>> From our studios in the heart of Silicon Valley. Holloway Alto, California. It is a cube conversation. >> He will come back and ready Geoffrey here with the Cuban Interpol about those details for acute conversation. We've got a really great guess. He's been on many, many times. We're always excited. Have them on to a bunch of different companies a lot of years and really a great perspective. So we're excited. Guy. Church word. The CEO of Da Terra. Back >> in the politest. EEO guy. Great to see you. >> Thank you, Jeff. Appreciate it. >> Absolutely. So I think last time you were here, I was looking it up. Actually, Was November of twenty eighteen. You were >> kind of just getting started on your day. Terror of the adventure. Give us kind of the update. >> Yeah, I was gonna say last time we had Mark in whose CEO when found a cofounder of Data and I was edging in. So I was executive chairman at the time, you know? And obviously I found the technology. I was looking for an organization that had some forward thinking on storage. Andi, we started to get very close with a large strategic and actually We re announced it on the go to market, I think in February with HP, and I thought that myself and Mark kind of sat down, did a pinky swear and said, OK, maybe it's time for me to step in and take the CEO role just to make sure that we had that sort of marriage of innovation and then some of the operations stuff they could bring inside the business. >> So you've been at this for a >> while, but in the industry for a long time. What was it that you saw? Um, that really wanted you to get deeper in with date. Eriks. Obviously, I'm sure you have tons of opportunities coming your way. You know, to kind of move from the board seat into the CEO position. >> Yeah. Yeah, a bad bet. Maybe stupidity or being drunk. It, to be honest, it was. You know, the first thing is, I was looking for this technology that basically spanned forward, and I had this gut hunch that organizations were looking for data freedom. There's why did the Data Analytics job before that? I did security analytics, and, you know, we were looking at that when we were you know, back when we talk to things like I'm seeing Del and so from appear technology standpoint, I wanted to be in that space, but in the last few months, because you know, jobs are all about learning and then adjusting and learning and adjusting and learning. Adjusting on what I saw is a great bunch of guys, good technology. But we were sort of flapping around on DH had an idea that we were an Advanced data services platform. It's to do with multi, you know, multi cloud. And in essence, I've kind of come to this fundamental kind of understanding because I've been on both sides, which is date era is a bunch of cloud people trying to solve storage needs for what the cloud needs. But they have the experience. They walked that mile. You know, when people say you've gotta learn by walking in their shoes, right? Right on DH there, Done that versus where? Bean. In the past, where we were a ray specialists pushing towards the future that we didn't quite understand, you know, and and there is a fundamental philosopher philosophical difference between the two. Andi weirdly, my analogy or my R har moment came with the Tessler piece. And I know that, you know, you've pinned me a few times on Twitter over this, right? I'm not a tesler. Bigger to the extent of, you know, and probably am now, I should have a test a T shirt on, But I always thought it was an electric car and all they've done is electrified a car and there was on DH, You know, I've resisted it for years and bean know exactly an advocate, but I ended up buying one because I just I felt from a technology standpoint, their platform that they were the right thing. And once I started to really understand what they were about, I saw these severe differences. And, you know, we've chatted a little bit about this Onda again. It's part of the analogy of what's happening in the storage industry, but what's happening in the industry in in a global position. But if you compare contrast something like Tesler, too, maybe Volkswagon and it might be a bad example. But you know, Audi there first trance into electric vehicles was the Audi A three, and I could imagine that they were traditional car people pushing their car forward sort is a combustion engine will if I change that and put some salt powertrain in place, which is the equivalent of a you know, a system to basically drive the wheels and then a bunch of batteries Job done or good, right? Right. And I assume the test it was the same. But I had a weird experience, which is, once you get it into autopilot, you can actually set the navigation direction, and then it will indicate it'll it'Ll hint to you went to change lanes. And so, for instance, I'm driving to the office and I'm going along eight eighty and I want to go toe Wanna one? It says, You know you need to pull across. They hit the indicator will change lanes and they'LL do some of the stuff and that's all well and good. But I was up going to a board meeting on two eighty, going off for the Rosewood. You know, Sandra El Santo and I was listening to a book one of these, you know, audiobooks, and I wasn't really paying much attention. I'm in the outside lane, obviously hitting the speed limit gnome or but I wasn't paying attention. And all of a sudden the car basically indicates form A changes lanes, slows down, change lane again and then takes a junction, slows down, comes up to a junction, and you start to realize that actually Tesla's know about electrified vehicles. It's actually about the telemetry and the analytics and then feeding that back into the system. And I always thought Tesler might be collecting how faster cars going when they break. You know the usual thing. Everybody has this conversation. It's always over worked. But if you've sort of look at it and he said no, maybe they collect everything and then maybe what they're doing is they're collecting, hitting the indicator stalk. So when I'm coming out to a junction and I indicate, How long do I stay? Indicating before I break? And then I changed lanes and then I basically slow down and I go into the junction. And then what they do is they take that live information and crowdsource it, pull it back into the system, and then when they're absolutely bulletproof, that junction, then is exactly as a human would normally do this. They then let the car take over So the difference between the two junctions is one they totally understood, the other one there still learning from right when you look at it and you go done. So they're basically an edge telemetry at a micro level organization, you know, And that is a massive difference between what Tesla's doing and a lot of the other car manufacturers are doing. They're catching up, which is really why I believe that they're going to be a head for a long time. >> It's really interesting. I was >> Elektronik wholesale for ten years before come back to school. Can't got in the tech industry. And so really distribution was king from the manufacturer point of view. Always. They just like ship their products for ages, right? These distribution to break bulk thes distribution, educate the customer these distribution just to get this stuff out. But they never knew how people actually operate their products. Whether that be a car, a washing machine. Ah, cassette player, whatever. So what? What What fascinates me about thes connected devices is what, what a fundamentally different set of data. Now manufacturers have people have in how people actually use the product. But even more importantly, that as you said, they could take that data and make adjustments on the fly because since so much of its software now, we talked again before we turned on some of your software upgrades that you've gotten in the Tesla over the last six months, which we're all driven by customers. But they had a platform in place that enabled them to update functionality and to basically repurpose hardware elements for a new function, which is which is, you know, so in sync with Dev ops and kind of this dev up culture in this continuous this continuous upgrade, this continuous innovation with actual data from real people operating the products that they should come to the market. >> Andi, think once you step back. And that was really why was keen to sit down and talk. And it's not specifically around software defined storage, which is the data. A piece in our example is yes, I am the Tessler because we can do all of the analytics and all of the telemetry versus of standard array. If you scratch that away and you say let's have a look at our whole lives are macro lives. Another example was my wife and I. We've got friends of ours always banging on about these sleep by number beds and and so we went past the store wandered in, and the sales rep got us lying on a bed and he was doing there, you know, pumping the bed up to a size. It's just Well, you are sixty five, a US seventy or seventy five, and I kind of got bored of that. And I went here, Okay, I'm that and he goes, Okay, your wife's of fifty and you're a seventy five, Andi said. But let's kind of daft. And he goes, Well, here's and he shows them a map and it shows a thermal image of me lying on the bed. I'm a side sleeper back sleeper, and then what they do is they feed the information so that comes back off their edge, which is now Abed. And then what they do is they then analyzing continuously prove it to try and increase my bed sleeping patterns. So you look at it and you say what they're not doing is just manufacturing of mattress and throwing it out. What they've done is they said, we're going to treat each individual that lies on the mattress differently on, we're going to take feedback and we're going to make that experience even better. So that the same thing, which is this asset telemetry my crisis telemetry happens to be on the edge is identical to what they have, you know. And then I look at it and I go, Why don't I like the array systems? Will, because the majority of stuff is I'm a far system. My brain is inherently looking at the Dr types underneath and saying, As long as that works fine, everything that sits inside that OK, it'LL do its thing right, and that was built around the whole process and premise of an application has a single function. But now applications create data. That data has multiple functions, and as people start to use it in different ways, you need to feed that data on the way in which is processed differently. And so it all has the intelligence houses in home automation. I'm a junkie on anything that has a plug on it, and I've now got to a point where I have light switches or light fittings would have multiple bulbs on every bulb now is actually Khun B has telemetry around it, which I can adjust it dynamically based on the environment. Right? Right. And I wish it got wine. You know, I got the wine. Fridge is that's my biggest beef right now is you gotta wine, fridge. You can have Jules, you know, you have jewels climates, which means that you don't fan to one side of it and they overheat the bottom right. But it'LL break the grapes down. Would it be really cool if the cork actually had some way of figuring out what it needs to be fed? And then each of them could be individual, right? But our entire being, you know, if you think about it's not just technology or technologies driving it, but it's not the IT industry, but our entire lives. And now driven around exactly what you just described, which is manufacturers dropping something out into the wild to the edge and then having enough telemetry to be able to enhance that experience and then provide over the air, you know, enhancements, >> right? And the other thing, I think it's fascinating as it's looking up. We interviewed Derek Curtain >> from the architect council on. That's a group locally that just try work, too, along with municipalities and car manufacturers, tech companies. But >> he made a really interesting >> comment because there's the individual adjustment to you to know that you want to get off it at Page Milan or sandhill on DH. You've got a counter on your point of this is meeting the Rosewood. But >> then the other thing is, when you aggregate >> that now back up. You know, not that you're going to be sharing other people's data, but when he start to get usage patterns from a large population that you can again incorporate best practices into upgrades of the product and used a really good example of this was right after the one pedestrian got killed by the test of the lady with the bike that ran across the front of the street and it it it literally happened a week before. I think the conference so very hot topic at an autonomous vehicle conference and >> what he said, which is really important. You know, if if I get >> in an automobile accident and I'm going to learn something, the person I hits pride gonna learn something. The insurance adjusters going to take some notes and we're going to learn it's a bad intersection. I made a mistake, whatever, but when an autonomous vehicle gets in a Brack when it's connected, all that telemetry goes back up into the system to feed the system, to make improvements for the whole system. So every car learns every time one car has a problem every time one car gets into a sticky situation. So again, kind of this crowd sourced. Learning an optimization opportunity is fundamentally different than I'm just shipping stuff out, and I don't know what's going to happen to it, and maybe a couple pieces come back. So I think people that are not into this into the direct connection are so missing out on those you said this whole different level of data, this whole different level of engagement, a whole different level of product improvement and road map that's not a PR D. It's not an M R G. It's all about Get it out there, you know, get feedback from the usage and make those improvements on this >> guy finish improvements and micro analytics. I mean, even, you know, we talk back when you were adjusting how you deliver content for the Cube, you know, rather than a big blob, You really want to say, Well, I need more value for that. My clients need more value for that. So you've almost done that Mike segmentation by taking the information and then met attacking every single word in every single interview right to enrich the customer's experience, you know, And it kind of Then you Matt back and you say, We've got to the age now where the staff, the execs that we talked to over the other side, the table there, us they're living our lives. They've got the same kids as we've got the same ages we've got. They do the same person's we've got. They understand the same things and they get frustrated when things naturally don't work the way they should. Like I've got a home theater system and I've still got three remote controls. I can't get down. I've got a universal remote control, but it won't work because the components don't think so. What's happened is we've got to a world where everything's kind of interconnected and everything kind of learns and everything gets enriched when something doesn't it now stands out like a sore thumb and goes, That doesn't That is not the right way to do business on DH. Then you look that you say, translate that then into it and then into data centers. And there's these natural big red flag that says That's an old way of doing things. That's the old economy that doesn't enable me to go forward. I need to go forward. I need more agility. You know, I've got to get data freedom and then how do I solve that issue? And then what? Cos they're going to take me there because they're thinking the same ways as we are. This is why Tesler screamingly successful. This is why something like these beds are there. This is why things like Philips Hue systems are good and the list just goes on. And right now we're naturally inclined to work with products that enable us to enrich our lives and actually give feedback and then benefit us over the air. We don't like things that are too static now, and actually, there is this whole philosophy of cloud, which I think from an economic standpoint, is superb, you know? I mean, our product is Tier one enterprise storage in an SD s fashion for public private hybrid clouds. But we're seeing a lot of people doing bring backs. You know, out of the cloud is a whole thread of it right now, but I would actually say maybe it's not because the cloud philosophy is right, but it's the business model of the cloud guise of God. Because a lot of people have looked at cloud as they're setting. Forget, dump my stuff in the cloud. I get good economics. But what we're talking about now is data gets poked and prodded and moved and adjusted constantly. But the movement of the data is such that if you put in, the cloud is going to impinge you based on the business model. So that whole thing is going to mature as well, right? >> You're such a good position to because >> the, you know the growth of date is going. Bananas were just at at Arcee a couple weeks ago. In one of the conversation was about smart smart buildings, another zip zip devices on shades that tie back to the HBC, and if anybody's in the room or not, should be open should be closed. Where's the sun? But >> there was really interesting comment about >> you know, if you look at things from a software to find way you take what was an independent system that ran the elevator and independent system that ran the HBC and independent system that ran the locks? One that ran the fire alarm. But guess what? If the fire alarm goes off, baby, it would be convenient to unlock all the doors and baby. It would convenient automatically throw the elevator control system into fire mode, which is don't move. Maybe, you know so in reconnecting these things in new and imaginative ways, and then you tie it back to the I T side of the house. You know, it's it's it's it's getting a one plus one makes three effect. With all these previously silent systems that now can be, you know, connected. They can be software defined, you know, they can kind of take the operation till I would have never thought of that one hundred years. I thought that just again this fascinating twist of the Linz and how to get more value out of the existing systems by adding some intelligence and adding this back and forth telemetry. >> Yeah, and and and again, part of May is being the CEO of date era. I want advocates the right platform for people to use. But part of this is my visceral obsession of this market is moving through this software defined pattern. So it's going from being hardware resilient to software resilient to allow youto have flexibility across it. But things have to kind of interconnecting work, as you just described on SDF software to find storage as an example comes in different forms. HD is an example of it and clouds an example. I mean, everything is utterly software defined in Amazon. It so is the term gets misused, could be suffered to find you could say data centric data to find or you could say software resilient. But the whole point is what you've just described, which is open it up, allow data freedom, allow access to it and then make sure that your business is agile and whatever you do, Khun, take the feedback in a continuous loop on at lashing. Move forward as opposed to I've just got this sentence forget or lock mentality that allows me just to sort of look down the stack and say, I've got the silo. I'm owning that customer of owning the data and by the way, that's the job. It's going to doe, right? So this is just the whole concept of kind of people opening their eyes on DH. My encouragement on DI we can encourage anybody, whether customers or basically vendors, is to look around your life and figure out what enriches it from a technology standpoint. On odds on it will be something in the arena that we've just described, right? >> Do you think it's It's because I think software defined, maybe in its early days was >> just kind of an alternative thought to somebody doing it to flipping switches. But as you said in the early example, with the car, propulsion wasn't kind of a fundamentally different way to attack the problem. It was just applying a different way to execute action. What we're talking about now is a is a totally higher order of magnitude because now you've got analytics. You actually want to enable action based on the analytics based on the data for your card. Actually take action, not just a guy. Maybe you should you know, give given alert and notice that pops up on your phone. So, you know, >> maybe we need something different because it's not just redoing >> what we did a different way. It's actually elevating the whole interaction on a whole different kind of love. >> And this is this is kind of thank you for that. It was the profound kind of high got wasn't joining data and watching it. It was I got a demo off the cloud. You I the callback piece of what cloud? What data has. And I was watching a dashboard off a live data stream. You know of information that we were getting back from multiple customers and in each of the customers, it would make recommendations of, you know, how many gets on, how many times it would hear cash on DH. So it was actually coming back dynamically and recommending moving workloads across onto or flash systems. You, Khun, do things where once you've got this freedom on application, a data set isn't unknown. It's now basically in a template, and you say this is what priority has. And so you say it's got high priority. So whatever the best legacy you could give me. Give me right, You drop it onto a disk. And at the moment I've got hybrid. That's all I've got, but I decide to addle flash. So I put some all flash into the into the system. Now it becomes part of this fabric and its spots it and goes well on our second. That will disservice me better and then migrates the workload across onto it without you touching it, right? So, in other words, complete lights out so that the whole thing of this is what Mark and the team have done is looked at and said the only way forward is running this massively agile data center based on a swarm of servers that will basically be plugged together into something that would look like a fabric array. But but you can't. Then you've got to assume that you can now handle application life cycles across onto it. It'LL make recommendations like the bed thing. You know what I was saying? I was lying there and what I liked about it. So So I set my thing to fifty nine, and then it realizes I'm not sleeping very well. It's not suggested. Sixty sixty one sixty. Sleeping well, OK, that's it. And then that's good. We'LL do the same thing where an application will actually say, Here's my template. This is what it looks like. The top priority, by the way. I need the most expensive drives you've got, drops it onto it, and then it look at it and go. Actually, we could do just as good a job if there's on hybrid and then migrated across and optimize the workload, right? And so it's not again. Part of it is not. Data is the best STDs, and it is for Tier one for enterprise storage. It's the fact that the entire industry, no matter where you look at it, not just our industry but everybody is providing tech is doing is exactly the same thing, which is, and you kind of look it and you go. It's kind of edge asset micro telemetry, and then that feedback loop and then continuous adjustment allows you to be successful. That's what products are basically getting underpants. >> Just, you know, it's when he's traveling. Just No, we're almost out of time, but I just can't help it but >> say it, you know, because we used to make decisions >> based on samples of old data with samples. And it was old. And now, because of where we are on the technology lifecycle of drives and networks and CPS and GPS, we can now make decisions based on all the data now. And what a fundamentally different, different decision that's going to drive this too. And then to your point, it's like, What do you optimizing for? And you don't necessarily optimize for the same thing all the time that maybe low priority work, load optimized for cost and maybe a super high value workload optimized for speeding late in sea. And that might change >> over time when Anu workload comes in. So it's such a different way to look at the world >> and it is temporal, right? I mean, again, I know you're going kick me off now, but think about it right the old days and writing a car building a car is you thought, well, what's going to need to be in the car in three years time, put it in now, build manufacture, coming out and then with a Tesler i by the current December. Since December, I've now got pinned based authentication I've got century mode. I've got Dash Cam, They've got all free. I've got a pet mode into it now. My car's got more range. It's got high performance. This guy highest top speed, and I haven't even taken the current or it's all over the air And this is all about, continues optimization. They've done around the platform and you just go. That's the way this linked in. Recently, someone posted something said, You know, keep the eyes are dead. Well, the reason there saying that isn't because there's a stupid thing to do Q. B. Ours is because if you're not measuring your business and adjusting on a continuous basis, you're gonna be dead anyway. So our whole economy is moving this way. So you need an infrastructure architecture to support that. But where everybody's the same, we're all thinking the same. And it doesn't matter what industry or, you know, proclivity have this. This adjustment and this speed of adjustment is what you need. And like I said, I'm That's why I wanted to get to date era. That's what I'm excited about it and that is the are hard I had I kinda looked. It went Oh my God, I'm now working with cloud people who understand what they've walked in the shoes And I kind of got this way of sense of can Imagine what it had been like if you were ill on the first time You saw a hundred thousand cars worth of life data spilling in of what power you have right to adjust and to basically help your client base. And you can't do that if you are in fixed things, right? And so that's That's the world moving forward >> just in time for twenty twenty one will all have great insight in a few short months. We'LL all know >> everything Well, guy great Teo Great to >> sit down Love to keep keeping tabs on you on Twitter and social And thanks for stopping by. I >> appreciate it. All >> right. He's guy. I'm Jeff. You're watching the cube within a cube conversation Or Paulo? What? The studio's thanks for watching >> we'LL see you next time

>> Announcer: From Milpitas, California, at the edge of Silicon Valley, it's The Cube. Covering autonomous vehicles. Brought to you by Western Digital. >> Hey, welcome back everybody, Jeff Frick here with the Cube. We're at Western Digital in Milpitas, California at the Auto Tech Council, Autonomous vehicle meetup, get-together, I'm exactly sure. There's 300 people, they get together every year around a lot of topics. Today is all about autonomous vehicles, and really, this whole ecosystem of startups and large companies trying to solve, as I was just corrected, not the thousands of problems but the millions and billions of problems that are going to have to be solved to really get autonomous vehicles to their ultimate destination, which is, what we're all hoping for, is just going to save a lot of lives, and that's really serious business. We're excited to have the guy that's kind of running the whole thing, Derek Curtain. He's the chairman of the Auto Tech Council. Derek, saw you last year, great to be back, thanks for having us. >> Well, thanks for having me back here to chat. >> So, what's really changed in the last year, kind of contextually, since we were here before? I think last year it was just about, like, mapping for autonomous vehicles. >> Yes. >> Which is an amazing little subset. >> There's been a tremendous amount of change in one year. One thing I can say right off the top that's critically important is, we've had fatalities. And that really shifts the conversation and refocuses everybody on the issue of safety. So, there's real vehicles out there driving real miles and we've had some problems crop up that the industry now has to re-double down in their efforts and really focus on stopping those, and reducing those. What's been really amazing about those fatalities is, everybody in the industry anticipated, 'oh' when somebody dies from these cars, there's going to be the governments, the people, there's going to be a backlash with pitchforks, and they'll throw the breaks on the whole effort. And so we're kind of hoping nobody goes out there and trips up to mess it up for the whole industry because we believe, as a whole, this'll actually bring safety to the market. But a few missteps can create a backlash. What's surprising is, we've had those fatalities, there's absolutely some issues revealed there that are critically important to address. But the backlash hasn't happened, so that's been a very interesting social aspect for the industry to try and digest and say, 'wow, we're pretty lucky.' and 'Why did that happen?' and 'Great!' to a certain extent. >> And, obviously, horrible for the poor people that passed away, but a little bit of a silver lining is that these are giant data collection machines. And so the ability to go back after the fact, to do a postmortem, you know, we've all seen the video of the poor gal going across the street in the dark and they got the data off the one, 101 87. So luckily, you know, we can learn from it, we can see what happened and try to move forward. >> Yeah, it is, obviously, a learning moment, which is absolutely not worth the price we pay. So, essentially, these learning moments have to happen without the human fatalities and the human cost. They have to happen in software and simulations in a variety of ways that don't put people in the public at risk. People outside the vehicle, who haven't even chosen to adopt those risks. So it's a terrible cost and one too high to pay. And that's the sad reality of the whole situation. On the other hand, if you want to say silver lining, well, there is no fatalities in a silver lining but the upside about a fatality in the self-driving world is that in the human world we're used to, when somebody crashes a car they learn a valuable lesson, and maybe the people around them learned a valuable lesson. 'I'm going to be more careful, I'm not going to have that drink.' When an autonomous car gets involved in any kind of an accident, a tremendous number of cars learn the lesson. So it's a fleet learning and that lesson is not just shared among one car, it might be all Teslas or all Ubers. But something this serious and this magnitude, those lessons are shared throughout the industry. And so this extremely terrible event is something that actually will drive an improvement in performance throughout the industry. >> That's a really good, that's a super good point. Because it is not a good thing. But again, it's nice that we can at least see the video, we could call kind of make our judgment, we could see what the real conditions were, and it was a tough situation. What's striking to me, and it came up in one of the other keynotes is, on one hand is this whole trust issue of autonomous vehicles and Uber's a great example. Would you trust an autonomous vehicle? Or will you trust some guy you don't know to drive your daughter to the prom? I mean, it's a really interesting question. But now we're seeing, at least in the Tesla cases that have been highlighted, people are all in. They got a 100% trust. >> A little too much trust. >> They think level five, we're not even close to level five and they're reading or, you know, doing all sorts of interesting things in the car rather than using it as a driver assist technology. >> What you see there is that there's a wide range of customers, a wide range users and some of them are cautious, some of them will avoid the technology completely and some of them will abuse it and be over confident in the technology. In the case of Tesla, they've been able to point out in almost every one of their accidents where their autopilot is involved, they've been able to go through the logs and they've been able to exonerate themselves and say, 'listen, this was customer misbehavior. Not our problem. This was customer misbehavior.' And I'm a big fan, so I go, 'great!' They're right. But the problem is after a certain point, it doesn't matter who's fault it is if your tool can be used in a bad way that causes fatalities to the person in the car and, once again, to people outside the car who are innocent bystanders in this, if your car is a tool in that, you have reconsider the design of that tool and you have to reconsider how you can make this idiot proof or fail safe. And whether you can exonerate yourself by saying, 'the driver was doing something bad, the pedestrian was doing something bad,' is largely irrelevant. People should be able to make mistakes and the systems need to correct those mistakes. >> But, not to make excuses, but it's just ridiculous that people think they're driving a level five car. It's like, oh my goodness! Really. >> Yeah when growing up there was that story or the joke of somebody that had cruise control in the R.V. so they went in the back to fry up some bacon. And it was a running joke when I was a kid but you see now that people with level two autonomous cars are kind of taking that joke a little too far and making it real and we're not ready for that. >> They're not ready. One thing that did strike that is here today that Patty talked about, Patty Rob from Intel, is just with the lane detection and the forward-looking, what's the technical term? >> There's forward-looking radar for braking. >> For braking, the forward-looking radar. And the crazy high positive impact on fatalities just those two technologies are having today. >> Yeah and you see the Insurance Institute for Highway Safety and the entire insurance industry, is willing to lower your rates if you have some of these technologies built into your car because these forward-looking radars and lidars that are able to apply brakes in emergency situations, not only can they completely avoid an accident and save the insurer a lot of money and the driver's life and limb, but even if they don't prevent the accident, if they apply a brake where a human driver might not have or they put the break on one second before you, it could have a tremendous affect on the velocity of the impact and since the energy that's imparted in a collision is a function of the square of the velocity, if you have a small reduction of velocity, you could have a measurable impact on the energy that's delivered in that collision. And so just making it a little slower can really deliver a lot of safety improvements. >> Right, so want to give you a chance to give a little plug in terms of, kind of, what the Auto Tech Council does. 'Cause I think what's great with the automotive industry right, is clearly, you know, is born in the U.S. and in Detroit and obviously Japan and Europe those are big automotive presences. But there's so much innovation here and we're seeing them all set up these kind of innovation centers here in the Bay area, where there's Volkswagen or Ford and the list goes on and on. How is the, kind of, your mission of bringing those two worlds together? Working, what are some of the big hurdles you still have to go over? Any surprises, either positive or negative as this race towards autonomous vehicles seems to be just rolling down the track? >> Yeah, I think, you know, Silicone Valley historically a source of great innovation for technologies. And what's happened is that the technologies that Silicone Valley is famous for inventing, cloud-based technology and network technology, processing, artificial intelligence, which is machine learning, this all Silicone Valley stuff. Not to say that it isn't done anywhere else in the world, but we're really strong in it. And, historically, those may not have been important to a car maker in Detroit. And say, 'well that's great, but we had to worry about our transmission, and make these ratios better. And it's a softer transmission shift is what we're working on right now.' Well that era is still with us but they've layered on this extremely important software-based and technology-based innovation that now is extremely important. The car makers are looking at self-driving technologies, you know, the evolution of aid as technologies as extremely disruptive to their world. They're going to need to adopt like other competitors will. It'll shift the way people buy cars, the number of cars they buy and the way those cars are used. So they don't want to be laggards. No car maker in the world wants to come late to that party. So they want to either be extremely fast followers or be the leaders in this space. So to that they feel like well, 'we need to get a shoulder to shoulder with a lot of these innovation companies. Some of them are pre-existing, so you mentioned Patti Smith from Intel. Okay we want to get side by side with Intel who's based here in Silicone Valley. The ones that are just startups, you know? Outside I see a car right now from a company called Iris, they make driver monitoring software that monitors the state of the driver. This stuff's pretty important if your car is trading off control between the automated system and the driver, you need to know what the driver's state is. So that's startup is here in Silicone Valley, they want to be side by side and interacting with startups like that all the time. So as a result, the car companies, as you said, set up here in Silicone Valley. And we've basically formed a club around them and said, 'listen, that's great! We're going to be a club where the innovators can come and show their stuff and the car makers can come and kind of shop those wares. >> It's such crazy times because the innovation is on so many axis for this thing. Somebody used in the keynote care, or Case. So they're connected, they're autonomous, so the operation of them is changing, the ownership now, they're all shared, that's all changing. And then the propulsion in the motors are all going to electric and hybrid, that's all changing. So all of those factors are kind of flipping at the same time. >> Yeah, we just had a panel today and the subject was the changes in supply chain that Case is essentially going to bring. We said autonomy but electrification is a big part of that as well. And we have these historic supply chains that have been very, you know, everyone's going as far GM now, so GM will have these premier suppliers that give them their parts. Brake stores, motors that drive up and down the windows and stuff, and engine parts and such. And they stick year after year with the same suppliers 'cause they have good relationships and reliability and they meet their standards, their factories are co-located in the right places. But because of this Case notion and these new kinds of cars, new range of suppliers are coming into play. So that's great, we have suppliers for our piston rods, for example. Hey, they built a factory outside Detroit and in Lancing real near where we are. But we don't want piston rods anymore we want electric motors. We need rare earth magnets to put in our electric motors and that's a whole new range of suppliers. That supply either motors or the rare earth magnets or different kind of, you know, a switch that can transmit right amperage from your battery to your motor. So new suppliers but one of the things that panel turned up that was really interesting is, specifically, was, it's not just suppliers in these kind of brick and mortar, or mechanical spaces that car makers usually had. It's increasing the partners and suppliers in the technology space. So cloud, we need a cloud vendor or we got to build the cloud data center ourselves. We need a processing partner to sell us powerful processors. We can't use these small dedicated chips anymore, we need to have a central computer. So you see companies like Invidia and Intel going, 'oh, that's an opportunity for us we're keen to provide.' >> Right, exciting times. It looks like you're in the right place at the right time. >> It is exciting. >> Alright Derek, we got to leave it there. Congratulations, again, on another event and inserting yourself in a very disruptive and opportunistic filled industry. >> Yup, thanks a lot. >> He's Derek, I'm Jeff, you're watching The Cube from Western Digital Auto Tech Council event in Milpitas, California. Thanks for watching and see you next time. (electronic music)