust. >> Do you feel like there has to be more collaboration within the ecosystem, the security, you know, landscape even amongst competitors? I mean I think about Google acquires Mandiant. You guys have Unit 42. Should and will, like, Wendy Whitmore and maybe they already are, Kevin Mandia talk more and share more data. If security's a data problem is all this data >> Nikesh: Yeah look I think the industry shares threat data, both in private organizations as well as public and private context, so that's not a problem. You know the challenge with too much collaboration in security is you never know. Like you know, the moment you start sharing your stuff at third parties, you go out of Secure Zone. >> Lisa: Mm >> Our biggest challenge is, you know, I can't trust a third party competitor partner product. I have to treat it with as much suspicion as anything else out there because the only way I can deliver Zero Trust is to not trust anything. So collaboration in Zero Trust are a bit of odds with each other. >> Sounds like another problem you can solve >> (laughs) >> Nikesh last question for you. >> Yes >> Favorite customer or example that you think really articulates the value of what Palo Alto was delivering? >> Look you know, it's a great question, Lisa. I had this seminal conversation with a customer and I explained all those things we were talking about and the customer said to me, great, okay so what do I need to do? I said, fun, you got to trust me because you know, we are on a journey, because in the past, customers have had to take the onus on themselves of integrating everything because they weren't sure a small startup will be independent, be bought by another cybersecurity company or a large cybersecurity company won't get gobbled up and split into pieces by private equity because every one of the cybersecurity companies have had a shelf life. So you know, our aspiration is to be the evergreen cybersecurity company. We will always be around and we will always tackle innovation and be on the front line. So the customer understood what we're doing. Over the last three years we've been working on a transformation journey with them. We're trying to bring them, or we have brought them along the path of Zero Trust and we're trying to work with them to deliver this notion of reducing their meantime to remediate from days to minutes. Now that's an outcome based approach that's a partnership based approach and we'd like, love to have more and more customers of that kind. I think we weren't ready to be honest as a company four and a half years ago, but I think today we're ready. Hence my keynote was called The Perfect Storm. I think we're at the right time in the industry with the right capabilities and the right ecosystem to be able to deliver what the industry needs. >> The perfect storm, partners, customers, investors, employees. Nikesh, it's been such a pleasure having you on theCUBE. Thank you for coming to talk to Dave and me right after your keynote. We appreciate that and we look forward to two days of great coverage from your executives, your customers, and your partners. Thank you. >> Well, thank you for having me, Lisa and Dave and thank you >> Dave: Pleasure >> for what you guys do for our industry. >> Our pleasure. For Nikesh Arora and Dave Vellante, I'm Lisa Martin, you're watching theCUBE live at MGM Grand Hotel in Las Vegas, Palo Alto Ignite 22. Stick around Dave and I will be joined by our next guest in just a minute. (cheerful music plays out)

>>Good afternoon, everyone. And welcome back to the VMware Explorer. 2022 live from San Francisco. Lisa Martin, here with Dave. Valante good to be sitting next to you, sir. >>Yeah. Yeah. The big set >>And we're very excited to be welcoming buck. One of our esteemed alumni Sanja poin joins us, the CEO and president of cohesive. Nice to see >>You. Thank you, Lisa. Thank you, Dave. It's great to meet with you all the time and the new sort of setting here, but first >>Time, first time we've been in west, is that right? We've been in north. We've been in south. We've been in Las Vegas, right. But west, >>I mean, it's also good to be back with live shows with absolutely, you know, after sort of the two or three or hiatus. And it was a hard time for the whole world, but I'm kind of driving a little bit of adrenaline just being here with people. So >>You've also got some adrenaline, sorry, Dave. Yeah, you're good because you are new in the role at cohesive. You wrote a great blog that you are identified. The four reasons I came to cohesive. Tell the audience, just give 'em a little bit of a teaser about that. >>Yeah, I think you should all read it. You can Google and, and Google find that article. I talked about the people Mohi is a fantastic founder. You know, he was the, you know, the architect of the Google file system. And you know, one of the senior Google executives was on my board. Bill Corrin said one of the smartest engineers. He was the true father of hyperconverge infrastructure. A lot of the code of Nutanix. He wrote, I consider him really the father of that technology, which brought computer storage. And when he took that same idea of bringing compute to secondary storage, which is really what made the scale out architect unique. And we were at your super cloud event talking about that, Dave. Yeah. Right. So it's a people I really got to respect his smarts, his integrity and the genius, what he is done. I think the customer base, I called a couple of customers. One of them, a fortune 100 customer. I, I can't tell you who it was, but a very important customer. I've known him. He said, I haven't seen tech like this since VMware, 20 years ago, Amazon 10 years ago and now Ko. So that's special league. We're winning very much in the enterprise and that type of segment, the partners, you know, we have HPE, Cisco as investors. Amazon's an investors. So, you know, and then finally the opportunity, I think this whole area of data management and data security now with threats, like ransomware big opportunity. >>Okay. So when you were number two at VMware, you would come on and say, we'd love all our partners and of course, okay. So you know, a little bit about how to work with, with VMware. So, so when you now think about the partnership between cohesive and VMware, what are the things that you're gonna stress to your constituents on the VMware side to convince them that Hey, partnering with cohesive is gonna gonna drive more value for customers, you know, put your thumb on the scale a little bit. You know, you gotta, you gotta unfair advantage somewhat, but you should use it. So what's the narrative gonna be like? >>Yeah, I think listen with VMware and Amazon, that probably their top two partners, Dave, you know, like one of the first calls I made was to Raghu and he knew about this decision before. That's the level of trust I have in him. I even called Michael Dell, you know, before I made the decision, there's a little bit of overlap with Dell, but it's really small compared to the overlap, the potential with Dell hardware that we could compliment. And then I called four CEOs. I was, as I was making this decision, Andy Jassey at Amazon, he was formerly AWS CEO sat Nadela at Microsoft Thomas cor at Google and Arvin Christian, IBM to say, I'm thinking about this making decision. They are many of the mentors and friends to me. So I believe in an ecosystem. And you know, even Chuck Robbins, who the CEO of Cisco is an investor, I texted him and said, Hey, finally, we can be friends. >>It was harder to us to be friends with Cisco, given the overlap of NSX. So I have a big tent towards everybody in our ecosystem with VMware. I think the simple answer is there's no overlap okay. With, with the kind of the primary storage capabilities with VSAN. And by the same thing with Nutanix, we will be friends and, and extend that to be the best data protection solution. But given also what we could do with security, I think this is gonna go a lot further. And then it's all about meet the field. We have common partners. I think, you know, sort of the narrative I talked about in that blog is just like snowflake was replacing Terada and ServiceNow replace remedy and CrowdStrike, replacing Symantec, we're replacing legacy vendors. We are viewed as the modern solution cloud optimized for private and public cloud. We can help you and make VMware and vs a and VCF very relevant to that part of the data management and data security continuum, which I think could end VMware. And by the way, the same thing into the public cloud. So most of the places where we're being successful is clearly withs, but increasingly there's this discussion also about playing into the cloud. So I think both with VMware and Amazon, and of course the other partners in the hyperscaler service, storage, networking place and security, we have some big plans. >>How, how much do you see this? How do you see this multi-cloud narrative that we're hearing here from, from VMware evolving? How much of an opportunity is it? How are customers, you know, we heard about cloud chaos yesterday at the keynote, are customers, do they, do they admit that there's cloud chaos? Some probably do some probably don't how much of an opportunity is that for cohesive, >>It's tremendous opportunity. And I think that's why you need a Switzerland type player in this space to be successful. And you know, and you can't explicitly rule out the fact that the big guys get into this space, but I think it's, if you're gonna back up office 365 or what they call now, Microsoft 365 into AWS or Google workspace into Azure or Salesforce into one of those clouds, you need a Switzerland player. It's gonna be hard. And in many cases, if you're gonna back up data or you protect that data into AWS banks need a second copy of that either on premise or Azure. So it's very hard, even if they have their own native data protection for them to be dual cloud. So I think a multi-cloud story and the fact that there's at least three big vendors of cloud in, in the us, you know, one in China, if include Alibaba creates a Switzerland opportunity for us, that could be fairly big. >>And I think, you know, what we have to do is make sure while we'll be optimized, our preferred cloud is AWS. Our control plane runs there. We can't take an all in AWS stack with the control plane and the data planes at AWS to Walmart. So what I've explained to both Microsoft and AWS is that data plane will need to be multi-cloud. So I can go to an, a Walmart and say, I can back up your data into Azure if you choose to, but the control plane's still gonna be an AWS, same thing with Google. Maybe they have another account. That's very Google centric. So that's how we're gonna believe the, the control plane will be in AWS. We'll optimize it there, but the data plane will be multicloud. >>Yeah. And that's what Mo had explained at Supercloud. You know, and I talked to him, he really helped me hone in on the deployment models. Yes. Where, where, where the cohesive deployment model is instantiating that technology stack into each cloud region and each cloud, which gives you latency advantages and other advantages >>And single code based same platform. >>And then bringing it, tying it together with a unified, you know, interface. That was he, he was, he was key. In fact, I, I wrote about it recently and, and gave him and the other 29 >>Quite a bit in that session, he went deep with you. I >>Mean, with Mohi, when you get a guy who developed a Google file system, you know, who can technically say, okay, this is technically correct or no, Dave, your way off be. So I that's why I had to >>Go. I, I thought you did a great job in that interview because you probed him pretty deep. And I'm glad we could do that together with him next time. Well, maybe do that together here too, but it was really helpful. He's the, he's the, he's the key reason I'm here. >>So you say data management is ripe for disrupt disruption. Talk about that. You talked about this Switzerland effect. That sounds to me like a massive differentiator for cohesive. Why is data management right for disruption and why is cohesive the right partner to do it? >>Yeah, I think, listen, everyone in this sort of data protection backup from years ago have been saying the S Switzerland argument 18 years ago, I was a at Veras an executive there. We used the Switzerland argument, but what's changed is the cloud. And what's changed as a threat vector in security. That's, what's changed. And in that the proposition of a, a Switzerland player has just become more magnified because you didn't have a sales force or Workday service now then, but now you do, you didn't have multi-cloud. You had hardware vendors, you know, Dell, HPE sun at the time. IBM, it's now Lenovo. So that heterogeneity of, of on-premise service, storage, networking, HyperCloud, and, and the apps world has gotten more and more diverse. And I think you really need scale out architectures. Every one of the legacy players were not built with scale out architectures. >>If you take that fundamental notion of bringing compute to storage, you could almost paralyze. Imagine you could paralyze backup recovery and bring so much scale and speed that, and that's what Mo invented. So he took that idea of how he had invented and built Nutanix and applied that to secondary storage. So now everything gets faster and cheaper at scale. And that's a disruptive technology ally. What snowflake did to ator? I mean, the advantage of snowflake is when you took that same concept data, warehousing is not a new concept it's existed from since Ralph Kimball and bill Inman and the people who are fathers of data warehousing, they took that to Webscale. And in that came a disruptive force toter data, right on snowflake. And then of course now data bricks and big query, similar things. So we're doing the same thing. We just have to showcase the customers, which we do. And when large customers see that they're replacing the legacy solutions, I have a lot of respect for legacy solutions, but at some point in time of a solution was invented in 1995 or 2000, 2005. It's right. For change. >>So you use snowflake as an example, Frank SL doesn't like when I say playbook, cuz I says, Dave, I'm a situational CEO, no playbook, but there are patterns here. And one of the things he did is to your point go after, you know, Terra data with a better data warehouse, simplify scale, et cetera. And now he's, he's a constructing a Tam expansion strategy, same way he did at ServiceNow. And I see you guys following a similar pattern. Okay. You get your foot in the door. Let's face it. I mean, a lot of this started with, you know, just straight back. Okay, great. Now it's extending into data management now extending to multi-cloud that's like concentric circles in a Tam expansion strategy. How, how do you, as, as a CEO, that's part of your job is Tam expansion. >>So yeah, I think the way to think about the Tam is, I mean, people say it's 20, 30 billion, but let me tell you how you can piece it apart in size, Dave and Lisa number one, I estimate there's probably about 10 to 20 exabytes of data managed by these legacy players of on-prem stores that they back up to. Okay. So you add them all up in the market shares that they respectively are. And by the way, at the peak, the biggest of these companies got to 2 billion and then shrunk. That was Verto when I was there in 2004, 2 billion, every one of them is small and they stopped growing. You look at the IDC charts. Many of them are shrinking. We are the fastest growing in the last two years, but I estimate there's about 20 exabytes of data that collectively among the legacy players, that's either gonna stay on prem or move to the cloud. Okay. So the opportunity as they replace one of those legacy tools with us is first off to manage that 20 X by cheaper, faster with the Webscale glass offer the cloud guys, we could tip that into the cloud. Okay. >>But you can't stop there. >>Okay. No, we are not doing just backup recovery. We have a platform that can do files. We can do test dev analytics and now security. Okay. That data is potentially at a risk, not so much in the past, but for ransomware, right? How do we classify that? How do we govern that data? How do we run potential? You know, the same way you did antivirus some kind of XDR algorithms on the data to potentially not just catch the recovery process, which is after fact, but maybe the predictive act of before to know, Hey, there's somebody loitering around this data. So if I'm basically managing in the exabytes of data and I can proactively tell you what, this is, one CIO described this very simply to me a few weeks ago that I, and she said, I have 3000 applications, okay. I wanna be prepared for a black Swan event, except it's not a nine 11 planes getting the, the buildings. >>It is an extortion event. And I want to know when that happens, which of my 3000 apps I recover within one hour within one day within one week, no later than one month. Okay. And I don't wanna pay the bad guys at penny. That's what we do. So that's security discussions. We didn't have that discussion in 2004 when I was at another company, because we were talking about flood floods and earthquakes as a disaster recovery. Now you have a lot more security opportunity to be able to describe that. And that's a boardroom discussion. She needs to have that >>Digital risk. O O okay, go ahead please. I >>Was just gonna say, ransomware attack happens every what? One, every 11, 9, 11 seconds. >>And the dollar amount are going up, you know, dollar are going up. Yep. >>And, and when you pay the ransom, you don't always get your data back. So you that's not. >>And listen, there's always an ethical component. Should you do it or not do it? If you, if you don't do it and you're threatened, they may have left an Easter egg there. Listen, I, I feel very fortunate that I've been doing a lot in security, right? I mean, I built the business at, at, at VMware. We got it to over a billion I'm on the board of sneak. I've been doing security and then at SAP ran. So I know a lot about security. So what we do in security and the ecosystem that supports us in security, we will have a very carefully crafted stay tuned. Next three weeks months, you'll see us really rolling out a very kind of disciplined aspect, but we're not gonna pivot this company and become a cyber security company. Some others in our space have done that. I think that's not who we are. We are a data management and a data security company. We're not just a pure security company. We're doing both. And we do it well, intelligently, thoughtfully security is gonna be built into our platform, not voted on. Okay. And there'll be certain security things that we do organically. There's gonna be a lot that we do through partnerships, this >>Security market that's coming to you. You don't have to go claim that you're now a security vendor, right? The market very naturally saying, wow, a comprehensive security strategy has to incorporate a data protection strategy and a recovery, you know, and the things that we've talking about Mount ransomware, I want to ask you, you I've been around a long time, longer than you actually Sanjay. So, but you you've, you've seen a lot. You look, >>Thank you. That's all good. Oh, >>Shucks. So the market, I've never seen a market like this, right? I okay. After the.com crash, we said, and I know you can't talk about IPO. That's not what I'm talking about, but everything was bad after that. Right. 2008, 2000, everything was bad. I've never seen a market. That's half full, half empty, you know, snowflake beats and raises the stock, goes through the roof. Dev if it, if the area announced today, Mongo, DB, beat and Ray, that things getting crushed and, and after market never seen anything like this. It's so fed, driven and, and hard to protect. And, and of course, I know it's a marathon, you know, it's not a sprint, but have you ever seen anything like this? >>Listen, I walk worked through 18 quarters as COO of VMware. You've seen where I've seen public quarters there and you know, was very fortunate. Thanks to the team. I don't think I missed my numbers in 18 quarters except maybe once close. But we, it was, it's tough. Being a public company of the company is tough. I did that also at SAP. So the journey from 10 to 20 billion at SAP, the journey from six to 12 at VMware, that I was able to be fortunate. It's humbling because you, you really, you know, we used to have this, we do the earnings call and then we kind of ask ourselves, what, what do you think the stock price was gonna be a day and a half later? And we'd all take bets as to where this, I think you just basically, as a, as a sea level executive, you try to build a culture of beaten, raise, beaten, raise, beaten, raise, and you wanna set expectations in a way that you're not setting them up for failure. >>And you know, it's you, there's, Dave's a wonderful CEO as is Frank Salman. So it's hard for me to dissect. And sometimes the market are fickle on some small piece of it. But I think also the, when I, I encourage people say, take the long term view. When you take the long term view, you're not bothered about the ups and downs. If you're building a great company over the length of time, now it will be very clear over the arc of many, many quarters that you're business is trouble. If you're starting to see a decay in growth. And like, for example, when you start to see a growth, start to decay significantly by five, 10 percentage points, okay, there's something macro going on at this company. And that's what you won't avoid. But these, you know, ups and downs, my view is like, if you've got both Mongo D and snowflake are fantastic companies, they're CEOs of people I respect. They've actually kind of an, a, you know, advisor to us as a company, you knows moat very well. So we respect him, respect Frank, and you, there have been other quarters where Frank's, you know, the Snowflake's had a down result after that. So you build a long term and they are on the right side of history, snowflake, and both of them in terms of being a modern cloud relevant in the case of MongoDB, open source, two data technology, that's, you know, winning, I, I, we would like to be like them one day >>As, as the new CEO of cohesive, what are you most ask? What are you most anxious about and what are you most excited about? >>I think, listen, you know, you know, everything starts with the employee. You, I always believe I wrote my first memo to all employees. There was an article in Harvard business review called service profit chains that had a seminal impact on my leadership, which is when they studied companies who had been consistently profitable over a long period of time. They found that not just did those companies serve their customers well, but behind happy engaged customers were happy, engaged employees. So I always believe you start with the employee and you ensure that they're engaged, not just recruiting new employees. You know, I put on a tweet today, we're hiring reps and engineers. That's okay. But retaining. So I wanna start with ensuring that everybody, sometimes we have to make some unfortunate decisions with employees. We've, we've got a part company with, but if we can keep the best and brightest retained first, then of course, you know, recruiting machine, I'm trying to recruit the best and brightest to this company, people all over the place. >>I want to get them here. It's been, so I mean, heartwarming to come Tom world and just see people from all walks, kind of giving me hugs. I feel incredibly blessed. And then, you know, after employees, it's customers and partners, I feel like the tech is in really good hands. I don't have to worry about that. Cuz Mo it's in charge. He's got this thing. I can go to bed knowing that he's gonna keep innovating the future. Maybe in some of the companies I've worried about the tech innovation piece, but most doing a great job there. I can kind of leave that in his cap of hands, but employees, customers, partners, that's kind of what I'm focused on. None of them are for me, like a keep up at night, but there are are opportunities, right? And sometimes there's somebody you're trying to salvage to make sure or somebody you're trying to convince to join. >>But you know, customers, I love pursuing customers. I love the win. I hate to lose. So fortune 1000 global, 2000 companies, small companies, big companies, I wanna win every one of them. And it's not, it's not like, I mean, I know all these CEOs in my competitors. I texted him the day I joined and said, listen, I'll compete, honorably, whatever have you, but it's like Kobe and LeBron Kobe's passed away now. So maybe it's Steph Curry. LeBron, whoever your favorite athlete is you put your best on the court and you win. And that's how I am. That's nothing I've known no other gear than to put my best on the court and win, but do it honorably. It should not be the one that you're doing it. Unethically. You're doing it personally. You're not calling people's names. You're competing honorably. And when you win the team celebrates, it's not a victory for me. It's a victory for the team. >>I always think I'm glad that you brought up the employee experience and we're almost out of time, but I always think the employee experience and the customer experience are inextricably linked. This employees have to be empowered. They have to have the data that they need to do their job so that they can deliver to the customer. You can't do one without the other. >>That's so true. I mean, I, it's my belief. And I've talked also on this show and others about servant leadership. You know, one of my favorite poems is Brenda Naor. I went to bed in life. I dreamt that life was joy. I woke up and realized life was service. I acted in service was joy. So when you have a leadership model, which is it's about, I mean, there's lots of layers between me and the individual contributor, but I really care about that sales rep and the engineer. That's the leaf level of the organization. What can I get obstacle outta their way? I love skipping levels of going right. That sales rep let's go and crack this deal. You know? So you have that mindset. Yeah. I mean, you, you empower, you invert the pyramid and you realize the power is at the leaf level of an organization. >>So that's what I'm trying to do. It's a little easier to do it with 2000 people than I dunno, either 20, 20, 2000 people or 35,000 reported me at VMware. And I mean a similar number at SAP, which was even bigger, but you can shape this. Now we are, we're not a startup anymore. We're a midsize company. We'll see. Maybe along the way, there's an IP on the path. We'll wait for that. When it comes, it's a milestone. It's not the destination. So we do that and we are, we, I told people we are gonna build this green company. Cohesive is gonna be a great company like VMware one day, like Amazon. And there's always a day of early beginnings, but we have to work harder. This is kind of like the, you know, eight year old version of your kid, as opposed to the 18 year old version of the kid. And you gotta work a little harder. So I love it. Yeah. >>Good luck. Awesome. Thank you. Best of luck. Congratulations. On the role, it sounds like there's a tremendous amount of adrenaline, a momentum carrying you forward Sanjay. We always appreciate having you. Thank >>You for having in your show. >>Thank you. Our pleasure, Lisa. Thank you for Sanja poin and Dave ante. I'm Lisa Martin. You're watching the cube live from VMware Explorer, 2022, stick around our next guest. Join us momentarily.

>>Good afternoon, everyone. And welcome back to the Cube's day two coverage of VMware Explorer, 2022 live from San Francisco. Lisa Martin, here with Dave. Valante good to be sitting next to you, sir. >>Yeah, the big >>Set and we're very excited to be welcoming back. One of our esteemed alumni Sanja poin joins us, the CEO and president of cohesive. Nice to see >>You. Thank you, Lisa. Thank you, Dave. It's great to meet with you all the time and the new sort of setting here, but >>First time we've been in west, is that right? We've been in north. We've been in south. We've been in Las Vegas, right. But west >>Nice. Well, I mean, it's also good to be back with live shows with absolutely, you know, after sort of the two or three or high. And it was a hard time for the whole world, but I'm kind of driving a little bit of adrenaline just being here with people. So >>You've also got some adrenaline, sorry, Dave. Yeah, you're good because you are new in the role at cohesive. You wrote a great blog that you are identified. The four reasons I came to cohesive. Tell the audience, just give 'em a little bit of a teaser about that. >>Yeah, I think you should all read it. You can Google and, and Google find that article. I talked about the people Mohi is a fantastic founder. You know, he was the, you know, the architect of the Google file system. And you know, one of the senior Google executives who was on my board, bill Corrin said one of the smartest engineers. He was the true father of hyperconverge infrastructure. A lot of the code of Nutanix. He wrote, I consider him really the father of that technology, which brought computer storage. And when he took that same idea of bringing compute to secondary storage, which is really what made the scale out architect unique. And we were at your super cloud event talking about that, Dave. Yeah. Right. So it's a people I really got to respect his smarts, his integrity and the genius, what he is done. >>I think the customer base, I called a couple of customers. One of them, a fortune 100 customer. I, I can't tell you who it was, but a very important customer. I've known him. He said, I haven't seen tech like this since VMware, 20 years ago, Amazon 10 years ago. And now COER so that's special league. We're winning very much in the enterprise and that type of segment, the partners, you know, we have HPE, Cisco as investors, Amazon's an investors. So, you know, and then finally the opportunity, I think this whole area of data management and data security now with threats, like ransomware big opportunity. >>Sure. Okay. So when you were number two at VMware, you would come on and say, we'd love all our partners and of course, okay. So you know, a little bit about how to work with, with VMware. So, so when you now think about the partnership between cohesive and VMware, what are the things that you're gonna stress to your constituents on the VMware side to convince them that Hey, partnering with cohesive is gonna gonna drive more value for customers, you know, put your thumb on the scale a little bit. You know, you gotta, you gotta unfair advantage somewhat, but you should use it. So what's the narrative gonna be like? >>Yeah. I think listen with VMware and Amazon, that probably their top two partners, Dave, you know, like one of the first calls I made was to Raghu and he knew about this decision before. That's the level of trust I have in him. I even called Michael Dell, you know, before I made the decision, there's a little bit of an overlap with Dell, but it's really small compared to the overlap, the potential with Dell hardware that we could compliment. And then I called four CEOs. I was, as I was making this decision, Andy Jassy at Amazon, he was formerly AWS CEO sat Nadela at Microsoft Thomas cor at Google and Arvin Christian at IBM to say, I'm thinking about this making decision. They are many of the mentors and friends to me. So I believe in an ecosystem. And you know, even Chuck Robbins, who the CEO of Cisco is an investor, I texted him and said, Hey, finally, we can be friends. >>It was harder to us to be friends with Cisco, given the overlap of NEX. So I have a big tent towards everybody in our ecosystem with VMware. I think the simple answer is there's no overlap okay. With, with the kind of the primary storage capabilities with VSAN. And by the same thing with Nutanix, we will be friends and, and extend that to be the best data protection solution. But given also what we could do with security, I think this is gonna go a lot further. And then it's all about meet in the field. We have common partners. I think, you know, sort of the narrative I talked about in that blog is just like snowflake was replacing Terada and ServiceNow replace remedy and CrowdStrike, replacing Symantec, we're replacing legacy vendors. We are viewed as the modern solution cloud optimized for private and public cloud. We can help you and make VMware and VSAN and VCF very relevant to that part of the data management and data security continuum, which I think could enhance VMware. And by the way, the same thing into the public cloud. So most of the places where we're being successful is clearly withs, but increasingly there's this discussion also about playing into the cloud. So I think both with VMware and Amazon, and of course the other partners in the hyperscaler service, storage, networking place and security, we have some big plans. >>How, how much do you see this? How do you see this multi-cloud narrative that we're hearing here from, from VMware evolving? How much of an opportunity is it? How are customers, you know, we heard about cloud chaos yesterday at the keynote, are customers, do they, do they admit that there's cloud chaos? Some probably do some probably don't how much of an opportunity is that for cohesive, >>It's tremendous opportunity. And I think that's why you need a Switzerland type player in this space to be successful. And you know, and you can't explicitly rule out the fact that the big guys get into this space, but I think it's, if you're gonna back up office 365 or what they call now, Microsoft 365 into AWS or Google workspace into Azure or Salesforce into one of those clouds, you need a Switzerland player it's gonna be out. And in many cases, if you're gonna back up data or you protect that data into AWS banks need a second copy of that either on premise or Azure. So it's very hard, even if they have their own native data protection for them to be dual cloud. So I think a multi-cloud story and the fact that there's at least three big vendors of cloud in, in the us, you know, one in China, if include Alibaba creates a Switzerland opportunity for us, that could be fairly big. >>And I think, you know, what we have to do is make sure while we'll be optimized, our preferred cloud is AWS. Our control plane runs there. We can't take an all in AWS stack with the control plane and the data planes at AWS to Walmart. So what I've explained to both Microsoft and AWS is that data plane will need to be multicloud. So I can go to an a Walmart and say, I can back up your data into Azure if you choose to, but the control, plane's still gonna be an AWS, same thing with Google. Maybe they have another account. That's very Google centric. So that's how we're gonna play the, the control plane will be in AWS. We'll optimize it there, but the data plane will be multi-cloud. >>Yeah. And that's what Mo had explained at Supercloud. You know, and I talked to, he really helped me hone in on the deployment models. Yes. Where, where, where the cohesive deployment model is instantiating that technology stack into each cloud region and each cloud, which gives you latency advantages and other advantages >>And single code based same platform, >>And then bringing it, tying it together with a unified, you know, interface. That was he, he was, he was key. In fact, I, I wrote about it recently and, and gave him and the other 20, >>Quite a bit in that session. Yeah. So he went deep with you. I >>Mean, with Mohi, when you get a guy who developed a Google file system, you know, who can technically say, okay, this is technically correct or no, Dave, your way off be so I that's why I had to >>Go. I, I thought you did a great job in that interview because you probed him pretty deep and I'm glad we could do that together with him next time. Well, maybe do that together here too, but it was really helpful. He's the, he's the, he's the key reason I'm here. >>So you say data management is ripe for disrupt disruption. Talk about that. You talked about this Switzerland effect. That sounds to me like a massive differentiator for cohesive. Why is data management right. For disruption and why is cohesive the right partner to do it? >>Yeah, I think, listen, everyone in this sort of data protection backup from years ago have been saying the S Switzerland argument 18 years ago, I was a at Veras an executive there. We used the Switzerland argument, but what's changed is the cloud. And what's changed as a threat vector in security. That's, what's changed. And in that the proposition of a, a Switzerland player has just become more magnified because you didn't have a sales force or Workday service now then, but now you do, you didn't have multi-cloud. You had hardware vendors, you know, Dell, HPE sun at the time. IBM, it's now Lenovo. So that heterogeneity of, of on-premise service, storage, networking, HyperCloud, and, and the apps world has gotten more and more diverse. And I think you really need scale out architectures. Every one of the legacy players were not built with scale out architectures. >>If you take that fundamental notion of bringing compute to storage, you could almost paralyze. Imagine you could paralyze backup recovery and bring so much scale and speed that, and that's what Mo invented. So he took that idea of how he had invented and built Nutanix and applied that to secondary storage. So now everything gets faster and cheaper at scale. And that's a disruptive technology ally. What snowflake did to ator? I mean, the advantage of snowflake is when you took that same concept data, warehousing is not a new concept it's existed from since Ralph Kimble and bill Inman and the people who are fathers of data warehousing, they took that to Webscale. And in that came a disruptive force toter data, right? And snowflake. And then of course now data bricks and big query, similar things. So we're doing the same thing. We just have to showcase the customers, which we do. And when large customers see that they're replacing the legacy solutions, I have a lot of respect for legacy solutions, but at some point in time of a solution was invented in 1995 or 2000, 2005. It's right. For change. >>So you use snowflake as an example, Frank sluman doesn't like when I say playbook, cuz I says, Dave, I'm a situational. See you no playbook, but there are patterns here. And one of the things he did is to your point go after, you know, Terra data with a better data warehouse, simplify scale, et cetera. And now he's, he's a constructing a Tam expansion strategy, same way he did at ServiceNow. And I, you guys following a similar pattern. Okay. You get your foot in the door. Let's face it. I mean, a lot of this started with, you know, just straight back. Okay, great. Now it's extending into data management now extending to multi-cloud that's like concentric circles in a Tam expansion strategy. How, how do as, as a CEO, that's part of your job is Tam expansion. >>So yeah, I think the way to think about the Tam is, I mean, people say it's 20, 30 billion, but let me tell you how you can piece it apart in size, Dave and Lisa number one, I estimate there's probably about 10 to 20 exabytes of data managed by these legacy players of on-prem stores that they back up to. Okay. So you add them all up in the market shares that they respectively are. And by the way, at the peak, the biggest of these companies got to 2 billion and then shrunk. That was Verto when I was there in 2004, 2 billion, every one of them is small and they stopped growing. You look at the IDC charts. Many of them are shrinking. We are the fastest growing in the last two years, but I estimate there's about 20 exabytes of data that collectively among the legacy players, that's either gonna stay on prem or move to the cloud. Okay. So the opportunity as they replace one of those legacy tools with us is first off to manage that 20 X bike cheaper, faster with the Webscale, a glass or for the cloud guys, we could tip that into the cloud. Okay. >>But you can't stop there. >>Okay. No, we are not doing just back recovery. Right. We have a platform that can do files. We can do test dev analytics and now security. Okay. That data is potentially at a risk, not so much in the past, but for ransomware, right? How do we classify that? How do we govern that data? How do we run potential? You know, the same way you did antivirus some kind of XDR algorithms on the data to potentially not just catch the recovery process, which is after fact, but maybe the predictive act of before to know, Hey, there's somebody loitering around this data. So if I'm basically managing in the exabytes of data and I can proactively tell you what, this is, one CIO described this very simply to me a few weeks ago that I, and she said, I have 3000 applications, okay. I wanna be prepared for a black Swan event, except it's not a nine 11 planes hitting the, the buildings. >>It is an extortion event. And I want to know when that happens, which of my 3000 apps I recover within one hour within one day within one week, no lay than one month. Okay. And I don't wanna pay the bad guys of penny. That's what we do. So that's security discussions. We didn't have that discussion in 2004 when I was at another company, because we were talking about flood floods and earthquakes as a disaster recovery. Now you have a lot more security opportunity to be able to describe that. And that's a boardroom discussion. She needs to have that >>Digital risk. O O okay, go ahead please. I >>Was just gonna say, ransomware attack happens every what? One, every 11, 9, 11 seconds. >>And the dollar amount are going up, you know, dollar of what? >>Yep. And, and when you pay the ransom, you don't always get your data back. So you that's >>Not. And listen, there's always an ethical component. Should you do it or not do it? If you, if you don't do it and you're threatened, they may have left an Easter egg there. Listen, I, I feel very fortunate that I've been doing a lot in security, right? I mean, I built the business at, at, at VMware. We got it to over a billion I'm on the board of sneak. I've been doing security and then at SAP ran. So I know a lot about security. So what we do in security and the ecosystem that supports us in security, we will have a very carefully crafted stay tuned. Next three weeks months, you'll see us really rolling out a very kind of disciplined aspect, but we're not gonna pivot this company and become a cyber security company. Some others in our space have done that. I think that's not who we are. We are a data management and a data security company. We're not just a pure security company. We're doing both. And we do it well, intelligently, thoughtfully security is gonna be built into our platform, not bolted on, okay. And there'll be certain security things that we do organically. There's gonna be a lot that we do through partnerships, >>This security market that's coming to you. You don't have to go claim that you're now a security vendor, right? The market very naturally saying, wow, a comprehensive security strategy has to incorporate a data protection strategy and a recovery, you know, and the things we've talking about, Mount ransomware, I want to ask you, you know, I've been around a long time, longer than you actually Sanjay. So, but you you've, you've seen a lot. You look incredibly, >>Thank you. That's all good. Oh, >>Shocks. So the market, I've never seen a market like this, right? I okay. After the.com crash, we said, and I know you can't talk about IPO. That's not what I'm talking about, but everything was bad after that. Right. 2008, 2000, everything was bad. I've never seen a market. That's half full, half empty, you know, snowflake beats and raises the stock, goes through the roof. Dev if it, the area announced today, Mongo, DB, beat and Ray, that things getting crushed. And, and after market never seen anything like this. It's so fed, driven and, and hard to protect. And, and of course, I know it's a marathon, you know, it's not a sprint, but have you ever seen anything like this? >>Listen, I walk worked through 18 quarters as COO of VMware. You seen, I've seen public quarters there and you know, was very fortunate. Thanks to the team. I don't think I missed my numbers in 18 quarters except maybe once close. But we, it was, it's tough. Being a public company. Officer of the company is tough. I did that also at SAP. So the journey from 10 to 20 billion at SAP, the journey from six to 12 at VMware, that I was able to be fortunate. It's humbling because you, you really, you know, we used to have this, we do the earnings call and then we kind of ask ourselves, what, what do you think the stock price was gonna be a day and a half later? And we'd all take bets as to wear this. I think you just basically, as a, as a sea level executive, you try to build a culture of beaten, raise, beaten, raise, beaten, raise, and you wanna set expectations in a way that you're not setting them up for failure. >>And you know, it's you, there's, Dave's a wonderful CEO as is Frank movement. So it's hard for me to dissect. And sometimes the market are fickle on some small piece of it. But I think also the, when I, I encourage people say, take the long term view. When you take the long term view, you're not bothered about the ups and downs. If you're building a great company over the length of time, now it will be very clear over the arc of many, many quarters that you're business is trouble. If you're starting to see a decay in growth. And like, for example, when you start to see a growth, start to decay significantly by five, 10 percentage points, okay, there's something macro going on at this company. And that's what you won't avoid. But these, you know, ups and downs, my view is like, if you've got both Mongo, DIA and snowflake are fantastic companies, they're CEOs of people I respect. They've actually a kind of an, a, you know, advisor to us as a company, you knows mot very well. So we respect him, respect Frank, and you, there have been other quarters where Frank's, you know, the snowflakes had a down result after that. So you build a long term and they are on the right side of history, snowflake, and both of them in terms of being a modern cloud relevant in the case of MongoDB open source to data technology, that's, you know, winning, I, we would like to be like them one day >>As, as the new CEO of cohesive, what are you most, what are you most anxious about? And what are you most excited about? >>I think, listen, you know, you know, everything starts with the employee. You, I always believe I wrote my first memo to all employees. There was an article in Harvard business review called service profit chains that had a seminal impact on my leadership, which is when they studied companies who had been consistently profitable over a long period of time. They found that not just did those companies serve their customers well, but behind happy engaged customers were happy, engaged employees. So I always believe you start with the employee and you ensure that they're engaged, not just recruiting new employees. You know, I put on a tweet today, we're hiring reps and engineers. That's okay. But retaining. So I wanna start with ensuring that everybody, sometimes we have to make some unfortunate decisions with employees. We've, we've got a part company with, but if we can keep the best and brightest retained first, then of course, you know, recruiting machine, I'm trying to recruit the best and brightest to this company, people all over the place. >>I want to get them here. It's been, so I mean, heartwarming to come to world and just see people from all walks, kind of giving me hugs. I feel incredibly blessed. And then, you know, after employees, it's customers and partners, I feel like the tech is in really good hands. I don't have to worry about that. Cuz Mo it's in charge. He's got this thing. I can go to bed knowing that he's gonna keep innovating the future. Maybe in some of the companies, I would worried about the tech innovation piece, but most doing a great job there. I can kind of leave that in his cap of hands, but employees, customers, partners, that's kind of what I'm focused on. None of them are for me, like a keep up at night, but they're are opportunities, right? And sometimes there's somebody you're trying to salvage to make sure or somebody you're trying to convince to join. >>But you know, customers, I love pursuing customers. I love the win. I hate to lose. So fortune 1000 global, 2000 companies, small companies, big companies, I wanna win every one of 'em and it's not, it's not like, I mean, I know all these CEOs in my competitors. I texted him the day I joined and said, listen, I'll compete, honorably, whatever have you, but it's like Kobe and LeBron Kobe's passed away now. So maybe it's step Curry. LeBron, whoever your favorite athlete is you put your best on the court and you win. And that's how I am. That's nothing I've known no other gear than to put my best on the court and win, but do it honorably. It should not be the one that you're doing it. Unethically. You're doing it personally. You're not calling people's names. You're competing honorably. And when you win the team celebrates, it's not a victory for me, it's a victory for the team. >>I always think I'm glad that you brought out the employee experience and we're almost out of time, but I always think the employee experience and the customer experience are inextricably linked. This employees have to be empowered. They have to have the data that they need to do their job so that they can deliver to the customer. You can't do one without the other. >>That's so true. I mean, I, it's my belief. And I've talked also on this show and others about servant leadership. You know, one of my favorite poems is Brenda NA Tago. I went to bed in life. I dreamt that life was joy. I woke up and realized life was service. I acted in service was joy. So when you have a leadership model, which is it's about, I mean, there's lots of layers between me and the individual contributor, but I really care about that sales rep and the engineer. That's the leaf level of the organization. What can I get obstacle outta their way? I love skipping levels and going write that sales rep let's go and crack this deal. You know? So you have that mindset. Yeah. I mean, you, you empower, you invert the pyramid and you realize the power is at the leaf level of an organization. >>So that's what I'm trying to do. It's a little easier to do it with 2000 people than I dunno, either 20, 20, 2000 people or 35,000 reported me at VMware. And I mean a similar number at SAP, which was even bigger, but you can shape this. Now we are, we're not a startup anymore. We're a mid-size company. We'll see. Maybe along the way, there's an IP on the path. We'll wait for that. When it comes, it's a milestone. It's not the destination. So we do that and we are, we, I told people we are gonna build this green company. Cohesive is gonna be a great company like VMware one day, like Amazon. And there's always a day of early beginnings, but we have to work harder. This is kind of like the, you know, eight year old version of your kid, as opposed to the 18 year old version of the kid. And you gotta work a little harder. So I love it. Yeah. >>Good luck. Awesome. Thank you too. Best of luck. Congratulations on the role, it sounds like there's a tremendous amount of adrenaline, a momentum carrying you forward Sanja. We always appreciate having thank >>You for having in your show. >>Thank you. Our pleasure, Lisa. Thank you for Sanjay poin and Dave ante. I'm Lisa Martin. You're watching the cube live from VMware Explorer, 2022, stick around our next guest. Join us momentarily.

>>Hey, everyone. Welcome to the AWS partner, showcase women in tech. I'm Lisa Martin from the cube. And today we're gonna be looking into the exciting evolution of women in the tech industry. I'm going to be joined by Danielle GShock, the ISP PSA director at AWS. And we have the privilege of speaking with some wicked smart women from Teradata NetApp. JFI a 10th revolution group, company and honeycomb.io. We're gonna look at some of the challenges and biases that women face in the tech industry, especially in leadership roles. We're also gonna be exploring how are these tech companies addressing diversity, equity and inclusion across their organizations? How can we get more young girls into stem earlier in their careers? So many questions. So let's go ahead and get started. This is the AWS partner showcase women in tech. Hey, everyone. Welcome to the AWS partner showcase. This is season one, episode three. And I'm your host, Lisa Martin. I've got two great guests here with me to talk about women in tech. Hillary Ashton joins us the chief product officer at Terry data. And Danielle Greshaw is back with us, the ISV PSA director at AWS ladies. It's great to have you on the program talking through such an important topic, Hillary, let's go ahead and start with you. Give us a little bit of an intro into you, your background, and a little bit about Teradata. >>Yeah, absolutely. So I'm Hillary Ashton. I head up the products organization. So that's our engineering product management office of the CTO team. Um, at Teradata I've been with Terra data for just about three years and really have spent the last several decades. If I can say that in the data and analytics space, um, I spent time, uh, really focused on the value of, of analytics at scale, and I'm super excited to be here at Teradata. I'm also a mom of two teenage boys. And so as we talk about women in tech, I think there's, um, uh, lots of different dimensions and angles of that. Um, at Teradata, we are partnered very deeply with AWS and happy to talk a little bit more about that, um, throughout this discussion as well. >>Excellent. A busy mom of two teen boys. My goodness. I don't know how you do it. Let's now look, Atter data's views of diversity, equity and inclusion. It's a, the, it's a topic that's important to everyone, but give us a snapshot into some of the initiatives that Terra data has there. >>Yeah, I have to say, I am super proud to be working at Teradata. We have gone through, uh, a series of transformations, but I think it starts with culture and we are deeply committed to diversity, equity and inclusion. It's really more than just a statement here. It's just how we live our lives. Um, and we use, uh, data to back that up. Um, in fact, we were named one of the world's most ethical companies for the 13th year in a row. Um, and all of our executive leadership team has taken an oath around D E and I that's available on LinkedIn as well. So, um, in fact, our leadership team reporting into the CEO is just about 50 50, um, men and women, which is the first time I've worked in a company where that has been the case. And I think as individuals, we can probably appreciate what a huge difference that makes in terms of not just being a representative, but truly being on a, on a diverse and equitable, uh, team. And I think it really, uh, improves the behaviors that we can bring, um, to our office. >>There's so much value in that. It's I impressive to see about a 50 50 at the leadership level. That's not something that we see very often. Tell me how you, Hillary, how did you get into tech? Were you an engineering person by computer science, or did you have more of a zigzaggy path to where you are now? >>I'm gonna pick door number two and say more zigzaggy. Um, I started off thinking, um, that I started off as a political science major or a government major. Um, and I was probably destined to go into, um, the law field, but actually took a summer course at Harvard. I did not go to Harvard, but I took a summer course there and learned a lot about multimedia and some programming. And that really set me on a trajectory of how, um, data and analytics can truly provide value and, and outcomes to our customers. Um, and I have been living that life ever since. Um, I graduated from college, so, um, I was very excited and privileged in my early career to, uh, work in a company where I found after my first year that I was managing, um, uh, kids, people who had graduated from Harvard business school and from MIT Sloan school. Um, and that was super crazy, cuz I did not go to either of those schools, but I sort of have always had a natural knack for how do you take technology and, and the really cool things that technology can do, but because I'm not a programmer by training, I'm really focused on the value that I'm able to help, um, organizations really extract value, um, from the technology that we can create, which I think is fantastic. >>I think there's so much value in having a zigzag path into tech. You bring Danielle, you and I have talked about this many times you bring such breadth and such a wide perspective. That really is such a value. Add to teams. Danielle, talk to us from AWS's perspective about what can be done to encourage more young women to get and under and underrepresented groups as well, to get into stem and stay. >>Yeah, and this is definitely a challenge as we're trying to grow our organization and kind of shift the numbers. And the reality is, especially with the more senior folks in our organization, unless you bring folks with a zigzag path, the likelihood is you won't be able to change the numbers that you have. Um, but for me, it's really been about, uh, looking at that, uh, the folks who are just graduating college, maybe in other roles where they are adjacent to technology and to try to spark their interest and show that yes, they can do it because oftentimes it's really about believing in themselves and, and realizing that we need folks with all sorts of different perspectives to kind of come in, to be able to help really, um, provide both products and services and solutions for all types of people inside of technology, which requires all sorts of perspectives. >>Yeah, the diverse perspectives. There's so much value and there's a lot of data that demonstrates how much value revenue impact organizations can make by having diversity, especially at the leadership level. Hillary, let's go back to you. We talked about your career path. You talked about some of the importance of the focus on de and I at Tarana, but what are, what do you think can be done to encourage, to sorry, to recruit more young women and under groups into tech, any, any carrot there that you think are really important that we need to be dangling more of? >>Yeah, absolutely. And I'll build on what Danielle just said. I think the, um, bringing in diverse understandings, um, of, of customer outcomes, I mean, I, the we've really moved from technology for technology's sake and I know AWS and entirety to have had a lot of conversations on how do we drive customer outcomes that are differentiated in the market and really being customer centric and technology is wonderful. You can do wonderful things with it. You can do not so wonderful things with it as well, but unless you're really focused on the outcomes and what customers are seeking, um, technology is not hugely valuable. And so I think bringing in people who understand, um, voice of customer who understand those outcomes, and those are not necessarily the, the, the folks who are PhD in mathematics or statistics, um, those can be people who understand a day in the life of a data scientist or a day in the life of a citizen data scientist. And so really working to bridge the high impact technology with the practical kind of usability, usefulness of data and analytics in our cases, I think is something that we need more of in tech and sort of demystifying tech and freeing technology so that everybody can use it and having a really wide range of people who understand not just the bits and bites and, and how to program, but also the value in outcomes that technology through data and analytics can drive. >>Yeah. You know, we often talk about the hard skills, but this, their soft skills are equally, if not more important that even just being curious, being willing to ask questions, being not afraid to be vulnerable, being able to show those sides of your personality. I think those are important for, for young women and underrepresented groups to understand that those are just as important as some of the harder technical skills that can be taught. >>That's right. >>What do you think about from a bias perspective, Hillary, what have you seen in the tech industry and how do you think we can leverage culture as you talked about to help dial down some of the biases that are going on? >>Yeah. I mean, I think first of all, and, and there's some interesting data out there that says that 90% of the population, which includes a lot of women have some inherent bias in their day, day behaviors when it comes to to women in particular. But I'm sure that that is true across all kinds of, of, um, diverse and underrepresented folks in, in the world. And so I think acknowledging that we have bias and actually really learning how, what that can look like, how that can show up. We might be sitting here and thinking, oh, of course I don't have any bias. And then you realize that, um, as you, as you learn more about, um, different types of bias, that actually you do need to kind of, um, account for that and change behaviors. And so I think learning is sort of a fundamental, um, uh, grounding for all of us to really know what bias looks like, know how it shows up in each of us. >>Um, if we're leaders know how it shows up in our teams and make sure that we are constantly getting better, we're, we're not gonna be perfect anytime soon. But I think being on a path to improvement to overcoming bias, um, is really, is really critical. And part of that is really starting the dialogue, having the conversations, holding ourselves and each other accountable, um, when things aren't going in, in a, in a Coptic way and being able to talk openly about that, that felt, um, like maybe there was some bias in that interaction and how do we, um, how do we make good on that? How do we change our, our behavior? Fundamentally of course, data and analytics can have some bias in it as well. And so I think as we look at the, the technology aspect of bias, um, looking at at ethical AI, I think is a, a really important, uh, additional area. And I'm sure we could spend another 20 minutes talking about that, but I, I would be remiss if I didn't talk more about sort of the bias, um, and the over the opportunity to overcome bias in data and analytics as well. >>Yeah. The opportunity to overcome it is definitely there you bring up a couple of really good points, Hillary. It, it starts with awareness. We need to be aware that there are inherent biases in data in thought. And also to your other point, hold people accountable ourselves, our teammates, that's critical to being able to, to dial that back down, Daniel, I wanna get your perspective on, on your view of women in leadership roles. Do you think that we have good representation or we still have work to do in there? >>I definitely think in both technical and product roles, we definitely have some work to do. And, you know, when I think about, um, our partnership with Teradata, part of the reason why it's so important is, you know, Teradata solution is really the brains of a lot of companies. Um, you know, the what, how, what they differentiate on how they figure out insights into their business. And it's, it's all about the product itself and the data and the same is true at AWS. And, you know, we really could do some work to have some more women in these technical roles, as well as in the product, shaping the products. Uh, just for all the reasons that we just kind of talked about over the last 10 minutes, um, in order to, you know, move bias out of our, um, out of our solutions and also to just build better products and have, uh, better, you know, outcomes for customers. So I think there's a bit of work to do still. >>I agree. There's definitely a bit of work to do, and it's all about delivering those better outcomes for customers at the end of the day, we need to figure out what the right ways are of doing that and working together in a community. Um, we've had obviously a lot had changed in the last couple of years, Hillary, what's your, what have you seen in terms of the impact that the pandemic has had on this status of women in tech? Has it been a pro is silver lining the opposite? What are you seeing? >>Yeah, I mean, certainly there's data out there that tells us factually that it has been, um, very difficult for women during COVID 19. Um, women have, uh, dropped out of the workforce for a wide range of, of reasons. Um, and, and that I think is going to set us back all of us, the, the Royal us or the Royal we back, um, years and years. Um, and, and it's very unfortunate because I think we we're at a time when we're making great progress and now to see COVID, um, setting us back in, in such a powerful way. I think there's work to be done to understand how do we bring people back into the workforce. Um, how do we do that? Understanding work life balance, better understanding virtual and remote, working better. I think in the technology sector, um, we've really embraced, um, hybrid virtual work and are, are empowering people to bring their whole selves to work. >>And I think if anything, these, these zoom calls have, um, both for the men and the women on my team. In fact, I would say much more. So for the men on my team, I'm seeing, I was seeing more kids in the background, more kind of split childcare duties, more ability to start talking about, um, other responsibilities that maybe they had, uh, especially in the early days of COVID where maybe daycares were shut down. And, um, you had, you know, maybe a parent was sick. And so we saw quite a lot of, um, people bringing their whole selves to the office, which I think was, was really wonderful. Um, uh, even our CEO saw some of that. And I think, um, that that really changes the dialogue, right? It changes it to maybe scheduling meetings at a time when, um, people can do it after daycare drop off. >>Um, and really allowing that both for men and for women makes it better for, for women overall. So I would like to think that this hybrid working, um, environment and that this, um, uh, whole view into somebody's life that COVID has really provided for probably for white collar workers, if I'm being honest for, um, people who are in a, at a better point of privilege, they don't necessarily have to go into the office every day. I would like to think that tech can lead the way in, um, you know, coming out of the, the old COVID. I don't know if we have a new COVID coming, but the old COVID and really leading the way for women and for people, um, to transform how we do work, um, leveraging data and analytics, but also, um, overcoming some of the, the disparities that exist for women in particular in the workforce. >>Yeah, I think there's, there's like we say, there's a lot of opportunity there and I like your point of hopefully tech can be that guiding light that shows us this can be done. We're all humans at the end of the day. And ultimately if we're able to have some sort of work life balance, everything benefits, our work or more productive, higher performing teams impacts customers, right? There's so much value that can be gleaned from, from that hybrid model and embracing for humans. We need to be able to, to work when we can, we've learned that you don't have to be, you know, in an office 24, 7 commuting, crazy hours flying all around the world. We can get a lot of things done in a ways that fit people's lives rather than taking command over it. Wanna get your advice, Hillary, if you were to talk to your younger self, what would be some of the key pieces of advice you would say? And Danielle and I have talked about this before, and sometimes we, we would both agree on like, ask more questions. Don't be afraid to raise your hand, but what advice would you give your younger self and that younger generation in terms of being inspired to get into tech >>Oh, inspired and being in tech? You know, I think looking at technology as, in some ways, I feel like we do a disservice to, um, inclusion when we talk about stem, cuz I think stem can be kind of daunting. It can be a little scary for people for younger people. When I, when I go and talk to folks at schools, I think stem is like, oh, all the super smart kids are over there. They're all like maybe they're all men. And so, um, it's, it's a little, uh, intimidating. Um, and stem is actually, you know, especially for, um, people joining the workforce today. It's actually how you've been living your life since you were born. I mean, you know, stem inside and out because you walk around with a phone and you know how to get your internet working and like that is technology right. >>Fundamentally. And so demystifying stem as something that is around how we, um, actually make our, our lives useful and, and, and how we can change outcomes. Um, through technology I think is maybe a different lens to put on it. So, and there's absolutely for, for hard sciences, there's absolutely a, a great place in the world for folks who wanna pursue that and men and women can do that. So I, I don't want to be, um, uh, setting the wrong expectations, but I, I think stem is, is very holistic in, um, in the change that's happening globally for us today across economies, across global warming, across all kinds of impactful issues. And so I think everybody who's interested in, in some of that world change can participate in stem. It just may be through a different, through a different lens than how we classically talk about stem. >>So I think there's great opportunity to demystify stem. I think also, um, what I would tell my younger self is choose your bosses wisely. And that sounds really funny. That sounds like inside out almost, but I think choose the person that you're gonna work for in your first five to seven years. And it might be more than one person, but be, be selective, maybe be a little less selective about the exact company or the exact title. I think picking somebody that, you know, we talk about mentors and we talk about sponsors and those are important. Um, but the person you're gonna spend in your early career, a lot of your day with a lot, who's gonna influence a lot of the outcomes for you. That is the person that you, I think want to be more selective about, um, because that person can set you up for success and give you opportunities and set you on course to be, um, a standout or that person can hold you back. >>And that person can put you in the corner and not invite you to the meetings and not give you those opportunities. And so we're in an economy today where you actually can, um, be a little bit picky about who you go and work for. And I would encourage my younger self. I actually, I just lucked out actually, but I think that, um, my first boss really set me, um, up for success, gave me a lot of feedback and coaching. Um, and some of it was really hard to hear, but it really set me up for, for, um, the, the path that I've been on ever since. So it, that would be my advice. >>I love that advice. I it's brilliant. I didn't think it choose your bosses wisely. Isn't something that we primarily think about. I think a lot of people think about the big name companies that they wanna go after and put on a resume, but you bring up a great point. And Danielle and I have talked about this with other guests about mentors and sponsors. I think that is brilliant advice and also more work to do to demystify stem. But luckily we have great family leaders like the two of you helping us to do that. Ladies, I wanna thank you so much for joining me on the program today and talking through what you're seeing in de and I, what your companies are doing and the opportunities that we have to move the needle. Appreciate your time. >>Thank you so much. Great to see you, Danielle. Thank you Lisa, to see you. >>My pleasure for my guests. I'm Lisa Martin. You're watching the AWS partner showcase season one, episode three. Hey everyone. Welcome to the AWS partner showcase. This is season one, episode three, with a focus on women in tech. I'm your host, Lisa Martin. I've got two guests here with me, Sue Peretti, the EVP of global AWS strategic alliances at Jefferson Frank, a 10th revolution group company, and Danielle brushoff. One of our cube alumni joins us ISV PSA director, ladies. It's great to have you on the program talking about a, a topic that is near and dear to my heart at women in tech. >>Thank you, Lisa. >>So let's go ahead and start with you. Give the audience an understanding of Jefferson Frank, what does the company do and about the partnership with AWS? >>Sure. Um, so let's just start, uh, Jefferson Frank is a 10th revolution group company. And if you look at it, it's really talent as a service. So Jefferson Frank provides talent solutions all over the world for AWS clients, partners and users, et cetera. And we have a sister company called revelent, which is a talent creation company within the AWS ecosystem. So we create talent and put it out in the ecosystem. Usually underrepresented groups over half of them are women. And then we also have, uh, a company called rubra, which is a delivery model around AWS technology. So all three companies fall under the 10th revolution group organization. >>Got it. Danielle, talk to me a little bit about from AWS's perspective and the focus on hiring more women in technology and about the partnership. >>Yes. I mean, this has definitely been a focus ever since I joined eight years ago, but also just especially in the last few years we've grown exponentially and our customer base has changed. You know, we wanna have, uh, an organization interacting with them that reflects our customers, right. And, uh, we know that we need to keep pace with that even with our growth. And so we've very much focused on early career talent, um, bringing more women and underrepresented minorities into the organization, sponsoring those folks, promoting them, uh, giving them paths to growth, to grow inside of the organization. I'm an example of that. Of course I benefit benefited from it, but also I try to bring that into my organization as well. And it's super important. >>Tell me a little bit about how you benefited from that, Danielle. >>Um, I just think that, um, you know, I I've been able to get, you know, a seat at the table. I think that, um, I feel as though I have folks supporting me, uh, very deeply and wanna see me succeed. And also they put me forth as, um, you know, a, represent a representative, uh, to bring more women into the organization as well. And I think, um, they give me a platform, uh, in order to do that, um, like this, um, but also many other, uh, spots as well. Um, and I'm happy to do it because I feel that, you know, if you always wanna feel that you're making a difference in your job, and that is definitely a place where I get that time and space in order to be that representative to, um, bring more, more women into benefiting from having careers in technology, which there's a lot of value there, >>A lot of value. Absolutely. So back over to you, what are some of the trends that you are seeing from a gender diversity perspective in tech? We know the, the numbers of women in technical positions, uh, right. There's so much data out there that shows when girls start dropping up, but what are some of the trends that you are seeing? >>So it's, that's a really interesting question. And, and Lisa, I had a whole bunch of data points that I wanted to share with you, but just two weeks ago, uh, I was in San Francisco with AWS at the, at the summit. And we were talking about this. We were talking about how we can collectively together attract more women, not only to, uh, AWS, not only to technology, but to the AWS ecosystem in particular. And it was fascinating because I was talking about, uh, the challenges that women have and how hard to believe, but about 5% of women who were in the ecosystem have left in the past few years, which was really, really, uh, something that shocked everyone when we, when we were talking about it, because all of the things that we've been asking for, for instance, uh, working from home, um, better pay, uh, more flexibility, uh, better maternity leave seems like those things are happening. >>So we're getting what we want, but people are leaving. And it seemed like the feedback that we got was that a lot of women still felt very underrepresented. The number one thing was that they, they couldn't be, you can't be what you can't see. So because they, we feel collectively women, uh, people who identify as women just don't see enough women in leadership, they don't see enough mentors. Um, I think I've had great mentors, but, but just not enough. I'm lucky enough to have a pres a president of our company, the president of our company, Zoe Morris is a woman and she does lead by example. So I'm very lucky for that. And Jefferson, Frank really quickly, we put out a hiring a salary and hiring guide a career and hiring guide every year and the data points. And that's about 65 pages long. No one else does it. Uh, it gives an abundance of information around, uh, everything about the AWS ecosystem that a hiring manager might need to know. But there is what, what I thought was really unbelievable was that only 7% of the people that responded to it were women. So my goal, uh, being that we have such a very big global platform is to get more women to respond to that survey so we can get as much information and take action. So >>Absolutely 7%. So a long way to go there. Danielle, talk to me about AWS's focus on women in tech. I was watching, um, Sue, I saw that you shared on LinkedIn, the Ted talk that the CEO and founder of girls and co did. And one of the things that she said was that there was a, a survey that HP did some years back that showed that, um, 60%, that, that men will apply for jobs if they only meet 60% of the list of requirements. Whereas with females, it's far, far less, we've all been in that imposter syndrome, um, conundrum before. But Danielle, talk to us about AWS, a specific focus here to get these numbers up. >>I think it speaks to what Susan was talking about, how, you know, I think we're approaching it top and bottom, right? We're looking out at what are the, who are the women who are currently in technical positions and how can we make AWS an attractive place for them to work? And that's all a lot of the changes that we've had around maternity leave and, and those types of things, but then also, um, more flexible working, uh, can, you know, uh, arrangements, but then also, um, early, how can we actually impact early, um, career women and actually women who are still in school. Um, and our training and certification team is doing amazing things to get, um, more girls exposed to AWS, to technology, um, and make it a less intimidating place and have them look at employees from AWS and say like, oh, I can see myself in those people. >>Um, and kind of actually growing the viable pool of candidates. I think, you know, we're, we're limited with the viable pool of candidates, um, when you're talking about mid to late career. Um, but how can we, you know, help retrain women who are coming back into the workplace after, you know, having a child and how can we help with military women who want to, uh, or underrepresented minorities who wanna move into AWS, we have a great military program, but then also just that early high school, uh, career, you know, getting them in, in that trajectory. >>Sue, is that something that Jefferson Frank is also able to help with is, you know, getting those younger girls before they start to feel there's something wrong with me. I don't get this. Talk to us about how Jefferson Frank can help really drive up that in those younger girls. >>Uh, let me tell you one other thing to refer back to that summit that we did, uh, we had breakout sessions and that was one of the topics. What can cuz that's the goal, right? To make sure that, that there are ways to attract them. That's the goal? So some of the things that we talked about was mentoring programs, uh, from a very young age, some people said high school, but then we said even earlier, goes back to you. Can't be what you can't see. So, uh, getting mentoring programs, uh, established, uh, we also talked about some of the great ideas was being careful of how we speak to women using the right language to attract them. And some, there was a teachable moment for, for me there actually, it was really wonderful because, um, an African American woman said to me, Sue and I, I was talking about how you can't be what you can't see. >>And what she said was Sue, it's really different. Um, for me as an African American woman, uh, or she identified, uh, as nonbinary, but she was relating to African American women. She said, your white woman, your journey was very different than my journey. And I thought, this is how we're going to learn. I wasn't offended by her calling me out at all. It was a teachable moment. And I thought I understood that, but those are the things that we need to educate people on those, those moments where we think we're, we're saying and doing the right thing, but we really need to get that bias out there. So here at Jefferson, Frank, we're, we're trying really hard to get that careers and hiring guide out there. It's on our website to get more women, uh, to talk to it, but to make suggestions in partnership with AWS around how we can do this mentoring, we have a mentor me program. We go around the country and do things like this. We, we try to get the education out there in partnership with AWS. Uh, we have a, a women's group, a women's leadership group, uh, so much that, that we do, and we try to do it in partnership with AWS. >>Danielle, can you comment on the impact that AWS has made so far, um, regarding some of the trends and, and gender diversity that Sue was talking about? What's the impact that's been made so far with this partnership? >>Well, I mean, I think just being able to get more of the data and have awareness of leaders, uh, on how <laugh>, you know, it used to be a, a couple years back, I would feel like sometimes the, um, uh, solving to bring more women into the organization was kind of something that folks thought, oh, this is Danielle is gonna solve this. You know? And I think a lot of folks now realize, oh, this is something that we all need to solve for. And a lot of my colleagues who maybe a couple years ago, didn't have any awareness or didn't even have the tools to do what they needed to do in order to improve the statistics on their, or in their organizations. Now actually have those tools and are able to kind of work with, um, work with companies like Susan's work with Jefferson Frank in order to actually get the data and actually make good decisions and feel as though, you know, they, they often, these are not lived experiences for these folks, so they don't know what they don't know. And by providing data and providing awareness and providing tooling and then setting goals, I think all of those things have really turned, uh, things around in a very positive way. >>And so you bring up a great point about from a diversity perspective, what is Jefferson Frank doing to, to get those data points up, to get more women of, of all well, really underrepresented minorities to, to be able to provide that feedback so that you can, can have the data and gleamy insights from it to help companies like AWS on their strategic objectives. >>Right? So as I, when I go back to that higher that, uh, careers in hiring guide, that is my focus today, really because the more data that we have, I mean, the, and the data takes, uh, you know, we need people to participate in order to, to accurately, uh, get a hold of that data. So that's why we're asking, uh, we're taking the initiative to really expand our focus. We are a global organization with a very, very massive database all over the world, but if people don't take action, then we can't get the right. The, the, the data will not be as accurate as we'd like it to be. Therefore take better action. So what we're doing is we're asking people all over the, all over the world to participate on our website, Jefferson frank.com, the se the high, uh, in the survey. So we can learn as much as we can. >>7% is such a, you know, Danielle and I we're, we've got to partner on this just to sort of get that message out there, get more data so we can execute, uh, some of the other things that we're doing. We're, we're partnering in. As I mentioned, more of these events, uh, we're, we're doing around the summits, we're gonna be having more ed and I events and collecting more information from women. Um, like I said, internally, we do practice what we preach and we have our own programs that are, that are out there that are within our own company where the women who are talking to candidates and clients every single day are trying to get that message out there. So if I'm speaking to a client or one of our internal people are speaking to a client or a candidate, they're telling them, listen, you know, we really are trying to get these numbers up. >>We wanna attract as many people as we can. Would you mind going to this, uh, hiring guide and offering your own information? So we've gotta get that 7% up. We've gotta keep talking. We've gotta keep, uh, getting programs out there. One other thing I wanted to Danielle's point, she mentioned, uh, women in leadership, the number that we gathered was only 9% of women in leadership within the AWS ecosystem. We've gotta get that number up, uh, as well because, um, you know, I know for me, when I see people like Danielle or, or her peers, it inspires me. And I feel like, you know, I just wanna give back, make sure I send the elevator back to the first floor and bring more women in to this amazing ecosystem. >>Absolutely. That's not that metaphor I do too, but we, but to your point to get that those numbers up, not just at AWS, but everywhere else we need, it's a help me help use situation. So ladies underrepresented minorities, if you're watching go to the Jefferson Frank website, take the survey, help provide the data so that the woman here that are doing this amazing work, have it to help make decisions and have more of females and leadership roles or underrepresented minorities. So we can be what we can see. Ladies, thank you so much for joining me today and sharing what you guys are doing together to partner on this important. Cause >>Thank you for having me, Leah, Lisa, >>Thank you. My pleasure for my guests. I'm Lisa Martin. You're watching the cubes coverage of the AWS partner showcase. Thanks for your time. Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host, Lisa Martin. We've got two female rock stars here with me next. Stephanie Curry joins us the worldwide head of sales and go to market strategy for AWS at NetApp and Danielle GShock is back one of our QM ISV PSA director at AWS. Looking forward to a great conversation, ladies, about a great topic, Stephanie, let's go ahead and start with you. Give us an overview of your story, how you got into tech and what inspired you. >>Thanks so much, Lisa and Danielle. It's great to be on this show with you. Um, thank you for that. Uh, my name's Stephanie cur, as Lisa mentioned, I'm the worldwide head of sales for, uh, AWS at NetApp and run a global team of sales people that sell all things AWS, um, going back 25 years now, uh, when I first started my career in tech, it was kind of by accident. Um, I come from a different background. I have a business background and a technical background from school, um, but had been in a different career and I had an opportunity to try something new. Um, I had an ally really that reached out to me and said, Hey, you'd be great for this role. And I thought, I'd take a chance. I was curious. Um, and, uh, it, it turned out to be a 25 year career, um, that I'm really, really excited about and, and, um, really thankful for that person, for introducing me to the, to the industry >>25 years in counting. I'm sure Danielle, we've talked about your background before. So what I wanna focus on with you is the importance of diversity for high performance. I know what a machine AWS is, and Stephanie'll come back to you with the same question, but talk about that, Danielle, from your perspective, that importance, um, for diversity to drive the performance. >>Yeah. Yeah. I truly believe that, you know, in order to have high performing teams, that you have to have people from all different types of backgrounds and experiences. And we do find that oftentimes being, you know, field facing, if we're not reflecting our customers and connecting with them deeply, um, on, on the levels that they're at, we, we end up missing them. And so for us, it's very important to bring people of lots of different technical backgrounds experiences. And of course, both men, women, and underrepresented minorities and put that forth to our customers, um, in order to make that connection and to end up with better outcomes. So >>Definitely it's all about outcomes, Stephanie, your perspective and NetApp's perspective on diversity for creating highly performant teams and organizations. >>I really aligned with Danielle on the comment she made. And in addition to that, you know, just from building teams in my, um, career know, we've had three times as many women on my team since we started a year ago and our results are really showing in that as well. Um, we find the teams are stronger, they're more collaborative and to Danielle's point really reflective, not only our partners, but our customers themselves. So this really creates connections, which are really, really important to scale our businesses and, and really, uh, meet the customer where they're at as well. So huge proponent of that ourselves, and really finding that we have to be intentional in our hiring and intentional in how we attract diversity to our teams. >>So Stephanie let's stay with you. So a three X increase in women on the team in a year, especially the kind of last year that we've had is really incredible. I, I like your, I, your thoughts on there needs to be a, there needs to be focus and, and thought in how teams are hired. Let's talk about attracting and retaining those women now, especially in sales roles, we all know the number, the percentages of women in technical roles, but what are some of the things that, that you do Stephanie, that NetApp does to attract and retain women in those sales roles? >>The, the attracting part's really interesting. And we find that, you know, you, you read the stats and I'd say in my experience, they're also true in the fact that, um, a lot of women would look at a job description and say, I can't do a hundred percent of that, that, so I'm not even going to apply with the women that we've attracted to our team. We've actually intentionally reached out and targeted those people in a good way, um, to say, Hey, we think you've got what it takes. Some of the feedback I've got from those women are, gosh, I didn't think I could ever get this role. I didn't think I had the skills to do that. And they've been hired and they are doing a phenomenal job. In addition to that, I think a lot of the feedback I've got from these hires are, Hey, it's an aggressive sales is aggressive. Sales is competitive. It's not an environment that I think I can be successful in. And what we're showing them is bring those softer skills around collaboration, around connection, around building teams. And they do, they do bring a lot of that to the team. Then they see others like them there and they know they can be successful cuz they see others like them on the team, >>The whole concept of we can't be what we can't see, but we can be what we can't see is so important. You said a couple things, Stephanie, that really stuck with me. And one of them was an interview on the Cub I was doing, I think a couple weeks ago, um, about women in tech. And the stat that we talked about was that women will apply will not apply for a job unless they meet 100% of the skills and the requirements that it's listed, but men will, if they only meet 60. And I, that just shocked me that I thought, you know, I, I can understand that imposter syndrome is real. It's a huge challenge, but the softer skills, as you mentioned, especially in the last two years, plus the ability to communicate, the ability to collaborate are incredibly important to, to drive that performance of any team of any business. >>Absolutely. >>Danielle, talk to me about your perspective and AWS as well for attracting and retaining talent. And, and, and particularly in some of those challenging roles like sales that as Stephanie said, can be known as aggressive. >>Yeah, for sure. I mean, my team is focused on the technical aspect of the field and we definitely have an uphill battle for sure. Um, two things we are focused on first and foremost is looking at early career women and that how we, how can we bring them into this role, whether in they're in support functions, uh, cl like answering the phone for support calls, et cetera, and how, how can we bring them into this organization, which is a bit more strategic, more proactive. Um, and then the other thing that as far as retention goes, you know, sometimes there will be women who they're on a team and there are no other women on that team. And, and for me, it's about building community inside of AWS and being part of, you know, we have women on solution architecture organizations. We have, uh, you know, I just personally connect people as well and to like, oh, you should meet this person. Oh, you should talk to that person. Because again, sometimes they can't see someone on their team like them and they just need to feel anchored, especially as we've all been, you know, kind of stuck at home, um, during the pandemic, just being able to make those connections with women like them has been super important and just being a, a long tenured Amazonian. Um, that's definitely one thing I'm able to, to bring to the table as well. >>That's so important and impactful and spreads across organizations in a good way. Daniel let's stick with you. Let's talk about some of the allies that you've had sponsors, mentors that have really made a difference. And I said that in past tense, but I also mean in present tense, who are some of those folks now that really inspire you? >>Yeah. I mean, I definitely would say that one of my mentors and someone who, uh, ha has been a sponsor of my career has, uh, Matt YK, who is one of our control tower GMs. He has really sponsored my career and definitely been a supporter of mine and pushed me in positive ways, which has been super helpful. And then other of my business partners, you know, Sabina Joseph, who's a cube alum as well. She definitely has been, was a fabulous partner to work with. Um, and you know, between the two of us for a period of time, we definitely felt like we could, you know, conquer the world. It's very great to go in with a, with another strong woman, um, you know, and, and get things done, um, inside of an organization like AWS. >>Absolutely. And S I've, I've agreed here several times. So Stephanie, same question for you. You talked a little bit about your kind of, one of your, uh, original early allies in the tech industry, but talk to me about allies sponsors, mentors who have, and continue to make a difference in your life. >>Yeah. And, you know, I think it's a great differentiation as well, right? Because I think that mentors teach us sponsors show us the way and allies make room for us at the table. And that is really, really key difference. I think also as women leaders, we need to make room for others at the table too, and not forget those softer skills that we bring to the table. Some of the things that Danielle mentioned as well about making those connections for others, right. And making room for them at the table. Um, some of my allies, a lot of them are men. Brian ABI was my first mentor. Uh, he actually is in the distribution, was in distribution, uh, with advent tech data no longer there. Um, Corey Hutchinson, who's now at Hashi Corp. He's also another ally of mine and remains an ally of mine, even though we're not at the same company any longer. Um, so a lot of these people transcend careers and transcend, um, um, different positions that I've held as well and make room for us. And I think that's just really critical when we're looking for allies and when allies are looking for us, >>I love how you described allies, mentors and sponsors Stephanie. And the difference. I didn't understand the difference between a mentor and a sponsor until a couple of years ago. Do you talk with some of those younger females on your team so that when they come into the organization and maybe they're fresh outta college, or maybe they've transitioned into tech so that they can also learn from you and understand the importance and the difference between the allies and the sponsors and the mentors? >>Absolutely. And I think that's really interesting because I do take, uh, an extra, uh, approach an extra time to really reach out to the women that have joined the team. One. I wanna make sure they stay right. I don't want them feeling, Hey, I'm alone here and I need to, I need to go do something else. Um, and they are located around the world, on my team. They're also different age groups, so early in career, as well as more senior people and really reaching out, making sure they know that I'm there. But also as Danielle had mentioned, connecting them to other people in the community that they can reach out to for those same opportunities and making room for them >>Make room at the table. It's so important. And it can, you never know what a massive difference and impact you can make on someone's life. And I, and I bet there's probably a lot of mentors and sponsors and allies of mine that would be surprised to know, uh, the massive influence they've had Daniel back over. Let's talk about some of the techniques that you employ, that AWS employees to make the work environment, a great place for women to really thrive and, and be retained as Stephanie was saying. Of course that's so important. >>Yeah. I mean, definitely I think that the community building, as well as we have a bit more programmatic mentorship, um, we're trying to get to the point of having a more programmatic sponsorship as well. Um, but I think just making sure that, um, you know, both everything from, uh, recruit to onboard to ever boarding that, uh, they they're the women who come into the organization, whether it's they're coming in on the software engineering side or the field side or the sales side that they feel as that they have someone, uh, working with them to help them drive their career. Those are the key things that were, I think from an organizational perspective are happening across the board. Um, for me personally, when I run my organization, I'm really trying to make sure that people feel that they can come to me at any time open door policy, make sure that they're surfacing any times in which they are feeling excluded or anything like that, any challenges, whether it be with a customer, a partner or with a colleague. Um, and then also of course, just making sure that I'm being a good sponsor, uh, to, to people on my team. Um, that is key. You can talk about it, but you have to start with yourself as well. >>That's a great point. You you've got to, to start with yourself and really reflect on that. Mm-hmm <affirmative> and look, am I, am I embodying what it is that I need? And not that I know they need that focused, thoughtful intention on that is so importants, let's talk about some of the techniques that you use that NetApp uses to make the work environment a great place for those women are marginalized, um, communities to really thrive. >>Yeah. And I appreciate it and much like Danielle, uh, and much like AWS, we have some of those more structured programs, right around sponsorship and around mentorship. Um, probably some growth there, opportunities for allies, because I think that's more of a newer concept in really an informal structure around the allies, but something that we're growing into at NetApp, um, on my team personally, I think, um, leading by example's really key. And unfortunately, a lot of the, um, life stuffs still lands on the women, whether we like it or not. Uh, I have a very, uh, active husband in our household, but I still carry when it push comes to shove it's on me. Um, and I wanna make sure that my team knows it's okay to take some time and do the things you need to do with your family. Um, I'm I show up as myself authentically and I encourage them to do the same. >>So it's okay to say, Hey, I need to take a personal day. I need to focus on some stuff that's happening in my personal life this week now, obviously to make sure your job's covered, but just allowing some of that softer vulnerability to come into the team as well, so that others, um, men and women can feel they can do the same thing. And that it's okay to say, I need to balance my life and I need to do some other things alongside. Um, so it's the formal programs, making sure people have awareness on them. Um, I think it's also softly calling people out on biases and saying, Hey, I'm not sure if you know, this landed that way, but I just wanted to make you aware. And usually the feedback is, oh my gosh, I didn't know. And could you coach me on something that I could do better next time? So all of this is driven through our NetApp formal programs, but then it's also how you manifest it on the teams that we're leading. >>Absolutely. And sometimes having that mirror to reflect into can be really eye-opening and, and allow you to, to see things in a completely different light, which is great. Um, you both talked about, um, kind of being what you, uh, can see, and, and I know both companies are upset customer obsessed in a good way. Talk to me a little bit, Danielle, go back over to you about the AWS NetApp partnership. Um, some of that maybe alignment on, on performance on obviously you guys are very well aligned, uh, in terms of that, but also it sounds like you're quite aligned on diversity and inclusion. >>Well, we definitely do. We have the best partnerships with companies in which we have these value alignments. So I think that is a positive thing, of course, but just from a, from a partnership perspective, you know, from my five now plus years of being a part of the APN, this is, you know, one of the most significant years with our launch of FSX for NetApp. Um, with that, uh, key key service, which we're making available natively on AWS. I, I can't think of a better Testament to the, to the, um, partnership than that. And that's doing incredibly well and it really resonates with our customers. And of course it started with customers and their need for NetApp. Uh, so, you know, that is a reflection, I think, of the success that we're having together. >>And Stephanie talk to, uh, about the partnership from your perspective, NetApp, AWS, what you guys are doing together, cultural alignment, but also your alignment on really bringing diversity into drive performance. >>Yeah, I think it's a, a great question. And I have to say it's just been a phenomenal year. Our relationship has, uh, started before our first party service with FSX N but definitely just, um, uh, the trajectory, um, between the two companies since the announcement about nine months ago has just taken off to a, a new level. Um, we feel like an extended part of the family. We worked together seamlessly. A lot of the people in my team often say we feel like Amazonians. Um, and we're really part of this transformation at NetApp from being that storage hardware company into being an ISV and a cloud company. And we could not do this without the partnership with AWS and without the, uh, first party service of Fs XM that we've recently released. Um, I think that those joint values that Danielle referred to are critical to our success, um, starting with customer obsession and always making sure that we are doing the right thing for the customer. >>We coach our team teams all the time on if you are doing the right thing for the customers, you cannot do anything wrong. Just always put the customer at the, in the center of your decisions. And I think that there is, um, a lot of best practice sharing and collaboration as we go through this change. And I think a lot of it is led by the diverse backgrounds that are on the team, um, female, male, um, race and so forth, and just to really, uh, have different perspectives and different experiences about how we approach this change. Um, so we definitely feel like a part of the family. Uh, we are absolutely loving, uh, working with the AWS team and our team knows that we are the right place, the right time with the right people. >>I love that last question for each of you. And I wanna stick with you Stephanie advice to your younger self, think back five years. What advice would you seen what you've accomplished and maybe the thet route that you've taken along the way, what would you advise your youngest Stephanie self. >>Uh, I would say keep being curious, right? Keep being curious, keep asking questions. And sometimes when you get a no, it's not a bad thing, it just means not right now and find out why and, and try to get feedback as to why maybe that wasn't the right opportunity for you. But, you know, just go for what you want. Continue to be curious, continue to ask questions and find a support network of people around you that wanna help you because they are there and they, they wanna see you be successful too. So never be shy about that stuff. >><laugh> absolutely. And I always say failure does not have to be an, a bad F word. A no can be the beginning of something. Amazing. Danielle, same question for you. Thinking back to when you first started in your career, what advice would you give your younger self? >>Yeah, I think the advice I'd give my younger self would be, don't be afraid to put yourself out there. Um, it's certainly, you know, coming from an engineering background, maybe you wanna stay behind the scenes, not, not do a presentation, not do a public speaking event, those types of things, but back to what the community really needs, this thing. Um, you know, I genuinely now, uh, took me a while to realize it, but I realized I needed to put myself out there in order to, um, you know, allow younger women to see what they could be. So that would be the advice I would give. Don't be afraid to put yourself out there. >>Absolutely. That advice that you both gave are, is so fantastic, so important and so applicable to everybody. Um, don't be afraid to put yourself out there, ask questions. Don't be afraid of a, no, that it's all gonna happen at some point or many points along the way. That can also be good. So thank you ladies. You inspired me. I appreciate you sharing what AWS and NetApp are doing together to strengthen diversity, to strengthen performance and the advice that you both shared for your younger selves was brilliant. Thank you. >>Thank you. >>Thank you >>For my guests. I'm Lisa Martin. You're watching the AWS partner showcase. See you next time. Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host, Lisa Martin. I've got two female rock stars joining me. Next Vero Reynolds is here engineering manager, telemetry at honeycomb, and one of our cube alumni, Danielle Ock ISV PSA director at AWS. Join us as well. Ladies. It's great to have you talking about a very important topic today. >>Thanks for having us. >>Yeah, thanks for having me. Appreciate it. >>Of course, Vera, let's go ahead and start with you. Tell me about your background and tech. You're coming up on your 10th anniversary. Happy anniversary. >>Thank you. That's right. I can't believe it's been 10 years. Um, but yeah, I started in tech in 2012. Um, I was an engineer for most of that time. Uh, and just recently as a March, switched to engineering management here at honeycomb and, um, you know, throughout my career, I was very much interested in all the things, right. And it was a big FOMO as far as trying a few different, um, companies and products. And I've done things from web development to mobile to platforms. Um, it would be apt to call me a generalist. Um, and in the more recent years I was sort of gravitating more towards developer tool space. And for me that, uh, came in the form of cloud Foundry circle CI and now honeycomb. Um, I actually had my eye on honeycomb for a while before joining, I came across a blog post by charity majors. >>Who's one of our founders and she was actually talking about management and how to pursue that and whether or not it's right, uh, for your career. And so I was like, who is this person? I really like her, uh, found the company. They were pretty small at the time. So I was sort of keeping my eye on them. And then when the time came around for me to look again, I did a little bit more digging, uh, found a lot of talks about the product. And on the one hand they really spoke to me as the solution. They talked about developers owning their coding production and answering questions about what is happening, what are your users seeing? And I felt that pain, I got what they were trying to do. And also on the other hand, every talk I saw at the time was from, uh, an amazing woman <laugh>, which I haven't seen before. Uh, so I came across charity majors again, Christine Y our other founder, and then Liz Jones, who's our principal developer advocate. And that really sealed the deal for me as far as wanting to work here. >>Yeah. Honeycomb is interesting. This is a female founded company. You're two leaders. You mentioned that you like the technology, but you were also attracted because you saw females in the leadership position. Talk to me a little bit about what that's like working for a female led organization at honeycomb. >>Yeah. You know, historically, um, we have tried not to over index on that because there was this, uh, maybe fear awareness of, um, it taking away from our legitimacy as an engineering organization, from our success as a company. Um, but I'm seeing that, uh, rhetoric shift recently because we believe that with great responsibility, uh, with great power comes great responsibility, and we're trying to be more intentional as far as using that attribute of our company. Um, so I would say that for me, it was, um, a choice between a few offers, right. And that was a selling point for sure, because again, I've never experienced it and I've really seen how much they walk that walk. Um, even me being here and me moving into management, I think were both, um, ways in which they really put a lot of trust and support in me. And so, um, I it's been a great ride. >>Excellent. Sounds like it. Before we bring Danielle in to talk about the partnership. I do wanna have you there talk to the audience a little bit about honeycomb, what technology it's delivering and what are its differentiators. >>Yeah, absolutely. Um, so honeycomb is an observability tool, uh, that enables engineers to answer questions about the code that runs in production. And, um, we work with a number of various customers. Some of them are Vanguards, slack. Hello, fresh, just to name a couple, if you're not familiar with observability tooling, it's akin to traditional application performance monitoring, but we believe that observability is succeeding APM because, uh, APM tools were built at the time of monoliths and they just weren't designed to help us answer questions about complex distributed systems that we work with today, where things can go wrong anywhere in that chain. And you can't predict what you're gonna need to ask ahead of time. So some of the ways that we are different is our ability to store and query really rich data, which we believe is the key to understanding those complex systems. >>What I mean by rich data is, um, something that has a lot of attributes. So for example, when an error happens, knowing who it happened to, which user ID, which, um, I don't know, region, they were in, um, what, what, what they were doing at the time and what was happening at the rest of your system. And our ingest engine is really fast. You can do it in as little as three seconds and we call data like this. I said, kind of rich data, contextual data. We refer it as having high ality and high dimensionality, which are big words. But at the end of the day, what that means is we can store and we can query the data. We can do it really fast. And to give you an example of how that looks for our customers, let's say you have a developer team who are using comb to understand and observe their system. >>And they get a report that a user is experiencing a slowdown or something's wrong. They can go into comb and figure out that this only happens to users who are using a particular language pack with their app. And they operated their app last week, that it only happens when they are trying to upload a file. And so it's this level of granularity and being able to zoom in and out, um, under your data that allows you to understand what's happening, especially when you have an incident going on, right. Or your really important high profile customer is telling you that something's wrong. And we can do that. Even if everything else in your other tools looks fine, right? All of your dashboards are okay. You're not actually getting paged on it, but your customers are telling you that something's wrong. Uh, and we believe that's where we shine in helping you there. >>Excellent. It sounds like that's where you really shine that real time visibility is so critical these days. Danielle, Danielle, wanna bring you into the conversation. Talk to us a little bit about the honeycomb partnership from the AWS lens. >>Yeah. So excuse me, observability is obviously a very important, uh, segment in the cloud space, very important to AWS, um, because a lot of all of our customers, uh, as they build their systems distributed, they need to be able to see where, where things are happening in the complex systems that they're building. And so honeycomb is a, is an advanced technology partner. Um, they've been working with us for quite some time and they have a, uh, their solution is listed on the marketplace. Um, definitely something that we see a lot of demand with our customers and they have many integrations, uh, which, you know, we've seen is key to success. Um, being able to work seamlessly with the rest of the services inside of the AWS platform. And I know that they've done some, some great things with people who are trying to develop games on top of AWS, uh, things in that area as well. And so, uh, very important partner in the observa observability market that we have >>Back to you, let's kind of unpack the partnership, the significance that honeycomb ha is getting from being partners with an organization as potent and pivotal as AWS. >>Yeah, absolutely. Um, I know this predates me to some extent, but I know for a long time, AWS and honeycomb has really pushed the envelope together. And, um, I think it's a beneficial relationship for both ends. There's kind of two ways of looking at it. On the one side, there is our own infrastructure. So honeycomb runs on AWS and actually one of our critical workloads that supports that fast query engine that I mentioned uses Lambda. And it does so in a pretty Orthodox way. So we've had a longstanding conversation with the AWS team as far as drawing outside those lines and kind of figuring out how to use this technology in a way that works for us and hopefully will work for other customers of theirs as well. Um, that also allows us to ask for early access for certain features when they become available. >>And then that way we can be sort of the Guinea pigs and try things out, um, in a way that migrates our system and optimizes our own performance, but also allows again, other customers of AWS to follow in that path. And then the other side of that partnership is really supporting our customers who are both honeycomb users and AWS users, because it's, as you imagine, quite a big overlap, and there are certain ways in which we can allow our customers to more easily get their data from AWS to honeycomb. So for example, last year we built a tool, um, based on the new Lambda extension capability that allowed our users who run their applications in Lambdas to get that telemetry data out of their applications and into honeycomb. And it man was win, win. >>Excellent. So I'm hearing a lot of synergies from a technology perspective, you're sticking with you, and then Danielle will bring you in, let's talk about how honeycomb supports D and I across its organization. And how is that synergistic with AWS's approach? Yeah, >>Yeah, absolutely. So I sort of alluded to that hesitancy to over index on the women led aspect of ourselves. Um, but again, a lot of things are shifting, we're growing a lot. And so we are recognizing that we need to be more intentional with our DEI initiatives, and we also notice that we can do better and we should do better. And to that, and we're doing a few things differently, um, that are pretty recent initiatives. We are partnering with organizations that help us target specific communities that are underrepresented in tech. Um, some examples would be after tech hu Latinas in tech among, um, a number of others. And another initiative is DEI head start. That's something that is an internal, um, practice that we started that includes reaching out to underrepresented applicants before any new job for honeycomb becomes live. So before we posted to LinkedIn, before it's even live on our job speech, and the idea there is to kind of balance our pipeline of applicants, which the hope is will lead to more diverse hires in the long term. >>That's a great focus there. Danielle, I know we've talked about this before, but for the audience, in terms of the context of the honeycomb partnership, the focus at AWS for D E and I is really significant, unpack that a little bit for us. >>Well, let me just bring it back to just how we think about it, um, with the companies that we work with, but also in, in terms of, you know, what we want to be able to do, excuse me, it's very important for us to, you know, build products that reflect, uh, the customers that we have. And I think, you know, working with, uh, a company like honeycomb that is looking to differentiate in a space, um, by, by bringing in, you know, the experiences of many different types of people I genuinely believe. And I'm sure Vera also believes that by having those diverse perspectives, that we're able to then build better products for our customers. Um, and you know, it's one of, one of our leadership principles, uh, is, is rooted in this. I write a lot, it asks for us to seek out diverse perspectives. Uh, and you can't really do that if everybody kind of looks the same and thinks the same and has the same background. So I think that is where our de and I, um, you know, I thought process is rooted and, you know, companies like honeycomb that give customers choice and differentiate and help them, um, to do what they need to do in their unique, um, environments is super important. So >>The, the importance of thought diversity cannot be underscored enough. It's something that is, can be pivotal to organizations. And it's very nice to hear that that's so fundamental to both companies, Barry, I wanna go back to you for a second. You, I think you mentioned this, the DEI head start program, that's an internal program at honeycomb. Can you shed a little bit of light on that? >>Yeah, that's right. And I actually am in the process of hiring a first engineer for my team. So I'm learning a lot of these things firsthand, um, and how it works is we try to make sure to pre-load our pipeline of applicants for any new job opening we have with diverse candidates to the best of our abilities, and that can involve partnering with the organizations that I mentioned or reaching out to our internal network, um, and make sure that we give those applicants a head start, so to speak. >>Excellent. I like that. Danielle, before we close, I wanna get a little bit of, of your background. We've got various background in tag, she's celebrating her 10th anniversary. Give me a, a short kind of description of the journey that you've navigated through being a female in technology. >>Yeah, thanks so much. I really appreciate, uh, being able to share this. So I started as a software engineer, uh, back actually in the late nineties, uh, during the, the first.com bubble and, uh, have, have spent quite a long time actually as an individual contributor, um, probably working in software engineering teams up through 2014 at a minimum until I joined AWS, uh, as a customer facing solutions architect. Um, I do think spending a lot of time, hands on definitely helped me with some of the imposter syndrome, um, issues that folks suffer from not to say I don't at all, but it, it certainly helped with that. And I've been leading teams at AWS since 2015. Um, so it's really been a great ride. Um, and like I said, I'm very happy to see all of our engineering teams change, uh, as far as their composition. And I'm, I'm grateful to be part of it. >>It's pretty great to be able to witness that composition change for the better last question for each of you. And we're almost out of time and Danielle, I'm gonna stick with you. What's your advice, your recommendations for women who either are thinking about getting into tech or those who may be in tech, maybe they're in individual positions and they're not sure if they should apply for that senior leadership position. What do you advise them to do? >>I mean, definitely for the individual contributors, tech tech is a great career, uh, direction, um, and you will always be able to find women like you, you have to maybe just work a little bit harder, uh, to join, have community, uh, in that. But then as a leader, um, representation is very important and we can bring more women into tech by having more leaders. So that's my, you just have to take the lead, >>Take the lead, love that there. Same question for you. What's your advice and recommendations for those maybe future female leaders in tech? >>Yeah, absolutely. Um, Danielle mentioned imposter syndrome and I think we all struggle with it from time to time, no matter how many years it's been. And I think for me, for me, the advice would be if you're starting out, don't be afraid to ask, uh, questions and don't be afraid to kind of show a little bit of ignorance because we've all been there. And I think it's on all of us to remember what it's like to not know how things work. And on the flip side of that, if you are a more senior IC or, uh, in a leadership role, also being able to model just saying, I don't know how this works and going and figuring out answers together because that was a really powerful shift for me early in my career is just to feel like I can say that I don't know something. >>I totally agree. I've been in that same situation where just ask the question because you I'm guaranteed, there's a million outta people in the room that probably has the, have the same question and because of imposter syndrome, don't wanna admit, I don't understand that. Can we back up, but I agree with you. I think that is, um, one of the best things. Raise your hand, ask a question, ladies. Thank you so much for joining me talking about honeycomb and AWS, what you're doing together from a technology perspective and the focus efforts that each company has on D E and I, we appreciate your insights. Thank you so much for having us great talking to you. My pleasure, likewise for my guests, I'm Lisa Martin. You're watching the AWS partner showcase women in check. Welcome to the AWS partner showcase I'm Lisa Martin, your host. This is season one, episode three, and this is a great episode that focuses on women in tech. I'm pleased to be joined by Danielle Shaw, the ISV PSA director at AWS, and the sponsor of this fantastic program. Danielle, it's great to see you and talk about such an important topic. >>Yes. And I will tell you, all of these interviews have just been a blast for me to do. And I feel like there has been a lot of gold that we can glean from all of the, um, stories that we heard on these interviews and good advice that I myself would not have necessarily thought of. So >>I agree. And we're gonna get to set, cuz advice is one of the, the main things that our audience is gonna hear. We have Hillary Ashton, you'll see from TETA there, Reynolds joins us from honeycomb, Stephanie Curry from NetApp and Sue Paris from Jefferson Frank. And the topics that we dig into are first and foremost, diversity equity and inclusion. That is a topic that is incredibly important to every organization. And some of the things Danielle that our audiences shared were really interesting to me. One of the things that I saw from a thematic perspective over and over was that like D Reynolds was talking about the importance of companies and hiring managers and how they need to be intentional with de and I initiatives. And that intention was a, a, a common thing that we heard. I'm curious what your thoughts are about that, that we heard about being intentional working intentionally to deliver a more holistic pool of candidates where de I is concerned. What are your, what were some of the things that stuck out to you? >>Absolutely. I think each one of us is working inside of organizations where in the last, you know, five to 10 years, there's been a, you know, a strong push in this direction, mostly because we've really seen, um, first and foremost, by being intentional, that you can change the, uh, the way your organization looks. Um, but also just that, you know, without being intentional, um, there was just a lot of, you know, outcomes and situations that maybe weren't great for, um, you know, a healthy, um, and productive environment, uh, working environment. And so, you know, a lot of these companies have made a big investments and put forth big initiatives that I think all of us are involved in. And so we're really excited to get out here and talk about it and talk about, especially as these are all partnerships that we have, how, you know, these align with our values. So >>Yeah, that, that value alignment mm-hmm <affirmative> that you bring up is another thing that we heard consistently with each of the partners, there's a cultural alignment, there's a customer obsession alignment that they have with AWS. There's a D E and I alignment that they have. And I, I think everybody also kind of agreed Stephanie Curry talked about, you know, it's really important, um, for diversity on it, on, on impacting performance, highly performant teams are teams that are more diverse. I think we heard that kind of echoed throughout the women that we talked to in >>This. Absolutely. And I absolutely, and I definitely even feel that, uh, with their studies out there that tell you that you make better products, if you have all of the right input and you're getting all many different perspectives, but not just that, but I can, I can personally see it in the performing teams, not just my team, but also, you know, the teams that I work alongside. Um, arguably some of the other business folks have done a really great job of bringing more women into their organization, bringing more underrepresented minorities. Tech is a little bit behind, but we're trying really hard to bring that forward as well to in technical roles. Um, but you can just see the difference in the outcomes. Uh, at least I personally can just in the adjacent teams of mine. >>That's awesome. We talked also quite a bit during this episode about attracting women and underrepresented, um, groups and retaining them. That retention piece is really key. What were some of the things that stuck out to you that, um, you know, some of the guests talked about in terms of retention? >>Yeah. I think especially, uh, speaking with Hillary and hearing how, uh, Teradata is thinking about different ways to make hybrid work work for everybody. I think that is definitely when I talk to women interested in joining AWS, oftentimes that might be one of the first, uh, concerns that they have. Like, am I going to be able to, you know, go pick my kid up at four o'clock at the bus, or am I going to be able to, you know, be at my kids' conf you know, conference or even just, you know, have enough work life balance that I can, um, you know, do the things that I wanna do outside of work, uh, beyond children and family. So these are all very important, um, and questions that especially women come and ask, but also, um, you know, it kind of is a, is a bellwether for, is this gonna be a company that allows me to bring my whole self to work? And then I'm also gonna be able to have that balance that I need need. So I think that was something that is, uh, changing a lot. And many people are thinking about work a lot differently. >>Absolutely. The pandemic not only changed how we think about work, you know, initially it was, do I work from home or do I live at work? And that was legitimately a challenge that all of us faced for a long time period, but we're seeing the hybrid model. We're seeing more companies be open to embracing that and allowing people to have more of that balance, which at the end of the day, it's so much better for product development for the customers, as you talked about there's, it's a win-win. >>Absolutely. And, you know, definitely the first few months of it was very hard to find that separation to be able to put up boundaries. Um, but I think at least I personally have been able to find the way to do it. And I hope that, you know, everyone is getting that space to be able to put those boundaries up to effectively have a harmonious, you know, work life where you can still be at home most of the time, but also, um, you know, have that cutoff point of the day or at least have that separate space that you can feel that you're able to separate the two. >>Yeah, absolutely. And a lot of that from a work life balance perspective leads into one of the next topics that we covered in detail with, and that's mentors and sponsors the differences between them recommendations from, uh, the women on the panel about how to combat imposter syndrome, but also how to leverage mentors and sponsors throughout your career. One of the things that, that Hillary said that I thought was fantastic, advice were mentors and sponsors are concerned is, is be selective in picking your bosses. We often see people, especially younger folks, not necessarily younger folks. I shouldn't say that that are attracted to a company it's brand maybe, and think more about that than they do the boss or bosses that can help guide them along the way. But I thought that was really poignant advice that Hillary provided something that I'm gonna take into consideration myself. >>Yeah. And I honestly hadn't thought about that, but as I reflect through my own career, I can see how I've had particular managers who have had a major impact on helping me, um, with my career. But, you know, if you don't have the ability to do that, or maybe that's not a luxury that you have, I think even if you're able to, you know, find a mentor for a period of time or, um, you know, just, just enable for you to be able to get from say a point a to point B just for a temporary period. Um, just so you can grow into your next role, have a, have a particular outcome that you wanna drive, have a particular goal in mind find that person who's been there and done that and can really help you get through. If you don't have the luxury of picking your manager mentor, who can help you get to the next step. >>Exactly. That, that I thought that advice was brilliant and something that I hadn't really considered either. We also talked with several of the women about imposter syndrome. You know, that's something that everybody, I think, regardless of gender of your background, everybody feels that at some point. So I think one of the nice things that we do in this episode is sort of identify, yes, imposter syndrome is real. This is, this is how it happened to me. This is I navigated around or got over it. I think there's some great advice there for the audience to glean as well about how to dial down the imposter syndrome that they might be feeling. >>Absolutely. And I think the key there is just acknowledging it. Um, but also just hearing all the different techniques on, on how folks have dealt with it because everybody does, um, you know, even some of the smartest, most confident men I've, I've met in, uh, industry still talk to me about how they have it and I'm shocked by it oftentimes, but, um, it is very common and hopefully we, we talk about some good techniques to, to deal with that. >>I think we do, you know, one of the things that when we were asking the, our audience, our guests about advice, what would they tell their younger selves? What would they tell young women or underrepresented groups in terms of becoming interested in stem and in tech and everybody sort of agreed on me, don't be afraid to raise your hand and ask questions. Um, show vulnerabilities, not just as the employee, but even from a leadership perspective, show that as a leader, I, I don't have all the answers. There are questions that I have. I think that goes a long way to reducing the imposter syndrome that most of us have faced at some point in our lives. And that's just, don't be afraid to ask questions. You never know, oh, how can people have the same question sitting in the room? >>Well, and also, you know, for folks who've been in industry for 20, 25 years, I think we can just say that, you know, it's a, it's a marathon, it's not a sprint and you're always going to, um, have new things to learn and you can spend, you know, back to, we talked about the zing and zagging through careers, um, where, you know, we'll have different experiences. Um, all of that kind of comes through just, you know, being curious and wanting to continue to learn. So yes, asking questions and being vulnerable and being able to say, I don't know all the answers, but I wanna learn is a key thing, uh, especially culturally at AWS, but I'm sure with all of these companies as well, >>Definitely I think it sounded like it was really ingrained in their culture. And another thing too, that we also talked about is the word, no, doesn't always mean a dead end. It can often mean not right now or may, maybe this isn't the right opportunity at this time. I think that's another important thing that the audience is gonna learn is that, you know, failure is not necessarily a bad F word. If you turn it into opportunity, no isn't necessarily the end of the road. It can be an opener to a different door. And I, I thought that was a really positive message that our guests, um, had to share with the, the audience. >>Yeah, totally. I can, I can say I had a, a mentor of mine, um, a very, uh, strong woman who told me, you know, your career is going to have lots of ebbs and flows and that's natural. And you know that when you say that, not right now, um, that's a perfect example of maybe there's an ebb where it might not be the right time for you now, but something to consider in the future. But also don't be afraid to say yes, when you can. <laugh> >>Exactly. Danielle, it's been a pleasure filming this episode with you and the great female leaders that we have on. I'm excited for the audience to be able to learn from Hillary Vera, Stephanie Sue, and you so much valuable content in here. We hope you enjoy this partner showcase season one, episode three, Danielle, thanks so much for helping >>Us with it's been a blast. I really appreciate it >>All audience. We wanna enjoy this. Enjoy the episode.

(bright music) >> Welcome to the AWS Partner Showcase. I'm Lisa Martin, your host. This is season one episode three and this is a great episode that focuses on women in tech. I'm pleased to be joined by Danielle Greshock, the ISV PSA director at AWS, and a sponsor of this fantastic program. Danielle, it's great to see you and talk about such an important topic. >> Yes, and I will tell you all of these interviews have just been a blast for me to do and I feel like there has been a lot of gold that we can glean from all of the stories that we heard on these interviews and good advice that I myself would not have necessarily thought of. >> I agree, and we're going to get to (indistinct) 'cause advice is one of the the main things that our audience is going to hear. We have Hillary Ashton, you'll see from Teradata. Vera Reynolds joins us from Honeycomb. Stephanie Curry from NetApp. And Sue Persichetti from Jefferson Frank and the topics that we dig into are, first and foremost, diversity equity and inclusion, that is a topic that is incredibly important to every organization. And some of the things, Danielle, that our audiences shared were really interesting to me. One of the things that I saw, from a thematic perspective, over and over, was that, like Vera Reynolds was talking about, the importance of companies and hiring managers and how they need to be intentional with DE&I initiatives and that intention was a common theme that we heard. I'm curious what your thoughts are about that, that we heard about being intentional, working intentionally to deliver a more holistic pool of candidates where DE&I is concerned. What were some of the things that stuck out to you? >> Absolutely, I think each one of us is working inside of organizations where, in the last five to 10 years, there's been a strong push in this direction, mostly because we've really seen, first and foremost by being intentional, that you can change the way your organization looks. But also just that without being intentional there was just a lot of outcomes and situations that maybe weren't great for a healthy and productive environment, working environment. And so a lot of these companies have made big investments and put forth big initiatives that I think all of us are involved in and so we're really excited to get out here and talk about it and talk about, especially as these are all partnerships that we have, how these align with our values. >> Yeah, that value alignment that you bring up is another theme that we heard consistently with each of the partners. There's a cultural alignment. There's a customer obsession alignment that they have with AWS. There's a DE&I alignment that they have and I think everybody also kind of agreed, Stephanie Curry talked about, it's really important for diversity on impacting performance, highly performant teams are teams that are more diverse. I think we heard that kind of echoed throughout the women that we talked to in this episode. >> Absolutely, and I definitely even feel that there are studies out there that tell you that you make better products if you have all of the right input and you're getting many different perspectives. But not just that, I can personally see it in the performing teams, not just my team, but also the teams that I work alongside. Arguably some of the other business folks have done a really great job of bringing more women into their organization, bringing more underrepresented minorities, tech is a little bit behind but we're trying really hard to bring that forward as well in technical roles. But you can just see the difference in the outcomes. At least I personally can, just in the adjacent teams of mine. >> That's awesome, we talked also quite a bit during this episode about attracting women and underrepresented groups and retaining them. That retention piece is really key. What were some of the things that stuck out to you that some of the guests talked about in terms of retention? >> Yeah, I think, especially speaking with Hillary and hearing how Teradata is thinking about different ways to make hybrid work work for everybody, I think that is definitely, when I talk to women interested in joining AWS, oftentimes that might be one of the first concerns that they have. Like, am I going to be able to go pick my kid up at four o'clock at the bus? Or, am I going to be able to be at my kid's conference? Or even just have enough work life balance that I can do the things that I want to do outside of work, beyond children and family. So these are all very important questions that especially women come and ask, but also it kind of is a bellwether for, is this going to be a company that allows me to bring my whole self to work and then I'm also going to be able to have that balance that I need. So I think that was something that is changing a lot and many people are thinking about work a lot differently. >> Absolutely, the pandemic not only changed how we think about work. You know, initially it was, do I work from home or do I live at work, and that was legitimately a challenge that all of us faced for a long time period, but we're seeing the hybrid model, we're seeing more companies be open to embracing that and allowing people to have more of that balance, which, at the end of the day, it's so much better for product development for the customers, as you talked about, it's a win-win. >> Absolutely, and definitely the first few months of it was very hard to find that separation, to be able to put up boundaries, but I think, at least I personally, have been able to find the way to do it and I hope that everyone is getting that space to be able to put those boundaries up, to effectively have a harmonious work life where you can still be at home most of the time, but also have that cutoff point of the day or at least have that separate space that you can feel that you're able to separate the two. >> Yeah absolutely, and a lot of that, from a work life balance perspective, bleeds into one of the next topics that we covered in detail and that's mentors and sponsors, the differences between them, recommendations from the women on the panel about how to combat imposter syndrome, but also how to leverage mentors and sponsors throughout your career. One of the things that Hillary said that I thought was fantastic advice, where mentors and sponsors are concerned, is be selective in picking your bosses. We often see people, especially younger folks, not necessarily younger folks, I shouldn't say that, that are attracted to a company, it's brand maybe, and think more about that than they do the boss or bosses that can help guide them along the way, but I thought that was really poignant advice that Hillary provided, something that I'm going to take into consideration myself. >> Yeah, and I honestly hadn't thought about that but as I reflect through my own career I can see how I've had particular managers who have had a major impact on helping me with my career. But if you don't have the ability to do that or maybe that's not a luxury that you have, I think even if you're able to find a mentor for a period of time or just enable for you to be able to get from, say a point A to point B, just for a temporary period, just so you can grow into your next role. Have a particular outcome that you want to drive. Have a particular goal in mind. Find that person who's been there and done that and they can really help you get through. If you don't have the luxury of picking your manager, at least be able to pick a mentor who can help you get to the next step. >> Exactly, I thought that advice was brilliant and it's something that I hadn't really considered either. We also talked with several of the women about imposter syndrome. You know that's something that everybody, I think regardless of gender, of your background, everybody feels that at some point. So I think one of the nice things that we do in this episode is sort of identify, yes, imposter syndrome is real, this is how it happened to me, this is how I navigated around or got over it. I think there's some great advice there for the audience to glean as well, about how to dial down the imposter syndrome that they might be feeling. >> Absolutely and I think the key there is just acknowledging it but also just hearing all the different techniques on how folks have dealt with it because everybody does. Even some of the smartest, most confident men I've met in industry still talk to me about how they have it and I'm shocked by it oftentimes, but it is very common and hopefully we talk about some good techniques to deal with that. >> I think we do. You know, one of the things that, when we were asking our guests about advice, what would they tell their younger selves, what would they tell young women or underrepresented groups in terms of becoming interested in STEM and in tech, and everybody sort of agreed on the, don't be afraid to raise your hand and ask questions. Show vulnerabilities, not just as the employee, but even from a leadership perspective, show that as a leader. I don't have all the answers. There are questions that I have. I think that goes a long way to reducing the imposter syndrome that most of us have faced at some point in our lives and that's just, don't be afraid to ask questions. You never know how many people have the same question sitting in the room. >> Well and also, for folks who've been in industry for 20, 25 years, I think we can just say that it's a marathon, it's not a sprint, and you're always going to have new things to learn and you can spend, back to we talked about the zigging and zagging through careers where we'll have different experiences, all of that kind of comes through just being curious and wanting to continue to learn. So yes, asking questions and being vulnerable and being able to say, "I don't know all the answers but I want to learn," is a key thing, especially culturally at AWS, but I'm sure with all of these companies as well. >> Definitely I think it sounded like it was really ingrained in their culture. And another thing too that we also talked about is the word no doesn't always mean a dead end. It can often mean, not right now, or maybe this isn't the right opportunity at this time. I think that's another important thing that the audience is going to learn is that failure is not necessarily a bad F word if you turn it into opportunity. No isn't necessarily the end of the road. It can be an opener to a different door and I thought that was a really positive message that our guests had to share with the audience. >> Yeah totally, I can say I had a mentor of mine, a very strong woman who told me, your career is going to have lots of ebbs and flows and that's natural and that when you say that, not right now, that's a perfect example of maybe there's an ebb where it might not be the right time for you now, but something to consider in the future. But also don't be afraid to say yes, when you can. >> Exactly, Danielle, it's been a pleasure filming this episode with you and the great female leaders that we have on. I'm excited for the audience to be able to learn from Hillary, Vera, Stephanie, Sue, and you. So much valuable content in here. We hope you enjoy this Partner Showcase. Season one episode three. Danielle, thank you so much for helping us. >> Thank you. Thank you, it's been a blast. I really appreciate it. >> All right, audience, we want to thank you. Enjoy the episode. (upbeat music)

(bright music) >> Everyone, it's nice to see you. Welcome to the "AWS Partner Showcase". I'm Lisa Martin, your host. This is season one, episode three, and this is a great episode that focuses on women in tech. I'm pleased to be joined by Danielle Greshock, the ISV PSA Director at AWS, and the sponsor of this fantastic program. Danielle, it's great to see you, and talk about such an important topic. >> Yes, and I will tell you all of these interviews have just been a blast for me to do, and I feel like there has been a lot of gold that we can glean from all of the stories that we heard on these interviews and good advice that I myself would not have necessarily thought of. So-- >> I agree, and we're going to get to that. 'Cause advice is one of the main things that our audience is going to hear. We have Hillary Ashton, you'll see from Teradata, Vera Reynolds joins us from Honeycomb, Stephanie Curry from NetApp and Sue Persichetti from Jefferson Frank. And the topics that we dig into are first and foremost, diversity, equity and inclusion. That is a topic that is incredibly important to every organization. And some of the things, Danielle, that our audiences shared were really interesting to me. One of the things that I saw from a thematic perspective over and over was that like Vera Reynolds was talking about the importance of companies and hiring managers and how they need to be intentional with DE&I initiatives. And that intention was a common thing that we heard. I'm curious what your thoughts are about that, that we heard about being intentional, working intentionally to deliver a more holistic pool of candidates where DE&I is concerned. What were some of the things that stuck out to you? >> Absolutely, I think each one of us is working in the inside of organizations where in the last five to 10 years there's been a strong push in this direction. Mostly because we've really seen first and foremost by being intentional, that you can change the way your organization looks. But also just that without being intentional, there was just a lot of outcomes and situations that maybe weren't great for a healthy and productive working environment. And so a lot of these companies have made big investments and put forth big initiatives that I think all of us are involved in. And so we're really excited to get out here and talk about it and talk about, especially as these are all partnerships that we have, how these align with our values. >> Yeah, that value alignment that you bring up is another thing that we heard consistently with each of the partners. There's a cultural alignment, there's a customer obsession alignment that they have with AWS, there's a DE&I alignment that they have. And I think everybody also kind of agreed. Stephanie Curry talked about it's really important for diversity on impacting performance. Highly performing teams are teams that are more diverse. I think we heard that kind of echoed throughout the women that we talked to in this episode. >> Absolutely, and I definitely even feel that there are studies out there that tell you that you make better products if you have all of the right input and you're getting many different perspectives. But not just that, but I can personally see it in the performing teams, not just my team, but also the teams that I work alongside. Arguably some of the other business folks have done a really great job of bringing more women into their organization, bringing more underrepresented minorities. Tech is a little bit behind, but we're trying really hard to bring that forward as well in technical roles. But you can just see the difference in the outcomes. At least I personally can just in the adjacent teams of mine. >> That's awesome. We talked also quite a bit during this episode about attracting women and underrepresented groups and retaining them. That retention piece is really key. What were some of the things that stuck out to you that some of the guests talked about in terms of retention? >> Yeah, I think especially speaking with Hillary and hearing how Teradata is thinking about different ways to make hybrid work work for everybody. I think that is definitely... When I talk to women interested in joining AWS, oftentimes that might be one of the first concerns that they have. Like, am I going to be able to go pick my kid up at four o'clock at the bus? Or am I going to be able to be at my kids' conference, or even just have enough work-life balance that I can do the things that I want to do outside of work beyond children and family. So these are all very important questions that especially women come and ask, but also it kind of is a bellwether for, is this going to be a company that allows me to bring my whole self to work? And then I'm also going to be able to have that balance that I need. So I think that was something that is changing a lot and many people are thinking about work a lot differently. >> Absolutely, the pandemic not only changed how we think about work. Initially it was, do I work from home or do I live at work? And that was legitimately a challenge that all of us faced for a long time period. But we're seeing the hybrid model, we're seeing more companies be open to embracing that and allowing people to have more of that balance which at the end of the day it's so much better for product development for the customers as you talked about, it's a win-win. >> Absolutely. And definitely the first few months of it was very hard to find that separation to be able to put up boundaries. But I think at least I personally have been able to find the way to do it and I hope that everyone is getting that space to be able to put those boundaries up to effectively have a harmonious work life. Where you can still be at home most of the time, but also have that cutoff point of the day or at least have that separate space that you can feel that you're able to separate the two. >> Yeah, absolutely. And a lot of that from a work-life balance perspective leads into one of the next topics that we covered in detail. And that's mentors and sponsors, the differences between them, recommendations from the women on the panel about how to combat imposter syndrome, but also how to leverage mentors and sponsors throughout your career. One of the things that Hillary said that I thought was fantastic advice where mentors and sponsors are concerned is be selective in picking your bosses. We often see people, especially younger folks, not necessarily younger folks, I shouldn't say that, that are attracted to a company, its brand maybe, and think more about that than they do the boss or bosses that can help guide them along the way. But I thought that was really poignant advice that Hillary provided, something that I'm going to take into consideration myself. >> Yeah, and I honestly hadn't thought about that, but as I reflect through my own career, I can see how I've had particular managers who have had a major impact on helping me with my career. But if you don't have the ability to do that or maybe that's not a luxury that you have, I think even if you're able to find a mentor for a period of time or just enable for you to be able to get from say a point A to point B just for a temporary period, just so you can grow into your next role, have a particular outcome that you want to drive, have a particular goal in mind. Find that person who's been there and done that and they can really help you get through if you don't have the luxury of picking your manager, at least be able to pick a mentor who can help you get to the next step. >> Exactly, I thought that advice was brilliant and something that I hadn't really considered either. We also talked with several other women about imposter syndrome. That's something that everybody, I think regardless of gender, of your background, everybody feels that at some point. So I think one of the nice things that we do in this episode is sort of identify, yes, imposter syndrome is real. This is how it happened to me, this is how I navigated around it or got over it. I think there's some great advice there for the audience to glean as well about how to dial down the imposter syndrome that they might be feeling. >> Absolutely. And I think the key there is just acknowledging it, but also just hearing all the different techniques on how folks have dealt with it, because everybody does. Even some of the smartest, most confident men I've met in industry still talk to me about how they have it. And I'm shocked by it oftentimes, but it is very common. And hopefully we talk about some good techniques to deal with that. >> I think we do. One of the things that when we were asking our guests about advice, what would they tell their younger selves, what would they tell young women or underrepresented groups in terms of becoming interested in STEM and in tech. And everybody sort of agreed on the don't be afraid to raise your hand and ask questions. Show vulnerabilities, not just as the employee, but even from a leadership perspective, show that as a leader, I don't have all the answers. There are questions that I have. I think that goes a long way to reducing the imposter syndrome that most of us have faced at some point in our lives. And that's just, don't be afraid to ask questions. You never know how many people have the same question sitting in the room. >> Well, and also for folks who've been in industry for 20, 25 years, I think we can just say that it's a marathon, it's not a sprint, and you're always going to have new things to learn. And you can spend... Back to we talked about the zigging and zagging through careers where we'll have different experiences. All of that kind of comes through just being curious and wanting to continue to learn. So yes, asking questions and being vulnerable and being able to say, I don't know all the answers but I want to learn is a key thing, especially culturally at AWS, but I'm sure with all of these companies as well. >> Definitely I think it sounded like it was really ingrained in their culture. And another thing too that we also talked about is the word, no, doesn't always mean a dead end, it can often mean, not right now or maybe this isn't the right opportunity at this time. I think that's another important thing that the audience is going to learn is that failure is not necessarily a bad F-word if you turn it into opportunity. No isn't necessarily the end of the road. It can be an opener to a different door. And I thought that was a really positive message that our guests had to share with the audience. >> Yeah, totally. I can say I had a mentor of mine, a very strong woman who told me, "Your career is going to have lots of ebbs and flows, and that's natural." And that when you say that, not right now, that's a perfect example of maybe there's an ebb where it might not be the right time for you now, but something to consider in the future. But also don't be afraid to say yes when you can. >> Exactly. Danielle, it's been a pleasure filming this episode with you and the great female leaders that we have on. I'm excited for the audience to be able to learn from Hillary, Vera, Stephanie, Sue and you. So much valuable content in here. We hope you enjoy this partner showcase season one episode three. Danielle, thanks so much for helping us with this. >> Thank you. Thank you, it's been a blast, I really appreciate it. >> All right. Audience, we want to thank you, enjoy the episode. (gentle music)

>>Welcome back to the cubes coverage of AWS storage. They were here in downtown Seattle, crisp downtown Seattle. Winter is coming we're to talk about the snow unintended and also the ever expanding cloud, the cloud it's in a way it's like the universe, it's moving out to the edge and to the data center, which is literally another edge node. If you think about it, Mark Curry is here as the general manager of AWS gateway and Sid Roy is the GM of AWS snow family. Folks. Welcome. Good to see you. Thank you. So mark, talk about how you think about on-prem and hybrid. >>That's an excellent question, Dave. So I represent a group of services called storage gateway, and that's exactly what storage gateway does. Is it bridges your on-prem applications with the cloud? And the way we do that is we deliver it with really four services that we all call it. We call it gateway is the first one being volume gateway. And what volume gateway does is give you a way to connect your block storage on prem with the cloud for file shares for backup is what popular application there. And, uh, for applications that can tolerate some latency and that's a traditional service, then we, uh, came out with something called virtual tape gateway, which I'm personally really excited about because we all know about, you know, the big clunky tapes that have been around for 50 years, that you have to have trucks pick up and go store in a mountain and all that, um, with the virtual tape gateway, what we can do is we all have our gateways install either as a software package on-prem or as an appliance hardware appliance, but we put the tape gateway on prem and the customer is able to back up their tapes to us. >>And we look like a tape drive, virtual tape dry. So what we're doing is we're allowing the customer to basically digitize in the cloud, all of their legacy tapes. And this I think is a huge industry and we've got some great customers there. One would be formula one. Um, they've used virtual tape library. Our gateway to, um, basically could reduce the recovery time from five days down to one. So big impact there. Uh, the next gateway is our file gateway. And what I felt gateway does, again, sits on-prem either the software package or as a hardware appliance and fell gateway exposed as both an SMB share for Microsoft traffic and then an NFS share for your NFS traffic. And basically what we do as we front end S3 with this gateway. And so the gateway caches, so your active workflow gets really great performance, but you can move your inactive data to the cloud in S3, uh, where you've got durable storage. >>It's, you know, it's over multiple regions. You can run all of our analytics on that, on that data as well. Um, a good example, there would be modernize. A company worked on the COVID vaccine. They used storage gateway the file version to move their instrumentation and scientific data into the cloud, where once it's up in S3 week, you know, we've got a really robust set of tools, allow them to do analytics on it. And then finally, but not least our last announcement was something called FSX gateway and FSX is a chemical product. So we offer FSX as a windows file system or file share in the cloud. Um, the, the gateway basically acts as a cache to that. So a customer can put our FSX gateway on prem in lieu of like a server of some sort, and we'll cash all the traffic for that active workflow again, and then push their inactive data back to the FSX file system in the cloud. >>Cool. Lots of ways to get data to the cloud compatibility >>Issues. So, excellent. Thank you for that. Mark said, >>We know about snowball snowcones snowmobile all the snows, where does that fit >>In? Yeah. So let me, let me talk about the AWS edge. First, the broader edge spectrum of AWS spans many things from snow to outpost, to IOT, where there's a lot of data being created at the edge within this edge spectrum. There's the rugged mobile edge, which is where snow plays, right? So snow's purpose is really to capture transform and optionally move the data from rugged edge to AWS, right? And in our portfolio we have different devices. Uh, so let me start with the stone device. We announced last year in 2020, uh, snow cone is a small, uh, tissue box sized device. You know, it, it, it is portable. It's highly mobile, portable, rugged. It can, it can capture data from rugged sensory and end points and industrial equipment. And once we capture the data, you can process the data locally right there. And then if you have to send the data back to AWS, you can ship the device back or use data sync to transfer the data back at VWs. >>Now, if you have higher compute needs, where you have what we call the core edge, where it's not portable, but you need to kind of process there. We have the snowball edge device now that can be single known or multi-node snowball edge devices in groups of clusters for storage at storage edge compute. There, you can process like large scale data capture and transform it right there with, you know, machine learning or other data management and analytics right there for real time and AI based edge local decisions. So I'll give you a couple of examples in each category. So for snowcones, for example, we are partnering with Facebook to deliver, uh, private, LTE based, uh, networks for, uh, remote and rural areas where the connectivity is not here there. Right? So, so, uh, we are serving those communities in partnership with Facebook to deliver private LTE networks. The second example I'll give you is with the snowball edge device, that multiple nodes, we, us air force recently demonstrated, uh, that ABM a system, which is the advanced battle management system, where they can do like a lot of data capture and local simulation with AI and ML on containers, right on the snow cone, uh, on the snowball edge devices. So those are two examples of how we're doing, uh, edge local processing and capture. >>Well, I think, I think you guys got it right. You got a lot of ways to get data on the on-ramps into the cloud, but I I'm particularly struck by your edge. You know, we didn't get into the it strategy, but the idea of processing locally, bringing machine learning, uh, you know, cause the future we think anyway is AI and for instance, where the data lives, right. And yet, like you said, if you want to bring it back and bring it back and we have ways to get it back. Right, exactly. I'll give you guys the last word. >>Well, I, I would just say, you know, our FSX gateways of relatively new announcement, it's got some really cool applications for, um, high-performance Microsoft applications, but also for remote offices that want to share files. >>Great. Well guys, mark said, thanks so much for coming on the cube. Thank you for sharing the insights and the data and really appreciate it. Okay. Thank you for watching. This is the cubes coverage of AWS storage day. Keep it right there.

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle, everybody to Cuban cloud. My name is Dave Volonte, and I'll be here throughout the day with my co host, John Ferrier, who was quarantined in an undisclosed location in California. He's all good. Don't worry. Just precautionary. John, how are you doing? >>Hey, great to see you. John. Quarantine. My youngest daughter had covitz, so contact tracing. I was negative in quarantine at a friend's location. All good. >>Well, we wish you the best. Yeah, well, right. I mean, you know what's it like, John? I mean, you're away from your family. Your basically shut in, right? I mean, you go out for a walk, but you're really not in any contact with anybody. >>Correct? Yeah. I mean, basically just isolation, Um, pretty much what everyone's been kind of living on, kind of suffering through, but hopefully the vaccines are being distributed. You know, one of the things we talked about it reinvent the Amazon's cloud conference. Was the vaccine on, but just the whole workflow around that it's gonna get better. It's kind of really sucky. Here in the California area, they haven't done a good job, a lot of criticism around, how that's rolling out. And, you know, Amazon is now offering to help now that there's a new regime in the U. S. Government S o. You know, something to talk about, But certainly this has been a terrible time for Cove it and everyone in the deaths involved. But it's it's essentially pulled back the covers, if you will, on technology and you're seeing everything. Society. In fact, um, well, that's big tech MIT disinformation campaigns. All these vulnerabilities and cyber, um, accelerated digital transformation. We'll talk about a lot today, but yeah, it's totally changed the world. And I think we're in a new generation. I think this is a real inflection point, Dave. You know, modern society and the geo political impact of this is significant. You know, one of the benefits of being quarantined you'd be hanging out on these clubhouse APS, uh, late at night, listening to experts talk about what's going on, and it's interesting what's happening with with things like water and, you know, the island of Taiwan and China and U. S. Sovereignty, data, sovereignty, misinformation. So much going on to talk about. And, uh, meanwhile, companies like Mark injuries in BC firm starting a media company. What's going on? Hell freezing over. So >>we're gonna be talking about a lot of that stuff today. I mean, Cuba on cloud. It's our very first virtual editorial event we're trying to do is bring together our community. It's a it's an open forum and we're we're running the day on our 3 65 software platform. So we got a great lineup. We got CEO Seo's data Practitioners. We got a hard core technologies coming in, cloud experts, investors. We got some analysts coming in and we're creating this day long Siri's. And we've got a number of sessions that we've developed and we're gonna unpack. The future of Cloud computing in the coming decade is, John said, we're gonna talk about some of the public policy new administration. What does that mean for tech and for big tech in General? John, what can you add to that? >>Well, I think one of the things that we talked about Cove in this personal impact to me but other people as well. One of the things that people are craving right now is information factual information, truth texture that we call it. But hear this event for us, Davis, our first inaugural editorial event. Robbo, Kristen, Nicole, the entire Cube team Silicon angle, really trying to put together Morva cadence we're gonna doom or of these events where we can put out feature the best people in our community that have great fresh voices. You know, we do interview the big names Andy Jassy, Michael Dell, the billionaires with people making things happen. But it's often the people under there that are the rial newsmakers amid savory, for instance, that Google one of the most impressive technical people, he's gotta talk. He's gonna present democratization of software development in many Mawr riel people making things happen. And I think there's a communal element. We're going to do more of these. Obviously, we have, uh, no events to go to with the Cube. So we have the cube virtual software that we have been building and over years and now perfecting and we're gonna introduce that we're gonna put it to work, their dog footing it. We're gonna put that software toe work. We're gonna do a lot mawr virtual events like this Cuban cloud Cuban startup Cuban raising money. Cuban healthcare, Cuban venture capital. Always think we could do anything. Question is, what's the right story? What's the most important stories? Who's telling it and increase the aperture of the lens of the industry that we have and and expose that and fastest possible. That's what this software, you'll see more of it. So it's super exciting. We're gonna add new features like pulling people up on stage, Um, kind of bring on the clubhouse vibe and more of a community interaction with people to meet each other, and we'll roll those out. But the goal here is to just showcase it's cloud story in a way from people that are living it and providing value. So enjoy the day is gonna be chock full of presentations. We're gonna have moderated chat in these sessions, so it's an all day event so people can come in, drop out, and also that's everything's on demand immediately after the time slot. But you >>want to >>participate, come into the time slot into the cube room or breakout session. Whatever you wanna call it, it's a cube room, and the people in there chatting and having a watch party. So >>when you're in that home page when you're watching, there's a hero video there. Beneath that, there's a calendar, and you'll see that red line is that red horizontal line of vertical line is rather, it's a linear clock that will show you where we are in the day. If you click on any one of those sessions that will take you into the chat, we'll take you through those in a moment and share with you some of the guests that we have upcoming and and take you through the day what I wanted to do. John is trying to set the stage for the conversations that folks are gonna here today. And to do that, I wanna ask the guys to bring up a graphic. And I want to talk to you, John, about the progression of cloud over time and maybe go back to the beginning and review the evolution of cloud and then really talk a little bit about where we think it Z headed. So, guys, if you bring up that graphic when a W S announced s three, it was March of 2000 and six. And as you recall, John you know, nobody really. In the vendor and user community. They didn't really pay too much attention to that. And then later that year, in August, it announced E C two people really started. They started to think about a new model of computing, but they were largely, you know, chicken tires. And it was kind of bleeding edge developers that really leaned in. Um what? What were you thinking at the time? When when you saw, uh, s three e c to this retail company coming into the tech world? >>I mean, I thought it was totally crap. I'm like, this is terrible. But then at that time, I was thinking working on I was in between kind of start ups and I didn't have a lot of seed funding. And then I realized the C two was freaking awesome. But I'm like, Holy shit, this is really great because I don't need to pay a lot of cash, the Provisional Data center, or get a server. Or, you know, at that time, state of the art startup move was to buy a super micro box or some sort of power server. Um, it was well past the whole proprietary thing. But you have to assemble probably anyone with 5 to 8 grand box and go in, and we'll put a couple ghetto rack, which is basically, uh, you know, you put it into some coasting location. It's like with everybody else in the tech ghetto of hosting, still paying monthly fees and then maintaining it and provisioning that's just to get started. And then Amazon was just really easy. And then from there you just It was just awesome. I just knew Amazon would be great. They had a lot of things that they had to fix. You know, custom domains and user interface Council got better and better, but it was awesome. >>Well, what we really saw the cloud take hold from my perspective anyway, was the financial crisis in, you know, 709 It put cloud on the radar of a number of CFOs and, of course, shadow I T departments. They wanted to get stuff done and and take I t in in in, ah, pecs, bite sized chunks. So it really was. There's cloud awakening and we came out of that financial crisis, and this we're now in this 10 year plus boom um, you know, notwithstanding obviously the economic crisis with cove it. But much of it was powered by the cloud in the decade. I would say it was really about I t transformation. And it kind of ironic, if you will, because the pandemic it hits at the beginning of this decade, >>and it >>creates this mandate to go digital. So you've you've said a lot. John has pulled forward. It's accelerated this industry transformation. Everybody talks about that, but and we've highlighted it here in this graphic. It probably would have taken several more years to mature. But overnight you had this forced march to digital. And if you weren't a digital business, you were kind of out of business. And and so it's sort of here to stay. How do you see >>You >>know what this evolution and what we can expect in the coming decades? E think it's safe to say the last 10 years defined by you know, I t transformation. That's not gonna be the same in the coming years. How do you see it? >>It's interesting. I think the big tech companies are on, but I think this past election, the United States shows um, the power that technology has. And if you look at some of the main trends in the enterprise specifically around what clouds accelerating, I call the second wave of innovations coming where, um, it's different. It's not what people expect. Its edge edge computing, for instance, has talked about a lot. But industrial i o t. Is really where we've had a lot of problems lately in terms of hacks and malware and just just overall vulnerabilities, whether it's supply chain vulnerabilities, toe actual disinformation, you know, you know, vulnerabilities inside these networks s I think this network effects, it's gonna be a huge thing. I think the impact that tech will have on society and global society geopolitical things gonna be also another one. Um, I think the modern application development of how applications were written with data, you know, we always been saying this day from the beginning of the Cube data is his integral part of the development process. And I think more than ever, when you think about cloud and edge and this distributed computing paradigm, that cloud is now going next level with is the software and how it's written will be different. You gotta handle things like, where's the compute component? Is it gonna be at the edge with all the server chips, innovations that Amazon apple intel of doing, you're gonna have compute right at the edge, industrial and kind of human edge. How does that work? What's Leighton see to that? It's it really is an edge game. So to me, software has to be written holistically in a system's impact on the way. Now that's not necessarily nude in the computer science and in the tech field, it's just gonna be deployed differently. So that's a complete rewrite, in my opinion of the software applications. Which is why you're seeing Amazon Google VM Ware really pushing Cooper Netease and these service messes in the micro Services because super critical of this technology become smarter, automated, autonomous. And that's completely different paradigm in the old full stack developer, you know, kind of model. You know, the full stack developer, his ancient. There's no such thing as a full stack developer anymore, in my opinion, because it's a half a stack because the cloud takes up the other half. But no one wants to be called the half stack developer because it doesn't sound as good as Full Stack, but really Cloud has eliminated the technology complexity of what a full stack developer used to dio. Now you can manage it and do things with it, so you know, there's some work to done, but the heavy lifting but taking care of it's the top of the stack that I think is gonna be a really critical component. >>Yeah, and that that sort of automation and machine intelligence layer is really at the top of the stack. This this thing becomes ubiquitous, and we now start to build businesses and new processes on top of it. I wanna I wanna take a look at the Big Three and guys, Can we bring up the other The next graphic, which is an estimate of what the revenue looks like for the for the Big three. And John, this is I asked and past spend for the Big Three Cloud players. And it's It's an estimate that we're gonna update after earning seasons, and I wanna point a couple things out here. First is if you look at the combined revenue production of the Big Three last year, it's almost 80 billion in infrastructure spend. I mean, think about that. That Z was that incremental spend? No. It really has caused a lot of consolidation in the on Prem data center business for guys like Dell. And, you know, um, see, now, part of the LHP split up IBM Oracle. I mean, it's etcetera. They've all felt this sea change, and they had to respond to it. I think the second thing is you can see on this data. Um, it's true that azure and G C P they seem to be growing faster than a W s. We don't know the exact numbers >>because >>A W S is the only company that really provides a clean view of i s and pass. Whereas Microsoft and Google, they kind of hide the ball in their numbers. I mean, I don't blame them because they're behind, but they do leave breadcrumbs and clues about growth rates and so forth. And so we have other means of estimating, but it's it's undeniable that azure is catching up. I mean, it's still quite distance the third thing, and before I want to get your input here, John is this is nuanced. But despite the fact that Azure and Google the growing faster than a W s. You can see those growth rates. A W s I'll call this out is the only company by our estimates that grew its business sequentially last quarter. Now, in and of itself, that's not significant. But what is significant is because AWS is so large there $45 billion last year, even if the slower growth rates it's able to grow mawr and absolute terms than its competitors, who are basically flat to down sequentially by our estimates. Eso So that's something that I think is important to point out. Everybody focuses on the growth rates, but it's you gotta look at also the absolute dollars and, well, nonetheless, Microsoft in particular, they're they're closing the gap steadily, and and we should talk more about the competitive dynamics. But I'd love to get your take on on all this, John. >>Well, I mean, the clouds are gonna win right now. Big time with the one the political climate is gonna be favoring Big check. But more importantly, with just talking about covert impact and celebrating the digital transformation is gonna create a massive rising tide. It's already happening. It's happening it's happening. And again, this shift in programming, uh, models are gonna really kinda accelerating, create new great growth. So there's no doubt in my mind of all three you're gonna win big, uh, in the future, they're just different, You know, the way they're going to market position themselves, they have to be. Google has to be a little bit different than Amazon because they're smaller and they also have different capabilities, then trying to catch up. So if you're Google or Microsoft, you have to have a competitive strategy to decide. How do I wanna ride the tide If you will put the rising tide? Well, if I'm Amazon, I mean, if I'm Microsoft and Google, I'm not going to try to go frontal and try to copy Amazon because Amazon is just pounding lead of features and scale and they're different. They were, I would say, take advantage of the first mover of pure public cloud. They really awesome. It passed and I, as they've integrated in Gardner, now reports and integrated I as and passed components. So Gardner finally got their act together and said, Hey, this is really one thing. SAS is completely different animal now Microsoft Super Smart because they I think they played the right card. They have a huge installed base converted to keep office 3 65 and move sequel server and all their core jewels into the cloud as fast as possible, clarified while filling in the gaps on the product side to be cloud. So you know, as you're doing trends job, they're just it's just pedal as fast as you can. But Microsoft is really in. The strategy is just go faster trying. Keep pedaling fast, get the features, feature velocity and try to make it high quality. Google is a little bit different. They have a little power base in terms of their network of strong, and they have a lot of other big data capabilities, so they have to use those to their advantage. So there is. There is there is competitive strategy game application happening with these companies. It's not like apples, the apples, In my opinion, it never has been, and I think that's funny that people talk about it that way. >>Well, you're bringing up some great points. I want guys bring up the next graphic because a lot of things that John just said are really relevant here. And what we're showing is that's a survey. Data from E. T. R R Data partners, like 1400 plus CEOs and I T buyers and on the vertical axis is this thing called Net score, which is a measure of spending momentum. And the horizontal axis is is what's called market share. It's a measure of the pervasiveness or, you know, number of mentions in the data set. There's a couple of key points I wanna I wanna pick up on relative to what John just said. So you see A W S and Microsoft? They stand alone. I mean, they're the hyper scale er's. They're far ahead of the pack and frankly, they have fall down, toe, lose their lead. They spend a lot on Capex. They got the flywheel effects going. They got both spending velocity and large market shares, and so, but they're taking a different approach. John, you're right there living off of their SAS, the state, their software state, Andi, they're they're building that in to their cloud. So they got their sort of a captive base of Microsoft customers. So they've got that advantage. They also as we'll hear from from Microsoft today. They they're building mawr abstraction layers. Andy Jassy has said We don't wanna be in that abstraction layer business. We wanna have access to those, you know, fine grain primitives and eso at an AP level. So so we can move fast with the market. But but But so those air sort of different philosophies, John? >>Yeah. I mean, you know, people who know me know that I love Amazon. I think their product is superior at many levels on in its way that that has advantages again. They have a great sass and ecosystem. They don't really have their own SAS play, although they're trying to add some stuff on. I've been kind of critical of Microsoft in the past, but one thing I'm not critical of Microsoft, and people can get this wrong in the marketplace. Actually, in the journalism world and also in just some other analysts, Microsoft has always had large scale eso to say that Microsoft never had scale on that Amazon owned the monopoly on our franchise on scales wrong. Microsoft had scale from day one. Their business was always large scale global. They've always had infrastructure with MSN and their search and the distributive how they distribute browsers and multiple countries. Remember they had the lock on the operating system and the browser for until the government stepped in in 1997. And since 1997 Microsoft never ever not invested in infrastructure and scale. So that whole premise that they don't compete well there is wrong. And I think that chart demonstrates that there, in there in the hyper scale leadership category, hands down the question that I have. Is that there not as good and making that scale integrate in because they have that legacy cards. This is the classic innovator's dilemma. Clay Christensen, right? So I think they're doing a good job. I think their strategy sound. They're moving as fast as they can. But then you know they're not gonna come out and say We don't have the best cloud. Um, that's not a marketing strategy. Have to kind of hide in this and get better and then double down on where they're winning, which is. Clients are converting from their legacy at the speed of Microsoft, and they have a huge client base, So that's why they're stopping so high That's why they're so good. >>Well, I'm gonna I'm gonna give you a little preview. I talked to gear up your f Who's gonna come on today and you'll see I I asked him because the criticism of Microsoft is they're, you know, they're just good enough. And so I asked him, Are you better than good enough? You know, those are fighting words if you're inside of Microsoft, but so you'll you'll have to wait to see his answer. Now, if you guys, if you could bring that that graphic back up I wanted to get into the hybrid zone. You know where the field is. Always got >>some questions coming in on chat, Dave. So we'll get to those >>great Awesome. So just just real quick Here you see this hybrid zone, this the field is bunched up, and the other companies who have a large on Prem presence and have been forced to initiate some kind of coherent cloud strategy included. There is Michael Michael, multi Cloud, and Google's there, too, because they're far behind and they got to take a different approach than a W s. But as you can see, so there's some real progress here. VM ware cloud on AWS stands out, as does red hat open shift. You got VM Ware Cloud, which is a VCF Cloud Foundation, even Dell's cloud. And you'd expect HP with Green Lake to be picking up momentum in the future quarters. And you've got IBM and Oracle, which there you go with the innovator's dilemma. But there, at least in the cloud game, and we can talk about that. But so, John, you know, to your point, you've gotta have different strategies. You're you're not going to take out the big too. So you gotta play, connect your print your on Prem to your cloud, your hybrid multi cloud and try to create new opportunities and new value there. >>Yeah, I mean, I think we'll get to the question, but just that point. I think this Zeri Chen's come on the Cube many times. We're trying to get him to come on lunch today with Features startup, but he's always said on the Q B is a V C at Greylock great firm. Jerry's Cloud genius. He's been there, but he made a point many, many years ago. It's not a winner. Take all the winner. Take most, and the Big Three maybe put four or five in there. We'll take most of the markets here. But I think one of the things that people are missing and aren't talking about Dave is that there's going to be a second tier cloud, large scale model. I don't want to say tear to cloud. It's coming to sound like a sub sub cloud, but a new category of cloud on cloud, right? So meaning if you get a snowflake, did I think this is a tale? Sign to what's coming. VM Ware Cloud is a native has had huge success, mainly because Amazon is essentially enabling them to be successful. So I think is going to be a wave of a more of a channel model of indirect cloud build out where companies like the Cube, potentially for media or others, will build clouds on top of the cloud. So if Google, Microsoft and Amazon, whoever is the first one to really enable that okay, we'll do extremely well because that means you can compete with their scale and create differentiation on top. So what snowflake did is all on Amazon now. They kind of should go to azure because it's, you know, politically correct that have multiple clouds and distribution and business model shifts. But to get that kind of performance they just wrote on Amazon. So there's nothing wrong with that. Because you're getting paid is variable. It's cap ex op X nice categorization. So I think that's the way that we're watching. I think it's super valuable, I think will create some surprises in terms of who might come out of the woodwork on be a leader in a category. Well, >>your timing is perfect, John and we do have some questions in the chat. But before we get to that, I want to bring in Sargi Joe Hall, who's a contributor to to our community. Sargi. Can you hear us? All right, so we got, uh, while >>bringing in Sarpy. Let's go down from the questions. So the first question, Um, we'll still we'll get the student second. The first question. But Ronald ask, Can a vendor in 2021 exist without a hybrid cloud story? Well, story and capabilities. Yes, they could live with. They have to have a story. >>Well, And if they don't own a public cloud? No. No, they absolutely cannot. Uh hey, Sergey. How you doing, man? Good to see you. So, folks, let me let me bring in Sergeant Kohala. He's a He's a cloud architect. He's a practitioner, He's worked in as a technologist. And there's a frequent guest on on the Cube. Good to see you, my friend. Thanks for taking the time with us. >>And good to see you guys to >>us. So we were kind of riffing on the competitive landscape we got. We got so much to talk about this, like, it's a number of questions coming in. Um, but Sargi we wanna talk about you know, what's happening here in Cloud Land? Let's get right into it. I mean, what do you guys see? I mean, we got yesterday. New regime, new inaug inauguration. Do you do you expect public policy? You'll start with you Sargi to have What kind of effect do you think public policy will have on, you know, cloud generally specifically, the big tech companies, the tech lash. Is it gonna be more of the same? Or do you see a big difference coming? >>I think that there will be some changing narrative. I believe on that. is mainly, um, from the regulators side. A lot has happened in one month, right? So people, I think are losing faith in high tech in a certain way. I mean, it doesn't, uh, e think it matters with camp. You belong to left or right kind of thing. Right? But parlor getting booted out from Italy s. I think that was huge. Um, like, how do you know that if a cloud provider will not boot you out? Um, like, what is that line where you draw the line? What are the rules? I think that discussion has to take place. Another thing which has happened in the last 23 months is is the solar winds hack, right? So not us not sort acknowledging that I was Russia and then wish you watching it now, new administration might have a different sort of Boston on that. I think that's huge. I think public public private partnership in security arena will emerge this year. We have to address that. Yeah, I think it's not changing. Uh, >>economics economy >>will change gradually. You know, we're coming out off pandemic. The money is still cheap on debt will not be cheap. for long. I think m and a activity really will pick up. So those are my sort of high level, Uh, >>thank you. I wanna come back to them. And because there's a question that chat about him in a But, John, how do you see it? Do you think Amazon and Google on a slippery slope booting parlor off? I mean, how do they adjudicate between? Well, what's happening in parlor? Uh, anything could happen on clubhouse. Who knows? I mean, can you use a I to find that stuff? >>Well, that's I mean, the Amazons, right? Hiding right there bunkered in right now from that bad, bad situation. Because again, like people we said Amazon, these all three cloud players win in the current environment. Okay, Who wins with the U. S. With the way we are China, Russia, cloud players. Okay, let's face it, that's the reality. So if I wanted to reset the world stage, you know what better way than the, you know, change over the United States economy, put people out of work, make people scared, and then reset the entire global landscape and control all with cash? That's, you know, conspiracy theory. >>So you see the riches, you see the riches, get the rich, get richer. >>Yeah, well, that's well, that's that. That's kind of what's happening, right? So if you start getting into this idea that you can't actually have an app on site because the reason now I'm not gonna I don't know the particular parlor, but apparently there was a reason. But this is dangerous, right? So what? What that's gonna do is and whether it's right or wrong or not, whether political opinion is it means that they were essentially taken offline by people that weren't voted for that. Weren't that when people didn't vote for So that's not a democracy, right? So that's that's a different kind of regime. What it's also going to do is you also have this groundswell of decentralized thinking, right. So you have a whole wave of crypto and decentralized, um, cyber punks out there who want to decentralize it. So all of this stuff in January has created a huge counterculture, and I had predicted this so many times in the Cube. David counterculture is coming and and you already have this kind of counterculture between centralized and decentralized thinking and so I think the Amazon's move is dangerous at a fundamental level. Because if you can't get it, if you can't get buy domain names and you're completely blackballed by by organized players, that's a Mafia, in my opinion. So, uh, and that and it's also fuels the decentralized move because people say, Hey, if that could be done to them, it could be done to me. Just the fact that it could be done will promote a swing in the other direction. I >>mean, independent of of, you know, again, somebody said your political views. I mean Parlor would say, Hey, we're trying to clean this stuff up now. Maybe they didn't do it fast enough, but you think about how new parlor is. You think about the early days of Twitter and Facebook, so they were sort of at a disadvantage. Trying to >>have it was it was partly was what it was. It was a right wing stand up job of standing up something quick. Their security was terrible. If you look at me and Cory Quinn on be great to have him, and he did a great analysis on this, because if you look the lawsuit was just terrible. Security was just a half, asshole. >>Well, and the experience was horrible. I mean, it's not It was not a great app, but But, like you said, it was a quick stew. Hand up, you know, for an agenda. But nonetheless, you know, to start, get to your point earlier. It's like, you know, Are they gonna, you know, shut me down? If I say something that's, you know, out of line, or how do I control that? >>Yeah, I remember, like, 2019, we involved closing sort of remarks. I was there. I was saying that these companies are gonna be too big to fail. And also, they're too big for other nations to do business with. In a way, I think MNCs are running the show worldwide. They're running the government's. They are way. Have seen the proof of that in us this year. Late last year and this year, um, Twitter last night blocked Chinese Ambassador E in us. Um, from there, you know, platform last night and I was like, What? What's going on? So, like, we used to we used to say, like the Chinese company, tech companies are in bed with the Chinese government. Right. Remember that? And now and now, Actually, I think Chinese people can say the same thing about us companies. Uh, it's not a good thing. >>Well, let's >>get some question. >>Let's get some questions from the chat. Yeah. Thank you. One is on M and a subject you mentioned them in a Who do you see is possible emanate targets. I mean, I could throw a couple out there. Um, you know, some of the cdn players, maybe aka my You know, I like I like Hashi Corp. I think they're doing some really interesting things. What do you see? >>Nothing. Hashi Corp. And anybody who's doing things in the periphery is a candidate for many by the big guys, you know, by the hyper scholars and number two tier two or five hyper scholars. Right. Uh, that's why sales forces of the world and stuff like that. Um, some some companies, which I thought there will be a target, Sort of. I mean, they target they're getting too big, because off their evaluations, I think how she Corpuz one, um, >>and >>their bunch in the networking space. Uh, well, Tara, if I say the right that was acquired by at five this week, this week or last week, Actually, last week for $500 million. Um, I know they're founder. So, like I found that, Yeah, there's a lot going on on the on the network side on the anything to do with data. Uh, that those air too hard areas in the cloud arena >>data, data protection, John, any any anything you could adhere. >>And I think I mean, I think ej ej is gonna be where the gaps are. And I think m and a activity is gonna be where again, the bigger too big to fail would agree with you on that one. But we're gonna look at white Spaces and say a white space for Amazon is like a monster space for a start up. Right? So you're gonna have these huge white spaces opportunities, and I think it's gonna be an M and a opportunity big time start ups to get bought in. Given the speed on, I think you're gonna see it around databases and around some of these new service meshes and micro services. I mean, >>they there's a There's a question here, somebody's that dons asking why is Google who has the most pervasive tech infrastructure on the planet. Not at the same level of other to hyper scale is I'll give you my two cents is because it took him a long time to get their heads out of their ads. I wrote a piece of around that a while ago on they just they figured out how to learn the enterprise. I mean, John, you've made this point a number of times, but they just and I got a late start. >>Yeah, they're adding a lot of people. If you look at their who their hiring on the Google Cloud, they're adding a lot of enterprise chops in there. They realized this years ago, and we've talked to many of the top leaders, although Curry and hasn't yet sit down with us. Um, don't know what he's hiding or waiting for, but they're clearly not geared up to chicken Pete. You can see it with some some of the things that they're doing, but I mean competed the level of Amazon, but they have strength and they're playing their strength, but they definitely recognize that they didn't have the enterprise motions and people in the DNA and that David takes time people in the enterprise. It's not for the faint of heart. It's unique details that are different. You can't just, you know, swing the Google playbook and saying We're gonna home The enterprises are text grade. They knew that years ago. So I think you're going to see a good year for Google. I think you'll see a lot of change. Um, they got great people in there. On the product marketing side is Dev Solution Architects, and then the SRE model that they have perfected has been strong. And I think security is an area that they could really had a lot of value it. So, um always been a big fan of their huge network and all the intelligence they have that they could bring to bear on security. >>Yeah, I think Google's problem main problem that to actually there many, but one is that they don't They don't have the boots on the ground as compared to um, Microsoft, especially an Amazon actually had a similar problem, but they had a wide breath off their product portfolio. I always talk about feature proximity in cloud context, like if you're doing one thing. You wanna do another thing? And how do you go get that feature? Do you go to another cloud writer or it's right there where you are. So I think Amazon has the feature proximity and they also have, uh, aske Compared to Google, there's skills gravity. Larger people are trained on AWS. I think Google is trying there. So second problem Google is having is that that they're they're more focused on, I believe, um, on the data science part on their sort of skipping the cool components sort of off the cloud, if you will. The where the workloads needs, you know, basic stuff, right? That's like your compute storage and network. And that has to be well, talk through e think e think they will do good. >>Well, so later today, Paul Dillon sits down with Mids Avery of Google used to be in Oracle. He's with Google now, and he's gonna push him on on the numbers. You know, you're a distant third. Does that matter? And of course, you know, you're just a preview of it's gonna say, Well, no, we don't really pay attention to that stuff. But, John, you said something earlier that. I think Jerry Chen made this comment that, you know, Is it a winner? Take all? No, but it's a winner. Take a lot. You know the number two is going to get a big chunk of the pie. It appears that the markets big enough for three. But do you? Does Google have to really dramatically close the gap on be a much, much closer, you know, to the to the leaders in orderto to compete in this race? Or can they just kind of continue to bump along, siphon off the ad revenue? Put it out there? I mean, I >>definitely can compete. I think that's like Google's in it. Then it they're not. They're not caving, right? >>So But But I wrote I wrote recently that I thought they should even even put mawr oven emphasis on the cloud. I mean, maybe maybe they're already, you know, doubling down triple down. I just I think that is a multi trillion dollar, you know, future for the industry. And, you know, I think Google, believe it or not, could even do more. Now. Maybe there's just so much you could dio. >>There's a lot of challenges with these company, especially Google. They're in Silicon Valley. We have a big Social Justice warrior mentality. Um, there's a big debate going on the in the back channels of the tech scene here, and that is that if you want to be successful in cloud, you have to have a good edge strategy, and that involves surveillance, use of data and pushing the privacy limits. Right? So you know, Google has people within the country that will protest contract because AI is being used for war. Yet we have the most unstable geopolitical seen that I've ever witnessed in my lifetime going on right now. So, um, don't >>you think that's what happened with parlor? I mean, Rob Hope said, Hey, bar is pretty high to kick somebody off your platform. The parlor went over the line, but I would also think that a lot of the employees, whether it's Google AWS as well, said, Hey, why are we supporting you know this and so to your point about social justice, I mean, that's not something. That >>parlor was not just social justice. They were trying to throw the government. That's Rob e. I think they were in there to get selfies and being protesters. But apparently there was evidence from what I heard in some of these clubhouse, uh, private chats. Waas. There was overwhelming evidence on parlor. >>Yeah, but my point is that the employee backlash was also a factor. That's that's all I'm saying. >>Well, we have Google is your Google and you have employees to say we will boycott and walk out if you bid on that jet I contract for instance, right, But Microsoft one from maybe >>so. I mean, that's well, >>I think I think Tom Poole's making a really good point here, which is a Google is an alternative. Thio aws. The last Google cloud next that we were asked at they had is all virtual issue. But I saw a lot of I T practitioners in the audience looking around for an alternative to a W s just seeing, though, we could talk about Mano Cloud or Multi Cloud, and Andy Jassy has his his narrative around, and he's true when somebody goes multiple clouds, they put you know most of their eggs in one basket. Nonetheless, I think you know, Google's got a lot of people interested in, particularly in the analytic side, um, in in an alternative, hedging their bets eso and particularly use cases, so they should be able to do so. I guess my the bottom line here is the markets big enough to have Really? You don't have to be the Jack Welch. I gotta be number one and number two in the market. Is that the conclusion here? >>I think so. But the data gravity and the skills gravity are playing against them. Another problem, which I didn't want a couple of earlier was Google Eyes is that they have to boot out AWS wherever they go. Right? That is a huge challenge. Um, most off the most off the Fortune 2000 companies are already using AWS in one way or another. Right? So they are the multi cloud kind of player. Another one, you know, and just pure purely somebody going 200% Google Cloud. Uh, those cases are kind of pure, if you will. >>I think it's gonna be absolutely multi cloud. I think it's gonna be a time where you looked at the marketplace and you're gonna think in terms of disaster recovery, model of cloud or just fault tolerant capabilities or, you know, look at the parlor, the next parlor. Or what if Amazon wakes up one day and said, Hey, I don't like the cubes commentary on their virtual events, so shut them down. We should have a fail over to Google Cloud should Microsoft and Option. And one of people in Microsoft ecosystem wants to buy services from us. We have toe kind of co locate there. So these are all open questions that are gonna be the that will become certain pretty quickly, which is, you know, can a company diversify their computing An i t. In a way that works. And I think the momentum around Cooper Netease you're seeing as a great connective tissue between, you know, having applications work between clouds. Right? Well, directionally correct, in my opinion, because if I'm a company, why wouldn't I wanna have choice? So >>let's talk about this. The data is mixed on that. I'll share some data, meaty our data with you. About half the companies will say Yeah, we're spreading the wealth around to multiple clouds. Okay, That's one thing will come back to that. About the other half were saying, Yeah, we're predominantly mono cloud we didn't have. The resource is. But what I think going forward is that that what multi cloud really becomes. And I think John, you mentioned Snowflake before. I think that's an indicator of what what true multi cloud is going to look like. And what Snowflake is doing is they're building abstraction, layer across clouds. Ed Walsh would say, I'm standing on the shoulders of Giants, so they're basically following points of presence around the globe and building their own cloud. They call it a data cloud with a global mesh. We'll hear more about that later today, but you sign on to that cloud. So they're saying, Hey, we're gonna build value because so many of Amazon's not gonna build that abstraction layer across multi clouds, at least not in the near term. So that's a really opportunity for >>people. I mean, I don't want to sound like I'm dating myself, but you know the date ourselves, David. I remember back in the eighties, when you had open systems movement, right? The part of the whole Revolution OS I open systems interconnect model. At that time, the networking stacks for S N A. For IBM, decadent for deck we all know that was a proprietary stack and then incomes TCP I p Now os I never really happened on all seven layers, but the bottom layers standardized. Okay, that was huge. So I think if you look at a W s or some of the comments in the chat AWS is could be the s n a. Depends how you're looking at it, right? And you could say they're open. But in a way, they want more Amazon. So Amazon's not out there saying we love multi cloud. Why would they promote multi cloud? They are a one of the clouds they want. >>That's interesting, John. And then subject is a cloud architect. I mean, it's it is not trivial to make You're a data cloud. If you're snowflake, work on AWS work on Google. Work on Azure. Be seamless. I mean, certainly the marketing says that, but technically, that's not trivial. You know, there are latent see issues. Uh, you know, So that's gonna take a while to develop. What? Do your thoughts there? >>I think that multi cloud for for same workload and multi cloud for different workloads are two different things. Like we usually put multiple er in one bucket, right? So I think you're right. If you're trying to do multi cloud for the same workload, that's it. That's Ah, complex, uh, problem to solve architecturally, right. You have to have a common ap ice and common, you know, control playing, if you will. And we don't have that yet, and then we will not have that for a for at least one other couple of years. So, uh, if you if you want to do that, then you have to go to the lower, lowest common denominator in technical sort of stock, if you will. And then you're not leveraging the best of the breed technology off their from different vendors, right? I believe that's a hard problem to solve. And in another thing, is that that that I always say this? I'm always on the death side, you know, developer side, I think, uh, two deaths. Public cloud is a proxy for innovative culture. Right. So there's a catch phrase I have come up with today during shower eso. I think that is true. And then people who are companies who use the best of the breed technologies, they can attract the these developers and developers are the Mazen's off This digital sort of empires, amazingly, is happening there. Right there they are the Mazen's right. They head on the bricks. I think if you don't appeal to developers, if you don't but extensive for, like, force behind educating the market, you can't you can't >>put off. It's the same game Stepping story was seeing some check comments. Uh, guard. She's, uh, linked in friend of mine. She said, Microsoft, If you go back and look at the Microsoft early days to the developer Point they were, they made their phones with developers. They were a software company s Oh, hey, >>forget developers, developers, developers. >>You were if you were in the developer ecosystem, you were treated his gold. You were part of the family. If you were outside that world, you were competitors, and that was ruthless times back then. But they again they had. That was where it was today. Look at where the software defined businesses and starve it, saying it's all about being developer lead in this new way to program, right? So the cloud next Gen Cloud is going to look a lot like next Gen Developer and all the different tools and techniques they're gonna change. So I think, yes, this kind of developer ecosystem will be harnessed, and that's the power source. It's just gonna look different. So, >>Justin, Justin in the chat has a comment. I just want to answer the question about elastic thoughts on elastic. Um, I tell you, elastic has momentum uh, doing doing very well in the market place. Thea Elk Stack is a great alternative that people are looking thio relative to Splunk. Who people complain about the pricing. Of course it's plunks got the easy button, but it is getting increasingly expensive. The problem with elk stack is you know, it's open source. It gets complicated. You got a shard, the databases you gotta manage. It s Oh, that's what Ed Walsh's company chaos searches is all about. But elastic has some riel mo mentum in the marketplace right now. >>Yeah, you know, other things that coming on the chat understands what I was saying about the open systems is kubernetes. I always felt was that is a bad metaphor. But they're with me. That was the TCP I peep In this modern era, C t c p I p created that that the disruptor to the S N A s and the network protocols that were proprietary. So what KUBERNETES is doing is creating a connective tissue between clouds and letting the open source community fill in the gaps in the middle, where kind of way kind of probably a bad analogy. But that's where the disruption is. And if you look at what's happened since Kubernetes was put out there, what it's become kind of de facto and standard in the sense that everyone's rallying around it. Same exact thing happened with TCP was people were trashing it. It is terrible, you know it's not. Of course they were trashed because it was open. So I find that to be very interesting. >>Yeah, that's a good >>analogy. E. Thinks the R C a cable. I used the R C. A cable analogy like the VCRs. When they started, they, every VC had had their own cable, and they will work on Lee with that sort of plan of TV and the R C. A cable came and then now you can put any TV with any VCR, and the VCR industry took off. There's so many examples out there around, uh, standards And how standards can, you know, flair that fire, if you will, on dio for an industry to go sort of wild. And another trend guys I'm seeing is that from the consumer side. And let's talk a little bit on the consuming side. Um, is that the The difference wouldn't be to B and B to C is blood blurred because even the physical products are connected to the end user Like my door lock, the August door lock I didn't just put got get the door lock and forget about that. Like I I value the expedience it gives me or problems that gives me on daily basis. So I'm close to that vendor, right? So So the middle men, uh, middle people are getting removed from from the producer off the technology or the product to the consumer. Even even the sort of big grocery players they have their APs now, uh, how do you buy stuff and how it's delivered and all that stuff that experience matters in that context, I think, um, having, uh, to be able to sell to thes enterprises from the Cloud writer Breuder's. They have to have these case studies or all these sample sort off reference architectures and stuff like that. I think whoever has that mawr pushed that way, they are doing better like that. Amazon is Amazon. Because of that reason, I think they have lot off sort off use cases about on top of them. And they themselves do retail like crazy. Right? So and other things at all s. So I think that's a big trend. >>Great. Great points are being one of things. There's a question in there about from, uh, Yaden. Who says, uh, I like the developer Lead cloud movement, But what is the criticality of the executive audience when educating the marketplace? Um, this comes up a lot in some of my conversations around automation. So automation has been a big wave to automate this automate everything. And then everything is a service has become kind of kind of the the executive suite. Kind of like conversation we need to make everything is a service in our business. You seeing people move to that cloud model. Okay, so the executives think everything is a services business strategy, which it is on some level, but then, when they say Take that hill, do it. Developers. It's not that easy. And this is where a lot of our cube conversations over the past few months have been, especially during the cova with cute virtual. This has come up a lot, Dave this idea, and start being around. It's easy to say everything is a service but will implement it. It's really hard, and I think that's where the developer lead Connection is where the executive have to understand that in order to just say it and do it are two different things. That digital transformation. That's a big part of it. So I think that you're gonna see a lot of education this year around what it means to actually do that and how to implement it. >>I'd like to comment on the as a service and subject. Get your take on it. I mean, I think you're seeing, for instance, with HP Green Lake, Dell's come out with Apex. You know IBM as its utility model. These companies were basically taking a page out of what I what I would call a flawed SAS model. If you look at the SAS players, whether it's salesforce or workday, service now s a P oracle. These models are They're really They're not cloud pricing models. They're they're basically you got to commit to a term one year, two year, three year. We'll give you a discount if you commit to the longer term. But you're locked in on you. You probably pay upfront. Or maybe you pay quarterly. That's not a cloud pricing model. And that's why I mean, they're flawed. You're seeing companies like Data Dog, for example. Snowflake is another one, and they're beginning to price on a consumption basis. And that is, I think, one of the big changes that we're going to see this decade is that true cloud? You know, pay by the drink pricing model and to your point, john toe, actually implement. That is, you're gonna need a whole new layer across your company on it is quite complicated it not even to mention how you compensate salespeople, etcetera. The a p. I s of your product. I mean, it is that, but that is a big sea change that I see coming. Subject your >>thoughts. Yeah, I think like you couldn't see it. And like some things for this big tech exacts are hidden in the plain >>sight, right? >>They don't see it. They they have blind spots, like Look at that. Look at Amazon. They went from Melissa and 200 millisecond building on several s, Right, Right. And then here you are, like you're saying, pay us for the whole year. If you don't use the cloud, you lose it or will pay by month. Poor user and all that stuff like that that those a role models, I think these players will be forced to use that term pricing like poor minute or for a second, poor user. That way, I think the Salesforce moral is hybrid. They're struggling in a way. I think they're trying to bring the platform by doing, you know, acquisition after acquisition to be a platform for other people to build on top off. But they're having a little trouble there because because off there, such pricing and little closeness, if you will. And, uh, again, I'm coming, going, going back to developers like, if you are not appealing to developers who are writing the latest and greatest code and it is open enough, by the way open and open source are two different things that we all know that. So if your platform is not open enough, you will have you know, some problems in closing the deals. >>E. I want to just bring up a question on chat around from Justin didn't fitness. Who says can you touch on the vertical clouds? Has your offering this and great question Great CP announcing Retail cloud inventions IBM Athena Okay, I'm a huge on this point because I think this I'm not saying this for years. Cloud computing is about horizontal scalability and vertical specialization, and that's absolutely clear, and you see all the clouds doing it. The vertical rollouts is where the high fidelity data is, and with machine learning and AI efforts coming out, that's accelerated benefits. There you have tow, have the vertical focus. I think it's super smart that clouds will have some sort of vertical engine, if you will in the clouds and build on top of a control playing. Whether that's data or whatever, this is clearly the winning formula. If you look at all the successful kind of ai implementations, the ones that have access to the most data will get the most value. So, um if you're gonna have a data driven cloud you have tow, have this vertical feeling, Um, in terms of verticals, the data on DSO I think that's super important again, just generally is a strategy. I think Google doing a retail about a super smart because their whole pitches were not Amazon on. Some people say we're not Google, depending on where you look at. So every of these big players, they have dominance in the areas, and that's scarce. Companies and some companies will never go to Amazon for that reason. Or some people never go to Google for other reasons. I know people who are in the ad tech. This is a black and we're not. We're not going to Google. So again, it is what it is. But this idea of vertical specialization relevant in super >>forts, I want to bring to point out to sessions that are going on today on great points. I'm glad you asked that question. One is Alan. As he kicks off at 1 p.m. Eastern time in the transformation track, he's gonna talk a lot about the coming power of ecosystems and and we've talked about this a lot. That that that to compete with Amazon, Google Azure, you've gotta have some kind of specialization and vertical specialization is a good one. But of course, you see in the big Big three also get into that. But so he's talking at one o'clock and then it at 3 36 PM You know this times are strange, but e can explain that later Hillary Hunter is talking about she's the CTO IBM I B M's ah Financial Cloud, which is another really good example of specifying vertical requirements and serving. You know, an audience subject. I think you have some thoughts on this. >>Actually, I lost my thought. E >>think the other piece of that is data. I mean, to the extent that you could build an ecosystem coming back to Alan Nancy's premise around data that >>billions of dollars in >>their day there's billions of dollars and that's the title of the session. But we did the trillion dollar baby post with Jazzy and said Cloud is gonna be a trillion dollars right? >>And and the point of Alan Answer session is he's thinking from an individual firm. Forget the millions that you're gonna save shifting to the cloud on cost. There's billions in ecosystems and operating models. That's >>absolutely the business value. Now going back to my half stack full stack developer, is the business value. I've been talking about this on the clubhouses a lot this past month is for the entrepreneurs out there the the activity in the business value. That's the new the new intellectual property is the business logic, right? So if you could see innovations in how work streams and workflow is gonna be a configured differently, you have now large scale cloud specialization with data, you can move quickly and take territory. That's much different scenario than a decade ago, >>at the point I was trying to make earlier was which I know I remember, is that that having the horizontal sort of features is very important, as compared to having vertical focus. You know, you're you're more healthcare focused like you. You have that sort of needs, if you will, and you and our auto or financials and stuff like that. What Google is trying to do, I think that's it. That's a good thing. Do cook up the reference architectures, but it's a bad thing in a way that you drive drive away some developers who are most of the developers at 80 plus percent, developers are horizontal like you. Look at the look into the psyche of a developer like you move from company to company. And only few developers will say I will stay only in health care, right? So I will only stay in order or something of that, right? So they you have to have these horizontal capabilities which can be applied anywhere on then. On top >>of that, I think that's true. Sorry, but I'll take a little bit different. Take on that. I would say yes, that's true. But remember, remember the old school application developer Someone was just called in Application developer. All they did was develop applications, right? They pick the framework, they did it right? So I think we're going to see more of that is just now mawr of Under the Covers developers. You've got mawr suffer defined networking and software, defined storage servers and cloud kubernetes. And it's kind of like under the hood. But you got your, you know, classic application developer. I think you're gonna see him. A lot of that come back in a way that's like I don't care about anything else. And that's the promise of cloud infrastructure is code. So I think this both. >>Hey, I worked. >>I worked at people solved and and I still today I say into into this context, I say E r P s are the ultimate low code. No code sort of thing is right. And what the problem is, they couldn't evolve. They couldn't make it. Lightweight, right? Eso um I used to write applications with drag and drop, you know, stuff. Right? But But I was miserable as a developer. I didn't Didn't want to be in the applications division off PeopleSoft. I wanted to be on the tools division. There were two divisions in most of these big companies ASAP. Oracle. Uh, like companies that divisions right? One is the cooking up the tools. One is cooking up the applications. The basketball was always gonna go to the tooling. Hey, >>guys, I'm sorry. We're almost out of time. I always wanted to t some of the sections of the day. First of all, we got Holder Mueller coming on at lunch for a power half hour. Um, you'll you'll notice when you go back to the home page. You'll notice that calendar, that linear clock that we talked about that start times are kind of weird like, for instance, an appendix coming on at 1 24. And that's because these air prerecorded assets and rather than having a bunch of dead air, we're just streaming one to the other. So so she's gonna talk about people, process and technology. We got Kathy Southwick, whose uh, Silicon Valley CEO Dan Sheehan was the CEO of Dunkin Brands and and he was actually the c 00 So it's C A CEO connecting the dots to the business. Daniel Dienes is the CEO of you I path. He's coming on a 2:47 p.m. East Coast time one of the hottest companies, probably the fastest growing software company in history. We got a guy from Bain coming on Dave Humphrey, who invested $750 million in Nutanix. He'll explain why and then, ironically, Dheeraj Pandey stew, Minuteman. Our friend interviewed him. That's 3 35. 1 of the sessions are most excited about today is John McD agony at 403 p. M. East Coast time, she's gonna talk about how to fix broken data architectures, really forward thinking stuff. And then that's the So that's the transformation track on the future of cloud track. We start off with the Big Three Milan Thompson Bukovec. At one oclock, she runs a W s storage business. Then I mentioned gig therapy wrath at 1. 30. He runs Azure is analytics. Business is awesome. Paul Dillon then talks about, um, IDs Avery at 1 59. And then our friends to, um, talks about interview Simon Crosby. I think I think that's it. I think we're going on to our next session. All right, so keep it right there. Thanks for watching the Cuban cloud. Uh huh.

>>from around the globe. It's the Cube with digital coverage of AWS Public Sector online brought to you by Amazon Web services. Oven Welcome back to the cubes. Virtual coverage of Amazon Web services. Eight. Of his public sector summit online. We couldn't be there in person, but we're doing remote interviews. I'm John Curry. Your host of the Cube got a great segment from Asia Pacific on the other side of the world from California about social impact, transforming, teaching and learning with cloud technology. Got three great guests. You go. Richard is the CEO and co founder of Guys Tech and Jean Te'o, CEO and founder of Solve Education Founders and CEOs of startups is great. This is squad was the AIPAC regional head. Education, health care, not for profit and research. Ray Ws, he head start big program Vincent. Thanks for coming on, Janine. And you go Thank you for joining. >>Thanks for having us, John. >>We're not there in person. We're doing remote interviews. I'm really glad to have this topic because now more than ever, social change is happening. Um, this next generation eyes building software and applications to solve big problems. And it's not like yesterday's problems there. Today's problems and learning and mentoring and starting companies are all happening virtually digitally and also in person. So the world's changing. So, um, I gotta ask you, Vincent, we'll start with you and Amazon. Honestly, big started builder culture. You got two great founders here. CEO is doing some great stuff. Tell us a little bit what's going on. A pack, >>A lot of >>activity. I mean, reinvent and some it's out. There are really popular. Give us an update on what's happening. >>Thank you. Thank you for the question, John. I think it's extremely exciting, especially in today's context, that we are seeing so much activities, especially in the education technology sector. One of the challenges that we saw from our education technology customers is that they are always looking for help and support in many off the innovation that they're trying to develop the second area off observation that we had waas, that they are always alone with very limited resources, and they usually do not know where to look for in terms, off support and in terms off who they can reach out to. From a community standpoint, that is actually how we started and developed this program called A W s. At START. It is a program specifically for education technology companies that are targeting delivering innovative education solutions for the education sector. And we bring specific benefits to these education technology companies when they join the program. Aws ed start. Yeah, three specific areas. First one is that we support them with technical support, which is really, really key trying to help them navigate in the various ranges off A W S services that allows them to develop innovative services. The second area is leaking them and building a community off like minded education technology founders and linking them also to investors and VCs and lastly, off course, in supporting innovation. We support them with a bit off AWS cop credits promotional credits for them so that they can go on experiment and develop innovations for their customers. >>That's great stuff. And I want to get into that program a little further because I think that's a great example of kind of benefits AWS provides actually free credits or no one is gonna turn away free credits. We'll take the free credits all the time all day long, but really it's about the innovation. Um, Jean, I want to get your thoughts. How would solve education? Born? What problems were you solving? What made you start this company and tell us your story? >>Thank you so much for the question. So, actually, my co founder was invited to speak at an African innovation forum a couple of years back on the topic that he was sharing with. How can Africa skip over the industrialization face and go direct to the knowledge economy? Onda, the discussion went towards in orderto have access to the knowledge economy, unique knowledge. And how do you get knowledge Well through education. So that's when everybody in the conference was a bit stuck right on the advice waas. In order to scale first, we need to figure out a way to not well, you know, engaging the government and schools and teachers, but not depend on them for the successful education initiated. So and that's was what pain walk away from the conference. And when we met in in Jakarta, we started talking about that also. So while I'm Singaporean, I worked in many developing countries on the problem that we're trying to solve this. It might be shocking to you, but UNESCO recently published over 600 million Children and you are not learning on. That is a big number globally right on out of all the SDG per se from U N. Education. And perhaps I'm biased because I'm a computer engineer. But I see that education is the only one that can be solved by transforming bites. But since the other stg is like, you know, poverty or hunger, right, actually require big amount of logistic coordination and so on. So we saw a very, um, interesting trend with mobile phones, particularly smartphones, becoming more and more ubiquitous. And with that, we saw a very, uh, interesting. Fortunately for us to disseminate education through about technology. So we in self education elevate people out of poverty, true, providing education and employment opportunities live urging on tech. And we our vision is to enable people to empower themselves. And what we do is that we do an open platform that provides everyone effected education. >>You could How about your company? What problem you're you saw And how did it all get started? Tell us your vision. >>Thanks, John. Well, look, it all started. We have a joke. One of the co founder, Matthew, had a has a child with severe learning disorder and dyslexia, and he made a joke one day about having another one of them that would support those those kids on Duh. I took the joke seriously, So we're starting sitting down and, you know, trying to figure out how we could make this happen. Um, so it turns out that the dyslexia is the most common learning disorder in the world, with an estimated 10 to 20% off the worldwide population with the disorder between context between 750 million, up to 1.5 billion individual. With that learning disorder on DSO, where we where we sort of try and tackle. The problem is that we've identified that there's two key things for Children with dyslexia. The first one is that knowing that it is dislikes. Yeah, many being assessed. And the second is so what? What do we do about it? And so given or expertise in data science and and I, we clearly saw, unfortunately off, sort of building something that could assess individual Children and adults with dyslexia. The big problem with the assessment is that it's very expensive. We've met parents in the U. S. Specifically who paid up to 6000 U. S. Dollars for for diagnosis within educational psychologist. On the other side, we have parents who wait 12 months before having a spot. Eso What we so clearly is that the observable symptom of dyslexia are reading and everyone has a smartphone and you're smart. Smartphone is actually really good to record your voice. Eso We started collecting order recording from Children and adults who have been diagnosed with dyslexia, and we then trying a model to recognize the likelihood of this lecture by analyzing audio recording. So in theory, it's like diagnosed dyslexic, helping other undiagnosed, dyslexic being being diagnosed. So we have now an algorithm that can take about 10 minutes, which require no priors. Training cost $20. Andi, anyone can use it. Thio assess someone's likelihood off dyslexia. >>You know, this is the kind of thing that really changes the game because you also have learning progressions that air nonlinear and different. You've got YouTube. You got videos, you have knowledge bases, you've got community. Vincent mentioned that Johnny and you mentioned, you know making the bits driver and changing technology. So Jeannine and Hugo, please take a minute to explain, Okay? You got the idea. You're kicking the tires. You're putting it together. Now you gotta actually start writing code >>for us. We know education technology is not you. Right? Um, education games about you. But before we even started, we look at what's available, and we quickly realize that the digital divide is very real. Most technology out there first are not designed for really low and devices and also not designed for people who do not have Internet at hope so way. So with just that assessment, we quickly realized we need toe do something about on board, but something that that that problem is one eyes just one part of the whole puzzle. There's two other very important things. One is advocacy. Can we prove that we can teach through mobile devices, And then the second thing is motivation it again. It's also really obvious, but and people might think that, you know, uh, marginalized communities are super motivated to learn. Well, I wouldn't say that they are not motivated, but just like all of us behavioral changes really hard right. I would love to work out every day, but, you know, I don't really get identity do that. So how do we, um, use technology to and, um, you know, to induce that behavioral change so that date, so that we can help support the motivation to learn. So those are the different things that we >>welcome? >>Yeah. And then the motivated community even more impactful because then once the flywheel gets going and it's powerful, Hugo, your reaction to you know, you got the idea you got, You got the vision you're starting to put. Take one step in front of the other. You got a W s. Take us through the progression, understand the startup. >>Yeah, sure. I mean, what Jane said is very likely Thio what we're trying to do. But for us, there's there's free key things that in order for us to be successful and help as much people as we can, that is free things. The first one is reliability. The second one is accessibility, and the other one is affordability. Eso the reliability means that we have been doing a lot of work in the scientific approach as to how we're going to make this work. And so we have. We have a couple of scientific publications on Do we have to collect data and, you know, sort of published this into I conferences and things like that. So make sure that we have scientific evidence behind us that that support us. And so what that means that we had Thio have a large amount of data >>on and >>put this to work right on the other side. The accessibility and affordability means that, Julian said. You know it needs to be on the cloud because if it's on the cloud, it's accessible for anyone with any device with an Internet connection, which is, you know, covering most of the globe, it's it's a good start on DSO the clock. The cloud obviously allow us to deliver the same experience in the same value to clients and and parent and teacher and allied health professionals around the world. Andi. That's why you know, it's it's been amazing to to be able to use the technology on the AI side as well. Obviously there is ah lot of benefit off being able to leverage the computational power off off the cloud to to make better, argue with them and better training. >>We're gonna come back to both of you on the I question. I think that's super important. Benson. I want to come back to you, though, because in Asia Pacific and that side of the world, um, you still have the old guard, the incumbents around education and learning. But there is great penetration with mobile and broadband. You have great trends as a tailwind for Amazon and these kinds of opportunity with Head Start. What trends are you seeing that are now favoring you? Because with co vid, you know the world is almost kind of like been a line in the sand is before covert and after co vid. There's more demand for learning and education and community now than ever before, not just for education, the geopolitical landscape, everything around the younger generation. There's, um, or channels more data, the more engagement. How >>are you >>looking at this? What's your vision of these trends? Can you share your thoughts on how that's impacting learning and teaching? >>So there are three things that I want to quickly touch on number one. I think government are beginning to recognize that they really need to change the way they approach solving social and economic problems. The pandemic has certainly calls into question that if you do not have a digital strategy, you can't You can find a better time, uh, to now develop and not just developed a digital strategy, but actually to put it in place. And so government are shifting very, very quickly into the cloud and adopting digital strategy and use digital strategy to address some of the key problems that they are facing. And they have to solve them in a very short period of time. Right? We will talk about speed, three agility off the cloud. That's why the cloud is so powerful for government to adult. The second thing is that we saw a lot of schools closed down across the world. UNESCO reported what 1.5 billion students out of schools. So how then do you continue teaching and learning when you don't have physical classroom open? And that's where education, technology companies and, you know, heroes like Janine's Company and others there's so many of them around our ableto come forward and offer their services and help schools go online run classrooms online continue to allow teaching and learning, you know, online and and this has really benefited the overall education system. The third thing that is happening is that I think tertiary education and maybe even catch off education model will have to change. And they recognize that, you know, again, it goes back to the digital strategy that they got to have a clear digital strategy. And the education technology companies like, what? Who we have here today, just the great partners that the education system need to look at to help them solve some of these problems and get toe addressing giving a solution very, very quickly. >>Well, I know you're being kind of polite to the old guard, but I'm not that polite. I'll just say it. There's some old technology out there and Jenny and you go, You're young enough not to know what I t means because you're born in the cloud. So that's good for you. I remember what I t is like. In fact, there's a There's a joke here in the United States that with everyone at home, the teachers have turned into the I T department, meaning they're helping the parents and the kids figure out how to go on mute and how toe configure a network adds just translation. If they're routers, don't work real problems. I mean, this was technology. Schools were operating with low tech zooms out there. You've got video conferencing, you've got all kinds of things. But now there's all that support that's involved. And so what's happening is it's highlighting the real problems of the institutional technology. So, Vincent, I'll start with you. Um, this is a big problem. So cloud solves that one. You guys have pretty much helped. I t do things that they don't want to do any more by automation. This >>is an >>opportunity not necessary. There's a problem today, but it's an opportunity tomorrow. You just quickly talk about how you see the cloud helping all this manual training and learning new tools. >>We are all now living in a cloud empowered economy. Whether we like it or not, we are touching and using services. There are powered by the cloud, and a lot of them are powered by the AWS cloud. But we don't know about it. A lot of people just don't know, right Whether you are watching Netflix, um Well, in the old days you're buying tickets and and booking hotels on Expedia or now you're actually playing games on epic entertainment, you know, playing fortnight and all those kind of games you're already using and a consumer off the cloud. And so one of the big ideas that we have is we really want to educate and create awareness off club computing for every single person. If it can be used for innovation and to bring about benefits to society, that is a common knowledge that everyone needs to happen. So the first big idea is want to make sure that everyone actually is educated on club literacy? The second thing is, for those who have not embarked on a clear cloud strategy, this is the time. Don't wait for for another pandemic toe happen because you wanna be ready. You want to be prepared for the unknown, which is what a lot of people are faced with, and you want to get ahead of the curve and so education training yourself, getting some learning done, and that's really very, very important as the next step to prepare yourself toe face the uncertainty and having programs like AWS EC start actually helps toe empower and catalyzed innovation in the education industry that our two founders have actually demonstrated. So back to you Join. >>Congratulations on the head. Start. We'll get into that real quickly. Uh, head start. But let's first get the born in the cloud generation, Janine. And you go, You guys were competing. You gotta get your APS out there. You gotta get your solutions. You're born in the cloud. You have to go compete with the existing solutions. How >>do you >>view that? What's your strategy? What's your mindset? Janine will start with you. >>So for us, way are very aware that we're solving a problem that has never been solved, right? If not, we wouldn't have so many people who are not learning. So So? So this is a very big problem. And being able to liberate on cloud technology means that we're able to just focus on what we do best. Right? How do we make sure that learning is sufficient and learning is, um, effective? And how do we keep people motivated and all those sorts of great things, um, leveraging on game mechanics, social network and incentives. And then while we do that on the outside way, can just put almost out solved everything to AWS cloud technology to help us not worry about that. And you were absolutely right. The pandemic actually woke up a lot of people and hands organizations like myself. We start to get queries from governments on brother, even big NGOs on, you know, because before cove it, we had to really do our best to convince them until our troops are dry and way, appreciate this opportunity and and also we want to help people realized that in order to buy, adopting either blended approach are a adopting technology means that you can do mass customization off learning as well. And that's what could what we could do to really push learning to the next level. So and there are a few other creative things that we've done with governments, for example, with the government off East Java on top of just using the education platform as it is andare education platform, which is education game Donald Civilization. Um, they have added in a module that teaches Cove it because, you know, there's health care system is really under a lot of strain there, right and adding this component in and the most popular um mitigate in that component is this This'll game called hopes or not? And it teaches people to identify what's fake news and what's real news. And that really went very popular and very well in that region off 25 million people. So tech became not only just boring school subjects, but it can be used to teach many different things. And following that project, we are working with the federal government off Indonesia to talk about anti something and even a very difficult topic, like sex education as well. >>Yeah, and the learning is nonlinear, horizontally scalable, its network graft so you can learn share about news. And this is contextual data is not just learning. It's everything is not like, you know, linear learning. It's a whole nother ballgame, Hugo. Um, your competitive strategy. You're out there now. You got the covert world. How are you competing? How is Amazon helping you? >>Absolutely. John, look, this is an interesting one, because the current competitors that we have, uh, educational psychologist, they're not a tech, So I wouldn't say that we're competing against a competitive per se. I would say that we're competing against the old way of doing things. The challenge for us is to, um, empower people to be comfortable. We've having a machine, you know, analyzing your kids or your recording and telling you if it's likely to be dislikes. Yeah, and in this concept, obviously, is very new. You know, we can see this in other industry with, you know, you have the app that stand Ford created to diagnose skin cancer by taking a photo of your skin. It's being done in different industry. Eso The biggest challenge for us is really about the old way of doing things. What's been really interesting for us is that, you know, education is lifelong, you know, you have a big part in school, but when you're an adult, you learn on Did you know we've been doing some very interesting work with the Justice Department where, you know, we look at inmate and you know, often when people go to jail, they have, you know, some literacy difficulty, and so we've been doing some very interesting working in this field. We're also doing some very interesting work with HR and company who want to understand their staff and put management in place so that every single person in the company are empowered to do their job and and and, you know, achieve success. So, you know, we're not competing against attack. And often when we talk to other ethnic company, we come before you know, we don't provide a learning solution. We provide a assessment solution on e assessment solution. So, really, John, what we're competing against is an old way of doing things. >>And that's exactly why clouds so successful. You change the economics, you're actually a net new benefit. And I think the cloud gives you speed and you're only challenges getting the word out because the economics air just game changing. Right, So that's how Amazon does so well, um, by the way, you could take all our recordings from the Cube, interviews all my interviews and let me know how ideo Okay, so, um, got all the got all the voice recordings from my interview. I'm sure the test will come back challenging. So take a look at that e. I wanna come back to you. But I wanna ask the two founders real quick for the folks watching. Okay on Dhere about Amazon. They know the history. They know the startups that started on Amazon that became unicorns that went public. I mean, just a long list of successes born in the cloud You get big pay when you're successful. Love that business model. But for the folks watching that were in the virtual garages, air in their houses, innovating and building out new ideas. What does Ed start mean for them? How does it work? Would you would recommend it on what are some of the learnings that you have from work with Head Start? >>But our relationship X s start is almost not like client supplier relationship. It's almost like business partners. So they not only help us with protect their providing the technology, but on top of that, they have their system architect to work with my tech team. And they have, you know, open technical hours for us to interact. And on top of that, they do many other things, like building a community where, you know, people like me and Google can meet and also other opportunities, like getting out the word out there. Right. As you know, all of their, uh, startups run on a very thin budget. So how do we not pour millions of dollars into getting out without there is another big benefit as well. So, um definitely very much recommend that start. And I think another big thing is this, right? Uh, what we know now that we have covert and we have demand coming from all over the place, including, like, even a lot of interest, Ally from the government off Gambia, you know? So how do we quickly deploy our technology right there? Or how do we deploy our technology from the the people who are demanding our solution in Nigeria? Right. With technology that is almost frameless. >>Yeah. The great enabling technology ecosystem to support you. And they got the region's too. So the region's do help. I love we call them Cube Region because we're on Amazon. We have our cloud, Hugo, um, and start your observations, experience and learnings from working with aws. >>Absolutely. Look, this is a lot to say, so I'll try and making sure for anyone, but but also for us on me personally, also as an individual and as a founder, it's really been a 365 sort of support. So like Johnny mentioned, there's the community where you can connect with existing entrepreneur you can connect with expert in different industry. You can ask technical expert and and have ah, you know office our every week. Like you said Jenny, with your tech team talking to cloud architect just to unlock any problem that you may have on day and you know, on the business side I would add something which for us has been really useful is the fact that when we when we've approached government being able to say that we have the support off AWS and that we work with them to establish data integrity, making sure everything is properly secured and all that sort of thing has been really helpful in terms off, moving forward with discussion with potential plant and and government as well. So there's also the business aspect side of things where when people see you, there's a perceived value that you know, your your entourage is smart people and and people who are capable of doing great things. So that's been also really >>helpful, you know, that's a great point. The APP SEC review process, as you do deals is a lot easier. When here on AWS. Vincent were a little bit over time with a great, great great panel here. Close us out. Share with us. What's next for you guys? You got a great startup ecosystem. You're doing some great work out there and education as well. Healthcare. Um, how's your world going on? Take a minute, Thio. Explain what's going on in your world, >>John, I'm part of the public sector Team Worldwide in AWS. We have very clear mission statements on by the first is you know, we want to bring about destructive innovation and the AWS Cloud is really the platform where so many off our techs, whether it's a text, healthtech golf text, all those who are developing solutions to help our governments and our education institutions or health care institutions to really be better at what they do, we want to bring about those disruptive innovations to the market as fast as possible. It's just an honor on a privilege for us to be working. And why is that important? It's because it's linked to our second mission, which is to really make the world a better place to really deliver. Heck, the kind of work that Hugo and Janina doing. You know, we cannot do it by ourselves. We need specialists and really people with brilliant ideas and think big vision to be able to carry out what they are doing. And so we're just honored and privileged to be part off their work And in delivering this impact to society, >>the expansion of AWS out in your area has been phenomenal growth. I've been saying to Teresa Carlson, Andy Jassy in the folks that aws for many, many years, that when you move fast with innovation, the public sector and the private partnerships come together. You're starting to see that blending. And you've got some great founders here, uh, making a social impact, transforming, teaching and learning. So congratulations, Janine and Hugo. Thank you for sharing your story on the Cube. Thanks for joining. >>Thank you. Thank >>you, John. >>I'm John Furry with the Cube. Virtual were remote. We're not in person this year because of the pandemic. You're watching a divest Public sector online summit. Thank you for watching

>>from around the globe. It's >>the Q with digital coverage of AWS Public sector online brought to you by Amazon Web services. Hello. I'm John for a host of the Cube. We're here covering A W. S s international public sector virtual event. We have a great guest. The star of the program is Max Peterson, Good friend of the Cube. Also Vice President of A W s International for Public Sector Max. Great to see you. Thanks for coming on this virtual remote interview. Cuban interview. Hey, >>John. Great to be back on the Cube, even if it is virtual >>well, you know, we're not face to face. We have to go virtual. So the cube virtual, you've got to public sector summit. Virtual. Um, this is the time of the year where normally we'd be out on the road in Bahrain, Japan, Asia, Pacific Europe. We'd be out on the summits talking to all the guests and presenting that the update on public sector. But we have to do it remotely. Um, a little bit of trade off. The good news is with cove it for at least you guys. It's a global media network. And with these remote interviews. Uh, public sector is seeing a lot more global activity, and that's what I want to get your thoughts on. What is the business update internationally for public sector? I'm sure that with CO over the pandemic, you're seeing a lot of activity. How is the public sector business doing internationally? >>John, You know, you mentioned one of the silver linings of a pretty bad situation with the Koven pandemic. And that's been that it has meant that people have to be resourceful. Governments have to be resourceful on DSO. There's been a tremendous amount of innovation people have gotten used to now using modern cloud technology to support remote work and remote war learning. Um, out of necessity, we've had to figure out how do we deliver far greater health care services using digital technology, telemedicine, digital social care, uh, chime rooms? Uh, it really, in a nutshell, has been a tough six months for people, but a relative relatively busy six months for innovation. And for i t for the public sector customers, >>you know, I did an interview a few months ago for one of the award programs in Canada. Um, with the center had a customer on disk customers. The classic customer, a Amazon. You know, I'm not sure we do it all internally. He deployed A W S Connect in literally days that saved the lives of many of his countrymen and women by getting the entitlement checks out. And he was a glowing endorsement because, he said, with Cove in 19 they were crippled. He said they will. They stood up a call center and literally he was converted. That's just one example again. That's Canada of the kind of solutions that you guys air, enabling with Cloud to quickly respond to the crisis, to use technology to solve other technology problems and also business problems. Can you give an example on the international front of where you're seeing some activity? Because this seems to be the same pattern we're seeing, People who have used in the cloud we cube virtual. Will there be no Cuba's wasn't for our cloud implementations, but this is, um, obvious, but I want to call it out. It's important. Can you share some examples of people internationally using the cloud to get and respond to the to the cove in 19 pandemic in delivering services? >>Yeah, In fact, John, we're focusing a lot on that at the public sector summit online that comes up here in October. Um, a couple of quick examples. In fact, one of the top learnings is speed matters. And so we have Eve Curry from Australia, who talks about social and health care and how they were able to get a complete digital suite up and running for supporting 5000 elderly patients and over 3000 employees in less than a week, and that included getting up and running a video conferencing and tele consultation capability using AWS chime. It involved getting up and running collaboration space for the remote workers using work work docks. And it involves setting up a complete call center on the cloud, using Amazon time and literally that was done in less than a week. Another example, really ambitious example, which again is a testament to the innovation and, uh, the capability, the capability that AWS brings to customers. I'm in India. They had a number of tele medicine applications. They were available for a fee, but they didn't have a universal way to reach the vast population in India. And so when the pandemic hit three organization that was responsible for the public health component was challenged to get a no cost tele consultation hella medicine system up and running for outpatient services that could scale to reach a billion people. Um, they did that in 19 days. They got the system up and running Now hasn't gotten to a billion people online at one time. But there right now, doing 6000 consultations a day with about 4000 doctors, and they're headed toward 100,000 consultations today. Eso just to your point, speed and scale. We're seeing it across the board from from our public sector customers. >>You know, it's just mind boggling just to kind of pinch myself from it in 19 days. It's crazy, right? I mean, crazy fast If you throw back to the eighties and nineties when I broke into the business, you know, young gun client server was all the rage back then. And if you wanted to do, like a big apt upon an oracle s a p, whatever it was years, it was months just to do planning. E mean, I mean, think about the telemedicine example 19 days. That's huge. I mean, just the scale is just off the charts. So So I mean, even if you're not a believer in cloud I don't feel should be should just go home and retire at this point because it's just obvious. Uh, the question I wanna ask you specifically because Theresa brought this up on my last interview with her. And I wanna ask you the same question is, what is AWS doing specifically to help customers? I know customers are helping themselves. You mentioned that. What are you guys doing? Toe? Accelerate this. How are you helping of you guys changed a little bit. Can you just share what you guys specifically doing to help customers pivot toe not only solving it, but having a growth strategy behind it? >>Yeah, John, that's a great question. Some of the things that we're doing our long standing programs and so customers from day one have had a need for skills and workforce development. We keep on doubling down on those programs. Things like a W s academy aws educate our restart programs in different countries. So number one is we continue to help customers double down on getting the right cloud skills to enable the digital workforce. The second thing, in fact, if I can, for just amendment, um, there is actually a section of the public sector online called the New Workforce, which talks about both the digital skills that are required and then also some of the remote working skills that we need to help folks with. So So workforce is a big one. Um, the second one. Yeah, and I'm super excited about this because we've opened up the opportunity, form or customers around the globe to participate in our city on the Cloud Challenge Onda That gives a great opportunity to showcase and highlight the innovation of public sector customers and, you know, win some AWS credits and technical assistance to help them build their programs. But I think one of the most the things I'm most proud about in the last 6 to 9 months was when the when this pandemic struck and we listen to our customers about what they needed. We came out with something called the AWS Diagnostic Development Initiative, and that was a program specifically aimed at providing technical assistance. Um, a ws cloud credits all to researchers to help them, um, tackle the tough questions that need to be answered to help us deal with and then hopefully resolve the pandemic. >>So on the international front, like I said earlier in the open, we would've been in Bahrain. That's a new region, only a couple of years old, Obviously the historic, um this, um, geopolitical things happening there, opening things up, that's been a very successful region. This is the playbook. Can you just give us an update on some of the successes in the different regions by rain and then a pack and other areas? What? Some of the highlights? >>Sure, John, One of the things that I think it's super exciting is that all of these customers are developing new capabilities right now. Um, one example from Egypt. Uh, they had to get literally an entire student population back to school. When the pandemic hit on DSO. They quickly pivoted to bringing a online learning management system or LMS up on the cloud on AWS. Um, and they have been able to continue to teach classes, literally to millions of students there. We've seen that same sort of distance learning online education across the globe. Another example would be when countries needed to figure out how to beam or effective in that sort of time tested, contact tracing process. So So when ah person has been found to have the the flu or the illness the subject illness, um, they typically have a lot of manual contact tracers that have to try to identify kind of where that person's been and see if they can. Then, um, helped to control the spread of whatever the diseases Kobe 19. In this case, um, we put together with governments across the world with a W s partners across the world again in very fast order, automated systems to help governments manage this, um, Singapore is a super example. India's a massively scaled example, but we did it in countries of across the globe, and we did it by working with them and the partners there to specifically respond to their needs. So everybody's case, while similar at a high level, you know, was unique in the way that they had to implement it. >>And it's been a great, great ride international us with co vid. You guys have ah current situation. You guys are providing benefits and I'll see the cloud itself for the customer to build those modern APS. The question I wanna ask you, Max, as an executive at eight of yourself. So you've been in the industry, Um, with public sector pre covert, it's, you know, it's before Cove. And there's after Govind is gonna be kind of like that demarcation line in the society. Um, it has become a global thing. I just did an event with Cal Poly was mentioned before we came on, um, small little symposium that would have been, you know, face to face. But because we did it virtually it's now global reinvents coming up. That's gonna be essentially virtual. So it's gonna be more global, less physical, space to face. Everything is introduced, no boundaries. So how >>does that >>impact? How do you How do you guys, How do you look at that? Because it impacts you, I guess a little bit because there's no boundaries, >>right? You know, John, I think this plays into what we're talking about in terms of people and governments and organizations getting used to new ways of working on de so some of our new workforce development is based around that, not just the digital skills in the cloud skills a couple of the things that we've recognized by the way, Um, it's different, but done well, there's new benefits. And so so one of the things that we've seen is where people employ chime, for instance, Uh, video conferencing solution or solutions from our partners like Zoom and others. Onda people have been able to actually be Maurin touch, for instance, with elder care. Um, there were a number of countries that introduced shielding. That meant that people couldn't physically go and visit their moms and dads. Um and so what we've seen is a number of systems on care organizations that have responded andare helping thing the elderly, uh, to use this new tech on. But it's really actually, uh, heartwarming, uh, to see those connections happen again, even in this virtual world. And the interesting thing is, you can actually step up the frequency on DSO. You don't have to be there physically, but you can be there, Andi and interact and support with the number of these thes tools. I think one of the other big learnings that we've seen for many organizations and just about every public sector group has toe work with, um uh, their constituents on the phone. Of course, we've got physical offices, you know, whether it's a hospital or a outpatient center or a social care center. Um, but you always have to have a way to work on phones. What's happened during the Cove in 19 Pandemic is there's been a surge is where information needed to get out to citizens or where citizens literally rushed the phone lines to be able to get the most current information back. Andi, the legacy called systems have been completely overwhelmed, their inadequate. And we've seen customers launch the online call center in the cloud piece, using Amazon connect as their starting point. But then, you know, continuously innovating. And so starting to use things like Lex to be able to deliver a chat box function, Um, in the in the US, for example, one of our partners, Smartronix, was able to automate the welfare and social care systems for a number of different states to the point now where 90 plus percent of those calls get initially handled, satisfied using a chat bots, which frees up agents the deal, you know, with the more difficult inbound calls that they get. >>I gotta ask you, where do we go from here? What's next for these organizations? Post Covad World. You know, if we're sitting at a cocktail party was sitting down having dinner or where he talking remotely here, how would you? How would you explain to me what's what's next? Where do we go from here? And how do organizations take that next post co vid recovery and growth? What's your take? >>And John? I think that's a fantastic question to ask. Let me tell you what we learn from our customers every day because we see them try and do new things. If I had to take my sort of crystal ball, I think we're in version one of figuring out How do we work in this new environment? I think there's a couple of key things that we're going to see. Number one. Um, resilience and continuity of service is not gonna be optional. Everybody is coming to expect that government care, not for profits. Education is going to be able to seamlessly continue to deliver the core services irrespective of these world events or emergencies on B C customers. Now you know, really getting that right. It used to take. You talked about it? Um, heck, you couldn't get a system up and running in 19 days. You'd be lucky if you cut a purchase order in 19 days and citizens and constituents that aren't going to accept that anymore, right? That's one big, uh, change that I think is with us. And we'll keep on driving cloud adoption. I think the next one is how do we start putting the pieces together in ways that make some of this invisible and an example? Um, you know, kind of starts with that with that example in the US with partner that was building systems to help, uh, welfare and social care call centers operate smoother. But if you think about the range of AWS services and the building blocks that customers have, we'll find customers starting to create that virtual experience in aversion to dot away where they tie the contact center into chat box and into transcription. Like, for instance, being able to have a conversation with the parents and using comprehend medical actually get a medically accurate transcription. So the doctor can focus on that patient interaction and not on actually data captured, right, and then if that patient asks. Well, g Doc, could you give me more information about, you know, X y z, uh, medication, or about what a course of treatment sounds like? Instead of tying up the doctors time, you could go and use a tool like Amazon Polly to then go text to speech and give all of that further rich information to that citizen. Um e think some of them things. Same scenarios, right? How do we go from this? This very fast version one dot response to a a mawr immersive, less tech evident capability that strings these things together that to meet kind of unique use cases or unique needs. >>Yeah, I think that's totally right. I think you know the 19 days. Yeah, I'm blown away by that. But I think you know, we thought about agility. That was a cloud term. Being more agile with your code business. Agility has come on the scene and then with business agility you have I call I call business latency. Andi, you went from years to months, months, two days. And I think now, as you get into the decks versions, it's days, two hours, hours, two minutes, hours two seconds Because when you look at the scale of the cloud some of things we were talking what's going on? Space force and globally around with space Leighton See, technically and business late and see this is the new dynamic and it's gonna be automation. Ai these air. This is the new reality. I think co vid points that out. Uh, what's your reaction to that? And give a final message to the AWS international community out there on on how to get through this and what you guys are doing? >>Yeah, John, I think your observation is you know that increasingly, uh, there needs to be a connectedness between the services that thes public sector customers deliver on dso Um, that connectedness can be in terms of making sure that a citizen who eyes on their life journey doesn't need to continuously explain to government where they're at. But rather, government learns how to create secure, scalable data stores so that so that they understand the journey of the citizen and can provide help through that journey. Eso it becomes mawr citizen centric. I think another example is in the entire healthcare arena where what we have found is that the ability thio to securely collaborate on very complex problems and complex data sets? Uh, like like genomes, um is increasingly important on DSO. I think what you'll find is you'll find we're seeing it today, right? With customers like, uh, Genomics England and the UK Bio Bank were there, in fact, creating these secure collaboration spaces so that the best researchers can work against these very important data sets in a secure, yet trusted collaboration environment. So I think we're seeing much more of that on I would say The third thing that we're probably learning from our customers is just how important that skills and workforce pieces. Um, with the accelerated pace, we continue to see pressure on smart skills, and resource is that our customers need. Fortunately, we've got a great global partner ecosystem, Um, but you'll see us continuing to push that forward as a zone agenda that will help customers with eso. I guess my parting comment would be how could it not be? I hope that the customers that attend the summit are from all over the world. I hope they find something that's useful to them in pursuing their mission and in their journey to the cloud. And John, I just This is always a pleasure to join the Cube. Thanks very much for the time today. Thank >>you, Max. Great. Call out. Just I'll call it out. One more time to amplify the learnings in the workforce development starting younger and younger. The path to get proficiency is quickly. You could be a cloud computing cybersecurity application, modern application development, all hot areas. Uh, the new playbook is cloud. It's all there online. And, of course, Max. Global footprint with the regions, the world has changed, and it's gonna be pretty busy. Time for you. We'll be covering it. Thanks for coming on. >>That's great. Thanks, John. >>Okay, I'm John. Free with the Cube. You're watching any of US? Public sector summit, The international online event. I'm John. Hard to keep your host. Thank you for watching

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)

>>from >>around the >>globe. It's the Cube with digital coverage of pager duty. Summit 2020. Brought to you by pager duty. Hey, welcome back to Brady. Jeffrey here with the Cube in Palo Alto studios today. And we're talking about an upcoming event. It's one of our favorites. This will be the fourth year that we've been doing it. And it's pager duty summit. And we're excited to have from the pager duty team. She's Caroline Gus, the VP of corporate marketing from pager duty. Caroline, Great to see you. >>Hi, Jeff. Great to see you again. >>Absolutely. So, you know, I was thinking before we turn on the cameras we've been doing pager duty for I think this will be like, say, our fourth year that first year was in the cool, um, cruise ship terminal pier. I gotta written appear 27 which was which was nice. And then the last two years, you've been in the, you know, historic Westin ST Francis in downtown San Francisco, which is a cool old venue, but oh, my goodness. You guys were busting at the seams last year. So this year, year to go virtual. There's a whole bunch of new things that that you could do in virtual that you couldn't do in physical space. At least when you're busting out of the seems so First off, Welcome and >>talk a little >>bit about planning for virtual versus planning for a physical event from, you know, head of marketing perspective. >>Absolutely. I mean, the first thing that's changed for us is the number of people that can come. It's five x the number of people that were able to join us, the Western last year. So we have, uh, we we expect to have 10,000 people registered on attending age duty summit. The second thing is thea share number of sessions that we can put on. Last year, I think we had around 25 sessions. This year we have between 40 and 50 on again. That's because we're not constrained by space and physical meeting rooms, so it's being a really exciting process for us. We've built a fantastic agenda on. It's very much personalized, you know, developers come to our event. They love our event for the opportunity to learn mixed with their peers, get best practices and hands on experience. So we have many more of those types of sessions when we have done previously, and that things like labs and Bird of Feather Sessions and Emma's. But we've also built a whole new track of content this year for executives. Page Julie has, um, many of the Fortune 500 on 4100 customers. We work very closely with CEO CTO, so we have built sessions that are really designed specifically for that audience on I think for us it's really opened up. The potential of this event made it so much broader and more appealing than we were able to do when we were, As you say, you know, somewhat confined by the location in downtown San Francisco. >>I think it's such an interesting point. Um, because before you were constrained, right, If you have X number of rooms over a couple of days, you know you've got to make hard decisions on breakouts and what could go in and what can't go in. And, you know, will there be enough demand for these for this session versus another session? Or from the perspective of an attendee, you know, do they have to make hard tradeoffs? I could only attend one session at one oclock on Tuesday and I got to make hard decisions. But this is, you said really opens up the opportunities. I think you said you doubled. You doubled your sessions on and you got five X a number of registrations. So I think, you know, way too many people think about what doesn't happen in digital vs talking about the things that you can do that are impossible in physical. >>Yeah, I think at the very beginning. Well, first of all, we held our Amir summit events in London in July. So that was great because we got Thio go through this experience once already. And what we learned was the rial removal of hurdles in this process. So, to your point about missing the session because you're attending another session, we were calling this sort of the Pelton version of events where you have live sessions. It's great to be there, live participate in the live Q and A, but equally you have an entire on demand library. So if you weren't able to go because there was something else at the same time, this is available on demand for you. So we are actually repeating live sessions on two consecutive day. So on the Monday we're on everything on the Tuesday I ask because show up again for life Q and A at the end of their sessions. But after that it's available forever on an on demand library. So for us, it was really removing hurdles in terms of the amount of content, the scheduling of the content on also the number of people that content in attend, no geographical boundaries anymore. It used to be that a customer of ours would think, Well, I'll send one or two people to the page duty summit. They could learn all the great innovation from page duty, and they'll bring it back to the team that's completely changed. You know, we have tens of 20 signing up on. All of them are able to get that experience firsthand. >>That's really interesting. I didn't didn't even think about, you know, kind of whole teams being able to attend down instead of just certain individuals because of budget constraints, or you can't send your whole team, you know, a way for a conference in a particular area. But the piece to that you're supporting that were over and over is that the net new registrants goes up so dramatically in terms of the names and and and who those individuals are because a lot of people just couldn't attend for for various reasons, whether it's cost, whether it's, uh, geography, whether it's they just can't take time off from from from leaving their primary job. So it's a really interesting opportunity to open up, um, the participation to such a much bigger like you said five x five X, and increase in the registration. That's pretty good number. >>That's right. Yeah. I mean, that crossed boundaries gone away. This event is free on DWhite. That's actually meant is, as I say, you know, larger teams from the same company are attending. Uh, In addition, we have a number of attendees who are not actually paid to duty customers right now to previously. This was very much a community event for, you know, our page duty users on now we actually have a large number of I asked, interested future customers that will be coming to the event. So that's really important for us. And also, I think, for our sponsor partners as well, because it's bordering out the audience for both of us. So let's >>talk about sponsors for a minute, because, um, one of the big things in virtual events that people are talking about quite often is. Okay, I can do the keynotes, and I could do the sessions. And now I have all these breakout sessions for, um, you know, training and certification and customer stories, etcetera. But when it comes to sponsors, right sponsors used, you know, go to events to set up a booth and hand out swag and wander badge. Right? And it really was feeding kind of a top level down funnel. That was really important. Well, now those have gone away. Physical events. So from the sponsor perspective, you know, what can they expect? What? What do you know the sponsor experience at pager duty Summit. Since I don't have a little tiny booth at the Westin ST Francis given out swag this year. >>Yeah. So one important thing is the agenda and how we're involving our sponsors in our agenda this time, something that we learned is we used to have very long keynotes. You know, the keynote could be an hour long on involved multiple components and people would stay in that room for a now er on did really stay and watch sessions all day. So we learned in the virtual format that we need to be shorter and more precise in our sessions on that opened up the opportunity to bring in more of our partners, our sponsorship partners. So zendesk Salesforce, Microsoft some examples. So they actually get to have their piece of both of our keynote sessions and of our technical product sessions. I'm really explain both the partnership with pager duty, but also they're called technology and the value that they provide customers. So I think that the presence of sponsors in content is much higher than it was before on we are still repeating the Expo format, so we actually do have on Expo Hall that any time there's breaking between sessions, you could go over to the Expo ball, and it actually runs throughout as well, and you can go in and you can talk to the teams. You can see product demos, so it's very much a virtual version of the Expo Hall where you went and you want around and you picked up a bit of swag, >>so you mentioned keynotes and and Jennifer and and the team has always had a fantastic keynotes. I mean, I just saw Jennifer being interviewed with Frank's Luqman and and Eric Juan from Zoom By by Curry, which was pretty amazing. I felt kind of jealous that I didn't get to do that. But, um, talk tell us a little bit about some of the speakers I know there'll be some some, you know, kind of big rally moment speakers as well as some that are more down to technical track or another track. Give us some highlights on on some of the people. I will be sharing the stage with Jennifer. >>Absolutely, I said. I think what's really unique about Page duty Summit is that we designed types of content for different types of attendees. So if you're a developer, your practitioner, we have something like this from Jones of Honeycombs, who's talking about who builds the tools that we all rely on today, and how do they collaborate to build them together in this virtual world? Or we have J. Paul Reed from Netflix talking about how to handle the stress of being involved in incidents, So that's really sessions for our core audience of developers who are part of our community and pager duty really helps them day to day with with that job. And then we have the more aspirational senior level speakers who could really learn from a ZA leader. So Bret Taylor, president and CEO of Salesforce, will be joining us on the main stage. You'll be talking about innovation and trust in today's world on. Then we have Derrick Johnson. He is president of N A A. C P, and he'll be talking about community engagement and particularly voter engagement, which is such an important topic for us right now. Aan den. We have leaders from within our customers who are really talking about the way they use pager duty thio drive change in their organization. So an example would be porches, bro. He runs digital for Fox on, and he's gonna be talking about digital acceleration. How large organization like Fox can really accelerate for this digital first world that we find ourselves living in right now, >>right? Well, you guys have such a developer focus because pager duty, the product of solution, has to integrate with so many other, um, infrastructure, you know, monitoring and, uh, and all of all those different systems because you guys were basically at the front line, you know, sending them the signals that go into those systems. So you have such a broad, you know, kind of ecosystem of technology partners. I don't know if people are familiar with all the integrations that you guys have built over the years, which is such a key piece of your go to market. >>That's right. I mean, we we like to say we're at the center of the digital ecosystem. We have 203 170 integrations on. That's important because we want anyone to be able to use page duty no matter what is in their technology stack technology stacks today are more complex than they've ever been before, particularly with businesses having to shift to this digital first model since we all began shelter in place, you know, we all are living through digital on working and learning through digital on DSO. The technology stacks that power that are more complicated than ever before. So by having 370 integrations, we really know that we conserve pretty much any set of services that your business. It's using. >>Yeah, we've all seen all the means right about who's who's pushing your digital transformation. You know, the CEO, the CEO or or covert. And we all know the answer to toe what's accelerated that whole process. So okay, but so before I let you go, I don't even think we've mentioned the date. So it's coming up Monday, September, September 21st through Thursday, September 24th not at the West End Online and again. What air? What are you hoping? You're kind of the key takeaways for the attendees after they come to the summit? >>Yeah, a couple of things. I mean, first of all, I think will be a sense of belonging. Three attendees, the uses, a pager duty. They are really the teams that are at the forefront of keeping our digital services working on. But what that means is responding to incidents we've actually seen. Ah, 38% increase in the volume of incidents on our platform since covert and shelter in place began. Wait 30 >>38% increase in incidents since mid March. >>That's correct. Since the beginning of on bear in mind incidents. Prior to that in the six months prior, they were pretty flat. There wasn't instant growth. But what we've also seen is a 20% improvement in the time that it takes to resolve an incident from five minutes down to four minutes. So what that really means is that the pager duty community is working really hard. They're improving their practices. Hopefully our platform, our platform is a key part of how, but these are some people under pressure, so I hope that people can come and they can experience a sense of belonging. They can learn from each other about experiences. How do you manage the stress of that situation on what are some of the great innovations that make your job easier in the year ahead? The second thing that we don't for that community is that we are offering certification for P. D. You page due to university for free this year. It's of course, with a value of $7500. Last year, you would attend page duty summit on you would sit through your sessions and you would learn and you would get certified. So this year it's offered for free. You take the course during summit. But you can also carry on if you miss anything for 30 days after. So we're really feeling that, you know, we're giving back there, offering a great program for certification and improved skills completely free to help our community in this in this time of pressure, >>right? Right. Well, it is a very passionate community, and, you know, we go to so many events and you can you can really tell it's palatable, you know, kind of what the where the tight communities are and where people are excited to see each other and where they help each other, not necessarily only at the event, but you know, throughout the year. And I think you know a huge shout out to Jennifer on the culture that she's built there because it is very warm. It's very inclusive, is very positive. And and that energy, you know, kind of goes throughout the whole company and ice the teaser. You know this in something that's built around a device that most of the kids today don't even know what a pager is, and just the whole concept of carrying a pager and being on call right and being responsible. It's a very different way to kind of look at the world when you're the one that has that thing on your hip and it's buzzing and someone's expecting, Ah, return call and you gotta fix something So you know, a huge shout out to keep a positive and you're smiling nice and big culture in a job where you're basically fixing broken things most of the time. >>Yeah, absolutely. I mean, there's, I think, a joke that we make you know these things only break on Friday night or your wedding anniversary or Thanksgiving. But one of the announcements we're most excited about this year is the level of automation on artificial intelligence that we're building into our platform that is really going to reduce the number of interruptions that developers get when they are uncle. >>Yeah, I look forward to more conversations because we're gonna be doing a bunch of Cube interviews like Normal and, uh, you know, applied artificial intelligence, I think, is where all the excitement is. It's not a generic thing. It's where you applied in a specific application to get great business outcomes. So I look forward to that conversation and hopefully we'll be able to talk again and good luck to you and the team in the last few weeks of preparation. >>Thanks so much, Jeff. I've enjoyed talking to you. Thanks for having me. >>Alright. You too. And we'll see you later. Alright. She is Caroline. I'm Jeff. You're watching the Cube. Thanks for watching. We'll see you next time.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by the M Wear and its ecosystem partners. >> I am Stew Minimum and my co host, Justin Warren. And you're watching The Cube live from VM World 2019 here in Moscow North. Actually, the 10th year that we've had the cubit this event joining me on the program, I have Brad Anderson and Keith Norby, both with Netapp. Brad is an executive vice president, and Keith is director of strategic alliances. Gentlemen, thanks so much for joining us. >> Thank you. So, Brad, I've had >> the pleasure of working with the, um where since 2002 it's one of the highlights of my career in Tech has been watching that growth of virtual ization a company that, you know. It was about 100 people when I first started watching them. And that wave, a virtualization that had ripples throughout the industry, was really impressive. But >> I didn't actually >> get to come to this show until 2010 Asai said. Our 10th year of the show, you were one of the few that were at the inaugural event that it's the 16th year of it. So >> just give us a >> little bit of ah ah, look back in. You know what you've seen changing Netapp, of course. You know, long longtime partner of ah of Via Mers. >> Absolutely. He was like 3 4000 for it was at a hotel in San Diego. And there's probably about 1000 people there, but I don't think they were planning 1000. So is the longest kind of room. And we had people that were just kind of a mile down. And finally, uh uh, the comment was, Hey, could we knock down a wall and kind of get people a little bit closer? So, no, that was a long time ago. And in fact, it was Diane Mendel. I had an opportunity of Aquino, and I think there was another key note from IBM. >> Yeah, well, you know, I'm sorry they didn't invite you back on stage this morning, but, you know, >> a little big, bigger show today. >> A little bigger. I think we're somewhere the ballpark. 20 thousands. What? This show's been for about the last five years. Conversations very different today. As I made commentary were in the post VM era. Today, V EMS are no longer the center of the conversation. And you know, multi cloud is something that they put out there, which is the story I've been hearing from net out for many years software company, living in all of these cloud environment. So talk to us a little bit about how that relationship with VM wear and what we're not upsets in the ecosystem is >> changing. I mean, you know, Veum, where has never happened, then where has been a great partner for a long, long time? And, uh, and net have strategies Clearly hybrid multi cloud. When you think about private clouds today, VM where has a huge footprint in that space, So they continue be super important. We probably have a more expansive definition of hybrid to us. Hybrid is private cloud and public cloud in all kinds of combinations. And but we also so strongly believe the multi cloud and so we are. You know, we're driving very hard for the hybrid multi cloud, letting customers basically start anywhere they want to with any cloud provider on Prem in the cloud, and have that you know that control of data irrespective of and move at their own pace. >> Yes, sir. Vienna, Where has long been one of those places where everybody can meet? So you mentioned knocking down walls. VM. Where is one of the few companies that actually succeeded in doing that and having people be able to work with partners in other eras? There was often a lot of fighting between different vendors, or it's here. It's whatever you as a customer wants to do, we will be there to do that with you. And that's another one of those companies. All right, if you have some data, we will help you manage it, no matter where it is. So what tell it tells about something that what are you doing right now in this Is New World, where a stew mentions it's a post of'em world. So in this post of'em world, how do you manage your data in that post VM world? >> Well, it's it's it's Ah, it's managing first of all, I mean, we really strongly believe place, and so we're gonna manage, you know, you know the data and start where the customer starts. I mean, we're not advocating that they have to start in cloud. They have to be on prim. There's an orderly path because depending on the customer, they're all going to take a very different path. And and so what we want to do is give him control. Their data, irrespective of the path, allow them to move on that path. But we're seeing at Netapp that it's it's the but the data is beyond the data that's increasingly about applications. And so, you know, you heard a little bit about Ah Kubernetes. That's That's something we've strongly feel as well on providing a set of tools to provide choice where, you know, you know, independent the cloud, you know, same kubernetes service, same different tools, same tool set. Same service is on prim or in the cloud. >> Yeah, Ned has a strong cloud. President's summer things like cloud volumes. Some of the other acquisitions that you've made that help you with the cloud journey, like some of them have sufferings, are really strong, >> know very much so. And and we think we can provide Ah ah, the superior customer experience. But then, if the customer wants to use, you know, a variety interesting set of tools we support that as well. We are supporting the customer on his journey with the tools as they ah determined. >> So, Keith, tell us about some of the strategic partnerships that helped net up. To be able to partner with these different customers and to bring different vendors together to help themselves. Customer problems? >> Yeah, well takes a lot of them. Thio, meet the customer needs, as you saw today in the landscape folks that are on the solutions exchange floor. It takes not just a partnership between net up and VM wear, but net up in Vienna, where plus v m net up in Vienna, where plus ah ton of other folks, Cisco has an example longtime partner of ours and flex pot. Then you know the fact that we're doing memory accelerator flex pod takes, you know, something that has had a long tradition of the, um where excellence with Cisco and is now the order of magnitude faster than anything you want for APS that need scale, performance, all the service capabilities of on tap for things like Metro Cluster and beyond. >> So you remember back years ago it was you know, you know who has the most integrations and with the M wear. And you know, if you know all the A I and Viv balls and all of those pieces and netapp always, you know, was right at the top of the list. You know, working in those environments may be brought if you want to enter this. But, you know, today, how do you give us some examples That kind of that joint engineering work that goes on between Netapp and VM, where obviously there's bundle solutions like flex pod, that's, you know, the sphere plus netapp in there. But you know that engineering level, you know, where does rubber with road? >> Yeah, it's funny because I've been at every vehicle except to, And so I've been with you. In the sense I've seen the landscape of these innovations where Steve Haired and some others would talk about the movie previews of things like the aye aye and bossy providers all coming. And that was the big thing you'd focus on. Now it's less about that, and I think it's more about what Brad is kind of brought to net happened in the focus on simplicity. Now the funny part about simplicity is that to deliver simplicity, much like the engineering detail to deliver Tesla or an iPhone is extraordinary, so the work isn't less. In fact, the work is Maur and you pre configuring or pre what you were wearing as much as possible. The work we started to do over a year ago between George Curry in our CEO and Sanjay Poon got together. We started planning on some multi cloud plans, and, uh, that's where you see a lot of our persistence and cloud volumes on VMC. You see us having a view more vow, didn't design Aneta Page C. I for your Private Cloud VD I solutions. And these air meant to draw NSX a kn and when his net I've ever had in NSX immigration all said, Now we have had a sex and integrations to make that easier to bring on board. We have the realized integration so you could build a self serve portal catalog just like it talked about today, and the list goes on and on, so it's funny how it's less. The features are important. But what's more important is trying to make this a simple it's possible for you to consume and then for the folks that need things like scale of maps and service is or they need the same cloud volumes in this data fabric on any one of the hyper scale er's. We have really the only end in story on that, and that's what makes the via More plus net up thing worked really well. >> So how do you balance the flexibility of being able to solve multiple customer problems? And they all have different needs. How do you balance the simplicity with that? With that complexity? And it was mentioned by Pat, make a note as well that you've got this kind of tension between. I need to be able to do everything flexibly, but that can sometimes lead the complexity. So how do you change that? To become simple for customers to use? >> I mean, I think the biggest thing it Z it's a design input. I mean, if if you start out with just trying to make the technology all it can be with a end of you know, one particular cloud or one particular partner, then it becomes very difficult. As he tried to expand it to multiple partners and because it's about choice. We're kind of think about that right up front. And so if it's a design input, it puts, it puts, as he said, to put some burden on the technical team. But it is a much more powerful solution if we if you can pull it off, and that's been a big part, and I think it kind of starts with this mentality that you know, it's about choice, and we gotta make simplicity. And now part of the value proposition, rather than after for thought as it has, may be historically has been. What if >> we could talk a little bit about customers? Because, you know the message I hear this morning is you know, you talk multi cloud, a cloud native. There's a lot of change in the industry, you know, I'm participating in couple of career advice events because remember back 10 years ago, it was Oh, my gosh, if I'm a server admin, I need to learn to be virtualization than it was cloud. You know, architects, but way know that change in the industry is constant. So, you know, what are some of the key drivers when you're talking to customers in general and specifically when you talk about in engaging in part with the M where, >> Yeah, I mean, I I think it starts with people just recognizing. Even if people haven't moved the cloud today, that tends to be their primary strategy. In a recent survey, I think we found 98% of the customers, said Cloud is her strategy. However, 53% said still on Prem is their primary compute centers. So you know they're not there yet. And so But because that's their strategy, then you know we have to respect that. And so So, uh, you know, increasingly you're seeing at Netapp Waleed with clout, even though we know customers aren't quite ready there. But we align to that long term vision. But then our strange made up helping the modernize What they have currently on prim helping build private clouds for the same service is they have him public cloud, and then let them have the complete absolute choice. What public cloud or multiple public clouds they want and designed with with, you know, that full spectrum in mind, knowing they could start anywhere on that on that scale. >> Yeah, the customers ultimately are gonna dictate to the market What Israel and I think over time, Pios sort of vet who is right on this stuff. And so history's a great lesson teacher of all those things, you know, for me, it seems less less about how many different things you can offer. And as you see whether we're at Veum World or at Red Hat Summit were made obvious. Reinvent or, um, coup con every every every vector, turn of the customers. Prism on this will say something different. But I think in general, categorically, if you look at it, you could start to just, you know, glean what you think are the real requirements. And by the way, the rule carpets are not all technical. You know, I think what what gets lost on folks is that there is a lot of operational political factors, probably political factors, a lot more than what a lot of people think. You know, they're just talking about what the what The speed is to re factor APs or to migrate APS. Frankly, there's just a lot of politics that goes with that. There's a lot of just stuff to work through, >> and that's where I think simplicity is so important because of those non technical reason. Simplicity resonates across the board. >> But I would say you have to have simplicity with capabilities. >> I mean, just one of the things you talk about, right? If I modernize some application, well, the people that were using that application, they were probably complaining about that old one. But at least they do have to relearn >> that. Have that that new one. So we're gonna have some exciting announcements tomorrow. So I'm kind of check out tomorrow's stuff that will announce with VM, where with Netapp tomorrow We're here at the show floor will be showcasing some of those things. We can't give away too much of that today. But, you know, we think the future is bright and together with with Veum Or, you know, this partnership, I think, has a lot of upside. Like you said, we've had We've had a 17 year history with, you know, hundreds of thousands of customers together and installed base that goes back to like you said to be very beginning. Um, I remember back to the very beginning of the ecosystem. Net up was one of the strongest players in that market on dhe Since then, it's evolved beyond just NFS. >> Well, hopefully bread. We can get you on a keynote for in another 10 years. Waken Knock that wall down Exactly. Exactly. >> All right, great. Want to give you both the final word? You know, so so many big themes going on, you know, takeaways that you want people to have from the emerald 2019 bread >> I think the biggest takeaway is that just like the show today you didn't hear a whole lot about virtualization. It's moving to contain her eyes and and we had netapp view that, you know, we support all virtualized environments on from across the cloud, moving to supporting all containerized application environments on premises and cloud. And it's about choices in combinations of both, but keeping data control. >> Yeah, I'd say for me, it's it's really the power of the of of the better together, you know, to me, it's nobody's great apart. It takes really an ecosystem of players to kind of work together for the customer benefit and the one that we've demonstrated of'em. Where with that plus Veum, where has been a powerful one for well, well over 17 years and the person that putting in terms of joint customers that have a ton of loyalty to both of us, and they want us just to work it out. So you know, whether you're whether your allegiance on one side of the Cooper natty criminals battle or another or you're on one side of anyone's stores. Choice or another. I think customers want Netapp on via mortar work. It's out and come up with solutions that we've done that. And now what? We wait for the second act of this to come out. We'll start that tomorrow. Teeth and >> Brad, thank you so much if you couldn't tell by the sirens on the street. We are live here at San Francisco at Mosconi, north of lots more coverage. Three days wall to wall coverage for Justin Warren. I'm stew. Minimum is always thank you for watching the cue

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen, brought to you by Del Technologies and its ecosystem partners. >> Hello. Welcome back to the Cube. At least a market with Dave Alonso. We are at Del Technologies World. This is our third day of coverage. As John has been saying, This is a cannon double cannon of Q content. We are pleased to welcome back a couple of alumni to keep. We've got Beth failing Presidents data Protection division from Italians. It's great to have you back. And Sherrod Rastogi also welcome back S VP of data protection product management Guys, Lots of news. The last three days, fifteen thousand or so people. Lot of partners. We've been hearing nothing but tremendous amount of positivity and also appreciation from your customers and partners for all of this collaboration within the Della Technologies company with partners. Some of the news, though, that you were on the keynote stage give us some anecdotes that you've heard from customers and partners the last few days about where Del Technologies is going. >> Yeah, I'm happy too. And you know, a big announcements this week. We're a power protect software and the power protect extra hundred appliance. And what we're hearing from customers is this is exactly what we needed to do because the demands on data protection are changing with more more. Brooke look being distributed with data being more more important and with the risks being more more prevalent that they were looking for us to take a bold step and introduce this next generation software to find platform. And so the feedback you're getting is you've done what you needed to do, and they're looking forward to learning more. >> So I wonder if we could sort of explore a little bit this concept of data management. So data management lead needs different things to different people. Sure, if your database person maybe maybe different from a person who's doing data protection, what does it mean in a data protection context? I think >> first of all, you know, having visibility off your data all across your infrastructure that resides in the edge. The court a cloud across multiple applications in physical virtual environments, right? So having full facility that I think is one component second is not the ability to move the data across seamlessly across any socially target but it is on track in the cloud. Robert Cloud. I think that sort of a second element, the third and probably the most important is how do you actually get value from the data, right? Already, Actually, not only unable to protect it, but make it available at the right time, right place for the right application and be able to use it because, as you know, data is the fuel of the modern visual economy. On making it available is really, really critical. And that to me. So you're combining all of that is what I would consider it at management to be. >> So double click on that. I mean, could you be more specific about the attributes of, you know, a modern data management system? So I >> would say, you know, any modern technology may be modular FBI driven, you know, it really sort of the automate scale performance coverage. All those attributes, I think are very important for any more than data protection product and be able to meet the needs of our customers. You know, high scale hi coverage and rapidly, >> and that gives you a cloud like experience presumably allows you to scale out many a performance. I've seen some of the conversations that start associating with that or scale in place Bath. You talked about that? Yeah, Well, yeah. I want to explore a little bit about your business because you know who knew? Who would have predicted a few years ago? The data protection would always because all of a sudden become this hot space veces diving in hundreds and hundreds of millions of dollars being spent. And of course, you're the biggest player. So everybody wants a piece of your hide. And so and you got a portfolio. It goes back up llegado days. They have amar stuff data, domaine et cetera, et cetera. She had a sort of make sure that that was logical for your customers. Protect those customers that have made investment of you, but also shoma roadmap. Jeff Clark comes in, says, Okay, we're going to simplify, you know, marching orders. Your business in a very rapid time has transformed. Can you talk about that? What's what's taking place in your business? >> Absolutely, David, it's so interesting even comparing last year to this year, right? We're at this pivot point where we're building on the legacy of Trust and I T and knowledge and experience that we have. But we're now setting the foundation to be number one and data protection and data management for the next ten years. Introducing this new set of products were able to bring a customer's forward. We call it the path to power. So in addition to that, bring new customers into the family. We're looking for all those aspects of modern day to management, with simplicity, with multi cloud, with automation and with the new use cases where it's more than just back up. It's CCD are its analytics. It's testing toe. It's validation. So this is whole spectrum of things that we can expand into now that we have this new platform. It's really exciting. >> It is exciting. And yesterday the under Armour video was very cool, and one of the things that they set in there is that there they're leveraging data for brand reputation. I mean, they've got under Armour has incredible brand ambassadors Tom Brady, Steph Curry. But looking at it as not just a business ever. But this is actually tied to our brand reputation, did. It is so incredibly pivotal to the lifeblood of a business. It has to be protected. >> Yeah, and that's a big theme. And you probably something too. But, you know, in this day and time data is no longer something that maybe people in I'd worry about write It is now the lifeblood of most of our customers, corporations and at the same time list, like the threat of malware are very prevalent. And so things like what we've done with cyber recovery always were working with our customers to protect their data. In a survey we just did. With twenty two hundred I t professionals, twenty eight percent of them had had some data loss in the last twelve months. So the risk of data loss is real. And we take our responsibility very seriously to help our customers protect from that risk. >> So I like this message to any source. Any target, any s l a. I would I would had any workload and because on so talk about you're differentiation in the marketplace, that would be great, because it's hard sometimes, you know, squint through all the marketing. And so what makes you guys different specifically thinking >> about Delhi emcee Indiana production historically has its strength in dealing with complex work clothes at high scale, with high performance on having a wide coverage of work has been a strength and actually had very low cost, very efficient, right? So that string we sort of carry on into the future. And what we're adding on is I would say that the next degree off simplification and ease off ease off, install, upgrade use. Making those work was very, very simple, right? So I think that's another dimension. We are God. We're adding our dimension, what we call multi dimensional scale, which is both scale up and scale out the same time when you actually add more notes and more cubes, you are not only capacity, but he also improved performance, right? That's it, architecturally, a fundamentally different way in Harvey approach it. So I think that's an element of innovation, and I think on performance we're introducing our first all flash off Lions industry first, So we're super excited about that. And so I think it just helped our customers in terms of restore interactions store Do those work was a lot faster. Those are some other elements in which we continue innovating. >> That's great. Yeah, so you talk about the power protect X four hundred, which is your flesh. John Rose said something on stage. Beth, I want to ask you, Teo, sort of add some color. Hey, said this is not just secondary storage. It's protected. Managed infrastructure, >> huh? That's great face. >> What? What did he mean by that? And what should we take away? >> I mean, it shows how we're broadening the use cases that these products can help satisfy. And so much of what we're talking about Del Technologies is a simplified infrastructure across the board, not thinking about just point products, but giving the customer that experience of a seamless extendable infrastructure. So protected managed infrastructure means that your infrastructure, something you have, can confidence it's protected and that you also are not just dealing with all of these pieces and parts. But I can think of it has a managed whole. I think that that helps out and talk to John about that. But that's what I take away from what he's saying. >> If I can just add to that, I would say Like, you know, data management is sort of the perfect glue across the whole del technology infrastructure, but a server storage bm We're, you know, eighty, you know, infrastructure pivotal, right? Data management data productions are off, cuts across everything, and we can bring everything together. So >> I would like to add something to that if I make it. You know Beth on sure Art as well. Data protection Backup was always OK. We gotta back it up. Who's gonna? Okay, Bump bolted on. And what's happening is the lines are blurring. Primary storage, secondary storage. You're seeing back up in the e r. Use cases. You talked about analytics and, you know, so many new emerging. That's why it is so exciting. And so because those lines are blurring, you get more value out of the system. It goes beyond just insurance. And that means this could be a lot of money being made here >> if there is. And it is also a really important need, write one thing that we haven't touched on. But I also think it's really important is with our protect we're helping combine self service with centralized governance. So what I mean by that is, if you're a V a madman or Oracle Adnan or a sequel admin, you know, you could have control over protecting your data, but we pair that with a single, you know, governance model. So if I'm the person is responsible for my company's entire, you know, data set, I can still make sure that everything's happening is it should be. And there are no anomalies, so we're really making it as easy as possible, for the business is within our customers to protect and manage their data but not making it the Wild West. Because somebody in the end is accountable for saying I know where all the data is, and I know it's protected, so it's having both of those users. >> So as data protection has really elevated, the stay was saying to become its way beyond an insurance policy. This is absolutely table stakes because data has so much value and so much value that organisations haven't even been able to extract it right, how the conversation within the customer base changed. It's not just to the admin girl or guy anymore. Rightness is Are you saying this really leveled up Tio? Maybe a senior level C level challenge as our business imperative that the state of must be protected and readily accessible at any time. Who are you talking to? >> So answer quickly that I lied to you when we're talking to the eye to decision makers. So seo no, that level data protection strategy has become something that they have in their priority list, right? It's not really in any way what it was maybe five or ten years ago. Now it's something that there's cord of what they hold as their responsibilities, executives and and that's great. It's great to have those kind of conversations because it's strategic. >> Another conversation. Just an example from yesterday, while speaking with one of the chief architects at a major company, they're really talking about cyber security on How do you use Extend? You know what we offer into a full solution across their technology. Do address, you know, doesn't use case right. So I think it's expanding beyond just back up and protection to true protection off the data. Very most mission critical data is available and not just protected. They also want to talk about how can you recover that real quickly in very quick time, so that your operation, when you do have that cyber, if and when you have that attack So I think it's just expanding toe touch. A lot more customers, I would say Our people buying, buying decision makers across >> so that when I talk to people in division I sense a renewed energy. A renewed focus. I mean, GMC before Del. Tell'Em Steve always been really good. Taking engineering resource is to getting products out to the market. But But I I see again more focused effort here and one of the exam to keep pushing on. Is this notion of cloud model so beyond? Just okay, there's a target. How do we now get to that? You know, data protection is a service small. I know that you're working toward that. I know it's, you know, a lot of it's It's early days there, but you've got to be a leader in that, I presume. So. I want to keep watching that pushing that I won if you guys could comment on what coming >> on, both things that you said. First of all, there's absolutely a level of excitement and focus and confidence in what we're doing in the product groups. I'm really changing the way we're developing software so that we have a new customer value coming out every quarter. And they were having clarity between the top level strategies. White downs, what individual engineers are working on. So that's fun and excited because we're truly transforming the way we're developing Product says point one. And the second one, absolutely here, that theme throughout all of what we're talking about. You heard a nun day one, No, giving people that cloud that experience infrastructure has a service which certainly includes data management and data protection so they can consume it in a way that fit step business that scales with business That's automated, that doesn't require, you know, massive manual steps and is more what people expect today was a cloud like experience, even for them on from data centers. Clearly, that's where we're moving. And this one more point is you know, people really want automation they don't wanna have to think about. Did I remember to protect everything? They want the system to do that for them. So you'LL see more of that from us as well. You know how we helping them with machine learning? An A I an automation so they can have confidence that all of the assets are protected even if they haven't remember to do it all. >> I mean, I just add to it. I've bean at Delhi emcee for about a year. >> It >> has been a fantastic journey waiting. It's exciting. It's been awesome. Awesome experience. I totally see the >> focus. And I think that renewed focus the cloud like a model and the innovation. They all go hand in hand because the old waterfall model of okay, we're gonna develop properties shipment every year, eighteen months. Whatever it is that doesn't fly anymore. People want innovations, and now they want to push code every day. Right? So our baby, every quarter at least. >> Yeah. Yeah. Facing new energy to the engineers as well. >> So I mean, I understand that many of your team, if not your entire engineering team, has been trained in agile. Is that my getting it right? Is that right? >> Yeah, yeah, >> not just not just like internal train. You guys brought in outside people and really took him through some formal training. Right >> way have in multiple different kinds of training. And we have lots of communications inside to get people coaching. And it's not just a process book that we're following its really a different way of thinking about how you bring customer value in small increments, staying in a good known stay and making sure that we're maximizing our engineering capacity. >> That's big. And I wish we had more time cause that's cultural train. Yeah, yeah, that you guys are really driving. And we also didn't have time to touch on partners, but it can imagine there's a lot of excitement and your huge partner community about what you guys are doing This. Congratulations on all the announcement is gonna have to have you back because there's just so much more to dig into. But back Sherrod, Thank you for joining David me this afternoon on the you go. >> Thank you so much >> for our pleasure. For Dave Volonte and Lisa Martin. You're watching the Cube live from Day three of Del Technologies, World twenty nineteen on the Cube. Thanks for watching