>> Live from Mountain View, California, it's theCUBE covering DevNet Create 2019 brought to you by Cisco. >> Hello everyone, welcome back to theCUBE's live coverage here in Mountain View, California for the theCUBE's coverage of Cisco DevNet Create. It's a small, intimate event where we're bringing the cloud native creation world with the DevNet community within Cisco and of course building applications, programming networks, that's the theme. I'm John Furrier, your host, our next guest is Darryl Sladden, senior technical product manager at Cisco, 20 year veteran, built voice over IP systems. He's a coder, he's a builder, he's a creator. Great to see you, thanks for coming on. >> Thank you so much, I'm glad to be here. >> And you're a fan? >> I love being on theCUBE. Because-- >> And the trivia behind that? Share the context, you had a product, you built one? >> Yes, the first product management job at Cisco was building the Cisco Unified Border Element and of course, that became the Cube, so any time you mention Cube inside of Cisco, that's going to be my product. >> The renaissance within Cisco theCUBE is back and we're embedded in there. Of course we're breaking all the borders down, getting the data. Tell us what's going on in your world? Obviously you've seen a lot of waves. I mean voice over IP that you were involved in? >> Yeah. >> That took, that old PBX telephone-- >> Right. >> Got digital, created massive innovation. That's an inflection point moment. We're seeing a few of those big waves happening now. One of them's an architectural changes around IoT, Wi-fi 6, 5G, cloud computing all coming together. This is an interesting opportunity. What's your focus? Where do you fit into all that? >> Yeah, where I fit in is this is a massive change and one of the problem sets that hasn't been solved yet is how do I understand where I am indoors? There's been great solutions that have unlocked huge amount of value with the GPS system outdoors. You always know where you are, a lot of way to find out exactly the right, it always amazes me at how accurate they are at how long it's going to take me to get to the Computer Museum. But how do I know once I've got into the museum that theCUBE is in the upstairs, in the back corner? That's where we need to solve that problem and I think we're at the crux of that. >> Waze is a great example because one of the things I'm amazed by with Waze is how fast they report the incidents that are going on. People are so actively rapid of adding, inputting the data. You got data junkies adding it and there's been some side effects. The side streets are always clogged. (laughing) >> Police always know-- >> So in physical locations where Wi-fi 6 for instance comes out? >> Yeah. >> You're going to have new capabilities in bandwidth and throughput and coverage areas, these dense areas. It's going to create a navigation opportunity for either machines to machines, machines to humans, humans to machines, humans to humans, within a physical construct. >> Yeah. >> How do you see that evolving? Use cases? What's the pattern? >> Right. What I really see evolving is taking advantage of some of the capabilities that have already existed in wi-fi, meaning ranging from individual IPs but some of the new things that are coming with Wi-fi 6 is Wi-fi 6 creates a great baseline but there are new things where, 802.11mc for example, which is an extension of Wi-fi 6, has what's called fine timing measurement. I can now, with these super accurate chip sets, know the speed of light is about one nanosecond to go about three feet. If I have an accurate clock, now I can know how far I am from the APs. >> Yeah. >> And I can solve that in indoor locations. >> So a lot of physics involved? >> A lot of rates of physics involved. >> Alright, so what products are you working on now to make all this happen. Take us through some of the things that are out there that you've got your fingers on. >> Yeah, so what I'm working on is Cisco's new location platform, it's called Cisco DNA Spaces and so what we're focusing on is digitizing that indoor space. So people spend of their economic activity are indoors. Whether it's in a hotel, where they're selling the rooms, or a restaurant where they're selling food inside the spaces, but what goes on in that physical space? People don't have that same level of knowledge that you do on the web, right? When I go to a webpage and I shop for outdoor furniture? The next two weeks I'm followed by ads about outdoor furniture. But if I go to Home Depot and I spend an hour in the outdoor furniture aisle, they don't know about that. Now, it allows you to digitize that indoor space and provide that context for other types of applications. >> So the value, I mean I'm not saying, now they're going to know you actually shopped at Home Depot, now your ad go to Home Depot. (laughing) But the value is not so much in the advertising. It's really in the efficiencies around work, play, office. These are the things that are going to be impacted because, you know, take healthcare for instance? Manufacturing? How people do work? How services are delivered? Just like in the consumer side, we all relate to the iPhone days when oh my god, I can have GPS on a phone. Now I do a mash up on a Google Map. >> Right. >> Are you saying the same thing for buildings? You're going to import like architectural drawings? How do you get all of this built out? What's the playbook? >> Yeah. The playbook really will be starting at the larger buildings that will be put into Google Maps or put into other places where it can start to get really accurate indoor locations and then never losing things, right? Be able to know where you are indoors. Being able to always find your stuff, not only where you are but maybe I put a tag on some of my assets and I always know where they are? The idea of nurses becoming more efficient because they're going to know where that wheelchair is if I need to find a wheelchair to move a patient out of an office. All of these things just become a little bit more efficient but that just builds on a huge scale when that happens at scale. >> Darryl, talk about the impact of this because you built and deployed disruptive technology in the past. For the folks watching, whether it's an enterprise architect or CIO or CEO or facilities manager, whoever, what is the impact of these new location based services to their business? How should they be thinking about it, holistically? >> Yeah. >> What's your view? >> My real view is that you want to look at it from a platform, so you're not going to have one company. Even at Cisco, we're not going to solve every application but what you do want to do is build a platform that's extensible, right? We'll take in data from multiple sources, whether it APs or video cameras, other things, create a platform that normalizes that location, and then opens that up. So that's what happened as the mainframes transitioned to client server computing. Once you start breaking things up? That's really the value and so I think the CIOS and architects out there, shouldn't be looking at point products as much as understanding that a location platform will help them unlock the value moving forward. >> Talk about the data. How is the data traversing through this? Because obviously you mentioned connecting things like cameras and other things? It could be medical equipment, it could be anything. IoT's going to be a tsunami of opportunity, applications that are going to create a lot of opportunity. How should I think about the data flow? And the role of machine learning and data in all of this? Is that going to be a key part of this? >> Absolutely, the way that we're looking at it is there's kind of two groups. There's the ones that are all in on the cloud, and we are offering this as a software as a subscription service so you buy it on a subscription basis and you let Cisco deal with the problems. Of course with a regulated environment of access to the data and backing it up and restoring it and making sure it's well curated. Or you can decide, yeah I want to run it on premises. If you want it on prem you have to understand you're going to have to deal with those same problems of back up, the data will get really large as you start to collect more and more location and how are you going to best extract value from that data? So I think you really want to look at that this is something that's going to continue to expand and do I want to make that a core competence by running it myself? Or maybe turn that over to cloud service? >> So in terms of what's real and not real or what's coming and what's real today? So you mentioned there's some location services as a SAS. Talk about what's available now from your customer standpoint. >> Yeah. >> What can they get going on and what's coming around the corner? >> Yeah, so what they can get going on today is that location services, Cisco DNA Spaces. So if you go to ciscodnaspaces.com there's free trials available, it's a great sort of application. But more importantly, it provides you that initial start, right? What's coming is more and more applications will take advantage of that, right? We got a great one for things like student success, so that you know a student is inside of a classroom and then if he doesn't come to class for a couple days in a row? Oh maybe he needs counseling? Maybe his car broke down? You can start to do these really interesting student success applications as an example of a vertical. So the vertical applications are starting to really proliferate, but what's available today is the platform. >> So you see verticals really booming on this? >> Yeah. >> They're going to take advantage of it? Alright, so just kind of zoom out and put your industry hat on, not your Cisco hat. When you look at wi-fi and 5G or other technologies that are out there, what's the big movement? What moves the ball down the field the most? Is it going to be wi-fi and 5G? Because it seems like, you know, inch by inch, unified communication seemed stalled, now it's got an uplift with cloud, with data, more great user experiences. SD-WAN's been around for a long time and getting a resurgence. I mean campus networking had been around for a long, long time. >> I know. (chuckling) >> People go to stadiums, want to do Instagram and do videos. What's the big technology lever here? What's the big tailwind for location based in-building stuff? >> What I start to see for this is improving standards and improving accuracy, right? Until you get to that point where it's reliable and replaceable and I can really depend on it? It's all a niche product. I think that's been happening for literally the last eight years in this industry. Lots of niche examples of things that have been successful but it hasn't exploded, until you build that platform where I can absolutely, with reliability say, this device is at this point at this time? >> Yeah. >> Then you can start to really expand but that's really-- >> The timing and the through put, to your point earlier? >> Yeah. >> Okay, thoughts on DevNet, just to wrap up. What's here? Going on in the show here? DevNet Create, Susie did a good job of bringing communities together. A lot of co-creation, they're creating new things. This is a new application environment, programmable. What's your thoughts on DevNet? >> Yeah, I love being around some of the smartest people in the world here. (laughing) It's great. Humbling just to be able to talk to some of these guys. But I do think that really creates the community that teaches everything from little things, like I learned a quick, great new little API trick that I hadn't learned and maybe I taught some people some of the stuff that we're doing about streaming APIs. What I really like about this is all these small little interactions build something really good. >> Yeah. And you build API into all the products that's only going to create more enablement. >> Yeah. >> More creativity. The creativity's flowing big time. >> Right. >> Darryl, thanks for coming on. >> Well thank you so much. >> Great to see you. Thanks, a CUBE fan. >> Right. (laughing) >> Author of the product called The Cube at Cisco back in the day. I'm John Furrier, back with more live coverage after this short break. (light digital music)

live from Orlando Florida it's the cube covering enterprise connect 2019 brought to you by five nine hello from Orlando Florida I'm Lisa Martin with two men a man of the cube and we are on the floor in five 9s booth at Enterprise Connect 2019 were excited to be joined by another guest from 5-9 we've got Darryl Addington the director of portfolio marketing Darryl it's great to have you so nice to be here yeah man this has been great for us we've gotten a lot of conversations over the last few days a lot from your execs customers partners this space enterprise communication and collaboration it's really hot it really is yes so much opportunity there give us a little bit of a picture about what you're seeing in the global market from a trend perspective to where your team says all right let's really work with our customers right there on the problems at five nine shit's off yeah so it's really an interesting as you said it's a very hot space right now everybody has to contact center that has any sort of customer service and so moving from where they're what they're currently using the day into the cloud is what's happening in mass and the market is a whole on contact centers as a whole has really said ok you know the cloud does look like it's got the right capabilities for me and as they age out of those older systems they're moving into the cloud so it's very exciting and there's a lot of new capabilities there as well my team really focuses on what the customers are trying to do in the contact center you know what types of problems they're trying to solve today in order to meet the needs of their customers and then we work to put together materials and things like that to help articulate you know what makes us different what makes us unique or how we can uniquely solve some of the issues that contact centers are facing today Darryl I love that I love it love you can bring us in a little bit more in those customers so you know the queues been covering the cloud for quite a long time yeah and speed and agility are some of the top things that we hear when we're talking about cloud and generally I know that is you know translates to the contact center but what else what are some of those key concerns that you're meeting with the customers and what are you hearing from them today yeah so I think one of the big things that people don't maybe don't realize when they're ready to move in in the cloud or they're starting to move into the cloud is that the updates and the the innovation that is that capable of that you're capable of having when you're in the cloud is increased pretty drastically so there's two ways that that happens so one thing is that we're a multi-tenant cloud offering you know you know what that is and so when we push code out to our customers we do it to all of our customers all at the same time so there's no upgrade path that they have to go on or extra work that they have to do our professional services teams we just get that to them so I have new capabilities at their fingertips all the time that they can take advantage that's one big area it's such a great point even you know you give most customers and to talk to them as Microsoft as their example you know the the Microsoft of previous years where I have Patch Tuesday and am I in the latest patch and what's going on and everything if I'm running office 365 if I'm living on Microsoft Azure I'm not asking what version or how did I get that latest security patch in there because they take care of it yeah that absolutely all goes away the other thing that's happened it's really interesting is that in an on-premises world you get the software you buy the perpetual license of course you load it onto servers and then somebody integrates it all together so that the agent can see where the customer information is and the contact center and some of the WFL features in a cloud environment that's all happening based on the vendor and it has a kind of a surprising result as part of that and that surprising result is that it doesn't break as often it's not as fragile as it was when it got all stitched together by a specialized team of people that by the way have moved on to the next project they're not there to support it anymore but because we have hundreds of customers that are using those integrations on our platform you know and they're using it every single month each one of the integrations we have to obviously make sure that it's functioning all the time and that lets them this is the surprising part let's say you iterate in the contact center in a way that the contact center hasn't really been able to do up until they had the cloud you can make changes every couple of weeks if you want to and actually you know you'll have David on I think a little bit later from Carfax and that's one of the things that he talks about so hopefully you can ask them some questions about how they've changed their since they came on board with would love to know that because as we as we talk about the centrioles of cloud for context and our contact center as a service the obvious operational and cost benefits of the club but also I know 5/9 has about five billion minutes of reported customer conversations and Rowan Tolliver CEO per year yes thank you will be coming on later today this thing you know I was gonna say prehistorically maybe previously there's a ton of dark data in there but there's so much insight there yes that that you know the problem is the consumer behavior is changing everything we expect omni-channel experience rate we're demanding that contact center still has the original problem of meeting the customer demands and resolving a problem but now there's so much more complexity because of omni-channel and all of these different things so talk to us about how you guys at five minute open customers to really ensure that the cloud is going to maximize say their opportunity to dial up AI right so it's interesting i mean AI has got so much potential in this marketplace and and and rollin we'll talk about that this afternoon you know it's an exciting time because well first of all AI is a whole bunch of different types of technologies you know kind of at the core of it is machine learning of course which allows you to create these different types of models for doing things that human beings have been good at and you know in the cases of Google what we've seen is that they're dictation has improved drastically over previous generations of recognition and things like that so that's very exciting because you can so dictation in particular lots of things you can do with dictation that's part of that dark data story that we've been talking about you can pull the words out of the voice that are sitting there and use those effectively but there's another layer there which is natural language understanding once you have the words what are the words mean and that's I think where five nine I'll be able to provide a significant value again based on that dark data because if you think about the way a customer is going to interact with a business they're not going to use the words that you use when you're communicating on your mobile phone to Siri right you're gonna you're gonna be talking about whatever it is that you're doing inside of that business and so if it's pharmaceuticals a whole different set of vocabulary that you're going to use communicating with an agent around around pharmaceuticals and the same for every single industry right and so that's where that really starts to come into play is those systems that machine learning system has to have all those specific not just industry level words but business level words right if I'm calling Amazon and I'm talking about you know a specific capability I have an Amazon that's gonna be a different set of words versus you know if I'm if I'm calling my cable company because there's specific products and so anyway so all of that is gonna lead I think into a future where we're able to provide some very interesting and compelling yeah I driven solutions for contact centers all right so Darryl lately and I've had a chance to we see the show floor we've attended some of the keynotes one of the things we rarely get to do though is actually go to some of the breakout sessions you led one of those yesterday participated in one yesterday maybe bring us inside you know sure how was the attendance any good questions from the audience and what was some of the key takeaways you know attendance was good it was it was a good session so we were talking about the intelligent cloud contact center so one of the things that contact centers are trying to think about is how do I create a system or a platform and a process within my contact center where I can better serve customers and so we've coined this term or we have this term the intelligent cloud contact sentence what we deliver with five nine genius which is the five nine platform for delivering services out into contact centers and essentially affecting just running through it really quickly the intelligent cloud contact center is integrated into all the systems as we talked about previously so CRM and WFO capabilities out of the cloud you just turn it on and configure it and you can use it of course you can customize it if you need to for your specific business processes as well second element is around agent empowerment and agent so the agent is the really that human touch point between the customer and the business and that usually when the agent gets involved it's this kind of critical moment right so the agent needs to know either in their head but there's a lot of information and that can extend your training time or right in front of them on their desktop you know all the information about that customer so that they can help the customer continue their journey whatever that happens to be and hopefully drive it to conclusion right so that's the second element and then the third element is is really about reliability so has to be a reliable system because you're offering it as a cloud service if it's not available you can't use it if you can't use it you then you can't run your contact center and you're you know you're you're not gonna you're not gonna provide great service to your customers and really drive up that customer experience so that's the third element of the intelligent cloud contact center and seem to get good feedback from the crowd yeah how to add a number of interesting questions back on that anything particular question catcher that you know might be a common thing that users would be asking you know I am NOT the none of them are coming to mind at the moment they I remember them as being interesting I flagged them as such and we had an interesting conversation after this session but but I don't actually remember it's always at these shows it's a blur of you know there's a lot of activities there's been good buzz any any other just kind of key takeaways you've had is we're you know get into the third day of the show and some of the interactions well I think every single business is at a different place and so well it's fun to talk about AI and it's very interesting I'm excited about it I think depending on where a business is right now in their particular path and their particular journey there's still a lot of things that you can do that don't require AI to transform what you're doing in the contact center and that intelligent cloud contact center I think is one of the ways that a business can really do that and that is to get that data all in a location get it in front of the agents let that agent be able to know what's going on with that customer at that moment and be able to communicate with the customer and then do that with confidence that you can iterate and then improve your business so one of the things I didn't talk about that yet so I'll do it now is metrics and being able to know what's happening in your contact center and that's obviously a fully integrated part of that what are some of those key metrics so we think of Net Promoter Score customer lifetime value or predicting customer lifetime value what are some of those key metrics that 5:9 is helping your customers to achieve through the intelligent kind of first call resolution is of course I'm you know a critical one that a lot of contact center is used to trying to determine what you know how well your your your serving your customers I think one of the key things that's relatively new for the contact center industry is giving the stats to the agent so that the agents know how they're performing all throughout the day we all like to know how we're doing right we want feedback on a regular basis and when you don't provide those to an agent or if you just have a really simple wall board that's up that the agents are looking at then you know then all they have to go on is that weekly call with their supervisor where the supervisor goes well actually on Tuesday at 10:00 you forgot to introduce the brand correctly and on Wednesday at 11:00 you didn't greet the customer in the appropriate way and you didn't end the call with the appropriate greeting based on the fact that they were called so that's no fun for an agent right it's it's basically a mistake driven set of feedback that you get but if you give them the stats in front and the performance dashboard that we provide does that then they can see exactly how they're doing all through the course of the day and you know that helps them to do better people will autocorrect almost instantly when they get feedback on how they're doing and it makes you feel better because then with the gamification aspect of it it kind you know you're ratcheting up you know how you're doing you're starting to compete maybe with your peers a little better at least you're feeling good and then at the end of the week the supervisor can come back and say hey great job this week let's let's talk about some deeper skills that you can work on with you to you know improve your close rate on sales for example rather than yeah I love that because I cringe a little bit of gamification but knowing this kind of environment right if it's something that I can proactively look at it myself I can engage on I take ownership myself so right you can have more constructive engagement and work on you know strengths when you're going with your management that's what it's really all about it's all about making it fun it's not about having a you know a silly game on the side it's all about am I doing the things that the company wants me to do and then there's some nice fringe benefits that can be out of it too you know monetary awards or things that you can buy tickets to sporting events things like that it's all part of the so we talk so much about customer experience CX big theme of the show every conversation that we've had but I'm just kind of wondering and hearing you talk about how five nine five nine is enabling the agent experience when you're talking with customers do they see customer experience an agent experience as separate issues to deal with or are you really saying they are one in the same and here's how we're going to enable you through the agent empowerment to deliver that awesome CX yeah it's a it's a really great question because you're absolutely right if the agent is you know like we just talked about a second ago getting negative feedback every week about what they didn't do right well how is that gonna you know how is that going to motivate them to be excited about talking to the customer you know whereas if you've got an environment where the agent doesn't have to so part of the problem with the old desktops for the agents is this they're just too complicated right so if I'm on the phone and I'll just do it like a parody of it and I'm trying to talk to you guys you know but I'm constant trading on you know what I'm digging through different screens and it's just really hard to connect with the customer so if you create that environment where it's easy to understand what the customer data is intuitive you know almost so it doesn't require much training but then also you don't have to focus on it and you're giving constant feedback on how you're doing in your performance all throughout the day and your supervisor sessions at the end of every week are on a positive note doing great job let's see how we can increase your close rate now you've got an agent who's enjoying their job which is cool because then of course if they're enjoying their job then when they get that call from a customer they're interacting with customers and they're empowered to make decisions right and to have the right content to deliver that through the right channel to you know not make that the last exchange that that business has with a customer but to actually retain them as you said retention is huge that agent empowerment and being able to make decisions I can imagine can be an absolute game changer yeah I know absolutely and a lot of call centers would like to become they would like to transform and be able to help the business in those key areas whether it's retaining customers or whether it's cross-selling and upselling different capabilities and if you have the right tools it's much much easier to enable the agents to do that all right so Darryl we've been talking with your team this week about many of the announcements at the show what have you been involved in what's the ones that been exciting you the most to be able to get in front of customers and about well so one of the one of the things we've been talking about over and over is the agent desktop and the information that the agent has and so we renamed our platform at there as part of this show and so we've renamed it to five nine genius the intelligent cloud contact center as I've mentioned previously and we think that name gives us some interesting ways to talk about really the power that we're bringing to bear with the our cloud contact center because it's integrated because the desktop is intuitive because it pulls information from all the appropriate data sources including customer intent in a self-service channel and it's still bringing that to the agent it really does empower a different way in a different method of communicating with customers that businesses can use to improve their customer experience Darryl thank you so much for joining suing me on the Cuba separated sharing about what you're doing and how that voice of the customer is really impacting everything that 5/9 does we appreciate your time yeah thanks so much thanks for having me first a minute man I'm Lisa Martin you're watching the cube [Music]

>>And welcome to this special cube conversation. I'm John for a, your host of the cube. We're here in Palo Alto, California, and I'm here with a very special guest coming down from Seattle remotely into the cube studios is the leader at AWS Amazon web services, the vice president of database analytics and machine learning Swami. Great to see you cube alumni recently taking over the database business at AWS as a leader. Congratulations. And thanks for coming on the cube. >>Hey, my pleasure to be here, John, very excited to talk to you. >>Yeah. We've had many conversations on the cube and also in person and also online around all the major mega trends. You've had your hand in all the action, going back to your days when you were in school learning and, and writing papers. And 10 years ago, Amazon web services launched AWS dynamo, DB, fast, flexible, no SQL database that everyone loves today, which has inspired a generation of what I would call database distributing cloud scale, single digit millisecond performance at scale. And again, the key scale. And again, this is 10 years ago, so it seems like yesterday, but you guys are celebrating and your name was on the original paper with CTO Verner. Vogel's your celebrity. Congratulations. >>Thank you. Not sure about the celebrating part, but I'm very excited. At least I played a hand in building such an amazing technology that has enabled so many amazing customers along the way as well. So >>Trivia on the, on the paper as you were an intern at AWS, so you're getting your PhD. And then since, since rising through the ranks and involved in a lot of products over the years, and then leading the machine learning and AI, which is now changing the game at the industry level, but I got to ask you getting back to the story here. A lot of customers have built amazing things on top of dynamo DB, not to mention lots of other AWS and Amazon tech riding on it. Can you share some of the highlights that came out of the original paper? And so with some examples, because I think this is a point in time, 10 years ago, where you start to, so the KickUp of cloud scale, not just, just for developers and building startups, you're really starting to see the scale rise. >>Yeah, I actually, I mean, as you probably know, based on what he read to explain the Genesis of dynamo DB itself had to explain the Genesis of how Amazon got into building the original dynamo, right? And this was during the time when miner, I joined Ron esteem as an intern and, and Amazon was one of the pioneers in pushing the boundary of scale. And a year over year, our Q4 holiday season tends to be really, really bad for all the right reasons. We all want our holiday shopping done during that time. And you want to be able to scale your website, arters fulfillment centers, all of them at that time. And those are the times around 2005. And the answer is when people think our database, they think of a single database server that actually runs on a box and has a certain characteristics and does a scale and availability and whatnot. >>And it's usually relational. And then when we had a major disruption during Q4 that's when yeah, ask ourselves the question, why are we actually using a relational database for some of these things when they really didn't need the data model complexity of relational database. And normally I would say most companies where to actually ask an intern or a few engineers who are early in the career saying like, what the hell are you suggesting? Just go away. But Amazon being enabling Buddhists to build what they want. And they actually let us start reimagining what a database or our scale could look like. And that led to dynamo. And since she unstained mine, then we migrated from an traditional relational database stair this one for some of the amazon.com services. And then I moved on to actually start building some butts off our storage service and then our managed relational database service, I explicitly remember. >>And one of our customer advisory board, we're just the set off some of our leading customers who actually give us feedback on roadmap. Another son, Don, who's the CEO and chief geek of spunk bargain faker. And him actually looking at the Trinity me, I was starting in the corner and saying like you all, both tomorrow and why do I need to keep shotting my, my sequel database and reshooting assigned scaling. And this is the time when the state of the art in most databases were around. Like, you start sharding your relational database and constantly reshaping. And this is when most websites are starting to experience the kind of scale which we consider a normal month. During those times it was mostly, most companies used to have a single relational database backend and start scaling that way. And that conversation led entirely under duress, unaided read, lot of AWS leaders and myself saying like, Hey, what is a cloud database reimagined without the hampering SQL look like? And that led us to start building dynamo DB, but just a key value database at that time. Now we support document might've too, but that single digit millisecond latency at any scale imagine. So >>I think about that time at that time, 10 years ago, when you were having this conversation and I know the smug mug and I, he said, he's in totally geek and he's, he's good to point that out. You also have Netflix as customers too. I'd like to hear how that's evolved, but, but I think back at the time, if you look back then I got to ask you most people we've talked about this before. No one database rules, a world that's now standard people now don't see one database back then it was a one database kind of mindset back then. Yeah. And then you had that big data movement happening with Hadoop. You had the object store developing. So you're in you're you're circling around that area. What was it like then? I mean, take, take us through that because there was obvious visibility that, Hey, let's just store this. Now you see data lakes and that's all happening. But back then object store was kind of new. Yeah. >>Ah, it's a great question. Now, one of the things I realized early on, especially when I was working with binary, when you're saying amazon.com itself as an example, that the access patterns for various applications and Amazon, but let alone AWS customers tend to be very, very, very, some of them really just needed an object store. Some of them needed a relational database. Some of them really wanted a key value store within a fast latency. Some of them really needed a durable cash. And, but it so happens when you have a giant hammer. You use that for everything looks like a map, which is essentially the story at that time. And so everyone kept using the same database, irrespective of what the problem was because nobody else, I mean, thought about like, what else can we build that is better? So this let us do, literally I remember writing a paper with Bernard internally that is widely used in Amazon explaining what are all the menu of booklets that access. >>And then how do we go about actually solving for each of these things so that they can actually grow and innovate faster. And, and this was led to actually the Genesis of not only building IDs and so forth, but also dynamo and various other non-relational data. There's a still let alone not so storage access patterns and what not. So, and this was one of the big revelations he had just that there is not a single database that is going to meet the customer, needs us. The diversity of workloads in the internet is growing. And this was a key pivotal moment because with cloud now applications can scale very more instantly than before now. Building an application for Superbowl is very easier than before. That means that on, I mean, everybody is pushing the boundaries of what scale means, and they are expecting more from their obligations. That's when you need technologies like dynamo, DB, and that's exactly what dynamo already be set out to do. And since then, we are continuing to innovate on behalf of our customers and the purpose of the database story as well. And this concept has resonated well across the board. If you see that the database industry has also embraced this method, >>It's natural that you obviously evolved into the machine learning side of it because that's data is big part of that. And you see back then you, you bringing up kind of like flashes for me where it's like those, the data conversations back then and the data movement was just beginning. So the idea that you can have diversity in access methods of the kind of databases was a use case driven by the application, not so much database saying, this is how you have to work, that the script was flipped. It it's changed from infrastructure dictating to the applications, what to do. Now, the applications are going to the infrastructure and saying, give me what I want. I want to access something here in an office store, something here in no SQL that became the Genesis of infrastructure as code at a, at a global level. And so your paper kind of set the, the, the wave, the influence for this, no SQL did big data movement. It's created tons of value, maybe a third Mongo might've been influenced by this other people have been influenced. Can you share some stories of how people adopted the concept of dynamo DB and how that's changed in the industry and how has that helped the industry evolve? >>I mean, plus file data. Most share our experience of building and dynamo style data store. Very, it is a non-relational API and showing what are some of the experiences that the Venter in building such an paper and these set out early on itself, that it is should not be just a design paper, but it should be something that we shared our experiences. So even now, when I talked to my friends and colleagues and various other companies, one thing they always tell me is they appreciated the openness with which we were sharing. Some of the examples and learnings that we learned to not optimizing for percentile latencies, and what are some of the scalability challenges, how we solved and some of the techniques around things like sloppy Cora or various other stuff. We invented a lot of towns along the way too, but people really appreciated several of some of our findings and as talking about it. >>And since then I met so many other innovations are happening in the industry and the AWS, but also across the entire academia and industry in this space, the databases I've been going through what I call as a period of Renaissance, where one of the things, if you see our own arc, when Roger and I started on the database, front Disney started over the promo saying like, if you were to build a database where cloud is the new normal, this is again in 2008, we asked ourselves that question and what the belt that led us to start building things like dynamo, DB, RDS star. I know that alone, we reimagined data viruses with Redshift and several, and then several other databases like time stream for time series workloads started running Neptune for graph and whatnot. But at the moment we started actually asking that question and working backwards from customers. Then you will start being able to innovate accordingly. And this has worked really well. Then more than a hundred thousand AWS customers have chosen dynamo DB for mobile gaming tech IOT. Many of these are fast growing businesses, such as ledge, Darryl BNB, red fan, as soon as enterprises like Samsung Toyota, capital one and so far. So these are like really some meaningful clouds, let alone amazon.com. I run this. >>We have an internal customer is always good to have that entire inside customer. You know, I really find this a really profound use case because you're just talking, you know, in Amazonian terms, I'll just translate for the audience working backwards from the customer, which is the customer obsession you guys have. So here's, what's going on off the way I see it. You got dynamo, DB, paper, you and Verner, and the team Paul was a great as a great video on your blog posts that goes into the, to the talk he gave at around that time, which is fun to watch if you look back, but you have a radical enabler here, that's disrupting and changing S3 RDS, Aurora. These are game-changing concepts inside the, the landscape of AWS at the same time, you're working backwards from the customer. So the question I have for you as a leader and as a builder, how did you balance the working backwards from the customer while bringing something brand new and radical at that time to the market? >>Yeah, this is one of the S I mean hardest things to be, as leaders need to balance on. If you see many times, then we actually worked backwards from customers. The literal later translated this, literally do what customers are asking for, which is true nine out of 10 times, but there is one or a 10 times, you got to read between the lines on what they are asking. Because many times customers when are articulate that they need to go fast. If in the right way, they might say, Hey, I wish my heart storage goes faster, but they're not going to tell you they need a car, but you need to know and be able to translate and read between the lines we call it under the bucket of innovate on behalf of customers. And that is exactly the kind of a mantra we had when we were thinking about concepts like dynamo DB, because essentially at that time, almost everybody would, if I asked, they would just say, I wish a relational database could actually be able to scale from not just like a hundred gigabyte to one terabyte are, it can take up to like 2 million transactions, a second and so forth and still be cheap and made in reality as relational databases, the way they were engineered at that time, those are not going to meet the scale needs. >>So this is fair. We hunted read between the lines on what are some of the key Mustang needs from customers and then work backwards and then innovate on behalf of these workloads, be enabled by the sun oh four, which are some of the reasons that led to us launching some of the initial sets on dynamo on a single digit millisecond latency and seamless scale. At that time, databases didn't have the elasticity to go from like 10 requests, a second to like a hundred thousand or 1 million requests a second, and then scaled right back in an hour. So that was not possible. And we kind of enabled that. And that was an, a pretty big game changer that showed the elasticity of the cloud to a database. Well, >>Yeah, I think also just to, not to nerd out on this, but it enables a lot of other kind of cool scaled concepts, like queuing storage. It's all kind of together. This database piece of that you guys are solving. And again, props to you guys on the team. Congratulations. I have to ask, you know, more generally, how has your thinking changed since the paper? I'll see, you've got more experience under your belt. You don't yet have the gray hairs yet, but we'll see those soon come in, but you know, you're, you got a lot more experience. You're running teams, you're launching a lot of products. How has your thinking changed in the industry since the paper what's happening now? What's the big evolution. What are those new things now that are in the innovate on behalf of the customer? What's between the lines now, how do you see this happening? >>I mean, now since wanting dynamo via a victim, I had the opportunity to work on various problems in the big data space. There we've worked on some are fire things that you might be aware of in the analytics all the way from Redshift to quick side, too. Then I moved on to start some of our efforts, having built systems that enabled customer to store process and credit, and then analyze them. One of the realizations, I had this, the in around 2015 or 2016, I kinda had that machine learning was hitting a critical point where now it is ready for being scaled at option. Their cloud has basically enabled limitless compute and limitless storage, which are the factors that are holding back machine learning technology. Then I realized that now we have a unique opportunity to bring machine learning BI to everybody, not just folks with PhD in machine learning. >>And that's when I moved on from database and analytics areas, they started machine learning. We're just a descent area because machine learning is powered by data and then started building capabilities like SageMaker, which is our end to end ML platform to build, train and deploy them on models. And this, what does the leading enterprise platform by several gaggled users and then also a bunch of our AI services since then, I view the reason I'm giving all this historical context is one of the biggest realization I had early on itself. And 2016 as first machine learning is one of the most disruptive technologies. She will then country in our generation. This is right after cloud. I think these still are the most amazing combination that is going to revolutionize how we build applications and how we actually reason about that. Now, the second thing is that at the end of the day, when you look at the ANC and journey, it is not just about one database or one data Varroa. >>So one data lake product, or even 1:00 AM out platform. It is about the end to end journey where a customer is storing their order database. And then they are actually building a data lake that test customer history and order history. And they want to be able to personalize. And for their viewer experience are actually forecast what products to staff in their fulfillment center, but then all these things need to work and to handle. And that view is one of the big things that struck me for the past five years. And I've been on this journey in addition to building this Emma building blocks to connect the dots so that customers can go on this modern end to end data strategy as I call it, right. It goes beyond a single database technology or data technology, but putting now all of these end to end together so that customers don't end up spending six months connecting the dots, which has been the state of the down for the last couple of years. And we are bringing it down to matter of the Sundays. Now >>He's incredible Swami. Thank you so much for spending the time with us here in the, >>Yeah, my pleasure. Thanks again, Sean. Thanks for having me.

>>mhm >>Yes, >>everyone welcome back to the cubes coverage of Red Hat summit 2021. I'm john for your host of the cube, we've got a great segment here on how Red Hat is working with telcos and the disruption in the telco cloud. We've got a great guest cube alumni Darrell Jordan smith, senior vice president of industries and global accounts at Red Hat, uh Darryl, great to see you. Thanks for coming back on the cube. >>It's great to be here and I'm really excited about having the opportunity to talk to you >>today. Yeah, we're not in person in real life is coming back soon, although I hear mobile world congress might be in person this year looking like it's good a lot of people gonna be virtual activating. I know a lot to talk about this is probably one of the most important topics in the industry because when you talk about telco industry, you're really talking about um the edge, talking about five G talking about industrial benefits for business because it's not just Edge for connectivity access. We're talking about internet of things from self driving cars to business benefits. It's not just consumer, it's really bringing that together, you guys are really leading with the cloud native platform from rail, open shift men and services. Everything about the cloud native underpinnings you guys have been successful as a company but now in your area, telco is being disrupted. Absolutely. Give us your take on this is super exciting. >>Well, it's actually one of the most exciting times I've been in the industry for 30 years are probably aging myself now. But in the telecommunications industry, this, for me is the most exciting. It's where technology is actually going to visibly change the way that everyone interacts with the network and with the applications that are being developed out there on our platform and as you mentioned IOT and a number of the other ai and Ml innovations that are occurring in the market place. We're going to see a new wave of applications and innovation. >>What's the key delivery workloads you're seeing with Five G environment? Um, obviously it's not just, you know, five G in the sense of thinking about mobile phones or mobile computers as they are now. Um, it's not just that consumer, hey, surf the web and check your email and get an app and download and communicate. It's bigger than that. Now, can you tell us Where you see the workloads coming in on the 5G environment? >>You hit the nail on the head, The the the, the killer application isn't the user or the consumer and the way that we traditionally have known it, because you might be able to download a video in that take 20 seconds less, but you're not going to pay an awful lot more money for that. The real opportunity around five years, the industrial applications, things that I connected car, automotive, driving, um factory floor automation, how you actually interface digitally with your bank, how we're doing all sorts of things more intelligently at the edge of the network using artificial intelligence and machine learning. So all of those things are going to deliver a new experience for everyone that interacts with the network and the telcos are at the heart of it. >>You know, I want to get into the real kind of underpinnings of what's going on with the innovations happening. You just kind of laid out kind of the implications of the use cases and the target application workloads. But there's kind of two big things going on with the edge in five G one is under the hood, networking, you know, what's going on with the moving the packets around the workload, throughput, bandwidth etcetera, and all that goes on under the hood. And then there's the domain expertise in the data where AI and machine learning have to kind of weaving. So let's take the first part first. Um open shift is out there. Red hat's got a lot of products, but you have to nail the networking requirements and cloud Native with container ization because at large scales, not just packaged, it's all kinds of things going on security, managing a compute at the edge. There's a lot of things under the hood, if you will from a networking perspective, could you share what red hats doing in that area? >>So when we last spoke with the cube, we talked a lot about GMOs and actually people living Darryl, >>can I Cause you really quickly? I'm really sorry. Keep your answer in mind. We're gonna >>go right from that question. >>We're just kidding. Um, are you, is anything that you're >>using or touching running into the desk? We're just getting >>a little bit of shakiness on your camera >>and I don't want to. >>So anyway, >>that is my, my elbows. No worries. So no >>worries. Okay, so take your answer. I'll give you like a little >>321 from behind the scenes >>and and we'll go right as if >>john just ask >>the questions, we're gonna stay running. >>So I think, uh, >>can you ask the question just to get out of my mind? Perfect. Well let's, let's do >>from that. So we'll stay on your shot. So you'll hear john, but it'll be as if >>he just asked the question. So jOHn >>team up. Here we go. I'm just gonna just jimmy and just keep my other question on the okay, here we go. So Darryl, open shift is optimized for networking requirements for cloud native. It's complex into the hood. What is red hat doing under the hood to help in the edge in large complex networks for large scale. >>Yeah. So, so that's a very good question in that we've been building on our experience with open stack and the last time I was on the cube, I talked about, you know, people virtualizing network applications and network services. We're taking a lot of that knowledge that we've learned from open stack and we're bringing that into the container based world. So we're looking at how we accelerate packets. We're looking at how we build cloud native applications on bare metal in order to drive that level of performance. We're looking at actually how we do the certification around these applications and services because they may be sitting in different app lets across the cloud, but in some instances running on multiple clouds at the same time. So we're building on our experience from open stack, we're bringing all of that into open shipping, container based environment with all of the tallinn necessary to make that effective. >>It's interesting with all the automation going on. Certainly with the edge developing nicely the way you're describing it, certainly disrupting the Telco cloud, you have an operator mindset of cloud Native operator thinking, kind of, it's distributed computing, we know that, but it's hybrid. So it's essentially cloud operations. So there's an operator mindset here that's just different. Could you just share quickly before we move on to the next segment? What's different about this operating model for the, these new kinds of operators? As you guys been saying, the C I O is the new cloud operator, That's the skill set they have to be thinking and certainly to anyone else provisioning and managing infrastructure has to think like an operator, what's your >>view? They certainly do need anything like an operator. They need to look at how they automate a lot of these functions because they're actually deployed in many different places will at the same time they have to live independently of each other. That's what cloud native actually really is. So the whole, the whole notion of five nines and vertically orientated stacks of five nines availability that's kind of going out the window. We're looking at application availability across a hybrid cloud environment and making sure the application can live and sustain itself. So operators as part of open shift is one element of that operations in terms of management and orchestration and all the tooling that we actually also providers red hat but also in conjunction with a big partner ecosystem, such as companies like net cracker, for example, or IBM as another example or Erickson bringing their automation tool sets and their orchestration tool sets of that whole equation to address exactly that problem >>you bring up the ecosystem. And this is really an interesting point. I want to just hit on that real quick because reminds me of the days when we had this massive innovation wave in the nineties during that era. The client server movement really was about multi vendor, right. And that you're starting to see that now and where this ties into here I think is when we get your reaction to this is that, you know, moving to the cloud was all about 2 2015. Move to the cloud moved to the cloud cloud native. Now it's all about not only being agile and better performance, but you're gonna have smaller footprints with more security requires more enterprise requirements. This is now it's more complicated. So you have to kind of make the complications go away and now you have more people in the ecosystem filling in these white spaces. So you have to be performance and purpose built if you will. I hate to use that word, but or or at least performing an agile, smaller footprint grade security enabling other people to participate. That's a requirement. Can you share your reaction to that? >>Well, that's the core of what we do. A red hat. I mean we take open source community software into a hardened distribution fit for the telecommunications marketplace. So we're very adapt to working with communities and third parties. That ecosystem is really important to us. We're investing hundreds of engineers, literally hundreds of engineers working with our ecosystem partners to make sure that their applications services certified, running on our platform, but but also importantly is certified to be running in conjunction with other cloud native applications that sit over the same cloud. So that that is not trivial to achieve in any stretch of the imagination. And a lot of 80 technology skills come to bear. And as you mentioned earlier, a lot of networking skills, things that we've learned and we've built with a lot of these traditional vendors, we bring that to the marketplace. >>You know, I've been saying on the cube, I think five years ago I started talking about this, it was kind of a loose formulation, I want to get your reaction because you brought up ecosystem, you know, saying, you know, you're gonna see the big clouds develop out. The amazon Microsoft came in after and now google and others and I said there's gonna be a huge wave of of what I call secondary clouds and you see companies like snowflake building on on top of amazon and so you start to see the power law of new cloud service providers emerging that can either sit and work with across multiple clouds. Either one cloud or others that's now multi cloud and hybrid. But this rise of the new more C. S. P. S, more cloud service providers, this is a huge part of your area right now because some call that telco telco cloud edge hits that. What is red hat doing in this cloud service provider market specifically? How do you help them if I'm a cloud service provider, what do I get in working with Red Hat? How do I be successful because it's very easy to be a cloud service provider now more than ever. What do I do? How do you help? How do you help me? >>Well, we we we offer a platform called open shift which is a containerized based platform, but it's not just a container. It involves huge amounts of tooling associated with operating it, developing and around it. So the concept that we have is that you can bring those applications, developed them once on 11 single platform and run it on premise. You can run it natively as a service in Microsoft environment. You can actually run it natively as a service in amazon's environment. You can running natively on IBM's Environment. You can build an application once and run it in all of them depending on what you want to achieve, who actually provide you the best, owning the best terms and conditions the best, the best tooling in terms of other services such as Ai associated with that. So it's all about developing it once, certifying it once but deploying it in many, many different locations, leveraging the largest possible developing ecosystem to drive innovation through applications on that common platform. >>So assumption there is that's going to drive down costs. Can you why that benefits the economics are there? We talk about the economics. >>Yeah. So it does drive down costs a massive important aspect but more importantly it drives up agility. So time to market advantages actually attainable for you so many of the tell coast but they deploy a network service traditionally would take them literally maybe a year to roll it all out. They have to do it in days, they have to do updates in real time in data operations in literally minutes. So we were building the fabric necessary in order to enable those applications and services to occur. And as you move into the edge of the network and you look at things like private five G networks, service providers or telcos in this instance will be able to deliver services all the way out to the edge into that private five G environment and operate that in conjunction with those enterprise clients. >>So open shit allows me if I get this right on the CSP to run, have a horizontally scalable organization. Okay. From a unification platform standpoint. Okay, well it's 5G and other functions, is that correct? That's correct. Ok. So you've got that now, now I want to come in and bring in the top of the stack or the other element. That's been a big conversation here at Redhead Summit and in the industry that is A I and the use of data. One of the things that's emerging is the ability to have both the horizontal scale as well as the special is um of the data and have that domain expertise. Uh you're in the industries for red hat. This is important because you're gonna have one industry is going to have different jargon, different language, different data, different KPI S. So you've got to have that domain expertise to enable the ability to write the apps and also enable a I can, you know how that works and what were you doing there? >>So we're developing open shift and a number of other of our technologies to be fit for the edge of the network where a lot of these Ai applications will reside because you want them closer to the client or the the application itself where it needs to reside. We're creating that edge fabric, if you like. The next generation of hybrid cloud is really going to be, in my view at the edge we're enabling a lot of the service providers to go after that but we're also igniting by industry, You mentioned different industries. So if I look at, for example, manufacturing with mind sphere, we recently announced with Seaman's how they do at the edge of the network factory automation, collecting telemetry, doing real time data and analytics, looking at materials going through the factory floor in order to get a better quality results with lower, lower levels of imperfections as they run through that system and just one industry and they have their own private and favorite Ai platforms and data sets. They want to work with with their own data. Scientists who understand that that that ecosystem inherently you can move that to health care and you can imagine how you actually interface with your health care professionals here in north America, but also around the world, How those applications and services and what the Ai needs to do in terms of understanding x rays and looking at common errors associated with different x rays to. A practitioner can make a more specific diagnosis faster saving money and potentially lives as well. So different different vertical markets in this space have different AI and Ml requirements and needs different data science is different data models. And what we're seeing is an ecosystem of companies that are starting up there in that space that we have, what service part of IBM. But you have processed the labs of H T H 20 and a number of other very, very important AI based companies in that ecosystem. >>Yeah. And you get the horizontal scalability of the control plane and in the platform if you will, that gives you cross organizational leverage uh and enable that than vertical expertise. >>Exactly. And you want to build an Ai application that might run on a factory floor for for certain reasons to its location and what they're actually physically building. You might want to run their on premise, you might actually want to put it into IBM cloud or in Zur or into AWS, You develop, it wants to open shift, you can deploy it in all of those as a service sitting natively in those environments. >>Darrell, great chat. I got a lot going on telco cloud, There's a lot of cloud, native disruption going on. It's a challenge and an opportunity and some people have to be on the right side of history on this one if they're going to get it right. Well, no, and the scoreboard will be very clear because this is a shift, it's a shift. So again, you hit all the key points that I wanted to get out. But I want to ask you to more areas that are hot here at red hat summit 21 as well again and as well in the industry and get your reaction and thoughts on uh, and they are def sec ops and automation. Okay. Two areas. Everyone's talking about DEV ops which we know is infrastructure as code programming ability under the hood. Modern application development. All good. Yeah, the second their security to have sex shops. That's critical automation is continuing to be the benefits of cloud native. So Deb see cops and automation. What you're taking has that impact the telco world in your world. >>You can't you can't operate a network without having security in place. You're talking about very sensitive data. You're talking about applications that could be real time chris pickling mrs actually even life saving or life threatening if you don't get them right. So the acquisition that red hat recently made around stack rocks, really helps us make that next level of transition into that space. And we're looking about how we go about securing containers in a cloud native environment. As you can imagine, there will be many, many thousands tens of thousands of containers running if one is actually misbehaving for what one of a better term that creates a security risk in a security loophole. Were assuring that up that's important for the deployment, open shift in the Tokyo domain and other domains in terms of automation. If you can't do it at scale and if you look at five G and you look at the radios at the edge of the network and how you're gonna provision of those services. You're talking about hundreds of thousands of nodes, hundreds of thousands. You have to automate a lot of those processes, otherwise you can't scale to meet the opportunity, you can't physically deploy, >>you know, Darryl, this is a great conversation, you know, as a student of history and um development and I always kind of joke about that and you you've been around the industry for a long time. Telcos have been balancing this um evolution of digital business for many, many decades. Um and now with Cloud Native, it's finally a time where you're starting to see that it's just the same game now, new infrastructure, you know, video, voice, text data all now happening all transformed and going digital all the way, all aspects of it in your opinion. How should telcos be thinking about as they put their plans in place for next generation because you know, the world is now cloud Native. There's a huge surface here of opportunities, different ecosystem relationships, the power dynamics are shifting. It's it's really a time where there will be winners and there will be losers. What's your, what's your view on on how the telco industry needs to clarify and how they be positioned for success. >>So, so one of the things I truly believe very deeply that the telcos need to create a platform, horizontal platform that attracts developer and ecosystems to their platform because innovation is gonna sit elsewhere, then there might be a killer application that one telco might create. But in reality most of those innovations that most of those disruptors are going to occur from outside of that telco company. So you want to create an environment where you're easy to engage and you've got maximum sets of tools and versatility and agility in order to attract that innovation. If you attract the innovation, you're going to ignite the business opportunity that 5G and 60 and beyond is going to actually provide you or enable your business to drive. And you've really got to unlock that innovation and you can only unlock in our view, red hat innovation. If you're open, you follow open standards, you're using open systems and open source is a method or a tool that you guys, if you're a telco, I would ask you guys need to leverage and harness >>and there's a lot, there's a lot of upside there if you get that right, there's plenty of upside, a lot of leverage, a lot of assets to advantage the whole offline online. Coming back together, we are living in a hybrid world, certainly with the pandemic, we've seen what that means. It's put a spotlight on critical infrastructure and the critical shifts. If you had to kind of get pinned down Darryl, how would you describe that learnings from the pandemic as folks start to come out of the pandemic? There's a light at the end of the tunnel as we come out of this pandemic, companies want a growth strategy, wanna be positioned for success what you're learning coming out of the pandemic. >>So from my perspective, which really kind of 11 respect was was very admirable. But another respect is actually deeply uh a lot of gratitude is the fact that the telecommunications companies because of their carrier, great capabilities and their operational prowess were able to keep their networks up and running and they had to move significant capacity from major cities to rural areas because everyone was working from home and in many different countries around the world, they did that extremely and with extremely well. Um and their networks held up I don't know and maybe someone will correct me and email me but I don't know one telco had a huge network outage through this pandemic and that kept us connected. It kept us working. And it also what I also learned is that in certain countries, particularly at a time where they have a very large prepaid market, they were worried that the prepaid market in the pandemic would go down because they felt that people would have enough money to spend and therefore they wouldn't top up their phones as much. The opposite effect occurred. They saw prepaid grow and that really taught me that that connectivity is critical in times of stress that we're also everyone's going through. So I think there are some key learnings that >>yeah, I think you're right on the money there. It's like they pulled the curtain back of all the fun and said necessity is the mother of invention and when you look at what happened and what had to happen to survive in the pandemic and be functional. Your, you nailed it, the network stability, the resilience, but also the new capabilities that were needed had to be delivered in an agile way. And I think, you know, it's pretty much the forcing function for all the projects that are on the table to know which ones to double down on. So I think you pretty much nailed it. Darrell Jordan smith, senior vice president of industries and global accounts for red hat kibble, unnatural. Thanks for that insight. Thanks for sharing great conversation around telcos and telco clouds and all the edge opportunities. Thanks for coming on. >>Thank you john >>Okay. It's the cubes coverage of Red Hat summit 21. I'm John for your host. Thanks for watching. Mhm mhm

>>Welcome to this IBM Watson health client conversation here. We're probing the dynamics of the relationship between IBM and its clients. And we're looking back, we're exploring the present situation and discussing the future state of healthcare. My name is Dave Volante from the cube and with me are Alex Dillard. Who's a senior director data analysis at blue choice, blue choice health plan, and Darryl decode, who is IBM with IBM Watson health. Of course. Welcome gentlemen. Good to see you. Thanks for coming on. >>Hey, >>So, you know, you think about lasting relationships. They're the foundation to any partnership and this past year, and it's tested all of us. We've had to rely on both personal and professional relationships to get us through the pandemic. So Alex, let me start with you. How has the partnership with IBM supported you in 2020? >>Well, uh, I've just a piece of a larger puzzle. Uh, the relationship that Darrell and I have had is confined to IBM Watson health, but blue cross blue shield, South Carolina, which food choice is a wholly owned subsidiary of has had a standing relationship with IBM on the it side. Uh, we are a mainframe shop, uh, about 70% of our it infrastructure is on a mainframe. And, uh, that puts us as a segment one client for IBM, we're in the top 300 of all of their clients in the Americans. And more specifically we're the fourth largest, um, uh, Linux on Z shop in the world. So, uh, we've got a lot of diversification at blue cross blue shield of South Carolina and the mainframe and the vastness of that. It infrastructure reflects that, uh, diversification. We are more than just a crossing the shield. Uh, that's typically what people think of is insurance when they think of crossing shield, but we also have a division that does a lot of subcontract work for government programs, uh, track air, which is the military healthcare, uh, claims processing and Medicare claims processing. >>We were a subcontractor of other folks that use our back office, it infrastructure to, to run their claims through. So that's, that's the larger, um, aspect of our relationship that, that blue cross blue shield of South Carolina house with IBM, uh, as it relates to Watson health, we have been a client since 1994 and obviously that predates the IBM proper. Uh, we were a client of med stat and then Truven, who then, uh, was bought by IBM. So we have used the products from Watson health throughout our system to support provider profiling, uh, count group reporting, um, and ad hoc analysis and to some extent to, uh, support our value-based products with, uh, ACO and PCMH, >>Uh, products. >>Awesome. Thank you for that. So Daryl is very long-term relationship. Obviously, if people forget sometimes that, uh, how IBM has modernized the Z Alex talked about, uh, Linux on the mainframe. That's pretty cool. I wonder if you could talk about specifically the things that, that you've done with Alex in his, in his, in his team, you know, thinking back last year, what were your accomplishments that you really stand out? >>Yeah, so, so one thing that jumps to mind is, uh, given the long standing relationship, I relied heavily on Alex to help us work through a multi-year renewal. And it was, it was a, um, a good adventure for us. We, we were able to laugh along the way. We certainly had some, some phone calls that, that were a little bit challenging, but the great thing about it was that the relationship that Alex and I had, he really views it as a partnership. And that was just so encouraging and uplifting. So to me, from my perspective, that was absolutely, uh, one of the highlights of my year and working through even through the pandemic and all that, we figured it out. >>So you guys, when you get together, go ahead, please. >>That's what I had as well. Um, you know, the, the unique thing about the Watson health contract is because it involves data. Uh, we take the stance that it's an it contract, so I'm on the business side. So I've got to just, as Daryl has to navigate it with me, we've got to navigate a large of your it bureaucracy. Um, and, uh, it, it was challenging. Um, you know, the business people kind of smooth the tracks and then you get the lawyers involved in, it just goes haywire. So, um, we were able to navigate that. Um, uh, so yeah, so it was a big accomplishment. So Alex, it's not real sexy to talk about, but we got it done >>Well. So Alex you're, you're in sales, so you're, you're used to role playing. So imagine you're, you're, you're sitting down, uh, sorry, Darryl. You're used to, role-playing out. Imagine you're sitting down with Alex and you're thinking about 20, 21 planning, so, you know, take it away. W what do you, what would you ask, what would you talk about or share with us? >>Yeah, yeah, absolutely. So, so I, I know that, you know, one of the key objectives is, uh, continued to ingest, engage with your members and you have key business strategies. I know you recently migrated over to a new PBM, and so there, there's some complexities that come with that. Um, but just, you know, Alex, if you don't mind, why don't you share a little bit about kind of your, your perspective on what 2020 would hold for you in your organization? Well, I think that due to the pandemic, we are, I personally kick the, can down the road on a couple of things, particularly >>Having a strategic roadmap discussion, um, you know, uh, I was going to get into this later, but I enjoy doing things face-to-face rather than, uh, over the phone or, or virtually. And so, uh, I guess I was a little too optimistic about maybe being able to get together late 2020 to have that strategic roadmap discussion. Um, I think, uh, given what has developed with, um, the pandemic and vaccines and stuff, I may, I may be able to get everybody on the same page later this year, hopefully. Uh, but certainly we want to have a strategic roadmap discussion. Um, we license, uh, Watson Hills, uh, cat group insights, uh, tool, which we use for employer group reporting. And we are currently in the beginning stages of rolling that out to our external clients, whether it's agents, brokers, um, those types of folks. And then it vanished we as our core product that we use for analysis, and that product is transitioning to what is called health insights. And so from an analytical standpoint, my staff and the staff of our cluster areas will need to sort of move to health insights since that's where it's going, uh, from an analytic standpoint. So we're going to work on that as well. Um, and then some more detailed things around database rebuilds and stuff like that. Those are all sort of on the roadmap for 2021. >>Yeah. So, you know, you talk about strategic planning and you think about the way planning used to be. I mean, sometimes you take a longer term horizon, maybe that's five years, you know, technology cycles, you know, even though they go very fast, but you see major technology shifts, they're like go through these seven year cycles, you see that in financial world. And then with the, with the pandemic, we're talking about seven day cycles, you know, how do I support people work from home? Do I open the store or not? You know, it's a day-to-day type of thing. So I wonder if you could each talk about personally and professionally w how, how is 2020, you know, changed you and maybe position you for, for what's ahead, maybe Alex, you could start, >>Well, you know, I'm an analyst, so I always fall back to the numbers. What are the numbers show us, um, you know, people can have four perceptions, but, uh, the numbers give us a reality. So the reality is that a year ago, pre pandemic, uh, just 13% of blue cross blue shield employees were working from home a hundred percent, uh fast-forward to today. And that number is now 87%. So think about, uh, just the lift from a it infrastructure to support that we almost, all of those people are using Citrix to get in to our network. Uh, we're using a remote desktop. So you've got this pipeline that probably had to go from, you know, this small, to huge, to get all this bandwidth, all this data and everything. So you've got that huge lift. Um, and then it affects different areas, um, differently. Uh, I don't have any first-line staff, any staff that are member facing, so I didn't really have to navigate, you know, how do these people talk to our member? >>How does staff talk to our members on the phone when they're at home, as opposed to in the office, and, you know, is there background noise, things like that. So I've got analysts, uh, they're just crunching numbers. Um, but my, my, my personal, uh, feeling was I like doing managing by walking around, you know, stopping and talking to other, working on. So that went away and I like face-to-face meetings, as I've mentioned, and that went away. So it was really a culture change for me personally, it was a culture change for our organization. Uh, and, and now we're having conversations with executive management that, you know, if you've got staff who have been doing a good job and they remain productive, you know, give me a reason they got to come back in, which is just, as you told me that I'm going to be the case a year ago, I would have been, you know, flabbergasted, but that's where we are right now. >>And so on a personal standpoint, you know, I went home for a little while and then came back. And so my wife also works for blue cross blue shield of South Carolina. Um, so, you know, she set up in the dining room working, uh, I have my own book in our living room working, and then we've got a great side, you know, the school is not in session, you know, in person. So he's doing virtual learning. So combine all those things, and you've got all kinds of crazy things that could happen. Uh, and then you've got staff who are in the same situation. Um, so it was a lot to handle. And the longer it goes on the novelty of working from home wears off, and you kind of realize, you know, I can't go do this. I can't go out to eat. I can't do all types of things that I used to do. And so that affects your mental health. So as, as a leader, um, of my small area, and then our executives really had to become more, uh, uh, in, in people's faces. So we've got, we've done a lot more video, uh, messages, a lot more emails. Um, I have been tasked with being very deliberate about checking on how everything is going at their house. Are they getting what they need? Um, you know, how are they feeling? Are they getting up and exercising, all those things that you took for granted, uh, beforehand. >>Yeah. So Daryl, anything you'd add to that in terms of specifically in terms of how you might, how you might change the way in which you interact with your clients generally, uh, an Alex specifically, Alex likes, face to face, you know, we can't wait. All right. >>Yeah, yeah. It's funny. We never quite got to do it Alex, but we were talking about doing a virtual happy hour at one point too, to just celebrate the success. Um, but for me, you know, typically I would travel and visit Alex face-to-face on maybe a monthly basis. And so it it's been really hard for me. I didn't realize how, how much I enjoyed that in-person interaction. And so that, that was something that I I've been, you know, working through and finding ways to, to still interact with people. And I'm certainly making, making the best of, of the video phone calls and, you know, that sort of thing. So, uh, just work working to maintain those relationships. >>I wonder if I could ask you when, when, when this thing, when we're through the pandemic, what do you expect the work from home percentage? I think I heard 13% prior to the pandemic, 87% today. What do you think is going to be post pandemic? >>That is a good question. Um, it, it may go back to maybe 60% at home. I think, I think there will be a simple majority, uh, working from home. Um, that's, that's from our planning, uh, space planning standpoint. That's, that's what we are, uh, what we're expecting, um, if, if production stays, um, at acceptable levels, um, >>Do you feel like productivity was negatively impacted positive? It will be impacted or it's kind of weird. >>Yeah. All the metrics that we track show that it was, it was sustained and in some areas even better. Uh, and if you really think about, um, sort of your typical day when you work from home, I found, uh, that I was logged on an hour earlier. That's probably what's happening with other staff as well is they're, they're motivated to get up and, and get online, uh, earlier. >>Yeah. Mostly tech leaders that I talk to share that sentiment, that the productivity is actually improved. So Darryl, I presume you see the same thing in your observation space. Yeah. >>Yeah. I, I do. And, and I have other clients too, and, and, and they are definitely looking at ways to continue to work remotely. I know that for a lot of people who are in the office all the time, uh, having a little bit more flexibility when you work from home can be a good thing. And, and like you said, you, you have to make sure that the productivity is still there and the productivity is up. Um, but I, I could see that the trend continuing absolutely >>I'd love for you to, to look at Darryl and say, and tell him what the kinds of things that IBM can do to help you both today, immediately 20, 21, and in the future and a Darryl, how, how your, how you'll respond. >>Well, I'll tell you that. Um, so in 2020, what, what changed most dramatically for us as a health plan? Uh, and, and I, it echoes what we see across the country is the gigantic shift in telehealth. Um, you know, if, if, again, if you look at the numbers, uh, our telehealth visits per thousand, so that's the number of visits per thousand members in a given month, went up 1472%. And so, you know, the common response to that is, well, you know, your visits overall probably, you know, were flat because, uh, you know, they just weren't happening in that. And that's not necessarily true for us. So if you look at visits overall, they written down four and a half percent. Um, so there was a shift, but it, it was not a big enough shift to account for, uh, visits overall sustaining the level that they were pre pandemic. >>Um, so as we look into 2021, uh, we will be investigating how we can maintain, uh, the, uh, the accessibility of our healthcare providers via telehealth. Um, you know, one of the projects that we started in 2020, uh, was based upon the choosing wisely campaign. So if you're not familiar with choosing wisely, it's a very well thought out process. It involves many, many provider specialties and its sole target is to reduce low value care. Uh, so we took it upon ourselves to Institute sort of a mirror of that plan or that program at, at blue cross here in South Carolina. And so as we moved to 2021, obviously those low value services just because of the pandemic were reduced, uh, and some of the high-value care was reduced as well. And so what we are going to try to do is bring back habit, bring back that high value care, but not bring back that low value care and so low value care or things like vitamin D testing. Uh, it can be other things like, um, uh, CT for head headaches, um, imaging for low abdominal pain, things like that. So, uh, we want to focus on low, uh, eliminating what value care, bringing back high value care, >>Okay, Dale, you're up? How are you going to help Alex achieve that? So, so good news is, is that we've got the analytic warehouse and the database where all of the data is captured. And so we we've got the treasure trove of information and data. And so what we'll do is we'll come alongside Alex and his team will do the analytics, we'll provide the analytic methods measures, and we'll also help him uncover where perhaps those individuals may be, who had postponed care, um, because of the pandemic. And so we can put together strategies to help make sure that they get the care that they need. Uh, I also a hundred percent agree that tele-health hopefully is something that will continue because I do think that that is a good way and efficient way to get care for people. Um, and, you know, as a, as, as a way to, to address some of their needs and, and in, in a safe way too. >>So, um, I, I look forward to working with Alec and his team over this coming year. I think there is, uh, knowing Alex and, and the partnership and his readiness to be a client reference for us. You know, those are all great, um, recognition of how he partners with us. And we really value and appreciate, uh, the relationship that we have with blue cross blue shield, South Carolina and, and blue choice. Excellent. Daryl's right. The, the, the database we use already has some of that low value care measures baked into it. And so throughout 2020, I've worked with our analytic consulting team. Uh, it's under Daryl too, to talk about what's on the product product roadmap for adding to the cadre of live low value care measures inside advantage suite. Uh, so that's something that we'll actively be, um, uh, discussing because certainly, you know, we're, we're obviously not the only client only health plan clients. So there may be other plans that have priorities that very different made very differently than ours. Uh, so we want to give them what we're studying, what we're interested in, so they can just add it in to all their other client feedback, uh, for advantage suites, roadmap. Excellent. >>Look, my last question, Alex is how would you grade IBM, if you had to take a bundle of sort of attributes, you know, uh, delivery, uh, value for service relationship, uh, et cetera, how would you grade the job that IBM is doing? >>I, the thing that I enjoy most about working with IBM and Darryl specifically, is that they're always challenging us to look at different things. Um, things that sometimes we hadn't considered, because obviously it may be an issue for another health plan client or an employer client that they've got. Uh, they tell us, this is what we're seeing. You know, you should look at it. Uh, a lot of times they do some of the foundational work in producing a report to show us what they're seeing in our data that is similar to what is in some of their other clients data. So that's refreshing to be, uh, challenged by IBM to look at things that we may not be, uh, looking at, uh, or maybe missing, because we've got our eye on the ball on something else you >>Care to put a letter grade on that. >>Oh, definitely. Definitely. Thank you. >>Well, Darryl, congratulations, that says a lot and, uh, we have to leave it there and one at a time, but, but Daryl, anything that I didn't ask Alex, that you, you wanted me to, >>So, um, Alex re able to keep your tennis game up during the pandemic? Uh, I, yes, I tried as, as often as my wife would let me good. I would play every time I was asked, but, uh, yeah, so I, I did have to temper it a little bit, although when you spend all day with her and, and my son, you know, she may be a little more, uh, lenient on letting me leave the house. Well, maybe she's >>Yeah. The tribute to the late great comedian Mitch Hedberg, who says, uh, you know, when I, I played tennis, I played against the wall walls. Really good, hard to beat if it's pandemic appropriate. >>Oh, that's good. That's a true statement. And there was a lot of that going on, a lot of that play and playing against the wall. >>Hey, thanks so much, stay safe and really appreciate the time. Thank you. >>Thank you. Thank you. You're >>Really welcome. It was a great conversation and thank you for watching and spending some time with client conversations with IBM Watson health.

(electronic pop music) >> Hi, I'm Peter Burris. Welcome to a Wikibon Action Item Quick Take. One of the biggest challenges that all cloud players face is how to bring more developers into the ranks. Jim Kobielus, Amazon did something interesting to, or I should say, AWS did something interesting this week. Tell us about it. >> Well, they haven't actually done it, Peter, but there is rumor that they're doing it. Let me explain. Darryl Taft, who's a very well-seasoned veteran reporter with TechTarget now... Darryl reported that AWS is "appealing to the masses" with a low-code development project. I think that's exciting. He's got it on strong background that they've got Adam Bosworth, formerly of Microsoft, heading up their low-code tool development effort. I think one of the things that AWS is missing is a strong tool for developers, especially professional developers, trying to rapidly build cloud applications, and also for the run-of-the-mill business user who wants to quickly put together an application right in the Amazon cloud. I'm impressed that they've got Adam Bosworth, who was very much one of the drivers behind the Access database at Microsoft, going forward. So going forward, I'm looking forward to seeing, hopefully, they say they've been developing it since last summer, AWS... I'm hoping to see an actual low-code tool from AWS that would bring them into this space in a major way, really to encourage more development of cloud applications running natively in the very sprawling and complex AWS world. >> All right, so, AWS being rumored to expand their attractiveness to developers. This has been a Wikibon Action Item Quick Take. (electronic pop music)

live from las vegas it's the cube covering knowledge 60 brought to you by service now here your host dave vellante and Jeff Frick we're back Jeff Frick and I are pleased to be wrapping up day one for us for the cube at knowledge 16s a plastic piece no service house big events been a long day okay farriers texted me from SA and looks like they had a good event down there as well but but we're here at knowledge 16 great day financial analyst meeting yesterday set up the cube had a great kick off today at the the keynotes with Frank's luqman and and company laying out their vision she said robert gates on as a rock star right i saw him at the cio event so service now has a separate cio event within the event and they bring in a lot of speakers and they share you know it's behind closed doors CIOs talking to other CIOs pretty impressive was great walking over with him ten minutes he came on now remember he replaced rumsfeld all right george w bush brought him in asking him to replace rumsfeld it was like it would be like Belichick replacing Parcells right Rumsfeld effusive outgoing controversial hey and then and then and then of course belcheck you know very straight narrow and and that's kind of way Gates is right i mean he was very measured and in yet opinionated met serving eight presidents all of all of which had great sense of humor except to he said right jimmy carter and and richard nixon yeah dark days then take take what you will from that he's head so pretty interesting but so what's your take on day one at knowledge you know kind of following up on some of the stuff that dr. gates talked about it the themes are actually really simple you know and he listed the traits of leadership you know these are not things that you never heard before carrying it with the trust humor and I think the themes here at as service now are very similar Dave and that it's it's about work it's not about records it's you know for time and time again about it's about effective response not necessarily you know building the biggest mode in the security in the security aspect and you know it's the action platformer we get work done so it just seems like this kind of methodical just boom boom boom stick another knitting moving down the road moving down the field as we like to say and continuing just to execute and as they see everything as a service that now that opens up this huge opportunity to go well beyond itsm which is you know consistent with the vision and I don't keep talking about that 2013 interview with rebels our first meeting with him you know to execute on that vision of a platform and now going into shared services which we've heard a lot about you know a little bit into HR a little bit into legal and continuing to move down that path where you know this seems like a good opportunity for a head but they're just executing just keep executing well and I Tom now is the big opportunity facing them and I think it's going to provide a Mick shift to to a new set of products for service now IT operations management they've made some acquisitions they are a service management is now it's got its tentacles everywhere and I mean essentially helping orchestrate chef and puppet if you want they could do the orchestration for you so cloud management is a new area for these guys than this whole notion of inter clouding and managing multiple disparate clouds is something that service now can help attack I mean it's pick a problem that involves a service workflow and service now is going to knock it down how many things in business involve a service workflow it's like everything everything we do everything we touch has a service workflow aspect to it so every project every new initiative every acquisition it's just you know the market opportunities enormous and what service now has done a really good job of doing is taking this little notion of a like the Big Bang IT Service Management he'll help desk changed man and problem management change management etc and exploded that in all different directions into new vectors you mentioned a little bit in hrs I think it's increasingly getting traction in HR legal logistics you're now seeing service now lay out a vision of touching and helping to essentially orchestrate request service requests around the ERP systems around the CRM systems which are systems of record and relatively rigid systems of record right and service now can help orchestrate all the activities around that it's an enormous opportunity so the TAM I pegged the tam in 2014 I wrote an article that John furrier II published on Forbes I pegged the tam at 30 billion at that time and remember when I went through the analysis David floor you help me at ease you know it just feels like it could even be higher and I remember discussing that with David said yeah but 30 billion so huge already and they get this tiny little company and you're on thin ice we better be conservative here and now it's up to 60 billion i think the 60 billion is is understated Jeff well Darryl from from H&R Block in Canada you know they do this annual thing I left I called it a merger acquisition at a divestiture to build the infrastructure to execute the annual tax process for Canada 84,000 tasks everything from painting the building to signage to computers to paper to hiring people firing people i mean how does a lot of different tasks that they now manage with service now I thought that was pretty a fascinating story you were not when we had Lawrence on from from from ey not understand young anymore ey and talked about now they can provide a level of detail in the IT FM the financial management is like what's the cost of an application that no one ever knew before because they never added in the data center cost you know this is just software and maintenance and now people can start making interesting informed decisions about end-of-life enough which has come up in a number of our conversation so that people are turning off other applications and and service now is taking that workload the other thing I wanted to talk about we talked about this at the open but when you and I walked the floor at 22 the ServiceNow 2013 it was struck us that one of the challenges they had is to evolve this ecosystem and in that but by the way they they still have that challenge but they've done a really good job and you've seen one of the things we said is where the real big guys KPMG was here but you know the the Accenture of the world the youngs at the time now they are going all-in so accenture acquires cloud sherpas CSC acquires fruition so those guys like to focus on big opportunities so the only area now the other thing we talked about when we were at the Aria was the down market opportunity you know we said boy wouldn't it be nice if they had a solution for small companies take a put in a page out of the the Salesforce playbook and they've announced offerings there you're not hearing anything about them you know because and I think the reason is at least in part there's so much opportunity in the global 2000 they're really laser focused on that piece we got to do some more digging and find out what's going on there I know initially there was some concerns about sort of the the growth path and but we haven't heard a peep unless I missed it about the down market product the entry-level product guys the guys like us right you know he'd use it I don't know if I have 84,000 tasks to put the cube production together but i could not the few that i was not to have an automated in this system absolutely yeah so and then the other thing Dave which which you know we ettore on talking about the design and and the the watch and the fact that he sits in a room he had a surf shop in the Maldives before he came to work for service now for a couple years and he sits with Fred and so again just this unique culture of having kind of the mad scientist you know elder coder with the the fellow surf shop design guy and to come together and to try things and to come up with the watch and told the story the watch and I had to build credibility over years to try new things to get to the point where you could say hey let's let's talk about the what let's do a watch and is a form factor of the wash and what are the types of notifications and work behavior that we can better represent represent in this form factor and I think it's just you just cannot underestimate the strength of having you know a driven visionary leader that pulls people to him and inspires people which he so clearly does well and he's young at heart I mean a sec i would say i think he was coding in the keynotes today i got we gotta ask him but he comes on you know but they you know you look at this company and there's some folks at this company that been around for a while you know it's not a bunch of kids you know co diem there are right but a lot of the senior leadership team and the technical team the development team have been around the block right this is not their first rodeo and yet they're able to focus on simplicity you know Fred used to talk about the Amazon experience lat you know last year I think it was the uber experience I think I know we're gonna see some more stuff on on Wednesday though the watch still as we scratching my head a little bit but look low when did the Apple watch come out right i mean window if you look at apple's kind of the people at stamp you know this is now kind of a valid new technical assed year right austrian they're already kind of thinking of new ways to use this fourth basket right well so one of the guests said today you know things change so quickly now you know we it's true we used to go to these conferences and you'd be talking about the same cloud narrative two years straight hey right now it's like every six months it's something new every three months it's something new you know whether it's you know the way i OT just exploded on the scene you know hadoop which was so hot now the dupes like passe you know everybody's talking about you know spark and you know other new real-time methods and streaming and and it's just amazing to see the pace of innovation and so servers now seems to be a company that can keep up with that the other thing is i'd look at my notes on is back to your comment about the system integrators you know we had center and see you see both talking about them getting out of the plumbing business and really moving more of their efforts with their clients to the high-value stuff and you think wow that's kind of counterproductive they've made a lot of money on I'm doing heavy lifting infrastructure implementations and integration and all that big nasty stuff even they see the writing on the wall it's better to get behind this transformation the cult of the rotation to the new and to build their practice around helping their customers execute in a cloud enable the world versus necessarily continuing to stitch together infrastructure well I mean I think that's it's important I mean the hallmark of a great company is one that can can navigate through transitions we we've covered EMC for years we've seen their their Executive Joe Tucci talk about the waves I I always believed in the DMC strategy for example was was the right one but it could not navigate those waves all right it's been a lot of great companies the digital is the primes the way thanks you know and so we'll see if well I mean guys like the service companies tend to be able to make those transitions all right because they they do you know eat from the trough so to speak right right hey they wait until there's a lot of food and then they go in and and pig out and I do a really good job of it and they're doing it now so that tells you there's food so that's a huge sign a confirmation about this ecosystem so all right anyway a big another big day tomorrow start off with the keynotes at eight a.m. pacific time and and then we start up i think at nine thirty again right correct we start at nine thirty and again we've got a great selection of service now executives of course but more importantly what we look forward to really is the customers and and again as we've said a number of times one of the reasons why this is one of our favorite shows is because we get to talk to practitioners we get to talk to people that are executing that are in the trenches that are transforming their own companies in this competitive world and they happen to be using service now as part of that strategy and there's a lot of them here so we will be extracting the signal from the noise as we do with the cube thanks for watching everybody this is a wrap day one we're here at servicenow knowledge 2016 at the mandalay bay we'll see you tomorrow service management