>>from Miami Beach, Florida It's the >>Q covering >>a Cronus Global Cyber Summit 2019. Brought to you by a Cronus. Welcome back to the cubes coverage here in Miami Beach of the Blue Hotel. I'm John Kerry. Hosting the Cube for Cronus is global Cyber. Summit 2019. We're here with the chief marketing officer CMO Guide. Our magnet. Nora. Welcome to the Cube. Thanks for having us. And thanks for coming on. Thank you for talking to me. Not a bad venue. Miami Beach People like it here. It's got a good vibe. >>Yes, a lot of entertainment, actually. For an event perspective, having people in such a nice place is very tough because you have to keep them inside somehow. And you cannot lock their doors. So we have to have really good content. >>People are feeling good. I can see a lot of people smiling people very happy. Congratulations. Take us through the event. Why the event here? What's the main theme? What's the top story that you're telling here at the global Cyber summit? 2019? Sure. So >>way were talking about cyber protection for quite a while. And cyber protection is simple. Terms is combining data protection of cyber security because what we see is happening in the digital world is that traditional data protection, not enough anymore cannot really protect you against all of the threats that you have out there and the number of messages growing. So cyber protection super important and we're developing and selling it for quite a while. But now it is time to keep off really a big push for cyber protection because we have the products that can enable our partners, resellers, service providers, enable and customers and enterprise I t. To deliver seven protection to their work clothes. What we do here at the Summit way, announcing three major things One is a furnace cyber infrastructure, which is a secure, hyper converged infrastructure for running cyber protection. That's external port on the edge workloads because when you run something in the data center, you have the perimeter security. You can protect you with moment. You get out of the data center, you need something really secure and easy to use and also cost efficient because the number of foreclosures growing outside of data center rapidly. So we have this cyber infrastructure way prevented here. Second piece is cyber platform. Cyber is the way for any third party to customize, integrate or extend cyber protection so they can take parts and pieces and integrated into their applications, for they can integrate an application support for customers so they can expand the portfolio of solutions. So that's another picnic. It's a huge thing. No, everybody can integrate cyber protection in any solution and support any type of work. And the third thing going on here is the product, according Cyber Protect, which is basically combination off back up, just a recovery. Cyber security. We have a non to virus. We have anti malware capabilities, but we also have vulnerability assessment, Hatch management, remote management. So it's a combination of multiple tools into one package. So that's really designed for a guy who is already tied off agent for teeth. They don't lots of obligations and doing different things. Tired of managing many things so way, offering them a tool that combines everything that they need to manage outside of the data center. >>You know, I've been really impressed with you guys and do my research for this. Two things jumped out at anyone recover cybersecurity, most from the enterprise space, but also from a data space. You guys have been around for a long time. Great growth, a lot of customers. Great channel relationship with Go to market, which has been successful for you guys in cyber. So cyber security has been your wheelhouse is company, but it's interesting. This theme of the enterprise is coming into focus. So to me, I think it's a huge opportunity. From a market standpoint on the enterprise, you're Tim has traditionally been cyber security. But story is interesting. Your since you're telling an i t story with cyber telling a data story in context to cyber these air coming together, these worlds are here. Talk about that dynamic in the market because that's a market you're targeting specifically. >>So, first of all, a little correction. We do cyber protection, and it's an important difference between several protection of several security, because what we do wait combined data protection so traditional backup disaster recovery file, sink and share all those tools with security. That's vision what is needed for the border protection. So Christ was a traditional data protection company for quite a while, and then we realized that there is this need for security integrated with data protection way started to implement that. So now we're introducing to the market a new type of solution that everybody now recognizes integrated solution between data protection and cyber security. So the market without solution is virtually anybody. But when you talk about the enterprise, the key workloads where you really need that is the edge. So everything outside of the data center edge and end points. And the thing here is that you have just a tiny fraction of all of the devices in your data center. Everything is outside and protecting it, managing it. It's really complicated. That's what we offer now. So you can start protecting those workloads and the edge, what it's like for clothes and >>talk about the product specifically because this platform enabling is interesting. You have a P eyes. You're opening up your developer network of S, V S and M S P's and your customer base. How is that platform going to help that EJ problem and simplify the protection has taken years. >>That helps in a different expects. So in one hand, way as a company would never be able to support all types of work clothes because there's so many different applications and people want to have application and wear protection. So any third party, any eyes via have the expertise with a particular application, they can develop their own workload support so they can support more loads that can support different type of stores. Destinations they can create. Different service is on top off the data so they can process the data. So, for example, they can deliver a malware scanner on top of the back of that will be integrated in the backup solution right so they can extend the platform in that sense. But also it's an opportunity for service providers because full service provided they trying thio differentiate. They all look for something that I will help them to tell the story that they different from the others because the major problem is that if you a service provider you have multiple customers for them, it's very easy to switch to another service providers. So the old for those differentiators and without blood when they can customize they can integrate it with a particular systems and they can focus on specific application. So let's say electronic medical records they can support that for their particular customers. And the customers are going to switch to another provider because they have this customization. And they have a lot of expertise that they can implement through the platform and create a custom my solution, that only them can develop and deliver. So that's That's another aspect of the platform. Only four eyes, these wonderful service providers. Then we talk about resellers and distributors. They can integrate the plot, thicken, integrated with their market places they can. Cell service is directly from the tools that they're building already or the solution marketplace ability. >>Talk about the difference between data protection and cyber protection, because those are kind of now coming together. As you're pointing out target persona for I t. Has been C i o or T buyer on, then you have a C so chief of security from large firms way, Who's buying? Who's using the product, is it? See I owe with staffers in the sea so and because it's like a data protection the old way, it's like, OK, storage, that's the I t. Fire down the list. Five. Storage, both on data protection. That's the old way. The new way is kind of bring it together. Who's that? Is a very good >>question. So I would think about the traditional data center, and we think about the rows of people who work with the data center, their storage guys, working guy, security guys. They may have different goals, different budget. They can be separate. Organization may not even be talking to each other. So selling a combination integrate solution to the data percent. It's complicated, and we've seen that stories many times. C'mon taken very. They try to sell security together. They failed just because it's very difficult to do that. But what we do is we go to the other type of person to the edge guy, the guy who's responsible for the whole infrastructure outside of a data center. Usually it's one team of one person, and they cover everything and they have a problem. They have multiple solution. They have to manage more solutions. You have people, you have to hire more training you have to make, and the reliability of this is just going down because you have to manage multiple tools. Update on different schedules and it's a disaster for a lot of companies. So we go to that guy with the department and tell them, Hey, here's a solution. Now we'll cover most of your knees >>and the number one problem you're solving. What? What's the problem? Statement. Take the high order bid on the promise the >>protection of the device So you protect data application and system that device. Talk >>aboutthe. Range the platform protection. Get the core platform protection infrastructure. Cloud backup. You've got core areas in the model, which one is the most popular in terms of where customers start to rethink their architecture when they start thinking platform versus tools? Because a lot of custom that we talk to and we pull in our community are all in the sea, so specifically are hard core way Don't want another tool way have a lot of tools in the tool shed, so to speak way want to get data horizontally scalable? We don't want to have an enabling platform software, but they have a machine learning and may I be very specific in service is that we use so trying to balance that architecture is what's on there. That's essentially what you guys are doing. So why that's important and why it's important for the customer. >>Exactly. And I I would take a step back here. So a lot of people want to think about protection of data, sleeping in traditional terms, data protection back up. I have a coffee somewhere. So in case something bad happens, I will be able to get back to that coffee. But now people started to understand it's not enough. First of all, they want to get value from the data, so data should be available. It should be fresh, and it should be authentic, So they want to make sure that they have the data they can trust. So the moment the shift from traditional having a coffee to having data that I can use and get Mellie from the data we start thinking about how they can make it work in a way that you always have data available. You don't wasting time, you know, losing anything. And you have a proof that you have that regional data thistles where we play. So we come to them and tell them that simple story. So in the past, you hit by run somewhere for you hit by malware. Attack somebody. A Texas system. You would say, OK, I'll go back to my backup, I'll find those files. I'll recover them. I would hope that they're not too old way offer them is the automatic recovery. They get everything back and they have everything. That was the most fresh data that they need. And we have guarantee that this is the original data they have because what's happening now in the cyber security market? And there were a lot of people Aquino they were talking about it and security experts. Is that the hackers Not on Lee, corrupting a day of stealing your data, the old so mortifying in a way, to influence your decisions. So they do like small, tiny modification, and you're sending your paychecks to somebody else. That's what they basically trying to do all the time. So you have to be able to trust the day of the job. So the moment you think about the chocks enough in the city of the Data, you think, OK, it's not just back up anymore. I need cyber protection. I need something that will actually help me to trust my data. >>You see in the examples everywhere you pointed out visual threats, you know the automation of cyber crime. You're seeing Ransomware. That's killer. And then just personal attacks. This is a really key area. I gotta ask you a question that came up on Twitter the other day. We were talking to folks. This comes up a lot with C. Sosa's well on. This is a quote from acute conversation I had with C. So said, Lookit my environment becoming more complex and costly going up. So that's one killer problem that he has in terms of what he's dealing with his environment. So complexity is going up. You mentioned the edge. It's a big one, right of other things out there wearables and then costs too many vendors, not enough sharing data. So again, this is a very complex and nuanced point. But how did you guys answer that question? So I see it costs. I want cost to go down. I want Plus, he's never gonna go down your abstract thataway. >>Yeah, even more. It's only complexity and cost is also security. More complexity that surfaces. Attack of attack is getting bigger, so you have to find a way to protect it. So answer is integrated type of protection. So what we do. We address five acres of protection and in the digital world, way we call him a Comsat passes safety. You have a copy, you can recover accessibility. You have a copy that you can access when you need it, where you need it. On privacy. You have control where your data is and who can access the data. That authenticity. You have a way to prove that. This is your reach, Dana. And then security. You have protection against external attacks. So we combine it all together into one solution. So you deploy one single agent that will provide backup just recovery. Crossing in. Sure. Hold the service that you need to work with your data Creative copy of the data to share your data, but also its integrated security. So we'll ensure that we passed your system. You have up to date Aly update installed. You have everything up to date. Everything's protected. Then we have an antivirus we have on tomorrow where we have the ability to manage the system. So everything is packed, packaged into one solution. So you don't have multiple agents that are incompatible. Multiple agencies have to update on different schedules multiple people who have to support different types of agents. Everything is combined. So that way we decrease the complexity and then increase the security because security is already integrated. And then the last final piece of the cost is the infrastructure solution that way. So what? We have a current seven infrastructure. It's either a softer applying to heart of our clients that is designed specifically for cyber protection were close, so it can't replace your standard H c I. But it gives you an ability to store data in the mosque obstetrician way. You get our appliance like in the hardware. You have a cheap stories for your secondary data for disaster. Recovery you can do that is to recover that appliance, or you can take our soccer appliance and deployed to commodity hardware. You don't have to buy a very expensive story track. You just deployed to the hard way that you have and use it on there. So that way we sold. It caused problems >>to get multiple options basically on that. Okay, so I gotta ask you the hard question that's going through everyone's mind is okay. I hear this story is too good to be true. Everyone must be. It must be a platform from wars are out there, sees this. They're pandering to customers. What makes you different? Prove that you're valuable to me. Show some evidence Where your differentiation How do you answer the differentiation? What makes you guys different? >>I would say the answer to that is innovation. So everybody has a platform. Everybody's building a glass from I. D. C was proclaiming its in Europe platforms probably three or four years ago. So everybody's talking about it, right? So way do they have the platform about the core differentiation is the innovation that we have Where the first company to use Blockchain for authenticity so we can record way hash coats Oh, files to change And then you can use it to get the verification that you have the original copy of the file in a time step where the 1st 1 to integrate the anti ransomware protection into the back so you don't really have to recover after my run somewhere you get all the files back, it will be the most recent files that you had. So you're getting it all back and it works there, So those innovation they already implemented off platform. So the moment you get a lot from you have all that you need. Old basics. You have user management quarter management so you can deploy and feel for you. Can you? Can? >>Was interesting is you have a holistic view on data, not just narrow view on day that Zach Lights and the I think the integrated is killer customer success. Anecdotal sound bites you can share. What are some of that? Some of feedback you hear from customers on this >>so feedback from customers. The best feedback is that we're hearing from our customers have issues, right? That's the best thing to d'oh. So when things go right with customers happy and you can go online and check out the mosque. Interesting case that >>we have with our scores partnerships because sports of becoming digital so >>everything's difficult depends on data. When you think Formula One isn't data, they lose data, they lose the race, so they have a tremendous amount of data and they have to transfer to a different location to transfer from the track to the headquarters. So we had implemented our cyber protection for a few teams in Formula One and you can just go online and check out that way. Ken Story, Williams Formula One. Great story. They actually tell people how they use it, how it helps them way. Have a bunch of those stories. >>You know, industrial I o. T. Is a huge area. I think you guys have a great opportunity there. People talk about digital threats and getting hacked as individuals. Equipment, machinery can get back to a device on your car. Certainly sports betting on it. Certainly someone's gonna want to manipulate it everything >>now, because we have our separate protects Operation center. We have engineers and security expert watching What's going on. We're collecting feedbacks from our customers and partners. We kill some crazy story all the time. Like what hikers now do. They would have into your email start fortifying your e mails and your documents that you had there because it's digital. There is no trace. You don't really know what was their original documents, so they eventually it will get you to transfer money to wrong account or do something with your assets. You will not going todo and it's just becoming more and more prominent because every digital. Now you don't even have a cocky or a document that's stating how much money you have in your bank. What if you wake up tomorrow instead of $1,000,000? You see $1000 you have no proof that you actually had something else, right? >>Cyber protections of data problem. You guys tackling with creative platform? Yes. Congratulations. Better. Thanks for coming on the Cube. Thanks for your insights. It's a cube jumper. You're watching us here at Miami Beach of the Crows Global Cyber Summit 2019. More coverage after this short break.

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

>> live from New York. It's the Q covering AWS Global Summit 2019. Brought to you by Amazon Web service is >> Hi and welcome to New York City, The Big Apple. I'm stupid and my co host for today is Cory Quinn, and this is eight of us. Summit New York City. It is one of the regional events that they have, but these regional events are actually tend to be bigger and more exciting than >> many companies. You know, big events not say that companies don't do good shows, but if you look, we've got 11,500 people in attendance over 120 seconds over 125. Sponsoring partners here in the ecosystem just had Werner Vogels up on stage. A number of the customers such a fin ra and Gordon, who we will have on the program on good energy, a local show it is free to attend Cory. Before >> we get into the technology, though, there's a little bit of a protest going on. Here is actually the second Amazon show in a row that this was was that Amazon re Mars, where a protester talking about I believe it was >> something around about chickens in Whole Foods. Basically, she got really close to the richest man in the world. But the protest here, it's outside, it's going and it's about ice and border control was actually a very well organized protest. Security had to take many of them out for the first least half hour of the of the keynote. Warner stopped a few times and said, Look, I'll be happy to talk to you after, >> but please let me finish. I thought he handled it, respectively. But what? What was your take? >> Very much so. And it's, I think it's an issue with There aren't too many people you'd want associate with on the other side of it, Kids in Cages is not something anyone sensible wants to endorse. The challenge that I continually have, I think, is that it's easy to have these conversations. Now is not the time. Okay, great. Typically, it's difficult to get big companies to say, and now is the time for us to address this and anything outside of very carefully worded statements. So I empathize. I really do. I mean, as a speaker myself, it's terrifying to me the idea that I could go up and have to have that level of conversation and a suddenly interrupted by people yelling at me. It's gotta be nerve wracking. Speaking to 10,000 people on its own is not easy, and having to carry that forward with something that effectively comes down to a morality question is it's gotta be tough. I have sympathy for people going through this on work on Amazon, and it's I don't know that there's a great answer right now. >> So, Cory, I know you know You are not >> deep in the government space, but you were at the public sector show there and there's always this discussion as you know Well, you're supplying the technology. While Amazon might not be providing, you know, bummers and, you know, guns. They are providing the technology underneath. Facial recognition causes a lot of concern, you know, rightfully so that make sure we understand this thing. Security products in the light. So, you know, when you have the Department of Defense and Border Control as your clients, they do open themselves up for some criticism, >> right? At some point, you have to wonder who you do business with versus who don't do business with and the historical approach. Well, as long as there are sanctions or laws preventing us from doing business with someone, we'll be open to all comers. I some level I find that incredibly compelling. In practice, the world is messy. If things were that black and white, we wouldn't have these social media content, moderation issues. It would be a very different story with a very different narrative. >> Yeah, definitely. Amazon as a whole has a platform, and they have relationships. You know, Jeff Bezos has met with, you know, the highest levels of power in this country. They've got Jay Carney. The foot was part of the Obama administration helping with policy. So absolutely with great to see Amazon, you know, take a strong statement and you know, for good is something that we're hugely a part of and therefore way want to see all the suppliers you know, having a dialogue and helping to move this >> for you. And I think the lesson that we take from it, too, is that there are multiple ways to agitate for change and protest. One is to disrupt the keynote, and I understand that it gets attention and it's valuable. But you could do that, or you can have a seat at the table and start lobbying for change, either internally or with stakeholders. But you need to it. There's a bunch of different paths to get there, and I think that I don't blame anyone who's protesting today, and I don't blame anyone who chose not to. >> All right, So let's let's let's talk now about some of the content. So, Cory lutely, you know that there there's in the Amazon ecosystem. Every day we wake up and there were multiple new announcements. A matter of fact. We're always saying, Oh my gosh, how do I keep up with all of the things happening there? Well, one of the ways we keep up with it is reading last week in a VWs, which is your newsletter. I'll do the shameless plug, you know, for much. Appreciate your telling my story, Cory, But Amazon Cloudwatch Container Insight, Amazon event bridge. You know, new developer kids fluent bid, you know, talking about the momentum of the company security databases on you know, the general adoption overall, you know, quick take for me as I love to hear you know, Werner up there talking about applications. It's not purely Oh, everything's going to live in the cloud and it'll be sun shines in unicorns and rainbows. But we understand that there's challenges here, your data and how we manage that requires, you know, >> a broad ecosystem that was the event bridge is something I would >> definitely want a drilling on because from a serverless environment, not just one thing, it's lots of different things. And how do we play between all of them? But since you do sort through and sift through all of these announcements, give us a date. It was there anything new here? Did you already know all of this because it's in your R S s feed Newsletters are you know what did grab you? >> Surprisingly, it turns out, in the weeks with you have, obviously reinvent is just a firehose torrent that no human being can wind up consuming. And you see a few releases in Santa Clara and a few in New York. But I thought I knew most of things that were coming out, and I did. I missed one that I just noticed. About two minutes we went on the air called cloudwatch anomaly detection the idea is that it uses machine learning. So someone check that off the business card of the bingo card. And at that point, you take all the cloudwatch logs and start running machine learning and look for anomalies discrepancies. In the rest it uses machine learning. But rather than go figure out what it's for, it's applied to a very specific problem and those of the A. I am l products. I like the best where it's we're solving a problem with your data for you. But riding guard rails as opposed to step one, hire $2,000,000 worth of data. Scientists Step two. We're still working on that. >> All right, so court cloudwatch actually e saw the event bridge that I mentioned, which is that event ecosystem around Lambda uh, Deepak, who we're going to have on the program that said that it was the learnings from cloudwatch that helped them to build. This may be for audience. Just give us cloudwatch. There's a lot of different products under that. Give us what you hear from your customers. You know where cloudwatch fits and, you >> know, let's start at the beginning For those who are fortune enough never to have used it. Cloudwatch is AWS is internal monitoring solution. It gathers metrics, it gathers logs, it presents them in different ways. And it has interesting bill impacts as a cloud economist. I see it an awful lot where every time you the monitoring company, walk around the Expo hall, you'll trip over 40 of those. They're all gathering their data on the infrastructure from Bob Watch and interpreting that. Now you're paying for the monitoring company and you're paying for the FBI charges against it. And I was sort of frozen in amber, more or less for a good five years or so. I wrote a bit of a hit piece late last year and had some fascinating conversations afterwards, and it hasn't aged well, they're really coming to the fore with a lot of enhancements that are valuable on it. The problem is, there's a tremendous amount of data. How do you get a signal from it? How do you look at actionable things? If you're running 10,000 instances, you're not looking at individual metrics for individualism. You care about aggregates, but you also care about observe ability. You care about drilling down into things Bernard talked about X rays distributed tracing framework today, and I think we're rapidly seeing across the board that it all ties back to events. Watch events is what's driving a lot of things like >> Event Bridge >> and the idea of an event centric architecture is really what we're trying to see Software's evolving into. >> Yeah, it's one of those things, you know, when you >> talk, you know that server list term out, their events are at the center of them. And how do I get some standardization across the industry? There's some open source groups that are trying to insert themselves and give some flexibility here. You know, when I want understand from Vin, Fridge says, Okay, it's Lambda and their ecosystem. But is this going to be a lame the only ecosystem or, well, this lay the ground work so that, yes, there are other clouds out there. You know what azure has other environment? Will this eventually be able to extend beyond this, or is this a Amazon proprietary system? Do you have any insight there? >> It's a great question. I would argue that I guess one of the taking a step back for a second. It would have to be almost irrelevant in some cases. When you start looking at server this lock in, it's not the fact that who there's this magic system only in one provider that will take my crappy code and run it for me. It's tied into the entire event ecosystem. It's tied into a bunch of primitives that do not translate very well. Now, inherently by looking What event bridge is in the fact that anyone who wants to be integrated into their applications, you absolutely could wind up with a deep native integration coming from another large, hyper scale pop provider? The only question is, will >> you great, great point. I know when I've talked to some of the surveillance ecosystem, it's that skills on understanding, you know, each environment because today, doing A W S versus doing azure, there's still a lot of difference, is there? Sure I could learn >> it, But yeah, and one of the things that I think is fascinating to is we've seen a couple attempts of this before from other start ups that are doing very similar things in open stores or trying to do something themselves. But one of the things that change this tremendously here is that this is a double us doing, that it doesn't matter what they do, what ridiculous name they give it when they want something. World generally tends to sit up and notice, just by sheer virtue of its scale and the fact that it's already built out. And you don't have to build the infrastructure yourself to run these things. If anything has a chance to start driving a cohesive standard around this, it's something coming from someone like Amazon. >> Yeah, absolutely. All right, Cory, you know, database is always a hot topic. Latest stat from Werner is, I believe it was 150,000 databases migrated. You called and >> said, Hey, why's amazon dot com on there? Jeff Faris like, Well, they have a choice. And of course, Amazon would point out they were using >> a traditional database for a long time and now have >> completely unplug the last in a >> long time. But they finally got off of a database that was produced by a law firm, and I understand the reasons behind that. But I was talking with people afterwards. Amazon does have a choice. Do they use, and if AWS wants to win them over to use their service is they have to sell them just like any other customer. And that's why it's on that slide as a customer. Now, if you're not in the ecosystem like some of us are, it looks a little disjointed of weight. C successfully sold yourself and put yourself on the slide. Well, okay, >> yes, it was actually so so the biggest thing I learned at the Amazon remarks show when >> you talk about all the fulfillment centers in the robotics and machine, learning almost everything underneath there it's got eight of us. Service is underneath it, So absolutely, it is one company. But yes, Amazon is the biggest customer of AWS. But that doesn't mean that there isn't somewhere, you know. You know, I still haven't gotten the word if they're absolutely 100% on that WS because we expect that there's some 400 sitting in the back ground running >> one of those financial service things. Maybe they finally micro did that one >> that's rather building in AWS 400. >> All right, Cory, what else you know either from the key note or from your general observations about Amazon that you want to share? >> I want to say that it's very clear that Amazon is getting an awful lot of practice at putting these events on and just tracking it here. Two year, Not just the venue. Logistics, which Okay, great. Get a bunch of people in a conference room, have a conversation. Do Aquino throw him out the end. But the way they're pacing the chinos, the way they're doing narratives, the customer stories that are getting up on stage are a lot less challenging. But then they were in years past. Where people get on stage, they seem more comfortable. It's very clear that a number of Amazon exacts not just here but another. Summits have been paying serious attention to how to speak publicly to 10,000 people once it's its own unique skill. >> Yeah, and you gotta like that, You know that. You know, the two first customers that they put on which will have on financial service is, of course, a big presence here in New York City. Gord Ash has their headquarters, you know, just a few blocks uptown from good, deep stories. Isn't you know, there there's that mixed that they did a good job. I thought of kind of cloud 10 >> one because still many customers are very early on that journey. We're not all cloud native, you know, run by the developers and everything there. But, you know, good looks of technology and the new pieces for those people that have been in a while, but still, you know, welcoming and embracing for how to get started >> and the stories we're moving up the stack to. It's not. >> We had a bunch of the >> EMS, and we put them in a different place. Okay, which is great news. Everyone starts there. But now the stories are moving into running serious regulated workloads with higher level of service is And that's great, because it's also not the far extreme Twitter for pets. We built this toy project last week when someone else fell through. And now we have to give this talk. It's very clearly something large enterprises. >> Yeah. So, Corey, last thing I want to ask you is you remember in the early days, you know, that public cloud? Oh, it was It was cheap and easy to use today. They have 200 instance types up there. You know, What does that mean for customers? You know you are a cloud economist. So need your official opinion diagnosis. >> I think it reduces the question, too, before you buy a bunch of reserve businesses. Are you on the right instance? Types. And the answer is almost certainly not just based on statistics alone. So now it's a constant state of indecision. It's rooted in an epic game of battleship between two Amazon S. V. V S. And I really hope one of the winds already so we can stop getting additional instance dives every couple of months. But so far no luck. >> So in your your your perfect world, you know what the announcement reinvented, fixes the problem. >> That's a really good question. I think that fundamentally, I don't I don't And I don't think I have any customers who care what type of incidents they're running on. They want certain resource levels. They want certain performance characteristics. But whatever you call that does not matter to them and having to commit to, though what you picked for 1 to 3 years, that's a problem. You don't have to. You can go on demand, but you're leaving 30% of the day. >> Yeah, and I love that point is actually taken notes fin rot. I want to talk to them because they say they've been three major re architectures in four years. So therefore, how did they make sure that they get the latest price performance but still get, you know, good, good economics on the outdated >> regulatory authority? I just assume they get there with audit threats when it comes time >> for renegotiating. >> All right. You're Cory Quinn. I am stupid. I mean, we have a full day here of water wall coverage from eight of US. Summit, New York City. Thank you so much for watching.

>> live from New York. It's the Q covering AWS Global Summit 2019. Brought to you by Amazon Web service is >> Hi and welcome to New York City, The Big Apple. I'm stupid and my co host for today is Cory Quinn, and this is eight of us. Summit New York City. It is one of the regional events that they have, but these regional events are actually tend to be bigger and more exciting than many companies. You know, big events not, you know, say that companies don't do good shows, but if you look, we've got 11,500 people in attendance over 120 seconds over 125. Sponsoring partners here in the ecosystem just had Werner Vogels up on stage. A number of the customers such a fin ra and Gordon, who we will have on the program on good energy, a local show it is free to attend Cory. Before we get into the technology, though, there's a little bit of a protest going on. Here is actually the second Amazon show in a row. That this was was an Amazon re Mars, where a protester talking about I believe it was something around about chickens in Whole Foods. Basically, she got really close to the richest man in the world. But the protest here, it's outside, it's going and it's about ice and border control was actually a very well organized protest. Security had to take many of them out for the first least half hour of the of the keynote. Warner stopped a few times and said, Look, I'll be happy to talk to you after, but please let me finish. I thought he handled it, respectively. But what was your take? >> Very much so. And it's, I think it's an issue with There aren't too many people you'd want to associate with. On the other side of it, kids in Cages is not something anyone sensible wants to endorse. The challenge that I continually have, I think, is that it's easy to have these conversations. Now is not the time. Okay, great. Typically, it's difficult to get big companies to say, and now is the time for us to address this in anything outside of very carefully worded statements. So I empathize. I really do. I mean, as a speaker myself, it's terrifying to me the idea that I could >> go up and >> have to have that level of conversation and a suddenly interrupted by people yelling at me. It's gotta be nerve wracking. Speaking to 10,000 people on its own is not easy, and having to carry that forward with something that effectively comes down to a morality question is it's gotta be tough. I have sympathy for people going through this on work on Amazon, and it's I don't know that there's a great answer right now. >> So, Cory, I know you know You are not deep in the government space, but you were at the public sector show there and there's always this discussion as you know Well, you're supplying the technology. While Amazon might not be providing, you know, bummers and, you know, guns. They are providing the technology underneath. Facial recognition causes a lot of concern. You rightfully so that make sure we understand this thing security products and the like. So you know, when you have the Department of Defense and Border Control as your clients, they do open themselves up >> for some criticism, right? At some point you have to wonder who you do business with versus who don't do business with and the historical approach. Well, as long as there are sanctions or laws preventing us from doing business with someone, we'll be open to all comers. I some level I find that incredibly compelling. In practice, the world is messy. If things were that black and white, he wouldn't have the social media content, moderation issues. It would be a very different story with a very different narrative. >> Yeah, definitely. Amazon as a whole has a platform, and they have relationships. You know, Jeff Bezos has met with, you know, the highest levels of power in this country. They've got a carny. The foot was part of the Obama administration helping with policy. So absolutely with great to see Amazon, you know, take a strong puff statement and you know, for good is something that we're hugely a part of and therefore way want to see all the suppliers you know, having a dialogue and helping to move this >> for you. I think the lesson that we take from it, too, is that there are multiple ways to agitate for change and protest. One is to disrupt the keynote, and I understand that it gets attention and it's valuable But you could do that, or you can have a seat at the table and start lobbying for change, either internally or with stakeholders. But you need to it. There's a bunch of different paths to get there, and I think that I don't blame anyone who's protesting today, and I don't blame anyone who chose not to. >> All right, So let's let's let's talk now about some of the content. So Cory lutely, you know, there there's in the Amazon ecosystem. Every day we wake up and there were multiple new announcements. A matter of fact. We're always saying, Oh my gosh, how do I keep up with all of the things happening there? Well, one of the ways we keep up with it is reading last week in a VWs, which is your newsletter. I'll do the shameless plug, you know, for a much appreciated by telling my story. Cory. But Amazon Cloudwatch Container Insight, Amazon Event Bridge. You know, new developer kids fluent bit, you know, talking about the momentum of the company security databases on you know, the general adoption overall, you know, quick take for me as I love to hear you know, Werner up there talking about applications. It's not purely Oh, everything's going to live in the cloud and it'll be sun shines and unicorns and rainbows. But we understand that there's challenges here, your data and how we manage that requires, you know, a broad ecosystem that was the event bridge is something I would definitely want drilling on because from a serverless environment, not just one thing, it's lots of different things. And how do we play between all of them? But since you do sort through and sift through all of these announcements, give us a date. It was there anything new here? Did you already know all of this because it's in your R S s feed newsletters? What did grab you? >> Surprisingly, it turns out, in the weeks with you have, obviously reinvent is just a firehose torrent that no human being can wind up consuming. And you see a few releases in Santa Clara and a few in New York. But I thought I knew most of things that were coming out, and I did. I missed one that I just noticed. About two minutes we went on the air called cloudwatch anomaly detection. The idea is that it uses machine learning. So someone check that off the business card of the bingo card. And at that point, you take all the cloudwatch logs and start running machine learning and look for anomalies discrepancies. In the rest it uses machine learning. But rather than go figure out what it's for, it's applied to a very specific problem and those of the A. I am l products. I like the best where it's we're solving a problem with your data for you. But riding guard rails as opposed to step one, hire $2,000,000 worth of data. Scientists Step two. We're still working on that. >> All right, so court cloudwatch Actually, you saw the event bridge that I mentioned, which is that event ecosystem around Lambda uh, Deepak, who we're going to have on the program that said that it was the learnings from cloudwatch that helped them to build. This may be for audience. Just give us cloudwatch. There's a lot of different products under that. Give us what you hear from your customers. You know, we're cloudwatch fits and, you >> know, let's start at the beginning for those who are fortune enough never to have used it. Cloudwatch is AWS is internal monitoring solution. It gathers metrics. It gathers logs, it presents them in different ways. And it has interesting bill impacts as a cloud economist. I see it an awful lot where every time you, the monitoring company, walk around the Expo Hall, you'll trip over 40 of those. They're all gathering their data on the infrastructure from Bob Watch and interpreting that. Now you're paying for the monitoring company and you're paying for the FBI charges against it. And it was sort of frozen in amber, more or less for a good five years or so. I wrote a bit of a hit piece late last year and had some fascinating conversations afterwards, and it hasn't aged well, they're really coming to the floor with a lot of enhancements that are valuable on it. The problem is, there's a tremendous amount of data. How do you get signal from it? How do you look at actionable things? If you're running 10,000 instances, you're not looking at individual metrics or individualist. You care about aggregates, but you also care about observe ability. You care about drilling down into things. Burner talked about X Rays distributed tracing framework today, and I think we're rapidly seeing across the board that it all ties back to events. Cloudwatch events is what's driving a lot of things like Event Bridge and the idea of a defense centric architecture is really what we're trying to see Software's evolving into. >> Yeah, it's one of those things, you know, when you talk, you know that server lis term out, their events are at the center of them. And how do I get some standardization across the industry? There's open source groups that are trying to insert themselves and give some flexibility here. You know, when I want understand from Ben, Fridge says, Okay, it's Lambda and their ecosystem. But is this going to be a lame the only ecosystem? Or will this lay the ground work so that, yes, there are other clouds out there? You know what azure has other environment? Will this eventually be able to extend beyond this for? Is this a Amazon proprietary system? You have any insight there? >> It's a great question. I would argue that I guess one of the taking a step back for a second. It would have to be almost irrelevant In some cases when you start looking at server this lock in, it's not the fact that who there's this magic system only in one provider that will take my crappy code and run it for me. It's tied into the entire event ecosystem. It's tied into a bunch of primitives that do not translate very well. Now, inherently by looking. What event bridge is in the fact that anyone who wants to be integrated into their applications, you absolutely could wind up with a deep native integration coming from another large, hyper scale pop provider? The only question is, will >> you great, great point. I know when I've talked to some of the server lis ecosystem. It's that skills on understanding, you know, each environment because today, doing A W S versus doing azure, there's still a lot of differences there. Sure, I could learn it, but >> yeah, and one of the things that I think is fascinating to is we've seen a couple attempts of this before from other start ups that are doing very similar things in open stores or trying to do something themselves. But one of the things that change this tremendously here is it this is AWS doing that? It doesn't matter what they do, what ridiculous name they give it when they want something. World generally tends to sit up and notice, just by sheer virtue of its scale and the fact that it's already built out. And you don't have to build the infrastructure, help to run these things. If anything has a chance to start driving a cohesive standard around this, it's something coming from someone like Amazon. >> Yeah, absolutely. All right, Cory, you know, database is always a hot topic. Latest stat from Warner is I believe it was 150,000 databases migrated. You know, you called and said, Hey, why is amazon dot com on there? Jeff Faris like, Well, they have a choice. And of course, Amazon would point out they were using a traditional database for a long time and now have completely unplug the last in a >> long time. But they finally got off of a database that was produced by a law firm, and I understand the reasons behind that. But I was talking with people afterwards. Amazon does have a choice. Do they use, And if AWS wants to win them over to use their service is they have to sell them just like any other customer. And that's why it's on that slide as a customer. Now, if you're not in the ecosystem like some of us are, it looks a little disjointed of weight. So successfully sold yourself and put yourself on the slide. Okay, >> Yes, it was actually. So so. The biggest thing I learned at the Amazon remarks show when you talk about all the fulfillment centers in the robotics in machine, learning almost everything underneath there it's got eight of us. Service is underneath it. So absolutely, it is one company. But yes, Amazon is the biggest customer of AWS. But that doesn't mean that there isn't somewhere, you know. You know, I still haven't gotten the word if they're absolutely 100% on that, because we expect that there's some 400 sitting in the back ground running one of those financial service things. Maybe they finally micro did that one >> that's building in AWS 400. >> All right, Cory, what else you know either from the key note or from your general observations about Amazon that you want to share, >> I I want to say that it's very clear that Amazon is getting an awful lot of practice at putting these events on and just tracking a year to year, not just the venue. Logistics, which, Okay, great. Get a bunch of people in a conference room, have a conversation. Do Aquino throw him out the end. But the way they're pacing the Gino's, the way they're doing narratives. The customer stories that are getting up on stage are a lot less challenging. But then they were in years past. Where people get on stage, they seem more comfortable. It's very clear that a number of Amazon exacts not just here but another. Summits have been paying serious attention to how to speak publicly to 10,000 people at once. It's its own unique skill. >> Yeah, and you gotta like that, You know that. You know, the two first customers that they put on which will have on financial service is, of course, a big presence here in New York City. Gord Ash has their headquarters, you know, just a few blocks uptown from good, deep stories. Isn't you know, there there's that mixed that they did a good job. I thought of kind of cloud 101 because still many customers are very early on that journey. We're not all cloud native, you know, run by the developers and everything there. But, you know, good looks of technology and the new pieces for those people that have been in a while, But still, you know, welcoming and embracing offer how to get started >> and the stories we're moving up the stack to. It's not >> We had a bunch of B. >> M s and we put them in a different place. >> Hey, >> which is great news. Everyone starts there. But now the stories are moving into running serious regulated workloads with higher level of service is And that's great because it's also not the far extreme Twitter for pets. We built this toy project last week when someone else fell through. And now we have to give this talk. It's very clearly something large enterprises. >> Yeah. So, Corey, last thing I want to ask you is you remember in the early days, you know that public cloud? Oh, it was It was cheap and easy to use today. They have 200 instance types up there, you know? What does that mean for customers. You know you are a cloud economist. So need your official opinion diagnosis. >> I think it reduces the question, too, before you buy a bunch of reserve businesses. Are you on the right instance? Types. And the answer is almost certainly not just based on statistics alone. So now it's a state of indecision. It's rooted in an epic game of battleship between two Amazon s VVS, and I really hope one of the winds already so we can stop getting additional instance dives every couple of months. But so far no luck. >> So in your your your perfect world, you know what the announcement reinvented, fixes the problem. >> That's a really good question. I think that fundamentally, I don't I don't And I don't think I have any customers who care what type of incidents they're running on. They want certain resource levels. They want certain performance characteristics. But whatever you call that does not matter to them and having to commit to, though what you picked for 1 to 3 years, that's a problem. You don't have to. You can go on demand, but you're leaving 30% of the day. >> Yeah, and I love that point is actually taken. Notes fin rot. I want to talk to them because they say they've done three major re architectures in four years. So therefore, how did they make sure that they get the latest price performance but still get you no good? Good economics on the outdated >> regulatory authority? I just assume they get there with audit threats when it comes time for >> renegotiating. All right. You're Cory Quinn. I am stupid. I mean, we have a full day here of world Wall coverage from eight of US. Summit, New York City. Thank you so much for watching.

>> Boston, Massachusetts. It's the queue covering W T G transformed 2019 Accio by Winslow Technology Group. >> Hi, I'm Stew Minutemen And this is the Cubes. Third year at W. T. G. Transform 2019 which is the Window Technologies Group, Their user conference. Longtime compelling customer, of course. Compelling, bought by Del del Body M. C. So it's now the deli emcee user event and to help me kick off a day of content where we're gonna be talking. Toa some of the W T G executive some of their customers and some of their partners is first time guests on the program. Joe Batista, Who's a Creek and easy chief creative, apologised at Del Technologies. Joe Appreciate you making it all the way in from the suburbs to come here to downtown Boston in the shadow of Fenway. >> It was a long haul this morning with no traffic of 5 30 35 minutes in. >> Yeah, a Zeiss safe for the people. Adele. It's about the distant from Boston Towe where we live as it is to go from Austin to Round Rock. So >> there we go, >> you know, similar types of things. So I have to start create apologised. A song. You know, I did a little bit of reading and, you know, having watched Aquino, it's, you know, sparking that creativity. So I love the idea of it. You've had this title for quite a while since before you Riddell just give us a little bit about background of you know what you do, and you know why you're qualified to do it. >> Well, it was quite a fight. It's a fun brand, but literally. It sits at the nexus of business and technology, and my job's simply is to help it re image the business, because now every company's a technology company. So what does that look like? So I get involved Also, it's a really cool problems, opportunities that customers are facing by re imaging it >> well, it's funny that you say re image, because when I did my history, the oldest thing I found some article from the nineties talking about somebody from Polaroid that that title and I was actually talking to some of the young people in the office there, like everybody's using Polaroids. There's these days, it's cool. It's true. They're doing it. So what's old is new again. You know everything come back together. So luckily, you know our industry. I mean, nothing changes, right? You know, it's the same now as it was 10 years ago, 100 years ago. You know, I'll just go into the factory and pumping things out now. >> Still, you know, I've been a referee a long time, and in the old days we had swim lengths, right? You know, you thought about certain vendors. They were in swim lanes. Now, today, with the influx of cash, as I was talking about, and the level of it of even innovation cycle time and how the industry's become more fragmented with lots of products, the complexity index has increased exponentially, and the velocity around that complexity is even more accelerate. So, no, it hasn't gotten easier. It's gotten more difficult. >> Yeah, fascinating. Actually. I just heard a segment on our national public radio station here in Boston talking about that. One of the biggest changes and how people think over the last few decades is we're better at recognizing patterns. Used to be, we could be an expert on something and do our thing, you know. We know the old trope is well, you know. My grandfather, you know, worked at a company for 30 years and did his same thing today. Things are changing constantly. You know, we didn't have, you know, the power of a supercomputer in our pocket, you know, 10 years ago, you know, let alone even older. So, you know, this is a user conference. So you know what air they did do. I mean, if if I understand, if I'm, you know, making a decision today for my business. And oftentimes that decision is something I need to live with for a while. How do I make sure that I'm making the right decisions That's going to keep me, you know, you know, keeping up with the competition and keeping my business moving forward as things constantly change. >> Yeah. So there is no easy answer to that question. There's a couple of thoughts and hasn't said in the presentation. You gotta look at these vectors that impacted trajectory of the thinking. And I love the Peter Drucker coat. Right. If he using yesterday's logic probably gonna get in trouble, you have to rethink the logic. In the example I gave you was the high jumper and how we did high jumping before and after 1960. So? So the question becomes one of those vectors, and I went through some of those vectors to help people think about, Okay, I do. My analysis on technology, that's all good. And, uh, tell technology you got a huge portfolio of technology. But how do you think about the perimeter? About how those things change over depreciation cycle. So is trying to add a little bit more color in there, thought processes. And I got a lot of post questions afterwards and a lot of engagements. So it seemed to resonate with the field. And I'll tell you what. The thing that they like the most was the business conversation off. They're like, you know, we don't do that enough. >> Yeah, right. I mean, you know, when we look at the successful companies today, it is not, You know, we've been talking for years, you know? Does it matter? Is it just a cost center? And it needs to be if it isn't helping the business drive forward and responding to what the business needs, uh, you know, could be replaced. That's where we got. Shadow it. It's It can't be the nowhere the slow needs to be. When the business says we need to go, you know, get on board and drive. I love one of the analogies you used is, you know, in this world of complexity, there's so many things out there, You know, when I've worked with, you know, enterprises and small cos you look at their environments and it's like, Oh my God, it's this Hedorah genius mess, you know? How do we standardize things? How do we make things easier? You had a fun little analogy talking about space. Maybe, maybe. >> Okay, that was good. I always try to use visuals as much as possible. So high, high, high light with challenges. So the challenge was, Oh, actually have it in my pocket. So they pulled this out and basically what it is. If you look at the international space shuttle, that's the only thing that they need to fix anything on Specialist 7/16 inch socket or the millimeter version of it. I can't read. Excited my glasses on to fix anything. So imagine if I had one tool to fix anything that's Nirvana. That's not reality. I have to fatigue. So I need to get to that simplicity. Its glasses law remember, every 25% increase in function shin is 100% increase in complexity. And that's public enemy number one for us. >> All right, so So you hopped on board the Dell family relatively recently, when most people think, Adele, it's well, you know, Delpy sees, you know, talk to my you know, my parents. They're like they know Dell computers. They've used them forever. You're talking most people, you know, Del servant. Like you talked a lot about your presentation software is eating the world. Give give us how you know where Del fits in that software was eating the world picture. >> Well, what I can tell you, though, is I was absolutely amazed when I did my due diligence about all the innovation that happens in this company. Phenomenal not only about the hardware but the soft. And I think actually, Jeff said it best. I think we have more software engineers now that we have heart hardware engineers. So the pivots there, we're pivoting our talent, the software, but it's the innovation that's in this company. And I think I kind of rattled off a couple of statistics by how much we spend the quantity of I p that we have. And I think customers are amazed at that innovation. But the supercharger on is okay. How does the innovation apply to the business mechanics of the company? And what value do you extract from it? And that's where the whole language and conversation usually happens with us. I will tell you, though, I'm really excited that Del Technologies kind of doubling down on business outcomes. They're really trying to change the culture and helping customers understand what the technology >> means. Yeah, one of things that struck me. I've been to this event now for a couple of years, and, you know, there's a lot of product discussion here, you know, when you get down to the channel, it's like, Okay, great. You know, I'm doing a server refresh. I'm looking to things like hyper convert, you know? What am I doing in my network? You know, when you up level things a little bit, You know, when I went to del World, it's like, you know, we hear about the venture, you know, activity that's happening around and things like coyote coming down the pipe. But How does that trickle down to the customers? That talking event here? It's great to talk about innovation, but, you know, I got to run my business. You know what? You know. Where does Del fit in that picture >> for you? Got it? Well, it's a custom you got to do both, right? So this has got to be a shift, because now I have to think differently, right? I know how to do feature analysis and benefit analysis of a point in time product, but what's the periphery of activities that inspecting, impacting that decision? Does that architectures scale? What are the economics around that? So you need to think about all those things. And I think it's just a journey for not only us as a vendor, but also for customers as well. >> Okay, so you're relatively new in today. L I want to ask you You gave a great quote in your presentation from from Jack Welch. Er said if the rate of change outside the company is greater than inside the company, the end is near. >> I would say the post. >> So, you know, explain to us the pace of change inside of del technologies. >> Well, you know, that's That's a That's a big question. I mean, piece of change varies by organization by business unit I really can't comment on your individual business units, but I will say, though there's a definite desire toe. Understand? We're customers interested. He is there. So what's the customer trying to dio? And then how do we satisfy the customer request? It's a matter of fact. I don't know if you know this and it was amazing because that's what the customer the other day, you know, Stevie Awards. Which a customer satisfaction, which we double down on customer satisfaction. We have a customer chief customer officer was Karen, and we just won 15 Stevie Awards, which is about customer satisfaction. So I think there's a slow shift, but there's a real focus on customer Central City. For us, the velocity will get there. But if you put the customer at the center like we do, that's a winning strategy. >> Yeah, well, yeah, we know Karen Kim does quite well, you know, culture and working with customers. You know, quite dio you talked about the portfolio of companies and l We know Del Bhumi quite well. We've done their event in the team were well, and you know, VM wears no slouch in the industry. I've had one of the pleasures of my careers. You know, I started working with him. Where when they were, like, 100 person company. No, watch them grow and pack. El Singer, I think was just named like the number one number two, you know, CEO work for employees by employees from glass doors. So, you know No, no slouch on the the venture family. So congratulations, toe Dale family on all that. >> Thank you very much are exciting. >> Joe Batista. Thank you so much for joining me here at the W T. G. Transformed 2019. Pleasure to catch up with you. Appreciate the opportunity. All right, so we're here with customers, the executives, and digging into all the industry trends. Of course. Check out the cute dot net for where we will be. And, uh, I think it was always for watching the cube

>> live from Boston, Massachusetts. It's the you covering your red have some twenty nineteen. You >> buy bread >> and welcome back to Boston as we continue our coverage here on the Cube of the Red Hat Summit twenty nineteen, along with two minimum. I'm John Walls, and we're now joined by the V, P and C e o of Delta Airlines. Mr. Rahul Samad. Good to see you, sir. Good to see you too, Jamie, For joining us. And you have a little keynote appearance coming through with five. Forty five s. So we will not be well, we won't hold you back. >> But thank you for squeezing this, and we really do. We appreciate that. >> First off, let's talk about just Delta >> from the macro level in terms of the technology emphasis that you have tohave now, obviously running an airline. Extraordinarily complex, sophisticated systems. But how the view of technology has evolved. Maybe over the last five, ten years, where it is today. >> Yeah. I mean, you know, technology has always been core. I mean, we had a reservation systems going back to the sixties on IBM mainframes, but it's as as things have digitalized and the customer experience has become the key and empowering our employees with insights and tools so they can take better care. Even better care of the customers has become the other problem, so it's kind of a two pronged approach to digitalize ing. The company and technology has become central Now. Our culture is all about people, and our frontline teammates take great care off our customers. But then technology plays a great role in empowering them to do that even better. Sighting. It's Ah, within the company. We say, you know, we're transforming technology until competitive advantage for Delta, and so relevance is not a problem. We are extremely relevant to the company, have been forever. But I think it's getting Mohr and Maury even more so today, especially at the customer interaction. Touch point. >> So we're who we understand how important technology is. You know, in your field there talk a little bit about kind of the role of the CEO. How you know, what's the business asking for you? What? The stressors on that and a little bit of that dynamic. >> Yeah, I think. Look, >> you know, I'm an equal member of the CEOs executive team, but you still have to earn your right. And so things like reliability and stability, availability, security become table stakes. And so, in sixteen and seventeen, I started in two thousand sixteen and we needed to focus on that. So I came in, you know, starry eyed going. I'm gonna digitalize the airline experience. But what I needed to focus on was, you know, the table stakes and sort of earning my place at that table rightfully And then that gives you permission to really start collaborating with the business and bringing technology solutions to bear on business opportunity. So we're there now, so it's really exciting time we launched in the Enterprise. Why the digital transformation of the company in early two thousand eighteen, which is again both employees and customers focus. And so clearly we are central to the role ofthe Delta and the airline. >> You just can you share with us? What are some of those key goals of that digital transformation? Obviously, you know, we're all your end ultimate customers wait, value there, but, you know, is data at the core of that digital train. >> You said it. You took >> the words right out of my mouth. You know, I mean any legacy legacy is like a four letter word when it comes to technology everywhere else. We take great pride in our ninety plus year legacy, but not so much with our aging technology. So part of it was, of course, you know you got to modernize the technology, so we're doing that in the background. But data was strewn all over the company. We know a lot about our customers, but we hadn't brought it together. So now we have we have a three sixty degree view. We call it the single view of the customer. Along with that, we also have a single view of the operation. So those two data repositories are now real time and building a pea eye's on top of that and unlocking the power of that data. Two equipped Like I said, the frontline employees, they've now got tools there mobile enable, and they have insights that they can take to serving the customer and then directly guessing both off your customers and directly with you. We've mobile enable the experience and given you ah, whole lot more across the entire traveled ribbon. So >> what are you >> learning then or what have you learned about customers then, in terms of that data collection, I'm sure. I mean, there's there's pretty first level stuff when they buy tickets where the travel to that kind of thing. But then I guess going deeper and learning more about behaviors and impulsive sze impulsive reactions to certain use. Whatever. >> Yep. What do you get it out? We're just >> starting. You know, that's an interesting when, John, because we we do have it. It's a huge data repository, and we're just starting to get the use case is built on that and where we focus our attention is on service. Recovered because we >> do it with >> service would call recovery. So you know whether when weather goes bad and the airline, you know, goes into what we call an irregular operation or an IRA in airline terms, you gotta put that back together and you've got to recover the customers. They might be delayed. They might have suffered a canceled flight or miss bag in spite of all our best efforts. And that's where we're applying the single view of the customer because we know the history ofthe all your interactions with us. And so at the top of the house. The executives decided that that's where we wanted to go. We wanted to make sure that we could acknowledge to you we could recognize interruptions on your next travel with us. But while it's happening, we could actually help get you out of that and on your way again. So now we're moving from that two more revenue generation and targeted offers and targeted recognition. But where we started was really around service recovery because we think you know that that's where customers sometimes feel the pain azaz. Muchas way try for them not to. But you know, whether it's not our ally at times >> and making the business case for that, then are you able to then see how behavior is modified in terms of whether it's customer reaction or customer uptake on your services, whatever and how that's translating to either pretension or business growth or something >> along Absolutely. Even even with the early use cases that we've put forward, we're seeing that I mean the the expectations off airlines over time the customers have and that they're going to use data and technology. Ah, effectively is, I think, fairly low on DSO the when we go up and our folks walk down the aisle with the handheld device on board and they acknowledge someone for hitting a million mile milestone or for achieving diamond status >> in a way, customers are are impressed and, you know, and then you go >> the next level and you're able to take care of them on a on a delay or on a cancel and re accommodate. Before they even called the service center. They've been re accommodated and rebuild. Those are things that I mean, they engender so much loyalty. Andi, I think its technology equipping our our employees in a big way. So the employees are doing great. Now you've put another helping of technology on top of it. Customers are are paying us for that way. Have ah revenue premium on. >> So you talk about internal, Tell us a little bit about your team. How much has this been in a digital transfer? Information is retraining. So how much you trying to get people from the outside? You know, we go to shows like this. Companies like yours are heavy recruiting mode. Typical absent skill sets are tough. You know what you're looking for? And give a little >> Yes, we've had >> Ah, very seasoned, you know, t team an organization. As you would expect, an attrition very low at adult. What what I needed to do was bring in about fifteen to twenty percent of the total team. Strength is knew. That's what I brought in about six hundred people in the last thirty six months. And those were people who were hired for contemporary skills. I call them Been there, done that type people. So Cloud Engineers, FBI people, agile cyber expert, and blending that with the seasoned veterans that know a lot about Del Tighty and know a lot about the airline domain was really important. So you didn't create haves and have nots because that could have easily happened. And then that causes a rupture. So we spent a lot of time on integrating those those two halves and making sure that this was a sort of a shot of adrenaline into the bloodstream. But the blood stream is strong, and the combined force of those two groups has been terrific for us. So that that's the other thing I would say. And I'm not saying that because I'm sitting here in the Red Hat Summit is the use ofthe partners, not just for products but a set of strategic partners. Whether it's Red Hat or IBM or Microsoft, right, a small set of partners becomes a force multiplier from a talent perspective. So they become an accelerant to the transformation. >> Well, you brought it up. Talk a little bit of partnerships. How do you look at this? Is it? I want to have a primary one. Is it a handful? Talk about that depth of relationship and what you're looking for from that Federico >> system. Absolutely. And look, we've got about a dozen that I meet at the the CEO president type level on an annual basis where I would say, you know, ten to twelve that we really are tight with and that are inside the tent. They understand the pillars off our transformation, and they know where they can provide swift acceleration to our transformation. And of course, right at is one and the others that I named. But they're they're they're giving us not just the product and the service, but they're in there helping us with setting the strategy and making sure that they put the right team on the ground with us or training our people. So it runs the gamut from, you know, sort of the system integrator type all the way to open source product pipes >> for the Red Happy's. Can you highlight What are you using? And, you know, are they involved in some of that training and transformation? >> And I think you know, >> the behind the scenes sort of under the hood. The platform is a service that gives us tremendous interoperability. We are young in our journey to the cloud, and like any big company, we're going to be multi cloud and hybrid. So we built our private cloud. We've got the the red had open shift container platform hosted in our private cloud. And so we're moving a lot of application components into that >> prior to that. And that's only >> about a year that we've been doing that. But prior to that, we've been big Lennox users, you know, Red Hat Enterprise, Lin X J boss, a whole plethora of products. But I think the platform is the service is really helping us with our cloud journey, and we're we're totally jazzed about that. >> You talked about hiring and six hundred two employees in a very short period of time class door. It just stood up and said, Hey, Delta Airlines, one of the top of companies for hiring software engineers >> after it was a very nice distinction to get. What does that do? Does that mean terms of first off? How do you do >> that in such an environment where you know everybody's after the same market, if you >> will. I think, you know, how do you feel about something today? I'm I'm validate a little bit really proud of that. And it actually wasn't something that you self >> nominate or you even have, you know, some kind of a selection process. It just arrived, you know, we didn't know about it. And those are some of the best ones because it's also recognition from your employees >> because they're the >> ones who are voting with their their posts and their the ones that are telling glass Door that this is a terrific place to work and we're doing a lot of new things and we're doing them at speed and it's very relevant to the customer experience into our front line employees experience. So >> there's an impact >> story this is this is the great thing about working for an airline. There's no place to run or hide when you're in I t. Because if it's down within fifteen minutes were front page news right somewhere. And so we strive hard to make sure it's never down. And on top of that, we're building, you know, these great digital experiences. So it's been really gratifying, and I think it's going to help us even further with our recruiting efforts. >> Yeah, it's interesting, you know, without getting political. It's like you're doing this modernization. But I mean, you've got heavy regulations on, you know, just some of the basic infrastructure of your industry is a little bit antiquated, you know, and comments >> on that. Well, I think it's It's a dichotomy, and I don't think we're >> unique. And I came out of banking to insurance to airlines, And you think that the way the financial services guys spend money on it, there would be no aging technology and there'd be no you no, none of that. Webb off connectivity. It's not true. I think any company that's been around forty fifties, you know, years >> has all the generations of technology still existing. So our Endeavour >> is to make sure that we deprecate out of that technology as quickly as we can and where it's useful. I mean, >> we still use mainframes >> for a really good purpose, and someone asked me just couple of weeks ago would you get out of it? And I said, >> No, it's a half a billion dollars project >> and it's a high risk project and IBM serves me really well, And for that purpose, the mainframe is exactly what the doctor ordered. So this >> isn't about >> ideology, right? This is about purpose built and custom build. So if there's a technology that fits the purpose, I'm gonna leave well alone. And I'm going to train people and recruit people so that I don't have a talent issue in ten or twenty years when it comes to mainframe people. We've had no problem in getting apprentices and keeping our mainframe talent pipeline gold so they never get away from it. >> Can you give us just a little sneak peek on the keynote tonight? >> I mean, just a maybe a high >> level here, a couple of things just for John, and it's going to be a fireside with Jim you'LL have to come in and we'll be there and listen. But I think Jim Jim's probably got a few questions up his sleeve is also, you know, Jim's got a heritage with Delta. He was our >> chief operating officer until I think about ten years ago. And so it >> should be a fun. He hasn't told me what he's going to ask, so it's gonna be interesting as to which way he's going to come. But I would assume he >> wants to talk about, you know, digital transformation and and, of course, how right ATS helping I would, I would seem there's going to be a question or two about about red >> handed. My only warning, obi, is what >> I hear when I walk on a Delta flight. Let's fasten your seat belt. >> Yes, there. Thank you. Thanks for the time and looks forward to Aquino tonight. Thank you so much, guys. All right. Back with more here on the Cube were watching coverage right now. Right. Had summit >> and we're in Boston, Massachusetts

>> fly from San Francisco. It's the queue covering Google Cloud next nineteen, Tio by Google Cloud and its ecosystem Partners. >> Okay, welcome back, everyone. We hear it live coverage here in San Francisco, in Moscow, near on the show floor at Google Cloud. Next. Hashtag Google next nineteen on John Barrier with Dave. A long thing with the Cube, where he with Amy Loki G Sweet vice president of U X for Google. Great to see you. Thanks for coming on. >> Thank you so much for having me. >> So we've been here. It's day two of three days of coverage. A lot of action here. Great profile of of attendees. You got developers. You've got a lot of corporate enterprise focus kind of cloud coming. Maid. She has been the part of the theme, But I loved your key. No, you're showing all the cool features of G. Sweep of the new innovations was kind of going away. What's coming around the corner? What was the mean exercise of Aquino was the main theme. What was the key message? >> Yeah, well, I think in general we are really excited about how g speed is adapting to the changing landscape of work. And so what you heard me talk about was really how we're seeing how ghee sweets, playing a key role and connecting mobile remote workforces. So those front line workers with the back office. And that's a scenario that we're seeing happening today with our customers and many different industries, some unexpected, some expected. So, you know, we heard about AirAsia aviation industry on DH. Then we also talked about a scenario in the retail industry. And so what we're seeing is that these frontline workers are using products like hangouts, chat to communicate very quickly and send data and information back to the back office. S O G. Sweets. Really helping make this immediate sharing of information available so that, you know, strategic decisions can be made based on the data and the information that this remote workforce has available to them. And so, you know, helping connect those groups is a key piece of, I think, where we see work going in the future. What if some >> of the innovations, because one thing is that we're power uses of G sweet disclosure, we use G sweet, happy customers. The productivity has always been a big one stand up very easily. Don't need it. Get search all this great. All these great features. But as people keep using it, you guys are innovating more. What of the key design and user experience? Innovations to help people remember more productive because no males not going away. You've got good filtering. What if some of the new things >> right, Right. Well, you know, I think I certainly a hot word, right? But that is something where we see, you know, plays a key role in the enterprise. Because what we found through a lot of the user research that my team has done and also just largely in the industry, is that people categorized their work into two things. One is kind of repetitive, mundane work that the things that they have to do but they don't really enjoy and the other would be their core work. That, they see, is their intellectual contribution that builds their profile, builds their reputation, makes the marketable, unemployable and so on. And so if you look at that category of that repetitive work hey, I can play a really amazing role in helping alleviate that mundane, repetitive work. And so, you know, great example of that. A smart compose which hopefully you views on. So what we look at is things like, say, a salutation in an email where you have to think about who are you addressing? How do you want to address some? How do you spell their name? We can alleviate that and make your composition much faster. S o The exciting announcement that we had today was that we are leveraging the Google assistant. So the assistant that you're used to using at home via your home devices are on your phone and we're connecting that to your Google calendar. And so you'LL be able to ask your assistant what you have on your schedule. You know what's ahead of you during your day. Be able to do that on the go. So, you know, I think in general one of the unique opportunities that we have with G suite is not only I, but taking these products that consumers know in love and bringing them into the enterprise. And so we see that that helps people adopted understand the products, but also just brings that like consumer grade simplicity and elegance in the design into the enterprise, which brings joy to the workplace. >> You talk about this kind of new vision of of how you're gonna work. And I I first started. It was introduced with the sweet because of collaboration features. I mean, to this day, if somebody wants to be to edit a document, if it's not in Google docks, I'm going to look at it. >> Not gonna tell >> you I'm not going to do when I got it. You get it? It's just a waste of time. So I want to work faster. Smarter? I want more productive. I wanted to be secure. And the great thing is, these features just show up. Yes. Yeah. You call that smart? Composed. I call it, finish my thought. So. So paint a vision of what that future of work looks like. >> Yeah, well, I mean, certainly we see that work is getting more distributed. Work is getting more mobile. You know, we see more and more that work forces are in many different locations, not just all together in one office. So what excites me about these tools is I really see them in ways that we kind of build relationships amongst colleagues that may not get to spend face to face time together. So whether that's through video conferencing, whether that's through chat, all of these tools play a critical role in really building connective ity and culture of a team so that they can do their best work together. And so I really think of them not just a CZ like productivity tools, but as relationship building tools on DH. So I think the more that the tools can almost just help facilitate humans connecting and communicating. That's when we're really going to elevate the way that people can work together. >> I think cloud is so disrupted. We've been talking all today and yesterday around how the disruptive business miles changed with SAS and Cloud and databases from databases to the front end and one of the things that we've seen over the years. The trends is O Cloud. First Mobile first, first Mobile first and cloud First data first. But one of the things we're seeing is that no one's really cracked the code yet on virtual First, where companies now could be virtual. You don't really need maybe even need an office for me when you say virtual first. That means having an HR app that's designed for remote and distributed work teams. This's becoming a trend. Now we're starting to see some visibility around this new virtual first. >> Yeah, you guys look >> at it that way You guys have any conversation about? Can you share any reaction to that concept of virtual first companies where the processes were tailored for those remote work forces that might gather for meetings physical face to face, but then have to go back and be digital? Yeah, it's on that. >> Uh, Well, yeah. I mean, I think it goes back. Tio, this distributed idea, right? People are working in different places, but I think also different time place an element as well to solve, you know, speak for Google. In particular, we have a global team, right? Which means my team is working on different time zones. It's different, you know, different places as well. So you have to find kind of like you said that virtual way to connect. It's definitely something that we're seeing. I don't know that I have anything specific to comment on it this time, and it's definitely a trend that we're aware of. How >> about you? I designed and user experience what some of the cutting edge techniques that are emerging that you're seeing that's working that you're doubling down on. Can you share some insight into what u ex think customers and users like? >> Sure, Well, I mean, I think one of the big thing is voice input, right? And so you hear a lot about conversational You y is certainly very much an emerging discipline within the field. So, you know, when I started this career path, it was all about pixels on a screen and how you might move and manipulate those pixels and interact with them. But now, with all the voice to text capability, it's really about how can you communicate in an interactive way with digital experience? But you don't necessarily have to use your hands right. You don't necessarily have to have an input device like a mouse or a keyboard, which is a really exciting space, right, because it also opens up a world of, you know, ways that we can bring in more diverse workforce together through assistive technology and accessibility features. Right? So one of the things that I was excited to demonstrate today eyes the transcription capability within a meeting. So using hangouts meet you'LL be able to transcribe the meeting and have that show up on text on the screen, which helps people with varying ways that they might want to engage, be able to engage with the conversation right >> there. Just taking notes >> first is taking the right person. You >> are listening to the whole, you know, recorded video aft. The fact, Yeah, yeah, time consuming. >> Absolutely. You could look at a transcription. So I do think that, like interaction, is going to be less necessarily about using a device that helps you interact and more about using a natural interface like a conversation. >> We had a highlight reel for the meetings. That >> way you get the hard life. That's machine learning could come in. I was asking about the inbox before. What did you learn from that initiative? What do you carrying over what could use his expect? >> Yeah, well, I mean, inbox certainly was a great way for us to experiment and try out different features. There was a lot that we learn from that product. Onda lot of it. We have brought over ways that we kind of come prioritized your messages. Help kind of remind you what to get back Teo and categorize them. And those are all things that we've learned from inbox and we'LL continue to carry for it and it to Gino >> One of things we hear all the time that we've been covering Google clouds. Really, since the beginning, security has always been a big part of it. One things that you guys do that I like is identifying malicious e mails. Right? So talk about how you guys interface because also, you've got a little warning. Gotta warn users. Well, maybe a visual thing as well. But also this tech involved, right? Security's a huge concern for fishing. Spear fishing, Right, So we're talking about that. >> What's fantastic about what we could do a female is like I mentioned this morning. This is a product that, you know, I think over one point five billion people use right, which means that our machine learning on that data is incredibly powerful. And that's how we're able to detect malicious e mails and protect you from them and also warn you. And it's where design plays a role, too, because, like you may have seen it, I know it for myself. I rarely see them, but when I d'Oh, there's a big red banner at the top of the email that warns you that this is an email you should probably be cautious around, right? Eso ITT's were designed plays a role in security. But also our technology really is, you know, kind of far above on. You know what >> you do notice? It's like, Are you sure you want to hit? Send this makes your right. Thank you. Thank >> you. The productivity is is also a double edged sword. You guys have been so good with filtering. I can't use the excuse almost being my spam folder. You guys do a great job of filtering out spam, and it's kind of killing the newsletter business. But there's a lot of stuff that you guys categorize this this kind of again back to the collective intelligence across the billions of signals or users. How do you guys look at that? What's the Can you share some insight on how that works is their secret sauce is there, You know, because you've got spam, you got, you know, not urgent. You got a ways to kind of bring all that out >> Yeah. You know, I'm probably not the best to comment on how that all works, you know, coming from or is it a secret arrest after >> some machine learning? >> So that's an element. But, you know, essentially, what we want to do is make sure that your most important messages are in the foreground. And then you Khun, respond to the other messages when you have the right time and you want to address this thing. So you know, I find for me it's actually useful to go through, and I'm in that mindset like maybe it's a Sunday morning while I'm having my lot go through the newsletters and see the things that I want to catch in Terms of promotions are offers things like that, and I like being able to compartmentalize my time that way. One of >> the nice things that I noticed that you guys a collective intelligence, always a good thing that's where data comes in is that you have these now reminded. Sometimes I see some stuff on my email or says, Hey, you might want to pay attention this evening. >> A little >> kind of pops up the nudge. Is that new? When does that come out. Is that something that's been around >> something that's been out for a bit? I don't remember specifically when we launched it, but it was probably in the last few months, kind of time frame. But yeah, that's another way that we want to make sure that you're not missing important messages. I find it incredibly useful at work because there are those messages that I read, and I think I'm going to respond right away, but something to divert me to something else. And then I pushes down the list, so I find that the accuracy on this is amazing as well. >> About search of discovery I was just one of the benefits of of G Suite is across the board surgeon. Cross correlation. Any innovations there? Any new kind of techniques that you're seeing around search and layout holders is going because anything new there were thinking around that. >> I spoke a bit this morning about clouds search, which is, you know, a product that we launched about two years ago and that really, that enables businesses bring the power of Google search into their business, and it's also a standalone products. So if businesses aren't totally ready to make the move to G suite. They can kind of dip a toe in the water by trying search within their business on DH. Then what was exciting that we announced today is we now allow third party connectivity, so clouds search will not just searched. Your corpus of G sweet data are Google data. It will search all types of data at your company. So you know, including things like cells for us or SAPI data on. So that means that now, for the end user benefit, they can search all of the digital assets at their company and all the people and get those results in one place >> because, I mean, I know I personally creating data faster than I could manage it. So having a powerful search like that, So that sounds like was gonna ask you that sounds like you help how you'LL help use your solve that problem. Yeah, absolutely. So that's a product that I can purchase a standalone you completely standalone. Whatever data I want >> all the data within your business. Yeah, and, you know, based on our research, we find that people spend an inordinate, inordinate amount of time at work, searching for information, right? So we can help cut down that time and help them find the thing that they need That saves people that kind of time at work. >> How do you price it is for users that there's a terabyte or >> I have to get back? >> Don't know. Don't >> know off the top >> of citrus and I'm ready to buy a castle only objective. Come on. Any >> question for you on a CZ you look at the Enterprise is a big enterprise. Focus. What have you learned in dealing with the enterprise? Because great born in the clouds standing up Jeez, we, like we've done ten years ago on then certainly won't get the corporate account been great for our business. But as enterprising had the legacy stuff, whether Microsoft outlook or whatever they have existing stuff that they're used to. What have you learned dealing with the enterprise either? Integration. Sarah experienced What? Can you share any insights to some of those learnings? >> Yeah, absolutely. I mean so one of the things that's tantamount the enterprises interoperability. And so we've been really focused on ensuring that the sweet works well with other products in the enterprise, and I think that is a continuing trend way. See more and more when we speak with our customers. They're not looking for a one size fits all solution for all of their software needs. They understand now that really employees have a lot more control and influence on the tools that they want to use on DH. That's where you really looking at. You know, an employee will try to seek out the tool that they think is the best user experience, and that's what they want to use in the work place. And so that means the employer, the enterprise has to be much more nimble about how they might put a complimentary group of tools together. Eh? So we've been very, very focused on ensuring that our products work well with other products, including Microsoft, but including, you know, other video conferencing solutions, hardware solutions and so on. >> Security. Something neat. Thanks so much for sharing the inside. The update on G Suite. Final question for him. Curious because you're going unique position. Vice president of U Ex share what your job is. What do you do on a day to day basis? There's through the day in the life for a year in the life. What do you work on? What's in the projects? What do your objective? What do you do for your job? Specifically? Were the key things? >> Yeah. I mean, the best part of my job is I get to be, you know, really close with our customers and users. And I see my job is kind of like cheap chief. Empathize, er right. And so really understanding the human need behind you know, users and what they need to accomplish. And I spoke today about one of the most rewarding aspects is helping people accomplish their most important goals. And that could be in their personal life. It could be for education on it could be in the workplace is well, too. And so for us, like my team does a lot of user research and design to understand. What are those big bulls that people have? What is the friction that they have in accomplishing those goals? And then how can our tools solve those problems for them and make a frictionless experience that brings delight and helps him accomplish great things? >> You're like a life coaching a psychologist, same time. Hear my problems? Amy, Thank you so much for sharing the inside. Great. Inside here in the Cube on the U ex behind G suite. Really successful platform. I've seen innovation on Web mail taking to a home of the level now into the enterprise. Excuse coverage here on the the show floor of Google Cloud. Next. I'm John for a day. Volonte, stay with us for more coverage after this short break.

>> fly from San Francisco. It's the Cube covering Google Cloud. Next nineteen, right Tio by Google Cloud and its ecosystem partners. >> Welcome back to the cues live coverage Here in San Francisco, this is day two of Google Cloud. Next twenty nineteen cubes. Exclusive coverage. We're in the middle of the show floor. All the action Aquino's are still going on a little bit over. I'm John for David Law student and kicking off, breaking down the keynote analysis. Also breaking down Post Day one. All the action in the evening, where all the parties are all the action on alway conversations. Dave's to picking off day to day one was setting the table. New CEO on stage Date date. You gets into the into the products really about data data. I machine learning's all aboutthe data cloud data, and we're seeing a machine learning data management. Smart analytics say Aye and machine learning and collaborations. The four themes of Today Google. Clearly using data has a key value proposition. Big table, Big Queary machine learning the G A support for auto ml for tables, big announcements, your thoughts >> Yes. Oh, John, I think answering some of the things that we brought up yesterday is when When Google puts out their vision of why they should be your partner of choice, like customers choose way thought that data and I and M l would be let read upfront. So they kind of buried the lead a little bit. And, you know, question we had coming this week is and they reclaim that really thought leadership that, you know, a couple years ago, You know, data. You know, they really that G technical science stuff is what Google was really good at. So I thought they laid out some really good things. I think everybody was, you know, impressed. To see there was good diversity of customers as well as all the Google me. There were a lot of the women of Google that you've written about John here showing their sewing their chops here. So a lot of pieces to go through and everything from the G sweetened the chromebooks and sick security and privacy is something I like to talk a little bit about when we get into it here. But quite quite a lot of use that day. Today I at the center of it >> and one of the power Women dipped to use the big table you see and think we're all that stuff, Dave with >> big steam Us on the Kino also was B I with a II B. I think we've covered that do space going back to our ten years of doing the tube. It's the promise of Do Remember those days. Do came from Google about Eric. The emergent Borden works and do this kind of small little sliver of the ecosystem into Google's now showing what was once the promise. Big data. They're giving demos democratizing. Bring in for the masses. Wait stories on silicon engels dot com outlining this, But the reality is there. Now remember hitting the road with promise of big data? Now, with Cloud really changed the game? Your bosses, you've been covering this from Day one? >> Well, I think that there's no question that this is a date, a game, WeII said early on John on the Cube. That big data war was going to be one in the cloud. Data was going to reside in the cloud. And having now machine intelligence applied >> to that data is what's giving companies competitive >> advantage at scale and economics I was struck by the stats that Google gave >> at the beginning of the Kino today. Google in the last three years has spent forty seven billion dollars >> capital expenditures. This year to date alone, they've spent thirteen billion dollars in Cap Xidan Data Centers. Thirteen billion. It would take IBM three and a half years to spend that much in cap back there would take Oracle six years. So from an economic standpoint, in the scale standpoint, Google, Microsoft, Amazon are gonna win that game. There's no question in my mind. So, John, you know it is a game of scale and data and I What do you think? First >> of all, Google, they got the Cuban aunties two of the white paper. They wrote that they did commercialized communities in a way that I thought was really excellent, well executed. I like a Jew where they left out on the side of the road. You got picked up by a Cloudera Michaels and memorable Jeff. I'm a Wagner. We saw what happened do communities. It is true that up. They basically put it out there in the open source system, the way they get behind Ciencia really positive there. On the data front, Google's got so much in the tool shed all across Google from day one. Their legacy is data data driven, large scale. They built software and systems to manage data at scale at a hole on president. Well, I think that they have their well ahead of the marketplace on the technology that our inside Google proper Google Cloud will be proper alphabet, whatever you wanna call it. Self driving cars question for Google is, Can they bring it to get there? They >> need to hire a team of people, just >> go out and just get it all >> together, pull the jewels together and put it into a coherent platform. That's kind of the tea leaves that I see that we're reading here. Is that Curry and pointed down the keynote. We got tons of technology. The question is, can they pull it together in a package and make a consumable addressable programmable programing, FBI's? We've seen that movie that's happening right now. The next level of innovation for Google is, can they make data programmable? This is going to be a ten year opportunity. If they get that right, they will win. Big move the ball down the field to see Amazon going big on stage maker. It's all about data data, analytics at scale, auto machine learning. These are the tell signs do data program ability. They got all the things. Can >> they bring it to bear? >> Yeah, Well, John, one of the things I saw it got a lot of people excited is if I have, You know, I'm a G sweet. Customers were geese sweet customers, and I'm using spreadsheets. Now I can use Big Query with that. So the power of analytics and big data be able to plug that right in, make it really easy. And what's interesting is trying to squint through. You know what was kind of the Google consumer side of the house that many of us know. And if used for for lots of years versus the Enterprise G sweet chromebooks and mobile? Well, you know, under Diane Green, it was Google Enterprise, and now it's all part of Google Cloud. Just when we talk about Microsoft, it's like, Well, is it azure or is it au three sixty five? Well, it was a G sweet words. Is it Google and one that I want to, you know, get get your guys comment on is they talk about privacy way. No, Google as a whole alphabet is You know what, ninety five percent plus ad revenue and they were very strong out here is that we do not own your data. We will not sell it to a third party. Privacy, privacy, privacy. And it's great to hear them say that. But way all interacted work with Google. We know all the cloud providers. The data is an important thing. When I do Aye aye and ml type activities. I need to be able to anonymous isat and leverage it train on it. So data privacy issue is still something that, you know, I heard what they said, but you know, there's got to be some concerns. >> There is another angle here that I'd like to talk about, and that's the database. Google, Amazon, Microsoft, Oracle, IBM, Mike Attention, Alibaba. All the big cloud guys. They want your data. That's why Amazon spending so much effort on the database market. That's why you don't see Oracle having such a dominant position in database. You like Google's announcement yesterday they were basically doing a backhanded slap but Amazon, saying, We're more open. They didn't deal with Mongo. There's a lot of discussion in the community of software community about how how Amazon, obviously Bogart's open source. But But if you if you look, it's something that's true if you look at Amazon, they basically taken a lot of open source products. It built their own databases. But if you look at Google, Google's got relational databases. They got non relational databases. They got operational databases. So I wonder out loud, Is this a Trojan horse strategy? Because they need to own your data that databases so important now that I think that is I talked to one noise that yesterday was a executive VP at Oracle, and he said to me that the cloud providers basically looked at the data base as another application to run on top of servers in virtual machines, >> he said, Were Oracle we integrate, you know, they do all the exit data stuff, etcetera. So my point is, database is the war to be won. That's where it starts. And if you're going to go away, I you want to have the data proximate to the application. Well, >> I mean there's two ways to look at that day. I would say that what might take on >> the database war or a position in the stack is you look out from the old way the new way the old way would be an oracle. Well, we got to preserve the database. We license that we have the license agreements. The new way is to change the game with automation. Like what? Google showing where all this stuff is gonna be done on behalf of the customer. So the business model of how database and the impact of data is being used well dictated my opinion, the monetization. And that's the question that everyone that I've talked to on the show floor offline on email, on direct messages, how we're gonna make money with containers, how we're gonna make money with Cooper Netease. How am I going to make money with data? This is the fundamental question. Now, if you look at the success pattern of the partner ecosystem, moneymaking is about new economics, new price points and new services. So if you're Deloitte or you're a censure, you're saying wow of goo could automate all the stuff that used to be really hard to do, like data migration, moving application were close around. That was once a high profit yield activity for this system integrators or selling databases like Oracle. That's the old way. The smart partners are essential, saying, OK, I'LL take the new economics where all that cost is distracted away by the automation. And I'll lower my price point but still capture the margin margin. Opportunity for cloud is significant, and this is where the smart money is going. The smart monetization schemes are around leveraging what Google and Amazon are doing at scale and shifting their business model. Take advantage of the lower cost but then lowering the price not as much, so they still capture the margin. So this's the immigration, and these are things that were like months and months project going. Data migrations to Melrose projects are like could be months. So smart money is saying Okay, how dowe I make money on this. It's not the old way. So this classic you know what side his treaty on old way or new way that's going to define who wins and who loses >> weight. By the way, I mean it. Sue Ellen >> license selling database license, for instance, is an old way. Well, essentially, it was Ramadan. Amazon does databases of service. What is the license by as you go? But you don't have, You >> know, the Oracle sells a zit buys you go to mean they play that same game. To me, it's more about when it comes to database. It's more about workloads. How much of the world needs acid property databases? Because that's oracles game versus how much of the world needs you no less database data store for for Lex structure data. And that's really I think, what Google and to a certain extent, Amazon are betting on. Although both companies, especially Amazon, is making a bet on both transactional data bases and non relationship, I >> mean in the ideal world database would be free from the margin get shifted to another spot. That's not clear yet, but still it can make money on database but lower caught in lower price. So Google makes money at scale, so with clouds scale, they can lower the price of the database like this, whether it's it's a service or some fee. But it's the people implementing, like the integrators and the people that are building applications as they build that agility. And how are they going to monetize? How does a company out in this floor make money? >> I just remember data stacks and probably like twenty twelve. I was talking to Billy Bob's worth the CEO about the merits of being in the US marketplace, and he said, You know, I'm a little nervous about that. What do you think, Dave? Do you think? Do you think they're gonna like, own me at some point in time and compete with me? So And that's what Google's announcement yesterday said is, You know, you're our friends, we're not going. They don't really come out and say, We're not going to compete with you They just basically said We are more open than aided us without mentioning a W S >> s. So it's interesting, you know, I've only had a little bit of a chance to walk around, but it's a different ecosystem, then Amazon. I remember six years ago, when we first went to Amazon. It was like game developers and all these weird start ups that I couldn't understand what they do. And now it's like, you know, like VM world, but bigger with just that. A broad ecosystem here, you know, there's a big section on collaboration. I went toe Enterprise connect a couple of weeks ago, talking about contact centers and see a lot of the same companies here heard five nines mentioned on stage zooms. Here, you know howto they plug into Google Cloud hurt sales force talking very devout Contact center. So it's a diverse ecosystem, but it's different than than Amazon, and there's not and Amazon. There's always that underlying, you know thing. Oh, is Amazon going to take over this business here? You know, I haven't heard that concern at this show. Well, >> I mean, the bottom line is that there's a shift in the economics and his model technology back in the database. Question. The fact that Mongo D. B. Was once forecast to go out of business. Oh, Amazon's going kill Mongo Devi that dynamo d B. Google's got databases. The fact the matter is, there's no one database anymore. Every application at some level has a database. So if you think about that, then you're gonna have a a new model where everything's has a database and the database is going be characterises on the workload in application. So I do agree with that point. Question is, it's not mutually exclusive one database license for all versus databases everywhere. So if databases air everywhere, then the connective tissue becomes the opportunity. That's where I think you see somebody's data playing technologies with Cloud very compelling, because I can move data very quickly around, and that's where the machine learning really shines. That's going to be a latent see question that's going to be a data integrity question. This is the new model. This is what horizontal scale ability means in the cloud, not by Oracle database. And we're good. This is It's kind of that game is that game is slowly moving into the oblivion. >> Well, I think you know, I think Amazon would say, Hey, if you're a database vendor, you gotta innovate or because we're not going to stop innovating. Whereas I think Google's message to the database vendors is somewhat different is, you know we want to partner with you, and maybe that's because they're not coming from a position of enterprise strength. But that ice I'm sensing, too, apparently different strategies. I just don't know what the end game is. And I believe the endgame is on the data. >> The tell sign on the databases of the developer, right? If I want to run a document store because that's best for my Jason or my my feeds from using Sage, eh, John? A lot of drama script. I'LL use document store. I want to use a relational database. I'll use a relational David So the ideal world does not have to develop are forced into a tooling and database decision that data >> mongo changed its licensing policy as a direct result of what Amazon was doing. So they made their community edition Ah, licence terms more restrictive if you follow that. So what? They said anybody, any cloud service provider that distributes the our community edition has to open source their entire software stack associated with distributing that, or they got to pay us. So basically saying you have to pay an open source tax or you gonna pay us we'LL be looking very interesting change in their database. One of >> the one the announcements here on the day two was the data fusion thing, which essentially means tell sign as well that fusion data moving data integrating Data's a critical thing. Pray ay, ay, ay and machine machine learning in a eyes only as good as the data that it's working with. So the data is, if his missing data saying a retail transaction, you potentially missing out on an opportunity to better user experience. So address ability of data. Having that accessible is a critical feature for machine learning, an a I and again, it's garbage in garbage out relatives of the data equation. High quality data gets high quality machine learning. High quality machine learning is high quality. I. So let's do that's that's kind of cloud offers with large compute large horizontal scale ability. >> Well, I said yes, and I said yesterday was kind of disappointed. It wasn't of talk about a I will. Google certainly made up for that today, didn't they? Still, >> Yeah, sorry was their questions >> were what was your favorite keynote moment today? >> Look, it was it was good when they actually let a couple of customers go up there and talk was that was a little bit disappointed that, you know, some of the sessions field a little bit too scripted for my take, but they laid out a lot of pieces there It takes a little wild, uh, you know, squint through all of the adjustment, you know, and all the changes that they have their I'm still digging through, like on the Antos. We talked about it quite a bit yesterday, but, you know, had some good conversations afterwards. They've got the cloud run announcement that's coming out this afternoon. But But, you know, digging into that open source discussion that you were just talking about from the database is something that I have a lot of interested. I'm glad we're actually right had on today will get their opinion as to, you know, they know a thing or two about open source and communities. And how does something like open shift fit with aunt those? They can work together, but it's not a owe it. Everything works back and forth If I'm p k s if I'm open shift or from you know, the geek based Antos, it's not seamless, and it sure ain't free you >> for not customers so weird from UPS. Scotiabank Baker Hughes McCasland heard from Cole's yesterday. So it's pretty high level senior people from the customer side speaking on stage, which is progress in the C e >> o of ups. I thought was great. He really laid out, You know, the scale of their business and how they grow. >> All right, guys, we got dates. You were kicking off here on the show floor here in San Francisco for Google Cloud next twenty nineteen. They never got it all day. And every day, two of three days, a live coverage. Stay with us as we kick off a full day of great interviews. Executives, entrepreneurs and ecosystem parties here at Google next stay with us for more after this short break.

>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by X Ensure Interactive. >> Welcome back to the Cubes. Live coverage here in Las Vegas for Adobe Summit. Twenty nineteen. I'm John Murray with Jeffrey Kerr. Next guest. Touch Wars. Who's a global delivery lead for Adobe with sent a censure interactive. That was a tongue twister. You for you, for the adobe relationship with a censure interactive. That's correct. Thank you. Global delivery lead. Thank you. That's right. Look into the Cube. Thankyou. So global. Big big landscape, cloud computing, Global impact delivery. That's hard corn nuts and bolts on the front lines. Tell us by what you do, what some of the issues around delivery, because that's where the rubber hits the road on all this. >> Well, that's exactly right. You know, when I think of my roll, think of me if someone who's out there working shoulder to shoulder with customers when it, you know from a delivery aspect, you know, providing the capability, providing the skills, providing the talent, making sure that we're getting the results that our clients are looking for and ultimately the quality that that we need to deliver for them. >> You guys do a lot of work. I mean, censure Interactive got a great team that sets up all the upgrade ideas, all the new business models. New tech is here. People process, culture change all going on. The end of the day comes into your I've gotta deliver it. And then the outcome is that the one has to accept that this is a core issue of people, talk about operational izing new things and sometimes has changed. Management involved his new culture shifts. So this is where we hear a lot. It's not. The tech problem is the people and the culture. Can you share your view on this because you're on the front lines on this one issue? >> It's a great point. And I think you know, one thing is standing up technology, and you can sort of get some of the nuts and bolts running. It's another thing to really get our clients and our customers enabled so they can unleash the power of some of these platforms. The technologies you know, there's a entire journey map on what their own people we need to go through from in a moment. There is a change management aspect around how we get those folks sort of feeling comfortable about that, and we often go through a couple different methods to do that. Sometimes we do it too, in the box where we'll sort of act with them and the same role other ways we'll sort of lead by example and do it and then they'll sort of shadow us and then eventually we just sort of make that transition. In some cases, they just frankly, you know, outsource it to us, right? And well take over that sort of feature and functionality a role in position on behalf of our customer. And that's okay. >> kind of horsepower. Do you bring to the table? And we just interviewed Nicky, who handles the essential interactive operations that seem like a great power source standing up fast, some operational capabilities. What else do you guys do bring to the table in terms of the delivery piece? >> Well, >> what Nikki and her team do is vital for us. So when you think about when I'm out there doing, I'm out there standing up these capabilities, empowering our customers, and then Nikki's with her team and everything we're doing an X century active operations is sort of operating that for that client, right? So once we sort of turn on some of those features and functions that Nicki's out there with her team, sort of running with it. And in that multiyear run in, getting those >> custom will hand the keys to her. Do so you, that's the hand off. Is that okay? >> Exactly. Right. So once we once we sort of power everything on with our client's power, all that integration on and then we leverage Nikki and her team in many ways to sort of take over that run. Tom, if you talk about the skills, that kind of the skills gap, if you will on some of the clients that you have and how are the skills and the rules evolving to execute with some of these new tooling in this kind of new process? It wasn't like build a campaign and slow roll it out. Now it's Go, go, go, go, go! Oh, you're absolutely right on that and I think I know that. But it's evolving, right? I mean, we data scientists are more important than they ever were. And so all of our customers and ourselves are investing on how we get data science because at the heart of it and If you think about what he's talking about in some of the new products that are coming out, it's about building that data layer right. And it's about taking that data later to the next level, too, around security and tradition. So helping our customers started get their arms around what it means to manage that data and all those aspects around the view of a customer is critical. Even the even the presentation tear you know it'LL be provides all those amazing technologies that allow customers to drive those rich experiences, whether it's on a tablet, whether it's on a mobile, whether it's on your desktop, ubiquitous doesn't matter. But that presentation tears is constantly changing. I mean, we didn't have, you know, the anger and the React ten years ago. Now you have all these other frameworks you have to begin to prepare for. >> About the one of his Aquino yesterday we've got my attention was the word and look, I love the way it sounds personalization at scale. And that's just just think about that concert for second. It's mind blowing. We love we love personalization doesn't like personalization. Yeah, but at scale a lot of moving parts. This is in your guy's wheelhouse. Century irregulars have large scale customers globally. What does that mean to you? Because I had us had happened best by so much. Send out forty million emails means insane the personalization experience. What does it mean? >> Well, what? >> When I hear something needs to be a scale, you gotta break it down to be a simple as possible. You got to figure out how you make that something super complex and dumb it down to where you truly can't scale it where you can enable people quickly. Um and sometimes you think big and start small so often What we'LL do is we'LL have our customers say, if you want to do one toe, one personalization we need to be thinking about how we can create content quickly, how we can create art quickly, how we can go and and operationalized that globally. Right, Because many times you need be working around the clock. So for me, when I think of that scale, it's how do we turn those capabilities on around the globe quickly for our clients and basically, you need to break it down. >> It's a place you go, though customs saying, Let's let's pick some use cases. That's a beachhead. Get that figured out. Make sure it's not a lot of moving parts. >> Yeah, and against >> software, because experience engine things of that nature >> and sort of start small, you know? So I you know, I would light up some teams take some initial use cases, maybe think about how you know, what are some of those you know, initial user journeys that end in journey. We wantto prove out. And then let's operationalize those. And then we'LL build on top of that overtime. >> Be asked by the Adobe announcements. What's getting you excited here? The event with some of the hallway conversations and conversations after hours, a lot different events going on. What are you talking about? What's the top conversation that you're involved in >> for sure AP when you talk about the new experience platform that's coming out and everything around there to me, I think that's a game changer in the marketplace, and I think it's also critical. Certainly OD eyes all wrapped in there and all the data theater aspects. But the new experience platform that Adobe is investing, it is sort of where I think our customers are driving towards and what's required in order to meet the demands of how to secure this data. How to wrap some permissions around it, how to take. You know what we would consider a P I and pH. I like data on be able to use it and more of their tools knowing that we have the security of the integrity of >> our CM taxi. Your job with customer experience. Platform >> right. Impact. Our job is it unleashes all kinds of potential. Uh, you know, when we do you think about what were out there helping our customers solution, it opens the gamut for us to go and sort of drive those next generation experiences in a much more you know, I guess, uh, formidable way, you know, I can >> more capabilities. Oh, absolutely. You know, >> execution. Exactly. What was super complex for me to build now just became a lot easier. Because now I have a frame, Eric and a structure and a platform that they're enabling it >> has impact the interview. The customer. I mean, so the partner landscape because you guys have a lot of partnerships, just always a key. One house. You hear Adobe Summit. But, you know, you might have some of these little Miss Provider's come in with a nice tool chain. Say, Hey, you know what? I want to plug this in the biggest center interactive engine. You guys got a lot of global breath. You're gonna probably get some impact on the ecosystem. How do you see partners? Because if it's an enabling platform and should be in the building something so that's going to tell Sign what? What's your view on the partner ecosystem? >> What's the first thing I'LL say about that is I think we're in a unique position because if you look at the scale we have at Accenture, so although I'm in extension interactive, I'm very focused on that digital and building the best experience on Planet I have this huge engine behind me of Broderick Center that has these capabilities. I mean, you know what we're dreaming up around, how we're working with Microsoft and happy Well, guess what? We already do that, too, so I can bring a lot of those vendor relationships and experiences capabilities and bring him right in house quickly. And when I need to go out to market and partner. I have those avenues, and I can go bring that niche that >> Lego blocks together now. Yeah, big things, auto integrate. Just put it together and >> adobes continue to invest in their io. And that allows us to integrate and plug in these things a lot quicker than we ever have before. >> What's the biggest challenge? You see it that adobe and the markers and and market is having the marketplace because a lot of new tech, a lot of great capabilities. Now emergency. There's a shift happening. Yeah, you know what kind of been going slow? You know, yard by yard, moved the chains like a football analogy. But now big movements gonna have we see happening Way. Siya shift coming. Big wave of innovation. What's the challenge? >> That definitely two challenges. I think one, uh, it's just the speed, right. The speed in which the market is moving. And how do you keep up with that speed? And how do you continue to invest in your own people? T learn it. And then, too, I think this year amount of data like the fact that we can store all this data. We have more data coming in than we've ever had before. I mean, just think of what I owe tea is doing to our our landscape and all the data that's coming in from a night and now we can use that as a as a whole, another level of, ah, sophistication and our analytics and our segmentation. And that's a tough job, right? That's how marketers keep up with that. It's, uh, it's changing their landscape, for sure. But what about just kind of the point of view when they get competition that comes out of complete left field, right, that you know, uber and lift or the obviously examples to get way overused. But you know, the company's heir now beating against companies that weren't even in their radar before that were purpose built on moving at light speed to your point. How do you help those legacy? Those legacy guys kind of take the big league, take the big step, get to hyperspeed personalization? I mean one thing. You can't be complacent, I think if you are complacent, your you know, one of those small, innovative companies is going to slowly eat your lunch on. So I think, you know, take advantage of that mindset that those small, you know, incubation type companies or this moth and maybe even think about How do I How do I build that same type of innovation within my own halls? And how do I take a manager? How that rapid development of that rapid change and oftentimes we're helping our customers go in and bootstrap that right started like, Let's go inside. And let's build a little innovation hub inside your own organization to go and compete with them. Otherwise, you know you're going to see what you know, like the case studies you just >> referenced right, because they're in the driver's seat, for sure. I mean, I think this is great innovation. Question. That week that came up in our last segment with Jim Leyland was you know, he talked about the vendor dynamics. Yes, When you have the world floating upside down, things have changed. Sweet vendors lead and enable. Now you have abs dictating terms, the infrastructure. That's a cloud model. He made a good point, he said. You know, a lot of the transformational stuff is great, but then it fails during integration and pointing out that they get to a certain point. It just crashes, not crashes. That's my word. But he said thiss challenges. It wasn't specific on outcomes of of transmission, we said pretty much its struggles and usually doesn't happen. Yeah, how do you see that? Because with now, automation machine learning Now you have agility in a marketing landscape, not just marketing cloud. You got all kinds of other things. It's like this sales and marketing. And there is everything you have agility. How does the integration impacts and has the delivery impact that transformation >> Goal? What ends? You're exactly right in the fact that when organizations make a big investment and Toby Technologies, they typically have a lot of other investor. It's another technologies as well. And so how do you create agility where you gotta plug and play sometimes more than one, and I'm sure Jim talk to you about our customer experience, engine and the beauty of that right where we can go and really bring a framework to our customers and our clients. That allows us to take the best of all these of all these experiences all these platforms, I should say, to build the best in class experience, and that's something we absolutely bring to the table. It's a framework. We've proved it out. And frankly, we have a whole bunch of connectors that already exist. So from my mind, when I'm trying to get them to be agility, I bring that type of thing to the table to help them move fast. >> I think that's a successful tell sign we see with successful, then vendors and partners and integrators is that you guys took your core competency and rose software and he packaged it up to automate the heavy lifting that I mean, why wouldn't >> you do the >> way you >> are accustomed there, >> buddy? I mean, I walk in our customers and I'm like, Well, they have a little this. They have a little that, then they're goingto go on, make this massive invest in Adobe, and it's like they're not going to just discard to retire some of those things. So way attempt to solve that problem. >> That's a real differentiate. Congratulations. Jim was great on that final question for you. Look going forward. What do you excited about? What's on your road map? What's what's next for you is the next leg of the journey for global delivery. Well, more delivery, you >> know. Honestly, it's it's to continue to build off scale around all of our locations. So when you look at its Centre Interactive were, you know, obviously a big North American business. But we have businesses all over the globe, and it's to continue to create, you know, to meet our customer's demands as they expand global. That's how do we deliver local and how do we deliver around the clock for them? And so for me, it's about build those capabilities everywhere you go South America, Australia, New Zealand in Eastern Europe, and, uh, and making sure that we create the same delivery patterns and we leverage the same assets and accelerators like the customer experience engine in all those places. >> And one final question. As you look at the arena of the all the vendors competing, what's the what's the winning formula? What's the posture that you see that's a successful vendor as they integrate it in this kind of these journeys in these experiences, what successful makeup of a successful supplier to customers >> from this from a from a technology >> that you look at all the players got Microsoft big part of the job you got Amazon, you got all these. You know, Marsh, Martek Stack is littered with logo's consolidations happening. There's a lot of battles battles on the field right now. Players of fighting for their future. >> Well, honestly, I think those who are going to make it as simple and as easy to empower their people to use is gonna be the winner. And I think you're you're seeing that certainly at at Adobe. But there's a lot of other formidable vendors out there who are creating very simple techniques to go on like this up. The more you could empower a business person and a marketer to do self service, the bigger win you're gonna have >> and to your point about scale. Simplicity. Yeah, thanks for coming on. Great insight. Thank you so much to share in the commentary. Appreciate Todd Schwarz here on the Cube Global delivery lead for the Adobe account for a censure Interactive Stevens. One more day to coverage after this short break. I'm John free with Jeffrey will be right back

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you >> by Adobe. >> Well, Brian, welcome to the Cube Lives Conversations here. Recovering Adobe summat twenty nineteen in Las Vegas. I'm tougher with Jeff Frick co hosting for the next two days wall to wall coverage around Adobe Summit, a company that is transformed from some making software to being a full blown cloud and data provider. Changing the user experience That's our Kino revue. Jeff, this morning was the keynote. The CEO Sean Tom knew no. Ryan took over in two thousand seven. Bruce Chizen Cube alumni, right. What a transformation. They actually did it. They kind of kept down low. But over those years absolutely changed the face of Adobe. We're seeing it now with a slew of acquisitions. Now seventeen thousand people attending this conference. This is kind of interesting story, your thoughts >> a lot of interesting stuff going on here, John and I think fundamentally they they took the risk right. They change your business from a by a news buying new license every year for eight hundred bucks. Nine hundred bucks, whatever used to be for Creative Cloud to go to an online model. And I think what was interesting about what Johnson, who said, is when you are when you're collecting money monthly, you have to deliver value monthly. And it completely changed the way that they paste their company the way they deliver products the way their product development works. And they moved to as we talked about all the time, instead of a sample of data that's old and making decisions. Now you can make decisions based on real time data in the way people are actually using the product. And so they've driven that transformation. And then now, by putting your whole sweet and with these gargantuan acquisitions of Mar Keto, now they're helping their customers really make that transition to a really time dynamic, digitally driven, data driven enterprise to drive this customer experience. >> It's interesting. Adobes, transformations, realist, legit It happened. It's happening. It's interesting, Jeff, you and I both live in Palo Alto, and I was looking through my Lincoln and my Facebook. There's literally dozens of friends and your colleagues over the years that I've interfaced with that all work at Adobe but feed all the acquisitions. They've built quite a huge company, and they brought a different set of experiences, and this is the to be the big story. That hasn't been told yet. Adobe again. This our first time covering Adobe Summit and excited to be here and continue to cover this. But here's what's going on That's really important. They transformed and are continuing Transformer. They did it in a way that was clever, smart and very predictive in their mind. They took a slow, slow approach to getting it right, and we heard the CEO talk about this. They had an old software model that was too slow. They want to attract the next generation of users, and they wanted to reimagine their product and the ecosystem changed their business model and change their engagement with customers. Very targeted in its approach, very specific to their business model. And their goals were innovate faster, moved to the cloud moved to a subscription based business model. But that's not it. Here the story is, the data equation was some kind of nuances in the keynote, like we didn't get the data right. Initially, we got cloud right, but data is super important, and then they got it right, and that's the big story. Here is the data driven and this is the playbook. I mean, you can almost substitute Adobe for your company. If someone's looking to do Tracy, pick your spots, execute, don't just talk about >> it, right? Right? Yeah. They call it the DDO in the data driven operating model, and he pulled up the dash board with some fake data talked about The management team runs off of this data, and when you know it's everything from marketing spend and direct campaigns and where people are sampling, there was a large conversation, too, about the buyer journey. But to me, the most important part is the buying act is not the end of the story, right. You want to continue to engage with that customer wherever and however, and whenever they want you. There was an interesting stat that came out during the keynote, where you know the more platforms your customer engages with you, the much higher the likelihood that they're goingto that they're going to renew, that they're going to retain so to me. I think you know, we talk a lot about community and engagement and this experience concept where the product is a piece of the puzzle, but it's not. It's not the most important piece that might be the piece Well, what she experiences built around, but it's It's just a simple piece. I think the guy from Best Buy was phenomenal. The story, the transformation, that company. But they want to be your trusted. A provider of all these services of two hundred dollars a year. They'LL come take care of everything in your home so you know they don't just want to ship a box. Say, say goodbye. They want to stay. >> Well, let's talk. Let's talk about that use case. I think the best bike Kino Best Buy was on the Kino with CEO. But I think that what I what? I was teasing out of that interview and you just brought it up. I want to expand on that They actually had massive competition from Amazon. So you think, Oh my God, they're going to be out of business? No, they match the price. They took price off the table so they don't lose their customers who want to buy it on Amazon. You can still come in the story of experience, right? They shifted the game to their advantage where they said, we're not going to be a product sales company. We're going to sell whatever the client want customers want and match Amazons pricing and then provide that level of personalization. That then brought up the keys CEOs personalization piece, which I'd like to get your thoughts on because you made a stat around their emails, right, he said, Quote personalization at scale, Right? That's what they're >> that's that they're doing right? And he talked about, you know, they used to do an e mail blast and it was an email blast. Now they have forty million versions of that e mail that go out forty million version. So it is this kind of personalization at scale. And you know, the three sixty view of the customer has been thrown around. We could go in the archives. We've been talking about that forever. But it seems that now you know the technology is finally getting to where, where needs to be. The cloud based architectures allow people to engage in this Army Channel way that they could never do it before. And you're seeing As you said, the most important thing is a data architecture that can pull from disparate sources they talked about in the Kenya. The show does they actually built their customer profile as the person was engaging with the website as they gave more information so that they can customize all this stuff for that person. Of course, then they always mentioned, But don't be creepy about it. I >> don't have too >> far so really delivering this mask mask, personalization at scale. >> I think one of the lessons that's coming out a lot of our interviews in the Cube is Get the cloud equation right first, then the data one. And I think Adobe validates that here in my mind when it continue investigating, report that dynamic the hard news. Jeff The show was Adobe Cloud experiences generally available, and I thought that was pretty interesting. They have a multiple clouds because a member they bought Magenta and Marquette on a variety of other acquisitions. So they have a full on advertising cloud analytics, cloud marketing cloud and a commerce cloud. And underneath those key cloud elements, they have Adobe, sensi and Adobe Experience platform, and we have a couple of night coming on to talk about that, and that's making up. They're kind of the new new platform. Cloud platforms experience Cloud. They're calling it, but the CEO at Incheon quote. I want to get your reaction to that. This, he said, quote people by experiences, not products. That's why they're calling it the experience cloud. I hear you in the office all the time talking about this, Jeff. So it's about to experience the product anymore, >> right? It is the passion that you can build around a community in that experience. My favorite examples from the old days is Harley Davidson. How many people would give you know they're left pinkie toe, have their customers tattoo their brand on their body? Right in The Harley Davidson brand is a very special, a special connotation, and the people that associate with that really feel like a part of a community. The other piece of it is the ecosystem. They talk about ecosystem of developers and open source. If you can get other people building their business on the back of your platform again, it's just deepens the hook of engagements that opens up your innovation cycle. And I think it's such a winning formula, John, that we see over and over again. Nobody can do by themselves. Nobody's got all the smartest people in the room, so get unengaged community. Get unengaged, developer ecosystem, more talk of developers and really open it up and let the creativity of your whole community drive the engagement and the experience. >> We will be following the personalization of scale Cube alumni former keep alumni who is not at the show. I wanted to get opinion. Satya Krishna Swami. He's head of persuasion. Adobe had pinned them on linked him. We'LL get him on the Cuban studio so keep on, we're going to follow that story. I think that's huge. This notion of personalization of scale is key, and that brings us to the next big news. The next big news was from our friend former CEO of Marquette. Oh, Steve Lucas. Keep alumni. They launched a account based experience initiative with Adobe, Microsoft and Lincoln, and I find that very interesting. And I'd start with Ron Miller TechCrunch on Twitter about this. Lincoln's involved, but they're keeping in Lincoln again. The problem of data is you have these silos, but you have to figure out how to make it work. So I'm really curious to see how that works, so that brings up that. But I think Steve Lucas it was it was very aggressive on stage, but he brought up a point that I want to get your thoughts on, He said. Were B to B company, but we're doing B to seeing metrics the numbers that they were doing at Marquette. Oh, we're in the B to see rain. So is this notion of B to B B to see kind of blurring? I mean, everyone is a B to C company these days. If everything's direct to consumer, which essentially what cloud is, it's a B to see. >> Yeah, well, it's interesting records. We've talked about the consumer ization of again. Check the tapes for years and years and years, and the expectations of our engagement with applications is driven by how we interact with Amazon. How we interact with Facebook, how we interact with these big platforms. And so you're seeing it more and more. The thing that we talked about in studio the other day with Guy is that now, too, you have all these connected devices, so no longer is distribution. This this buffer between the manufacturing, the ultimate consumer, their products. Now they're all connected. Now they phone home. Now the Tesla's says, Hey, people are breaking in the back window. Let's reconfigure the software tohave a security system that we didn't have yesterday that wasn't on our road map. But people want, and now we have it today. So I think Steve's perception is right on. The other thing is that you know, there's so much information out there. So how do you add value when that person finally visits you in their journey? And let's face it, most of the time, a predominant portion of their engagement is going to be Elektronik, right? They're going to fill out a form. They're going to explore things. How are you collecting that data? How are you magic? How are you moving them along? Not only to the purchase but again, is that it was like to say, is never the orders, the reorder in this ongoing engagement. >> And that's their journey. They want to have this whole life cycle of customer experience. But the thing that that got that caught me off guard by McKeen against first time I went satin Aquino for an adobe on event was with me. All these parts coming together with the platform. This is a cloud show. Let's plain and simple. This is Cloud Technologies, the data show we've gone to all the cloud shows Amazon, Google, Microsoft, you name it CNC Athletics Foundation. This is a show about the application of being creative in a variety of use cases. But the underpinnings of the conversations are all cloud >> right, And they had, you know, to show their their commitments of data and the data message right? They had another cube alumni on Jewell of police have rounded to dupe some it all the time, and she talked about the data architecture and again, some really interesting facts goes right to cloud, she said. You know, most people, if you don't have cloud's been too much time baby sitting your architecture, baby sitting your infrastructure Get out of the way Let the cloud babe sit your infrastructure and talk. And she talked about a modern big data pipe, and she's been involved with Duke. She's been involved with Spark has been involved in all this progression, and she said, You know, every engagement creates more data. So how are you collecting that data? How are you analyzing that data and how are you doing it in real time with new real time so you could actually act on it. So it's It's very much kind of pulling together many of the scenes that we've uncovered >> in the last two parts of a Kino wass. You had a CEO discussion between Cynthia Stoddard and >> Atticus Atticus, other kind. Both of them >> run into it again. Both big Amazon customs, by the way, who have been very successful with the cloud. Then you had and you're talking engineering, that's all. They're my takeaway from the CEO. One chef I want to get your thoughts on because it can be long in the tooth, sometimes the CEO conversation. But they highlighted that cloud journey is is there for Adobe Inn into it? But the data is has to be integrated, totally felt like data. Variables come out the commonality of date, and she mentioned three or four other things. And then they made a point and said, quote data architectures are valuable for the experience and the workload. This is critical with hearing us over and over again. The date is not about which cloud you're using. It's about what the workload, right, right? The workloads are determining cloud selection, so if you need one cloud. That's good. You need to write. It's all depending on the workload, not some predetermined risk management. Multi cloud procurement decision. This is a big shift. This is going to change the game in the landscape because that changes how people buy and that is going to be radical. And I think they're they're adobes right on the right wave. Here they're focusing on the user experience, customer experience, building the platform for the needs of the experience. I think it's very clever. I think it's a brilliant architecture. >> Yeah, she said that the data archive data strategy lagged. Right? The reporting lag. They're trying to do this ddo m >> um, >> they didn't have commonality of data. They didn't have really a date. Architecture's so again. You can't build the house unless you put in the rebar. You build the foundation, you get some cement. But once you get that, that enabled you to build something big and something beautiful, and you've got to pay attention. But really, we talk about data driven. We talk about real time data, they're executing it and really forcing themselves by moving into the subscription business model. >> Alright, Final question I want to get one more thought from you before I weigh in on my my answer to my question, which is What do you mean your opinion? What was the most important story that came out of the keynote one or two >> or well or again? You know, John, I was in the TV business for years and years before getting into tech, and I know the best buy story on what came before them and what came before them and what came before them. So what really impressed me was the digital transformation story that the CEO shared first, to basically try to get even with their number one competitors with which was Amazon in terms of pricing and delivery. And then really rethink who they are Is a company around using technology to improve people's lives. They happen to play in laundry. They play in kitchen, they play in home entertainment. They play in computers and education, so they have a broad footprint and to really refocus. And as he said, To be successful, you need to align your corporate strategy and mission with people's strategy and mission. Sounds like they've been very successful in that and they continue to change the company. >> I agree. And I would just kind of level it up and say the top story, in my opinion, wass the fact that Adobe is winning their innovating. If you look at who's on stage like best buy into it, the people around them are actually executing with Cloud with Dae that at a whole another level that they've gone the next level. I think the big story here is Adobe has transferred, has transformed and continues to do transformation. And they just had a whole nother level. And I think the story is Oracle will be eating their dust because I think they're going to tow. You know, I think sales force should be watching Adobe. This is a big move. I think Oracle is gonna be twisting in the wind from adobes success. >> Well, like he said, you know, they tie the whole thing together from the creativity, which is what creative cloud is to the delivery to them, the monetization in the measuring. So now they you know, they put those pieces together, so it's a pretty complete suite. So now you can tie back. How has my conversion based on What type of creative How is my conversion based on what type of campaigns? And again the forty million email number just blows me away. It's not the same game anymore. You have to do this and you can't do by yourself. You gotta have automation. You got have good analytics and you got a date infrastructure that will support your ability to do that. >> So just a little report card in adobe old suffer model that's over. They have the new model, and it's growing revenues supporting it. They are attracting new generation of users. You look at the demographics here, Jeff. This is not, you know, a bunch of forty something pluses here. This is a young generation new creative model and the products on the customer testimonials standing on this stage represent, in my opinion, a modern architecture, a modern practice, modern cloud kind of capabilities. So, you know, Adobe Certainly looking good from this keynote. I'm impressed, you know. Okay, >> good. Line up all the >> days of live cube coverage here in Las Vegas for Doby summit. I'm John for Jeff. Rick, Thanks for watching. We'll be back with a short break

>> Announcer: Live from Vancouver, Canada, it's theCUBE, covering OpenStack North America 2018. Brought to you by Red Hat, the OpenStack Foundation, and its ecosystem partners. >> Welcome back to theCUBE's coverage of OpenStack Summit 2018 in Vancouver. I'm Stu Miniman with my cohost for the week, John Troyer. Happy to welcome to the program first-time guest Ildiko Vancsa, coming off the edge keynote presentation this morning. She is the ecosystem technical lead with the Edge Computing Group as part of the OpenStack Foundation. Thanks so much for joining us. >> Thank you. >> Coming into this show, edge is one of those things that it was actually pretty exciting to talk about because edge is not only super hot, but when I thought back to previous shows, this is the sixth year we've had theCUBE here and my fifth year doing it, it's like, wait, I've been talking to all the Telcos for years here. NFV was one of those use cases, and when you connect the dots, it's like oh, edge, of course. I said this conference is actually hipster when it comes to edge. We were totally covering it well before we called it that. So, explain to us your role in the foundation and what led to the formation of this track. >> Yeah, so I'm the ecosystem technical lead within the foundation, which is basically a role that belongs under the business development team. So, I'm basically building connections with our ecosystem members. I'm trying to help them succeed with OpenStack, both as software package and as a community. We are embracing open source, of course, so I'm also trying to advocate for involvement in open source because I think that's a key. Like, you know, picking up an open source software component and use it, that's a great start, but if you really want to be successful with it and you want to be able to successfully build it into your business model, then getting involved in the community, both enhancing the software and maintaining of the software, that's really key. So, my role is also onboarding companies as well to be active members of the community, and my focus is shifting toward edge computing. The history of edge computing in OpenStack basically started last May when Beth Cohen from Verizon described their use case, which is OpenStack in a tiny box in production cycle, wow. So that was also a little bit of an eye-opener for us as well, that yes, it's telecom. It's 5G, but this is the thing that's called edge, and maybe this is something that we should also look deeper into. So, we went to San Francisco last September, OpenDev, 200 people, architects, software developers trying to figure out what edge computing is. I think we had the question at every single session, someone asked that, okay, yeah so, what did you mean exactly when you said edge? Because from the nature of the architecture, like, you have the central cloud and then the sides on the different-- >> John: There are several edges depending on how far you want to go. >> Exactly. >> For you and OpenStack, what does edge mean, or all the above? >> With OpenStack, so after OpenDev when we realized that it's not really a well-defined term, we wrote up a white paper. It's at OpenStack the role/edge. It's a short one, really to just set the ground for what edge computing is. And what we came up with is, so don't imagine like a two-sentence definition for edge computing because I still strongly believe that doesn't exist, and anyone who claims it, that's not true. What we did with the white paper is basically we set characteristics and criteria that defines cloud edge computing per se, like what people are talking about when you're moving out the compute and then working closer to the edge. Like what that means from the bandwidth perspective, from how you will manage it, what that means for security, and all these sort of things. And you can basically characterize what edge means. So we rather described these layers and how far we go, and as far as like, you know, the very end edge device and like the IOT sensors, that's not a target of OpenStack. So, OpenStack itself is infrastructure as a service, so our Edge Computing Group is still staying on that layer. The Edge Computing Group itself is focusing on the angles, what edge brings onto the table, all these requirements, you know, collecting the use cases and trying to figure out what's missing, what we need to implement. >> If can repeat and maybe I'll get it right or wrong. The idea is at a cell tower or at a remote office or branch office or some closet somewhere, there is a full set of OpenStack running, maybe a minimal set of OpenStack, but it's live, it's updatable. You can update services on it. You can update the actual OpenStack itself, and it doesn't need the spoke hardware necessarily, but it's now updatable and part of a bigger multi-cloud infrastructure from some sort of service entity or enterprise. >> Yeah. >> Is that fair? >> I think that's fair. So, there's OpenStack itself that people know very well, a lot of projects. So when we talk about edge, obviously we don't want to say that, okay, pick the whole thing and install all the 60 projects because that's really not suitable for edge. So what, for example, the group is looking into, that which OpenStack components are essential for edge. And also the group is defining small edge, medium edge, what that means from hardware footprint perspectives, so just to figure out what the opportunities are there, what will fit, what will not fit. OpenStack itself is very modular by today, so you can pick up the services that you need. So what we discussed, for example, this week is Keystone, identity, you need it of course. So how much that fits into the edge scenarios. And I think the main conclusion of the forum session yesterday was that, yeah, Keystone supports Federation. We talked through the cases, and it seems like that it's kind of there. So, we now need a few people who will sit down, put together the environment, and start testing it because that's when it comes out that, you know, almost there, but there a few things to tweak. But basically the idea is what you described, pick up the component, put it there, and work with it. We also have another project called Cyborg, which is fairly new. That's for hardware acceleration, so it is providing a framework to plug in GPUs, FPJs, and these sort of, a bit more specialized hardware which will be really useful for edge use cases to OpenStack. So that's for example something that China Mobile and the OPNFV Edge Cloud Group is looking into to use, so I really hope that we will get there this year to test it in the OPNFV Pharos Labs in action. So we also have pretty great cross-community collaboration on trying to figure this whole thing out. >> Yeah, it often helps if we have examples to talk about to really explain this. Beth Cohen, we spoke with her last year and absolutely caught our attention. Got a lot of feedback from the community on it. Had Contron on earlier this week talking about, John was saying, here's some small device there with a little blade and is running pieces of OpenStack there to be able to run. Anything from the keynote or, boy, I think there's 40 sessions that you've got here. If you can, give us a couple of examples of some of the use cases that we're seeing to kind of bring this edge to reality. >> Example use cases is, we just heard this morning, for example, someone from the textile industry like how to detect issues with the fabric. So this is like one new manufacturing use case. I also heard another one, which is not checking the fabric itself, but basically the company who manufactures those machines that they are using to create the fabric, so they would like to have a central cloud and have it connected to the factories. So, being able to monitor how the machines are doing, how they can improve those machines, and also within the factory to monitor all the circumstances. Because for all the chemical processes, it's really important that the temperature and everything else is just, you know, clicks because otherwise all your fabrics will have to go to trash. So, that's manufacturing. A lot of telecom 5G, obviously that is really, really heavy because that's the part of the industry which is there today, so with 5G, all those strict requirements. This is really what we are mainly focusing on today. We are not specializing anything for telecom and in 5G use cases, but we want to make sure that all our components fit into that environment as well. In the white paper, for example, you also could see the retail use case. I'm not sure whether that will be exactly on stage this week, but that is also a great example on like Walmart with the lot of stores around, so how you manage those stores because they're also not wanting to do everything centrally. So, they would like to move the functionality out. What if the network connectivity is cut? They still have to be able to operate the store as nothing happened. So, there are a lot of segments of the industry who already have kind of really well-defined use cases. And what we see is that there's many overlapping between the requirements from the different segments that we're going to address. >> Are we seeing things like AI and ML coming up in these conversations also? >> Yes, like I think it was the manufacturing use case when I heard that they are planning to use that, and it's popping up. I think as far as our group is concerned, we are more looking into, I don't know, let's say lower-level requirements like how you maintain and operate the hundreds and thousands of edge sites, what happens with security, what happens with monitoring, what happens with all these sort of things. Like we have a new project rolling in under the foundation umbrella called Airship, which is basically deployment and lifecycle management, which is supposed to address one of the aspect that you were talking about on, okay, so how you manage this, how you upgrade this. And upgrade is, again, a really interesting question because I think I talked to someone yesterday who was like, yes, the Contron guys, they were saying that yeah, upgrade, it's really ambitious. So let say that maybe 18, 24 month or something like some kind of tech operator will decide to upgrade something out in the edge because it's out there, it's working, let's not touch this. So when we talk about upgrade, even that, I think, will depend on the bits of the industry that, what pace they will decide to take. >> Are there any particular surprises or learnings that you've had this year after talking with this community for a week now? You said, well, last year, I was very impressed last year when they got up on stage and talked about that. That kind of expanded my mind a little bit. You've been working with this now for a year, this whole track and forum sessions. Anything you're excited about taking to the future or learnings or surprises that, oh, this is really going to work or anything like that? Any parts of it that are really interesting? You talked about security upgrades. We've talked about a lot of the technical components, but it seems like it's working. >> I think at this point, at least on my end, I think I'm over the surprise phase. So what surprises me the most is how many groups there are out there who are trying to figure out what this whole edge thing is. And what we need to really focus on among the technical requirements is that how we are working together with all these groups just to make sure that the integration between the different things that we are all developing and working on is smooth. So like, we've been working together with the OPNFV community for a while now. It's a really fruitful relationship between us. Like seeing OpenStack being deployed in a full-stack environment and being tested, that's really priceless. And we are planning to do the same thing with edge as well, and we are also looking into ONAP, Aquino, Et-see-mac, so looking into the open source groups, looking into the standardization and really just trying to ensure that when we talk about open infrastructure, that that really is designed and developed in a way that integrates well with the other components. It's synchronized with the standardization activities because I think especially in case of edge, when we say interoperability, that's a level higher than what we call the interoperability on the telecom level I think. Like when you just imagine one operator network and applications from other providers popping up in that network, and components that just realizing the network popping up from different vendors. And this whole thing has to work together. So, I think OpenStack and open infrastructure has a really big advantage there compared to any proprietary solution because we have to address this, I think, really big challenge, and it's also a really important challenge. >> Ildiko, really appreciate you giving us all the updates here on the edge track, the keynote, definitely one of the areas that is capturing our attention and lots of people out there. So, thanks so much for joining us. >> Thank you for the opportunity. >> All right, for John Troyer, I'm Stu Miniman. Lots more coverage here from the OpenStack Summit 2018 in Vancouver. Thanks for watching theCUBE.

David it's just gonna call in like basically live feel more nos Vegas Nevada execute again it's the 10 covering knowledge 15 brought to you by service now hello everyone welcome to the cube this is our flagship program we go out to the events in the correct the city okla noise I'm John furry the founder silicon they enjoy my coach Dave vellante co-founder Wikibon org and networks I to be in Las Vegas live for three days of wall-to-wall coverage of service now's no 15 knowledge 15 hashtag no 15 go to the crowd chat / no 15 join the conversation our first guest is Frank's lubin president/ceo source now great to see you again thanks for having us thanks much absolutely the keynote was great i mean in the world's changing IT cloud vmware's had an announcement about native apps on the cloud customers are changing business models are changing talk about what you get to do house that you had a big stock drop in the past week and value is that a sentiment of the of the of the Wall Street dynamic products what is it about the business right now with clouds specifically the business model for your customers it's flywheel the SAS models what's what's going on what's your take on all that flying cloud companies and obviously well I ought to got a lot of the high we're one of them you know we're priced to perfection right and that's that's not an easy place to be for for for anybody and you know we're not really focused on that it's this is a marathon every quarter is one mile marker he can't get too excited about you know one versus the other we're really pacing ourselves your building you know an enterprise that's going to be here for for a long time and our focus is not just on modernizing what what people are doing it's focusing on transforming what people are doing and the emphasis that we place on everything as a service structure workflow approaches getting away from message oriented ways of doing things like email is enormous sea change right there is there's over 100 million PDFs out their forms that people have to download and fill out what somebody else then has to scan and reenter right the world is ripe for this type of innovation the technology is here all we need to do is apply it the start okay so I said when I talked yesterday and I said any successful 12 billion dollar valuation company's going to have a day like friday but I've noticed post the financial analyst discussion yesterday things have calmed down a little bit so who knows maybe it's a buying opportunity I wanted to tie it into the TAM expansion that we've seen when you first took this company public everybody looked at it as a very small niche and it took you and Mike scarpelli and others a while to sort of educate Wall Street on the size of the potential and we're now starting to see that come to fruition you guys talk about expanding into the business side and now you're doing it you talk about going into mobile you talk about you know new innovations at the SMB why is it that you're so successful at executing at what you're doing is that the platform is that the people is that the customers I wonder if you could describe that a little bit what's the magic formula are fundamentally a platform company we that was not always well understood even before I joined the company and I talked to Fred Lunney the founder we were very well aware of the opportunity to expand just dramatically beyond the boundaries of the initial application set which was the IGM set of applications it's just how to do that right when you peel away the veneer the rhetoric the nomenclature you know what you see is a workflow an orchestration platform this is so broadly applicable right what these knowledge conferences are all about is to show people what is possible on this platform and you know all we have to do is take the horse to water soda drink and then you know they go on their own right this is a place where people come to get inspired platform and if you seen from some of the examples that we had on stage this morning and people are not tackling crm applications what service now you know why there's really nothing there's really no boundaries in terms of service management for us to tackle workflows and orchestrations like that right so the world is your oyster II and there's really no place that we we can go with this platform all we got to do is empower and energize the audience that you have here and the fact that they show up in such huge numbers as evidence that were we're succeeding at that right good all the events it's the same kind of theme Internet of Things Big Data have paced are changing clouds and innovator what is it about the cloud and your platform and your customers in terms of the business models what is it about the innovation that's going on right without business must change what specifically can you highlight and get some example because you have a lot of customers we were just talking that the cubbies are sending dozens of people here this event it's not just a boondoggle there's some real work getting done so there's a huge transformation see what is it about the business model now that's changing what are you guys doing turn on your platform this conference is called knowledge for a reason people come here to get knowledge right that's right the labs and training and all this kind of stuff but the most important thing to understand about service now what we did with the individuals really lowered the skills profile and the skill demands to be able to access this level of functional and we really did that by an order of magnitude this wasn't just a platform for programmers people that really have procedural programming skills we really took that out of the equation and people have Excel style skills people will understand the rows and columns and data types that's enough to know to be able to go up okay now what happens in that process we empower very large groups of people in our case IT people to basically take control back over this platform you know in Prior generations of this class of software they were always dependent very small we were people that weren't very accessible and very expensive to do thanks for them how they're doing that is what has unleashed explosion creativity let's talk a little bit about your keynote everything as a service was your big theme EAS sort of acronym what is everything is the service number one second question is is there an analogue to vm sprawl is there a potential for server sprawl what do you what are you telling customers about that are they asking you questions but start with what does everything is a service what does that mean everything is what service means taking work work in the sense the repeatable activities things we do over and over again digging it out of the realm of messaging email text phone and putting it into structure workflow we essentially invent that dress as once without best practices really tune and optimize that process and every single time we do that activity we do it exactly the same way and we enforce the business rules the logic upfront stupid enough to thinking like I always is the silly example an organization I lose my security badge or I mangled in the door I need a new on what do I do well you know I Massey Hill I just asked my admin you figure it out okay but everybody else starts roaming the halls like where do i go to go to the front desk maybe you know that thing employees have to have a place to go for their service needs whatever it is HR related facilities related maybe have a parking issue and you should be able to search navigate themselves to a place where they can make a request and then that request is no different than sending a package through fedex or ordering something on amazon information it's now following you you don't have to go and chase it anymore right oh there's a big inversion of how we work i mean we often target service now but we're changing how we work because we're going we're getting away from the structure messaging woman be structure workflow that's what everything is a service is about regard to aquino but so second part of I want to talk about that is my question is there a dark side to that is there a risk of just too many services service sprawl or do you have service for that is there an app for that yeah talk about that logo the obviously during our keynote we actually spoke explicitly to that point because you're concerning your race is legitimate people are saying hey you know DevOps is great you know empowering all these groups to publish their own services that's great but now I'm going to lose control I'm going to lose visibility and we'll lose accountability i'm going to have compliance security problems and so on what we do is you know we actually maintain the transparency the visibility and the control while people are doing things so it doesn't become the Wild West that we've had in Prior generations of software >> Frank talk about what you're seeing in big data honestly you know we didn't cover that space this doesn't seem to be its own little market but certainly medupe to some stuff going on but companies are looking at Big Data certainly in data as it advantaged in some of the things whether it's IT and or an apple agents what's your vision and what is what our customers doing with the day how's the NIT date is great and everyone's the service date is enabler you look at that and how do you find your customs look at it are very transactionally intense but so our systems they're not data rich in the sense that we deal with enormous volumes of data so it's a little bit of a different model and during the keynote what I talked about it's not like they what's hiding your data we can't figure out what's going on the data by structuring the data right what big data tries to do they're trying to figure out what's going on in unstructured data really really hard to do we structure the data so hence it's very very easy for us to analyze the dashboard exactly what's going on but our focus is not so much on big data it's on real time data the real time dimension is something that is going to become huge because people are demanding real-time information is just not interesting to look at data it's 12 24 hours old and because we are sitting on life data the ability to represent it so you can see your business in action right that is insanely exciting for for executives and managers network magic was hot in the old days with the network little but now the way date is got that same kind of paradigm where you have active data passive data and by melding together they can create values that mean we the CIO that we talked to they what you mean by real time today yeah I said look where I want to get you there's one my office just wall-to-wall LED panels and I want to see every every pocket of activity I want to see it executing in real time whether it's good better and different setting threshold seeing exceptions and says I want to be it's like watching the stock market I want to watch my my business that way and that is what we're going to focus on very different from data oceans and data legs and all this kind of stuff we've already structured the data we're not going to have the problem of big data the three of us started our careers without email and it was amazing productivity bump into our lives when we got email but now email is this productivity killer you talked about it in your keynote you guys did a survey is that basically forty percent of a time is spent on admin tasks and employees time I know judge doesn't manage I'll give your calculation i saw was manager with just even you know higher salaries but so how much of that can you actually reduce and what a customer is actually doing around that well it can be reduced by orders of magnitude you can't make it go away I mean people have needs but being able to make those needs fully automated very intuitive very productive it's absolutely possible right I mean 42 days a week almost half time on tasks that have nothing to do or your job is absurd I think this is almost a dirty little secret of business death we have invested in everything except our own internal workplace productivity right we're stuck in the 1980s if not the 1970s and who's going to put on that mantle write it and we're always trying to drive IT to take on that mantle because who else CEOs typically are focused about revenue right image presentation right coo CFO's those are the people that should be driving the internal productivity challenge sorry just that we just haven't made any progress there in decades and the acceleration now is a significant I start guy an email Facebook say I just finally gave my blackberry you mentioned iPhone and your kita he's still using the blackberry I was like that's actually a great scandalous blog post opportunity but are you mentioned iphone in your keynote moment of this is changing the world certainly edge of the network smartphones and we also hear from customers want to be more Apple night so what's your what were you hearing from customers and they say I don't want to be like the 80s and 90s I want to be more like Apple meaning kind of like the iPhone and the innovation that they bring what they brought to that or you guys been using uber as an example or open table as an example that's that modern vibe for the customer what are they trying to get to in an environment what's their outcome what are you hearing customers the first aspect is the series experience itself in other words what does would like to do what you want to get done essentially we're transactional platform we're not a hanging around platform like a social system we twitter has no no point no purpose it's just nice to shoot things out into the ether and help somebody sees it our systems are not like that it's about performing a unit of work something very specific about the beginning it doesn't end and there's things that happen in between the result it's very different that way uber is also a transactional app I want to hail a cab I need a ride opentable is transactional act I want a reservation there's a very specific end point to that unit of work and this is where technology can be incredibly helpful to get you there faster i use the Gulf example you know fewer strokes is better right and as people want they want have grubert a lot and I find that user experience my blowing compared to trying to call or or hail account it's cheaper and it scales incredibly well right but if wherever you are or whenever you are it seems to be there's cars around this quite impressive App Store like model the enterprise has been kicked around for a while is that service cataloging uber shows the real-time aspect of services needs you know demand in real time but in the back-end service catalog that more apples to the apple store at the back end its lights out light speed right in other words it's just like Amazon right everything is the speed of light until I got to pick something off the shelf the real world kicks in and i have to ship something the same thing same thing with fedex I mean the information processing aspect of FedEx is what makes fedex special in fact that they have planes and trucks you know it is not what your user experience focuses on yeah you got minimal exposure to that you are you're on your way to a billion dollars here shortly you've laid out a plan for four billion by the league 2020 correct with the the financial analyst a lot of people say well one of these guys going to make money you have indicated before you you're right now after scale after growth and what if you could address that um we actually were profitable are you sure I mean we were you could make a lot more money if you want to do but you're going for growth I should have clarified that question better you guys can be wildly profitable if you skip down and just reach over office we've always said and by the way you know one of the things that that our business model really focuses on is making sure that the cash equation really work so on a cash flow basis we're doing extraordinarily well because it's a subscription model you know the profitability equation is a little squishy it's more accounting them than economic which is why the focus on cash our investors focus on growth in the next thing to focus is on this cash right and after they get generally accounting representation of our at some point the law of large numbers kicks in and that's really maybe out in the business out a target model yesterday I was we put updated for the financial analyst shows you exactly where the leverage is coming from transparent supplies for peace I want to let's do a great job of that very drill into on the he said amazon amazon does a great job executing and near a great executors and certainly proven that we do successful with the company but they're constantly innovating the new product announcements debía new announcements is that the new competitive advantage scale and stickiness through rapidly iteration of new features is that this is just a one-off outlier with amazon you see no price it be more like that's one of them  you see that with Tesla they've changed the car industry there's constant updates to the cars right a changes of driving experience and that that model of rapid iteration is really the new normal you know back to the real time thing it gets really boring when you get an update every 18 months you think we don't tolerate those kind of time friends anymore and lag is not a good ending our but I you know software gotta ask you a final question I know you getting we're getting a puppy you get very busy schedule thanks to spend the time with us as well I'll see you had a your competitive sailor and following your career right outside sirs now you got a boat for the nuchal hand you mentioned data ocean data legs big big fan of data ocean I want you to share perspective from what you've learned sailing and being successful winning and sailing with how to navigate an idea this as a c-level executive or a CEO CIO or some of the trenches what lessons can sail in your experience is sailing and running service now what would you share with the folks out there as they try to look at their transitional transformation I teach transformation the others there's a lot of analogs if you will between sailing and business because it's this multi-dimensional game that we play you know in sailing it's about technology it's about how great your crew is it's I'll get your boat is it's the weather is what the competition is doing all those things you have in business so people always want to write it yourselves he's like another you know another another brutal contest township and that's that's all true it's very multi-dimensional and finding your high leverage entry point because you know it's very easy to do super business super busy and business and really not move the dial right so understanding where leverage exists what opportunities are that's really the art form I Frank great to have I know you're busy to getting them getting of the big nokia pricing the president/ceo of service now here live in Las Vegas is to Cuba railroad next guest live in three days wall-to-wall coverage here at no.15 join the conversation crowd chef net / no 15 right now