>>Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's all going? Making it super multi-Cloud is around the corner and public cloud is winning at the private cloud on premise and edge. Got a great guest here, Vascar go, D CEO of Platform nine. Just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you again. >>So Kubernetes is a blocker enabler by, with a question mark. I put on on that panel was really to discuss the role of Kubernetes. Now great conversation operations is impacted. What's thing about what you guys are doing a platform nine Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm, >>Right? Absolutely. In fact, things are moving very well and since they came to us it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run the infrastructure. The biggest blocking factor now is having a unified platform. And that's what where we come into >>Patrick, we were talking before we came on stage here about your background and we were kind of talking about the glory days in 2000, 2001 when the first ASPs application service providers came out. Kind of a SaaS vibe, but that was kind of all kind of cloud-like >>It wasn't, >>And and web services started then too. So you saw that whole growth. Now fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>In fact, you know, as we were talking offline, I was in one of those asbs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in the journey somewhere. >>Everyone is going digital transformation here. Even on a so-called downturn recession that's upcoming inflation's here. It's interesting. This is the first downturn in the history of the world where the hyperscale clouds have, have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. Nope. Because pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud >>E Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing infrastructure is not just some, you know, new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to >>Survive. I wanna get your thoughts on Super Cloud because one of the things Dave, Alan and I want to do with Super Cloud and calling at that was we, I I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like the not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, more dynamic, more real. >>I, yeah, I think the reason why we think super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud, but they're disconnected. Okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? But they're not connected. So you can say okay, it's more than one cloud. So it's you know, multi-cloud. But Supercloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch, you are looking at this as one unit. And that's where we see the, the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pane, a single platform for you to build your innovations on regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is to, as a pilots, to get the conversations flowing with with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third cloudworks in public cloud. We see the use cases on-premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that open stack. We need an orchestration and then containers had a good shot with, with Docker, they re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. What's, what's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere in the journey is going on and you know, most companies are, 70 plus percent of them have 1, 2, 3 container based, Kubernetes based applications now being rolled out. So it's very much here, it is in production at scale by many customers and it, the beauty of it is yes, open source, but the biggest gating factor is the skillset. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool and >>Just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores. There are thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency are key regulatory reasons. We also on-prem as an air gap version. >>Can you give an example on how you guys are deploying your platform to enable a super cloud experience for your customer? >>Right. So I'll give you two different examples. One is a very large networking company, public networking company. They have hundreds of products, hundreds of r and d teams that are building different different products. And if you look at few years back, each one was doing it on a different platforms but they really needed to bring the agility and they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact the customer says like, like the Maytag service person cuz we provide it as a service and it barely takes one or two people to maintain it for them. So >>It's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, whatever >>They want on their tools. They're using whatever app development tools they use, but they use our platform. >>And what benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely their speeding speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being used. >>So a big problem that's coming outta this super cloud event that we're, we're seeing and we heard it all here, ops and security teams. Cause they're kind of two part of one thing, but ops and great specifically need to catch up. Speedwise, are you delivering that value to ops and security? >>Right? So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering teams, >>So you were just two sides to that coin. You've got the dev side and then >>And the infrastructure >>Side. Okay, >>Another customer, I give you an example which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install rack in the store or they can't move everything to the cloud because the store operations have to be local. The menu changes based on it's classic edge. >>It's >>Classic edge, yeah. Right? They can't send it people to go install rack of servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that >>You say little service, like how big one like a box, like a small little >>Box, right? And all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up. Yeah, we provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage thousands >>Of them. True plugin >>Play two plugin play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the >>Location. So you guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud >>Native. Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native, is CNC foundation. And I think it's very well documented where >>Youcar, of course Detroit's >>Coming in, so, so it's already there, right? So we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloud native. Okay? You can't put to cloud, not you have to rewrite and redevelop your application and business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing lot of our customers in that journey. Now everybody wants to be cloud native, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to you use. Okay? So, so I think the complexities there, but the business benefits of agility and uniformity and customer experience are truly being done. >>And I'll give you an example, I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how Domino's actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered, they were the pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow through the application changes what the expectations >>Are >>For the customer. >>Customer, the customer's expectations change, right? Once you get used to a better customer experience, you will not, >>Thats got to wrap it up. I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super Cloud 22 is you've seen many cycles, you have in a lot of insights. I want to ask you, given your career where you've been and what you've done and now the CEO of Platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the, the big companies, you've seen the different waves. What's going on right now put into context this moment in time around Super Cloud. >>Sure. I think as you said, a lot of battles. Cars being, being at an asb, being in a realtime software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is, couple of parallels come to me. One is, think of it, which was forced to on us, like y2k, everybody around the world had to have a plan, a strategy, and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. And >>Disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it was an existence question. Yeah. I think we are at that pivotal moment now in companies trying to become digital and cloud native. You know, that is what I see >>Happening there. I think that that e-commerce is interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the game, it's just changing how you operate, >>How you think, and how you operate. See, if you think about the early days of eCommerce, just putting up a shopping cart then made you an e-commerce or e retailer or e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Nascar, thank you for coming on. Spend the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, We're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean Feer with Super Cloud 22 in the Cube. Thanks for >>Watching. Thank you. Thank you, John. >>Hello. Welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super cloud and its challenges, new opportunities around the solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

>>Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's it all going? Making it super multi-Cloud is around the corner and public cloud is winning. Got the private cloud on premise and Edge. Got a great guest here, Bacar, go deep CEO of Platform nine, just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you again. >>So Kubernetes is a blocker enabler by, with a question mark. I put on on that panel was really to discuss the role of Kubernetes. Now, great conversation operations is impacted. What's just thing about what you guys are doing at Platform nine? Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm, right? >>Absolutely. In fact, things are moving very well and since they came to us, it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run the infrastructure. The biggest blocking factor now is having a unified platform. And that's what where we come into >>Patrick, we were talking before we came on stage here about your background and we were kind of talking about the glory days in 2000, 2001 when the first ASPs application service providers came out. Kind of a SaaS vibe, but that was kind of all kind of cloudlike. >>It wasn't, >>And and web services started then too. So you saw that whole growth. Now, fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>In fact, you know, as we were talking offline, I was in one of those asbs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in their journey somewhere. >>Everyone is going digital transformation here, even on a so-called downturn recession that's upcoming inflation's here. It's interesting. This is the first downturn, the history of the world where the hyperscale clouds have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. Nope. Because the pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud. >>Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing infrastructure is not just some, you know, new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to survive. >>I wanna get your thoughts on Super Cloud because one of the things Dave Alon and I want to do with Super Cloud and calling at that was we, I I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like they're not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, more dynamic, more, more >>Real. I, yeah, I think the reason why we think super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud. But they're disconnected to, okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? So, but they're not connected. So you can say okay, it's more than one cloud. So it's you know, multi-cloud. But super cloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch, you are looking at this as one unit. And that's where we see the, the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pan, a single platform for you to build your innovations on regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is to, as a pilots, to get the conversations flowing with with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third cloudworks in public cloud. We see the use cases on-premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that OpenStack, we need an orchestration and then containers had a good shot with, with Docker, they re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. What's the, what's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere in the journey is going on and you know, most companies are, 70 plus percent of them have won two, three container based, Kubernetes based applications now being rolled out. So it's very much here, it is in production at scale by many customers and it, the beauty of it is yes, open source, but the biggest gating factor is the skill. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool and >>Just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores. There are thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency, our key regulatory reasons. We also run OnPrem as an air gap version. >>Can you give an example on how you guys are deploying your platform to enable a super cloud experience for your >>Customer? Right. So I'll give you two different examples. One is a very large networking company, public networking company. They have, I dunno, hundreds of products, hundreds of r and d teams that are building different, different products. And if you look at few years back, each one was doing it on a different platforms but they really needed to bring the agility and they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact the customer says like, like the Maytag service person cuz we provide it as a service and it barely takes one or two people to maintain it for them. >>So it's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, >>Whatever they want their tools, they're using whatever app development tools they use, but they use our platform. >>And what benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely they're speeding. Speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being >>Used. So a big problem that's coming outta this super cloud event that we're, we're seeing and we've heard it all here, ops and security teams, cuz they're kind of two part of one thing, but ops and security specifically need to catch up speed-wise. Are you delivering that value to ops and security? >>Right? So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering >>Teams, So you were just two sides of that coin. You've got the dev side and then and the infrastructure side. Okay, >>Another customer, like give an example, which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores that are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install rack in the store or they can't move everything to the cloud because the store operations have to be local. The menu changes based on it's classic edge if >>Classic >>Edge. Yeah. Right? They can't send it people to go install rack access servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that you >>Say little shares, like how big one like a box, like a small little box, >>Right? And all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up, we provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage thousands of >>Them. True plug and play >>Two, plug and play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the location. >>So you guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud >>Native. Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native is CNC foundation. And I think it's very well documented where you, well >>Tucan of course Detroit's >>Coming here, so, So it's already there, right? So we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloudnative, okay? You can't port to cloud, not you have to rewrite and redevelop your application and business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing lot of our customers in that journey. Now everybody wants to be cloud native, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to you use. Okay? So, so I think the complexity is there, but the business benefits of agility and uniformity and customer experience are truly being done. >>And I'll give you an example, I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how Domino's actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered, they were the pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow through the application changes what the expectations of are for the customer. >>Customer, the customer's expectations change, right? Once you get used to a better customer experience, you will not >>Best part. To wrap it up, I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super cloud 22 is you've seen many cycles, you have in a lot of insights. I want to ask you, given your career where you've been and what you've done and now the CEO of Platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the, the big companies, you've seen the different waves. What's going on right now Put into context this moment in time. Sure. Around Super >>Cloud. Sure. I think as you said, a lot of battles. Cars being, being in an asb, being in a real time software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is, couple of parallels come to me. One is, think of it, which was forced to on us like y2k, everybody around the world had to have a plan, a strategy and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. And >>Disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it wasn't existence. Question. Yeah, I think we are at that pivotal moment now in companies trying to become digital and cloud native and that is what I see >>Happening there. I think that that e-commerce is interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the gain, it's just changing how you operate, >>How you think and how you operate. See, if you think about the early days of e-commerce, just putting up a shopping cart then made you an e-commerce or e retailer or e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Mascar, thank you for coming on, spending the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, we're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean for with Super Cloud 22 in the Cube. Thanks for watching. >>Thank you. Thank you John. >>Hello. Welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super cloud and its challenges, new opportunities around solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

(upbeat music) >> Hey, welcome back, everyone, to Supercloud22. I'm John Furrier, host of "theCUBE." We're here all day talking about the future of cloud, where it's all going, making it super. Multicloud's around the corner, and public cloud is winning. Got the private cloud on premise and edge. Got a great guest here, Bhaskar Gorti, CEO of Platform9, just on the panel on Kubernetes, an enabler or blocker. Welcome back. Great to have you on. >> Good to see you again. >> So Kubernetes is a blocker or enabler with a question mark I put on. That panel was really to discuss the role of Kubernetes. Now, great conversation, operations it's impacted. What's interesting about what you guys are doing at Platform9 is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform9 while you were at the helm. >> Right, absolutely. In fact, things are moving very well, and since they came to us. (John chuckling) It was an insight to call ourselves a platform company eight years ago, right, so absolutely, whether you are doing it in public clouds or private clouds, you know, the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run infrastructure. The biggest blocking factor now is having a unified platform, and that's what area we come into. >> Bhaskar, we were talking before we came on stage here about your background, and we were kind of talking about the glory days of 2000, 2001, when the first ASPs, application service providers, came out, kind of a SaaS vibe, but that was kind of all, kind of cloud-like. >> It was! >> And web services started then too, so you saw that whole growth. Now fast-forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles. >> In fact, you know, as we were talking offline, you know, I was in one of those ASPs in the year 2000, where it was a novel concept of saying we are providing a software and a capability as a service, right. You sign up and start using it. I think a lot has changed since then, the tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right, so I think things are in a way the same, but also extremely different, but more importantly, now, for any company, regardless of size, to be a digital native, to become a digital company, is extremely mission-critical. It's no longer a nice to have. Everybody's in the journey somewhere. >> Everyone is going digital transformation. Here, even on a so-called downturn, recession that's upcoming, inflation's here, it's interesting. This is the first downturn in the history of the world where the hyperscaled clouds, they're been pumping on all cylinders, as an economic input, and if you look at the tech trends, GDP's down, but not tech. >> Nope. >> 'Cause the pandemic showed everyone, digital transformation is here, and more spend and more growth is coming even in tech. So this is a unique factor, which proves that that digital transformation's happening, and every company will need a supercloud. >> Everyone, every company regardless of size, regardless of location, has to become modernized in infrastructure, and modernizing infrastructure is not just some new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to survive. >> I want to get your thoughts on supercloud because one of the things Dave Vellante and I wanted to do with supercloud and calling it that was, I personally, and I know Dave as well. He can speak for himself. We didn't like multicloud, I mean, not because Amazon said, "Don't call things multicloud." It just didn't feel right. I mean, everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365, but it wasn't truly distributed. It wasn't truly decentralized. It wasn't truly cloud-enabled. It felt like they're not ready for a market yet, yet public cloud's booming. On premise, private cloud and edge is much more, you know, more dynamic, more real. >> Yeah, I think the reason why we think supercloud is a better term than multicloud, multicloud are more than one cloud, but they're disconnected, okay. You have a productivity cloud. You have a Salesforce cloud. Everyone has an internal cloud, right, but they are not connected, so you can say, "Okay, it's more than one cloud, so it's multicloud," but supercloud is where you are actually trying to look at this holistically, whether it is on prem, whether it is public, whether it's at the edge, it's at store, at the branch, you are looking at this as one unit, and that's where we see the term supercloud is more applicable because what are the qualities that you require if you're in a supercloud, right? You need choice of infrastructure, but at the same time, you need a single platform for you to build your innovations on regardless of which cloud you're doing it on, right, so I think supercloud is actually a more tightly integrated, orchestrated management philosophy, we think. >> So let's get into some of the supercloud-type trends that we've been reporting on. Again, the purpose of this event is as the pilots, get the conversations flowing with the influencers like yourselves who are running companies and building products and the builders. Amazon and Azure are doing extremely well. Google's coming up in third. Cloudworks in public cloud, we see the use cases, on premises use cases. (arm thudding) Kubernetes has been an interesting phenomenon because it's been coming from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that OpenStack. We need an orchestration, and then containers had a good shot with Docker. They repivoted the company. Now, they're all in an open source, so you got containers booming and Kubernetes as a new layer there. What's the take on that? What does that really mean? Is that a new de facto enabler? >> It is here. It's for here for sure. Every enterprise, somewhere in the journey's going on, and you know, most companies, or 70-plus percent of them, have one, two, three container-based, Kubernetes-based applications now being rolled out, so it's very much here. It is in production at scale by many customers, and the beauty of it is yes, open source, but the biggest gating factor is the skillset, and that's where we have a phenomenal engineering team, right, so it's one thing to buy a tool, and another one- >> And just to be clear, you're a managed service for Kubernetes. >> We provide a software platform for cloud acceleration as a service, and it can run anywhere. It can run on public, private. We have customers who do it in truly multicloud environments. It runs on the edge. It runs in stores. There are thousands of stores and retailer. So we provide that, and also for specific segments where data sovereignty and data residency are key regulatory reasons. We also run on prem as an air gap version. >> Can you give an example on how you guys are deploying your platform to enable a supercloud experience for your customer? >> Right. I'll give you two different examples. One is a very large networking company, public networking company. They have, I don't know, hundreds of products, hundreds of foreign lead teams that are building different products, and if you look a few years back, each one was doing it on a different platform, but they really needed to bring the agility, and they worked with us now over three years, where we are their build test dev platform where all their products are built on, right, and it has dramatically increased their agility to release new products. Number two, it actually is a light-sort operation. In fact, the customer says, like the Maytag service person, 'cause we provide it as a service, and it barely takes one or two people to maintain it for them. So it's kind of like an instant revibe, one person managing a large- >> 4,000 engineers building infrastructure. >> On their tools, whatever they want to do. >> On their tools. They're using whatever app development tools they use, but they use our platform as a service. >> And what benefits are they seeing? Are they seeing speed? >> Speed definitely. >> Okay. >> Definitely, they're seeing speed. Uniformity, because now, they're able to build. So their customers, who are using product A and product B, are seeing a similar set of tools that are being used. >> So a big problem that's coming out of this supercloud event that we're seeing, and we've heard it all here, ops and security teams 'cause they're kind of part of one team, but ops and security specifically need to catch up speed-wise. Are you delivering that value to ops and security? >> Right, so we work with ops and security teams and infrastructure teams, and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you'll have multiple teams, okay, but you need a unified platform. >> Who's your buyer? >> Our buyer is usually, you know, the product divisions of companies that are looking at, or the CTO would be a buyer for us functionally, CIO definitely. So it's somewhere in the DevOps to infrastructure, but the ideal one we are beginning to see now, many large corporations are really looking at it as a platform and saying, "We have a platform group on which any app can be developed, and it is run on any infrastructure," so the platform engineering teams- >> So you work on two sides of that coin. You've got the dev side and then? >> And the infrastructure. >> On the upside, okay. >> Another customer, and I'll give you an example, which I would say is kind of the edge or the store, so they have thousands of stores. >> Retail. >> Retail, you know, food retailer, right. They have thousands of stores around the globe, 50,000; 60,000, and they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. There are applications that were done in the '90s, and then they have very modern AI/ML applications today. They want something that will not have to send an IT person to install a rack in the store, or they can't move everything to the cloud because the store operations has to be local. They menu changes based on- >> It's the classic edge. >> It's classic edge, right. >> Yeah. >> They can't send IT people to go install racks of servers. Then they can't send software people to go install the software, and any change you want to put through that. There are truckloads, so they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that- >> You say little servers. Like how big? >> One, you know. >> Like a Netgear box? >> It's a box. >> Like small little light box. >> Yeah, it's a box. >> And all the person in the store has to do, like what you and I do at home, and we get a, you know, a router, is connect the power, connect the internet, and turn the switch on, and from there, we pick it up, we provide the operating system, everything, and then the applications are put on it, and so that dramatically brings the velocity for them. They manage thousands like that. >> True plug and play. >> True plug and play, thousands of stores. They manage it centrally. We do it for them, right, so that's another example where on the edge. Then we have some customers who have both a large private presence and one of the public clouds, okay, but they want to have the same platform layer of orchestration and management that they can use regardless of the location. >> So you guys got some success. Congratulations. Got some traction there. That's awesome. The question I want to ask you that's come up is what is truly cloud native? 'Cause there's lift and shift to the cloud. >> That's not cloud native. >> Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says, "What's cloud native? What isn't cloud native?" >> Right, look, I think, first of all, the best place to look at what is the definition, and what are the attributes and characteristics of what is truly a cloud native, a CNC foundation. I mean, I think it's very well-documented, very well- >> KubeCon, of course, in Detroit's coming out. >> So it's already there, right. So we follow that very closely, right. I think just lifting and shifting your 20-year-old application onto a data center somewhere is not cloud native, okay. You can't port to cloud native. You have to rewrite and redevelop your application and business logic using modern tools, hopefully more open source, and I think that's what cloud native is, and we are seeing a lot of our customers in that journey. Now, everybody wants to be cloud native, but it's not that easy, okay, because I think it's, first of all, skillset is very important, uniformity of tools. There's so many tools. There are thousands and thousands of tools. You could spend your time figuring out which tool to use. (John laughing) Okay, so I think the complexity's there, but the business benefits of agility and uniformity and customer experience are truly being done, and I'll give you an example. I don't know how cloud native they are, right, and they're not a customer of ours, but you order pizzas. You do, right? If you just watch the pizza industry, how Domino's actually increase their share, and mine share and wallet share was not because they were making better pizzas or not. I don't know anything about that, but the whole experience of how you order, and how you watch what's happening, how it's delivered, they were the pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >> Being agility and having that flow to the application changes what the expectations are for the customer. >> Customer, the customer's expectations change, right. Once you get used to a better customer experience, you will not. >> Bhaskar, to wrap it up, I want to just get your perspective again. One of the benefits of chatting with you here and having you a part of the Supercloud22 is you've seen many cycles. You have a lot of insights. I want to ask you, given your career, where you've been, and what you've done, and now, the CEO of Platform9, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur. You sold your company to Oracle. You've been seeing the big companies. You're seeing the different waves. What's going on right now? Put it into context, this moment in time, all right, supercloud. >> Sure. I think, as you said, a lot of battle scars. Being in an ASP, being in a realtime software company, being in large enterprise software houses in a transformation. I've been on the outside. I did the infrastructure, right, and then tried to build our own platforms. I've gone through all of this myself with a lot of lessons learned in there. I think this is an event which is happening now for companies to become cloud native and digitalized, if I were to look back and look at some parallels of the tsunami (chuckles) that's going on, couple of parallels come to me. One is, think of it which is forced on us, like Y2K. Everybody around the world had to have a plan, a strategy, and an execution for Y2K. I would say the next big thing was ecommerce. I think ecommerce has been pervasive, right, across all industries. >> And disruptive. >> And disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your ecommerce initiative, it was an existence question. I think we are at that pivotal moment now in companies trying to become digital and cloud native. That is what I see happening now. >> I think that ecommerce is interesting, and I think, just to riff with you on that, is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the game. It's just changing how you operate. >> How you think and how you operate, see, if you think about the early days of ecommerce, just putting up a shopping cart didn't make you an ecommerce or an eretailer or an ecustomer, right. So I think it's the same thing now, is I think this is a fundamental shift on how you're thinking about your business, how you would operate, how you want to service your customers. I think it requires that just lift and shift is not going to work. >> Bhaskar, thank you for coming on, spending the time to come in and share with our community and being part of Supercloud22. We really appreciate it. We're going to keep this open. We're going to keep this conversation going even after the event to open up and look at the structural changes happening now and continue to look at it in the open, in the community, and we're going to keep this going for a long, long time as we get answers to the problems that customers are looking for with cloud, cloud computing. I'm John Furrier with Supercloud22 and "theCUBE." Thanks for watching. (upbeat music)

(bright music) >> Welcome back to HPE Discover 2021. My name is Dave Vellante and you're watching theCUBE's virtual coverage of HPE's big customer event. Of course, the virtual edition and we're going to dig into transformations, the role of technology and the role of senior technology leadership. Look, let's face it, HPE has gone through a pretty dramatic transformation itself in the past few years so it makes a great example in case study and with me is Rashmi Kumar who is the senior vice president and CIO at HPE, Rashmi welcome come on inside theCUBE. >> Hi Dave nice to be here. >> Well it's been almost a year since COVID you know changed the world as we know it. How would you say the role of the CIO specifically in generally IT has changed? I mean you got digital, zero trust has gone from buzzword to mandate, digital, everybody was you know complacent about digital in many ways and now it's really accelerated, remote work, hybrid, how do you see it? >> Absolutely, as I said in the last Discover that COVID has been the biggest reason to accelerate digital transformation in the companies. I see CIO's role has changed tremendously in the last 15 months. It's no more just keep the operations running, that's become a table stake. Our roles have become not only to create digital customer experience, engage with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end of the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the COVID hit in different parts of the world at different times and how companies structured their operations to go from one region to another, a global company like HPE had to look into its supply chain differently, had to look into strategies to mitigate the risk that was created because of the supply chain disruptions, as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, but how do you create the same level of collaboration, coordination, as well as delivery of faster, good and services which is enabled by technology going forward. So CIO and IT's role has gone from giving a different level of customer experience to different level of employee experience, as well as enabling day-to-day operations of the companies. CEOs have realized that digital is the way to go forward, it does not matter what industry you are in and now CIOs have their seat at the table to define what the future of every company now which is a technology company irrespective you are in oil and gas, or mining, or a technical product, or a car or a mobility company, end of the day you have to act and behave like a technology company. >> So I want to ask you about that because you've been a CIO at a leading technology provider now for the last three years and you've had previous roles and were, you know non-technical, technology, you know, selling to IT companies and as you point out those worlds are coming together. Everybody's a technology company today. How do you think that changes the role of the CIO because it would always seem to me that there was a difference between a CIO at a tech company you know what I mean by that and a CIO at sort of every other company is, are those two worlds converging? >> Absolutely and it's interesting you pointed out that I have worked in many different industries from healthcare and pharma, to entertainment, to utilities and now at a technology company. End of the day the issues that IT deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have little bit of an advantage because just having the experience across various ecosystem even that HPE look I was fortunate at HPE because of Antonio's leadership we had top-down mandate to transform how we did business and I talked about my NextGEN IT program in last year's CUBE interview. But at the same time while we were changing our customer, partner's experience from ordering, to order processing, to supply chain, to finance, we decided this pivot of becoming as a service company. And if you think about that pivot, it's pretty common. If it was a technology company or non-technology company. At HPE we were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us. Now we are becoming an as a service or a subscription company and IT played a major role to enable that quote-to-cash experience which is very different than the traditional experience, around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term digital exhaust which results into data, which can result into better insight and you can not only upsell, cross-sell because now you have more data about your product usage, but first and foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, they are pizza sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies. Ikea which is a furniture manufacturer, across the board we have helped our customers and industries to understand how to become a more digital provider. And remember when HPE says edge to cloud platform as a service, edge is the product, the customers is what we deal with and how do we get that, help them get that data, understand how the product is behaving and then get the information to cloud for further analysis and understanding from the data that comes out of the products that they sell. >> I think you've been at HPE now I think around three years and I've been watching of course for decades, you know HPE, well HP then HPE is, I feel like it's entering now that sort of third phase of its transformation, your phase one was okay we got to figure out how to deal or operate as separate companies, okay, that took some time and then it was okay, now how do we align our resources? And you know what are the waves that we're going to ride? And how do we take our human capital, our investments and what bets do we place? And you're all in on as a service and now it's like okay, you know how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your business. What's the technology strategy to support that transformation? >> Yeah, that's a great question. So as I mentioned first, your second phase which was becoming a stand-alone company was the NextGEN IT program where we brought in S4 and 60 related ecosystem application where even in the traditional business there was a realization that we were 120 billion company, we are a 30 billion company, we need different types of technologies as well as more integrated across our product line, across the globe and we, I'm very happy to report that we are the last leg of NextGEN IT transformation. Where we have brought in new customer experience through low-touch or no-touch order processing, a very strong S4 capabilities where we are now able to run all global orders across all our hardware and services business together and I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do order management supply chain and data and analytics platforms, we also made the pivot to go to as a service. Now for as a service and subscription selling, it needs a very different quote-to-cash experience for our customers. And that's where we had bring in platforms like BRIM to do subscription billing, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data analytics platform built which now these as a service products can also use to drive better insight into our customer behavior as well as how they're using our product real time for our operations teams. >> Well they say follow the money, in theCUBE we love to say follow the data. I mean data is obviously a crucial component of competitive advantage, business value, so talk a little bit more about the role of data, I'm interested in where IT fits. You know a lot of companies they'll have a chief data officer, or a CIO, sometimes they're separate sometimes they work, you know for each other, or CDO works for CIO, how do you guys approach the whole data conversation? >> Yeah that's a great question and has been top of the mind of a lot of CEOs, CIOs, chief digital officers in many different companies. The way we have set it up here is we do have a chief data officer and we do have a head of technology and platform and data lake within IT. Look the way I see is that I call the term data torture. If they have multiple data lakes, if they have multiple data locations and the data is not coming together at one place at the first time that it comes out to the source system, we end up with data swamps and it's very difficult to drive insights, it's very difficult to have single version of truth. So HPE had two-pronged approach. First one was as part of this NextGEN IT transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity master data and product master data program. These were very, very difficult program. We are now happy to report that we can understand the customer from cold stage to servicing stage beginning to end across all our system. It's been a tough journey but it was effort well spent. At the same time while we were building this master data capability we also invested time in our analytics platform. Because we are generating so much data now globally as one footprint, how do we link our data lake to our SAP and Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making and analytics they need around product, around customer, around their usage around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data, building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment, that's when we gain those efficiencies and behind the scenes the chief data officer and the data leader within my organization work very, very closely to understand each other needs, sometimes art of the possible, where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us superior results. And I have done data analytics in many different companies, this model works. Where you have focus on insight and analytics without, because data without insight is of no value. But at the same time you need clean data, you need efficient, fast platforms to process that insight at the functional non-functional requirement that our business partners have. And that's how we have established in here and we have seen many successes recently as of now. >> I want to ask you a kind of a harder, maybe it's not a harder question it's a weird question around single version of the truth. 'Cause it's clearly a challenge for organizations and there's many applications, workloads that require that single version of the truth, the operational systems, the transaction systems, the HR, the Salesforce and clearly you have to have a single version of the truth. I feel like, however we're on the cusp of a new era where business lines see an opportunity for whatever, their own truth to work with a partner to create some kind of new data product. And it's early days in that but I wonder, maybe not the right question for HPE but I wonder if you see it with in your ecosystems where it's yes, single version of truth is sort of one class of data and analytics got to have that nailed down, data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom, they need more latitude to create. Are you seeing that? Maybe you can help me put that into context. >> That's a great question Dave and I'm glad you asked it so. I think Tom Davenport, who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality, it's all that, most of those offer the offensive use cases where you are improving companies' operations incrementally because you have very clean data, you have very good understanding of how my territories are doing, how my customers are doing, how my products are doing, how am I meeting my SLAs or how my financials are looking, there's no room for failure in that area. The other area is though which works on the same set of data. It's not a different set of data but the need is more around finding needles in the haystack to come up with new needs, new wants in customers or new business models that we go with. The way we have done it is we do take this data, take out what's not allowed for everybody to be seen and then what we call is a private space but that's this entire data available to our business leader not real time, because the need is not as real time because they are doing more, what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business units, we educate them, we tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their analytics. I think as we talk about hindsight, insight and foresight, hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >> Great thank you for that. That's an interesting discussion. You know digital transformation it's a journey and it's going to take you know many years. I know a lot of ways, not a lot of ways, 2020 was a forced march to digital you know. If you weren't a digital business you were out of business and so you really didn't have much time to plan. So now organizations are stepping back saying, okay, let's really lean into our strategy, the journey and along the way, there's going to be blind spots, there's bumps in the road, when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? >> That's a great question Dave and I'm going to take a little bit more longer-term view on this topic, right? And what's top of my mind recently is the whole topic of ESG, environmental, social and governance. Most of the companies have governance in place right? Because they are either public companies, or they're under some kind of scrutiny from different regulatory bodies or whatnot even if you're a startup you need to do things with our customers and whatnot. It has been there for companies, it continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in place. Now we'll talk about cybersecurity I think that creates a whole new challenge in that governance space, however we have the setup within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company we need to think about what are we doing from our perspective to play our part in that and not only the bigger companies, leaders at our level I would say that between last March and this year I have hired more than 400 people during pandemic which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity which is also very big objective for HPE and Antonio himself has been very active in various round tables in US at the World Economic Forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world to create innovative product and services we need to sell it to the broader cross section of populations and to be able to do that we need to bring them in our fold and enable them to create that equal consumption capabilities across different sets of people. HPE has taken many initiatives and so are many companies. I feel like the momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones as you know in the Bay Area to create better delivery methods of food or products right? But the third piece which is environmental is extremely important as well. As we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental. HPE recently published it's a Living Progress Report, we have been in the forefront of innovation to reduce carbon emissions, we help our customers through those processes. Again, if we don't, if our planet is on fire none of us will exist right? So we all have to do that every little part to be able to do better. And I'm happy to report I myself as a person solar panels, battery, electric cars, whatever I can do. But I think something more needs to happen right? Where as an individual I need to pitch in but maybe utilities will be so green in the future that I don't need to put panels on my roof which again creates a different kind of race going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have ESG top of their mind and think of product and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward and you know our customers, our investors are very interested in seeing what we are doing to be able to serve that cause for bigger cross section of companies. And I'm most of the time very happy to share with my CIO cohort around how our HPEFS capabilities creates or feeds into the circular economy, how much e-waste we have recycled or kept it off of landfills, our green lake capabilities, how it reduces the e-waste going forward, as well as our sustainability initiatives which can help other CIOs to be more carbon neutral going forward as well. >> You know that's a great answer Rashmi thank you for that 'cause I got to tell you I hear a lot of mumbo jumbo about ESG but that was a very substantive, thoughtful response that I think tech companies in particular are, have to lead and are leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber it's, obviously you know escalated in the news the last several months, it's always in the news but, you know 10 or 15 years ago there was this mentality of failure equals fire. And now we realize, hey they're going to get in, it's how you handle it. Cyber has become a board-level topic. You know years ago there was a lot of discussion, oh you can't have the SecOps team working for the CIO because that's like the fox watching the hen house that's changed. It's been a real awakening, a kind of a rude awakening so the world is now more virtual, you've got a secure physical assets. I mean any knucklehead can now become a ransomware attacker, they can buy ransomware as a service in the dark web so that's something we've never seen before. You're seeing supply chains get hacked and self-forming malware I mean it's a really scary time. So you've got these intellectual assets it's a top priority for organizations. Are you seeing a convergence of the CISO role, the CIO role, the line of business roles relative to sort of prior years in terms of driving security throughout organizations? >> Yeah this is a great question and this was a big discussion at my public board meeting a couple of days ago. It's, as I talk about many topics, if you think digital, if you think data, if you think ESG, it's no more one organization's business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where somebody has compared cyber to 9/11 type scenario that if it happens for a company that's the level of impact you feel on your operations. So, you know all models are going to change where CISO reports to CIO, at HPE we are also into product security and that's why CISO is a peer of mine who I work with very closely, who also worked with product teams where we are saving our customers from lot of pain in this space going forward and HPE itself is investing enormous amount of efforts and time in coming out of products which are secure and are not vulnerable to these types of attacks. The way I see it is CISO role has become extremely critical in every company and a big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why an IT we propagate DevSecOps, as we talk about it we are very, very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cybersecurity architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure. The training not only for individual employees around anti-phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cyber security means, what zero trust means, but at the same time doing drive-ins. We did it for business continuity and disaster recovery before, now it is time we do it for a ransomware attack and stay prepared. As you mentioned and we all say in tech community, it's always if not when. No company can take them their chest and say, "oh we are fully secure," because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic, or a earthquake, or a natural disaster and assume that it's going to happen and how as a company we will behave when something like this happens. So I'm huge believer in the framework of protect, detect, govern and respond as these things happen. So we need to have exercises within the company to ensure that everybody's aware of the part that they play day to day but at the same time when some event happen and making sure we do very periodic reviews of IT and cyber practices across the company, there is no more differentiation between IT and OT. That was 10 years ago. I remember working with different industries where OT was totally out of reach of IT and guess what happened? WannaCry and Petya and XP machines were still running your supply chains and they were not protected. So, if it's a technology it needs to be protected. That's the mindset people need to go with. Invest in education, training, awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customer's operations and we all need to be responsible and accountable to be able to provide all our product and services to our customers when something unforeseen like this happens. >> Rashmi you're very generous with your time thank you so much for coming back in theCUBE it was great to have you again. >> Thank you Dave, it was really nice chatting with you. >> And thanks for being with us for our ongoing coverage of HPE Discover '21. This is Dave Vellante you're watching the virtual CUBE, the leader in digital tech coverage we'll be right back. (bright music)

>>Welcome back to HP discover 2021 My name is Dave Volonte and you're watching the cubes, virtual coverage of H. P. S. Big customer event. Of course, the virtual edition, we're gonna dig into transformations the role of technology in the role of senior technology leadership. Look, let's face it, H P. E. Has gone through a pretty dramatic transformation itself in the past few years. So it makes a great example in case study and with me is rashmi kumari who is the senior vice president and C. I. O. At HP rashmi welcome come on inside the cube. >>Dave Nice to be here. >>Well, it's been almost a year since Covid changed the world as we know it. How would you say the role of the CEO specifically and generally it has changed. I mean you got digital Zero Trust has gone from buzzword to >>mandate >>digital. Everybody was complacent about digital in many ways and now it's really accelerated remote work hybrid. How do you see it? >>Absolutely. As I said in the last discover that Covid has been the biggest reason to accelerate digital transformation in the company's I. C. C. I O. S role has changed tremendously in the last 15 months. It's no more just keep the operations running that's become a table stick. Our roles have become not only to create digital customer experience engaged with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end off the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the Covid. Covid hit in different parts of the world at different times and how companies structured their operations to go from one region to another. A global company like H. B had to look into its supply chain differently. Had to look into strategies to mitigate the risk that was created because of the supply chain disruptions as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, But how to create the same level of collaboration coordination as well as delivery or faster uh goods and services which is enabled by technology going forward. So see I. O. And I. T. S. Role has gone from giving a different level of customer experience to a different level of employee experience as well as enabling day to day operations of the company's. Ceos have realized that digital is the way to go forward. It does not matter what industry you are in and now see a as have their seat at the table to define what the future of every company now, which is a technology company respective you are in oil and gas or mining or a technical product or a card or a mobility company. End of the day you have to act and behave like a technology company. >>So I want to ask you about that because you've you've been a Ceo and uh you know, leading technology provider now for the last three years and you've had previous roles and where you know non technical technology, you know, selling to I. T. Companies and as you point out those worlds are coming together, everybody is a technology company today. How do you think that changes the role of the C. I. O. Because it would always seem to me that there was a difference between A C. I. O. And a tech company. You know what I mean by that? And the C. I. O. It's sort of every other company is those two worlds converging. >>Absolutely. And it's interesting you pointed out that I have worked in many different industries from healthcare and pharma to entertainment to utilities. Um And now at a technology company end of the day um The issues that I. T. Deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have a little bit of an advantage because just having the experience across various ecosystem. Even at H. B. Look I was fortunate um at H. B. Because of Antonio's leadership, we have topped out mandate to transform how we did business. And I talked about my next gen IT program in last year's cube interview. But at the same time while we were changing our customer partners experience from ordering to order processing to supply chain to finance. Uh We decided this pivot of becoming as a service company. And if you think about that pivot it's pretty common if it was a technology company or non technology company at HP. We were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us now we are becoming as a service or a subscription company and I. T. Played a major role to enable that quote to cash experience. Which is very different than the traditional experience around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term. Um Digital exhaust which results into data which can result into better insight and you can not only Upsell cross l because now you have more data about your product usage, but first and the foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, there are pills a sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies I. K which is a furniture manufacturer across the board. We have helped our customers and industries to understand how to become a more digital provider. And and remember when uh hp says edge to cloud platform as a service edges the product, the customers who we deal with and how do we get that? Help them get their data to understand how the product is behaving and then get the information to cloud for further analysis. Um and understanding from the data that comes out of the products that gets up, >>I think you've been HP now think around three years and I've been watching of course for decades. Hp. Hp then HP is I feel like it's entering now the sort of third phase of its transformation, your phase one was okay, we gotta figure out how to deal or or operate as a separate companies. Okay. That took some time and then it was okay. Now how do we align our resources and you know, what are the waves that we're gonna ride? And how do we how do we take our human capital, our investments and what bets do we place and and all in on as a service. And now it's like okay how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your in your business. What's the technology strategy to support that transformation? >>Yeah that's a that's a great question. So as I mentioned first your second phase which was becoming a stand alone company was the next N. I. T. Program very broad and um S. Four and 60 related ecosystem application. We're even in the traditional business there was a realization that we were 100 20 billion company. We are 30 billion company. We need different types of technologies as well as more integrated across our product line across the globe. And um we I'm very happy to report that we are the last leg of next in I. T. Transformation where we have brought in new customer experience through low touch or not touch order pressing. A very strong as four capabilities. Where we are now able to run all global orders across all our hardware and services business together. And I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do other management, supply chain and data and analytics platforms. We also made the pivot to go to as a service now for as a service and subscription selling. It needs a very different quote to Kazakh cash experience for our customers and that's where we had to bring in um platforms like brim to do um subscription building, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data and another X platform built which now these as a service products can also use to drive better insight into our customer behavior um as well as how they're using our product a real time for our operations teams. >>Well they say follow the money in the cube. We love to say follow the day to day is obviously a crucial component of competitive advantage business value. So you talk a little bit more about the role of data. I'm interested I'm interested in where I. T. Fits uh you know a lot of companies that have a Chief data officer or Ceo sometimes they're separate. Sometimes they they work you know for each other or Cdo works for C. I. O. How do you guys approach the whole data conversation? >>Yeah that's a that's a great question and has been top of the mind of a lot of C E O C I O S. Chief digital officers in many different companies. The way we have set it up here is do we do have a chief data officer and we do have a head of uh technology and platform and data within I. T. Look. The way I see is that I call the term data torture if we have multiple data lakes, if we have multiple data locations and the data is not coming together at one place at the first time that it comes out of the source system, we end up with data swamps and it's very difficult to drive insights. It's very difficult to have a single version of truth. So HP had two pronged approach. First one was as part of this next gen i. T. Transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity Master Data and Product Master Data Program. These were very very difficult program. We are now happy to report that we can understand the customer from code stage to servicing stage beginning to end across all our system. It's been a tough journey but it was a effort well spent at the same time while we were building this message capability, we also invest the time in our analytics platform because we are generating so much data now globally as one footprint. How do we link our data link to R. S. A. P. And Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time, we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making an analytics they need around product, around customer, around their usage, around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment. That's when we gain those efficiencies and behind the scenes, the chief data officer and the data leader within my organization worked very, very closely to understand each other needs sometimes out of the possible where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us give us superior results. And I have done data analytics in many different companies. This model works where you have focused on insight and analytics without because data without insight is of no value, but at the same time you need clean data. You need efficient, fast platforms to process that insight at the functional nonfunctional requirements that are business partners have and that's how we have established in here and we have seen many successes recently. As of now, >>I want to ask you a kind of a harder maybe it's not harder question. It's a weird question around single version of the truth because it's clearly a challenge for organizations and there's many applications workloads that require that single version of the truth. The operational systems, the transaction systems, the HR the salesforce. Clearly you have to have a single version of the truth. I feel like however we're on the cusp of a new era where business lines see an opportunity for whatever their own truth to work with a partner to create some kind of new data product. And it's early days in that. But I want to and maybe not the right question for HP. But I wonder if you see it with in your ecosystems where where it's it's yes, single version of truth is sort of one class of data and analytics gotta have that nail down data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom. They need more latitude to create. Are you seeing that? And maybe you can help me put that into context. >>Uh, that's a great question. David. I'm glad you asked it. So I think tom Davenport who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality. It's all that most of those offer the offensive use cases where you are improving company's operations incrementally because you have very clean that I have very good understanding of how my territories are doing, how my customers are doing how my products are doing. How am I meeting my sls or how my financials are looking? There's no room for failure in that area. The other area is though, which works on the same set of data. It's not a different set of data, but the need is more around finding needles in the haystack to come up with new needs, new ones and customers or new business models that we go with. The way we have done it is we do take this data take out what's not allowed for everybody to be seen and then what we call is a private space. But that's this entire data available to our business leader, not real time because the need is not as real time because they're doing more what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business in its we educate them. We tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their with their analytics. I think as we talk about hindsight insight and foresight hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >>Thank you for that. That's interesting discussion. You know digital transformation. It's a journey and it's going to take many years. A lot of ways, not a lot of ways 2020 was a forced March to digital. If you weren't a digital business, you were out of business and you really didn't have much time to plan. So now organizations are stepping back saying, okay let's really lean into our strategy the journey and along the way there's gonna be blind spots, there's bumps in the road when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? That's a great question. >>Dave and I'm going to take a little bit more longer term view on this topic. Right in what's top of my mind um recently is the whole topic of E. S. G. Environmental, social and governance. Most of the companies have governance in place, right? Because they are either public companies or they're under some kind of uh scrutiny from different regulatory bodies or what not. Even if you're a startup, you need to do things with our customers and what not. It has been there for companies. It continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in in in place. Now we'll talk about cyber security. I think that creates a whole new challenge in that governance space. However, we have the set up within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company, we need to think about what are we doing from our perspective to play our part in that. And not only the bigger companies leaders at our level, I would say that Between last March and this year, I have hired more than 400 people during pandemic, which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity, which is also very big objective for h P E. And Antonio himself has been very active in various round tables in us at the world Economic forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world too, create innovative products and services, we need to sell it to the broader cross section of populations and to be able to do that, we need to bring them in our fold and enable them to create that um, equal consumption capabilities across different sets of people. Hp has taken many initiatives and so are many companies. I feel like uh, The momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones, as you know, in the bay area to create better delivery methods of food or products. Right. The third piece, which is environmental, is extremely important as well as we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental HP recently published its living Progress report. We have been in the forefront of innovation to reduce carbon emissions, we help our customers, um, through those processes. Again, if we do, if our planet is on fire, none of us will exist, right. So we all have to do that every little part to be able to do better. And I'm happy to report, I myself as a person, solar panels, battery electric cars, whatever I can do, but I think something more needs to happen right where as an individual I need to pitch in, but maybe utilities will be so green in the future that I don't need to put panels on my roof, which again creates a different kind of uh waste going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have E. S. G. Top of their mind and think of products and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward. And, you know, our customers are investors are very interested in seeing what we are doing to be able to serve that cause uh for for bigger cross section of companies, and I'm most of the time very happy to share with my C I. O cohort around how are H. P E F s capabilities creates or feeds into the circular economy, how much e waste we have recycled or kept it off of landfills are green capabilities, How it reduces the evils going forward as well as our sustainability initiatives, which can help other, see IOS to be more um carbon neutral going forward as well. >>You know, that's a great answer, rashmi, thank you for that because I gotta tell you hear a lot of mumbo jumbo about E S G. But that was a very substantive, thoughtful response that I think, I think tech companies in particular are have to lead in our leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber. It's obviously, you know, escalated in, in the news the last several months. It's always in the news, but You know, 10 or 15 years ago there was this mentality of failure equals fire. Now we realize, hey, they're gonna get in, it's how you handle it. Cyber has become a board level topic, you know? Years ago there was a lot of discussion, oh, you can't have the sec ops team working for the C. I. O. Because that's like the Fox watching the Henhouse, that's changed. Uh it's been a real awakening, a kind of a rude awakening. So the world is now more virtual, you've gotta secure physical uh assets. I mean, any knucklehead can now become a ransomware attack, er they can, they can, they can buy ransomware as a services in the dark, dark web. So that's something we've never seen before. You're seeing supply chains get hacked and self forming malware. I mean, it's a really scary time. So you've got these intellectual assets, it's a top priority for organizations. Are you seeing a convergence of the sea? So roll the C. I. O. Roll the line of business roles relative to sort of prior years in terms of driving security throughout organizations. >>This is a great question. And this was a big discussion at my public board meeting a couple of days ago. It's as as I talk about many topics, if you think digital, if you think data, if you think is you, it's no more one organizations, business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where Somebody has compared cyber to 9-11-type scenario that if it happens for a company, that's the level of impact you feel on your on your operations. So, you know, all models are going to change where C so reports to see IO at H P E. We are also into products or security and that's why I see. So is a peer of mine who I worked with very closely who also worked with product teams where we are saving our customers from a lot of pain in this space going forward. And H. B. E. Itself is investing enormous amount of efforts in time in coming out of products which are which are secured and are not vulnerable to these types of attacks. The way I see it is see So role has become extremely critical in every company and the big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why in I. T. V. Propagate def sec ups. Um As we talk about it, we are very very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cyber security architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure The training, not only for individual employees around anti phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cybersecurity means, what zero trust means, but at the same time doing drive ins, we did it for business continuity and disaster recovery. Before now at this time we do it for a ransomware attack and stay prepared as you mentioned. And we all say in tech community, it's always if not when no company can them their chest and say, oh, we are fully secured because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic or earthquake or a natural disaster. And assume that it's going to happen and how as a company we will behave when when something like this happen. So I'm here's believer in the framework of uh protect, detect, govern and respond um as these things happen. So we need to have exercises within the company to ensure that everybody is aware of the part that they play day today but at the same time when some event happen and making sure we do very periodic reviews of I. T. And cyber practices across the company. There is no more differentiation between I. T. And O. T. That was 10 years ago. I remember working with different industries where OT was totally out of reach of I. T. And guess what happened? Wanna cry and Petra and XP machines were still running your supply chains and they were not protected. So if it's a technology it needs to be protected. That's the mindset. People need to go with invest in education, training, um awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customers operations and we all need to be responsible and accountable to be able to provide all our products and services to our customers when something unforeseen like this happens, >>Russian, very generous with your time. Thank you so much for coming back in the CUBA is great to have you again. >>Thank you. Dave was really nice chatting with you. Thanks >>for being with us for our ongoing coverage of HP discover 21 This is Dave Volonte, you're watching the virtual cube, the leader in digital tech coverage. Be right back. >>Mm hmm, mm.

>> Well, quick introductions for everybody kind of out there watching in the Data Summit. I'm Ali Tierney. I am the GVP. I run EMEA Sales for Snowflake, and I'm joined today with Michael Gillespie. Quick, just to introduce himself, what he does, and the DPE come structure as it goes. Go ahead, Micheal. >> Thanks, Ali. So as you said, I'm CDTO at Domino's Pizza Enterprises. So the company that I work for, we have the franchise rights and run Australia and New Zealand, France, Belgium, Netherlands, Germany, Japan, Luxembourg, and Denmark. And that's obviously Domino's Pizza for those markets. I look after four different verticals within the business. IT for the group, Strategy and Insights where our BI team resides and has a lot to do with Snowflake. Our Store Innovations Team, our Store Innovation Operations team which look at everything from robotics in store, how to use data better in store to be working at optimum level, and our digital team which is where I started in, actually, 13 years ago. And they're guiding our digital platform at a global level and how we localize it with the local marketing teams. >> Brilliant, I'm American and I grew up with Domino's Pizza, so help me understand, kind of, from a high structure. You've been there 13 years. My growing up experience was picking up a phone and pushing buttons and calling Domino's, and clearly a ton of modernization has come in the last 20 years, and you've been with the company for 13. What have you seen as you've grown into the DPE digital kind of space and you're driving that market? How are you guys using data? What have you seen happen over the last 13 years? >> Domino is itself, or at least DPE as well, has always been a data-driven business. What we've seen, though, as we've become more of a business that utilizes digital and technology to enhance, whether the customer experience or our store operations or our enterprise team. Is the availability of data to make decisions or to actually find insights. And if I look back, I've been lucky to go on a journey of 13 years with DPE. The power of analytics and data was apparent in a digital space. And it gave us a level of insight over a purchase that we never had before. So a great example of our first use of real data in a customer experience outside callbacks people are late, where we could give real-time feedback to a customer around their progression of their order through something called Pizza Tracker, which is shared across all and used across most Domino's in the world. And they're most common for most purchasing processes. Since then, we've gone from, I could count, very easily in between this call, how many orders would make in a day online, to now over 70% of our businesses online. We have a huge amount of data coming in from different, different areas of business. And now the challenge for myself and my team is how do we make this data readily available? To the local marketing teams, local operations teams. To really get better insights on the local market. So we've just gone from having a small pool of data to a tremendous quantum of data. >> So as you look to kind of localize your markets, right? I think you just mentioned seven or eight different markets that you're in. And I would assume then you have some data sharing that goes on within DPE, right? So Belgium wants something that's different than the Netherlands that was different than Japan, right? So how are you right now democratizing that data and giving it to your customers so that your end users can see how to use that, right? In local marketing in local, kind of, business uses. >> Correct. So, we have, we have nine markets now within DPE and all those markets, every market has unique needs and wants and challenges that they're trying to solve for. So our goal is to really try to simplify the access. And that's what we talk about democratizing data. We have a series of reports so we can build customized reports so that we don't have to do as many ad hoc requests. Then when giving those dashboards having the ability to customize and benchmark where you need to. And then when it comes down to a unique customer experience that's obviously going to be a localized marketing on them because different customers bought certain, certain volumes of pizza or sides and different market that's different. So we need to make the tools that each of them and or allow our marketing teams around the world to get access to the data that they can really help them make the most informed decisions to support their franchisees and stores. >> How much of your technology has moved in general to the cloud? And then secondarily to that question, as you've moved there, and I assume significant multi-clouds because you've got so many different regions and locations, how are using Snowflake to help move data into the cloud? >> I would say from a cloud perspective we're well advanced in being clouded for a majority of our platforms or at least moving in that direction. And we're being cloud friendly economic solution and some of that data solutions for quite a while. We still have some on-premise data, like most companies, and we're in the process of migrating. And we have to be aware that we operate within markets like Europe, where GDPR is there. And we have to, we have to be well across requirements from that ability that perspective. But regardless of GDPR or not with any form of customer data or employee data or any personal data we have, we know it's a privilege to hold. So anytime we are working with data we always want to make sure that we're storing it and accessing it in the most secure way. And then beyond that, we want to make sure that, as I talked about, we want to democratize data and make it more accessible. So, you know, I'm really looking forward to seeing as we build out and continue to build out our data strategy, how we continue to work with the likes of Snowflake to just bring faster and more insightful, you know, visibility into each particular market and at a global level as well. So that our global leaders can understand how the business is performing but also get micro where they need to. >> How, as you go through your cloud journey and then and with Snowflake specifically, how did you guys look to governance and how did you look to ensure your security around data? >> Yeah. So know for us, it's all about making sure we've got the right governance and controls and processes. So working with our security team, working with the right architects on data flow and processes, working with our legal team and representatives in each market and that's vital. You know, having policies and governance around any form of activity whether it be data or around changes on the website or changes even in any operational processes is important. So. >> Yeah >> And the greatest thing is if he can, you know, through, if you're making dashboards that are unquantifiable non-personal data, you know that's a lot easier to manage, as well. Because that's giving you a representation of groups not actually down to the particular customer. >> That makes perfect sense. How have you found migrating to Snowflake? Talk through that journey a little bit and I know you're relatively early in the journeys but talk at your experience has its been so far. >> You know, the BI team, my BI team and Strategy and Insights Team have definitely been huge fans of Snowflake and the support from the team there and and the partners we're using for integration. You know, one thing that I know that, that excites me from a strategic level, it's Snowflake's ability to be cloud agnostic and for us everything we build in the future we have chosen partners that we work with in the cloud space. We shouldn't be, we should always be having that ability to be flexible or we're always going to have some fragmented data sets and the ability to utilize a solution that can stretch out into those is very important. So you know, from a strategic level that's a great level of flexibility and from a micro level, and to look at how the team operate when they're coming with stories around greater efficiency, greater flexibility, reduced processing time, reduce, reduce time, reduction in costs and certain activities. That's a great story to be told. That's what I like about this story is that they were all wins. You know, I'm getting from the team that I can run more intensive workloads now. You know, that they can they can do more immediate action. You know, they are cutting down time, as I said, something down from hours to minutes down getting some early results and that's so important. >> So, tell me what kind of business insights you're delivering back to your stakeholders when you get through this process? The quick wins. >> Yeah, well I guess it's just us being able to get reports out faster. Get information out faster, Get access to any acts, build, build bespoke things quicker. It's all about Domino's as a business that's quite an entrepreneurial fast moving. So if you can find efficiencies that, like any business, that's, that's the point. But if we can find efficiencies within our team what it means is we've got a quantum of work the team can do or a service can do, or a bucket of costs can do. If we can reduce that quantum of whether it be cost or time and human effort, that means we can output more. One thing that we're also looking at is we talked about democratizing data earlier, but how can we empower, empower teams to get insights faster? Or to go, I always think there should be no one key holder. There should be key holders of obviously the security of the data and the, and the safety and the and the rules around it. But, in regards to broad insight data or in visibility of results, we should be trying to make that as accessible as possible so that teams can find the reading sites. You've got then thousands or hundreds of people that are looking. Whether it be franchisees at store or team members that had offices in different departments. If they can get greater visibility at a top level data and drill in micro and performance, imagine the insights you continue to do or if you can get reports in their hands faster. Time in a fast moving business a day or two of lost opportunity is huge. So how do you get to make those decisions faster? And how do you stay ahead of your game? >> So as you think of data cloud and as you think of how you're going to build out a DPE specific data cloud, where do you see that going? How, where do you get where's your nirvana and end goal from your data club? >> How do we make better use of that data? So, how do we win? We know that our data repositories are only going to continue to grow. You know, we're a business that was growing at a relatively strong rate. If you look at our previous results, we have a multitude of countries. We have 2,600 stores around the world pumping out pieces every night. And that's creating different forms of data. We have 70% of our customers online. When you're capturing a continuous amount of data. One thing that we want to do is not only manage it efficiently We know that capturing data is a privilege as well, so that we're capturing the right data. And then when you're capturing the right data we still know that the quantum of that will increase. So then how we are storing it and making sure that as we add more data to our repositories we are not actually making its harder to access or it's slower to access. So it's bringing down our reports that we're continuing to optimize and what we're seeing and I touched on when you're bringing time down from hours to minutes with a tool. We're doing that. We're bringing down those solutions. So being able to manage the increasing volume of data we're getting in a more efficient way. Being able to democratize the access of it in a safe, secure, but insightful way. But, you know, having the backing of a service like Snowflake in the background, supporting access and functioning about data. Hopefully, this just means that it will give us more ability to be nimble and do more in the future. >> As you've broken down data silos with using Snowflake and started to democratize data and put it all in one spot your ML becomes richer and more able to make better decisions because you got it all out of silos at this point. >> Yeah.We've got a better floral collection about data. And we can make those data repositories more accessible or no more efficient in accessing them. It's only going to enrich our models and it's going to challenge us. I can challenge and the business can challenge the strategy and insights and BI team to look at a multitude of ways as part of supporting the business. Because they've always got a backlog of reports or solutions they want to deliver. So, we had started a journey of being a data driven company. We have started the journey of a digital company many, many years ago. >> So as we leave today Michael and we wrap up. Last question I have for you is, as you know, everybody's coming and saying do the next bread is coolest next thing. What would you recommend the users of our conference? What would you say? Like how would you, how would you say to go to market and do it the right way? >> Yeah. Let's say the main thing is for those people to reflect upon their own business and understand the challenges at hand. it's very easy to be asked, why aren't we doing AI? Why aren't we doing machine learning? Why aren't we? But those are just solutions. You should be trying to take time to say okay, but what are some of that challenges? And then can we apply those technologies to it? or could a rudimentary approach, approach of just a simple report or a very basic algorithm solve for that. But if you could take your system to the next level with ML, don't do it for ML's sake or if you could take it with a complex data extract. Make sure you've got an angle inside of what you want to deliver. And then know, once you go down the path of anything more complicated, especially with things like machine learning, that it's a never-ending story. And you're probably not going to get the result you like in the first couple of weeks or month because that's what it is. It's a learning solution. It's a ever evolving beast and you can't just throw it out there and say, "Oh, everyone will be happy." So make sure you've got a fair commitment to getting into that game. And that you've got an envision in hand, and that envision will, I can tell you, usually move once you achieve it. Because you're only going to unlock more realities or more alternative solutions that'll grow from it. >> Absolutely. >> So be strong and want the challenges. >> I love that, and it's how we like to think about the data cloud in general, right? Is we are delivering to the business. At the end of the day, data is useless if you're not giving insights and ability for your business to make decisions and move forward. So I completely agree and I really appreciate the time you took today to sit down with me and educate me on Domino's and educate the world on how you're using data to make better decisions in the business. Thanks, Michael. >> Thanks for your time.

from around the globe it's thecube covering space and cyber security symposium 2020 hosted by cal poly hello everyone welcome to the space and cyber security symposium 2020 hosted by cal poly where the intersection of space and security are coming together i'm john furrier your host with thecube here in california i want to welcome our featured guest lieutenant general john f thompson with the united states space force approach to cyber security that's the topic of this session and of course he's the commander of the space and missile system center in los angeles air force base also heading up space force general thank you for coming on really appreciate you kicking this off welcome to the symposium hey so uh thank you very much john for that very kind introduction also uh very much thank you to cal poly uh for this opportunity to speak to this audience today also a special shout out to one of the organizers uh dustin brun for all of his work uh helping uh get us uh to this point uh ladies and gentlemen as uh as uh john mentioned uh i'm jt thompson uh i lead the 6 000 men and women of the united states space forces space and missile system center which is headquartered here at los angeles air force base in el segundo if you're not quite sure where that's at it's about a mile and a half from lax this is our main operating location but we do have a number of other operating locations around the country with about 500 people at kirtland air force base in albuquerque new mexico uh and about another 500 people on the front range of the rockies uh between colorado springs and uh and denver plus a smattering of other much smaller operating locations nationwide uh we're responsible for uh acquiring developing and sustaining the united states space force's critical space assets that includes the satellites in the space layer and also on the ground layer our ground segments to operate those satellites and we also are in charge of procuring launch services for the u.s space force and a number of our critical mission partners across the uh department of defense and the intelligence community um just as a couple of examples of some of the things we do if you're unfamiliar with our work we developed and currently sustained the 31 satellite gps constellation that satellite constellation while originally intended to help with global navigation those gps signals have provided trillions of dollars in unanticipated value to the global economy uh over the past three decades i mean gps is everywhere i think everybody realizes that agriculture banking the stock market the airline industry uh separate and distinct navigation systems it's really pervasive across both the capabilities for our department of defense and capabilities for our economy and and individuals billions of individuals across our country and the planet some of the other work we do for instance in the communications sector uh secure communications satellites that we design and build that link america's sons and daughters serving in the military around the world and really enable real-time support and comms for our deployed forces and those of our allies we also acquire uh infrared missile warning satellites uh that monitor the planet for missile launches and provide advanced warning uh to the u.s homeland and to our allies uh in case some of those missile launches are uh nefarious um on a note that's probably a lot closer to home maybe a lot closer to home than many of us want to think about here in the state of california in 2018 smc jumped through a bunch of red tape and bureaucracy uh to partner with the u.s forest service during the two of the largest wildfires in the state's history the camp and woolsey fires in northern california as those fires spread out of control we created processes on the fly to share data from our missile warning satellites those are satellites that are systems that are purpose built to see heat sources from thousands of miles above the planet and we collaborated with the us forest service so that firefighters on the ground uh could track those fires more in real time and better forecast fires and where they were spreading thereby saving lives and and property by identifying hot spots and flare-ups for firefighters that data that we were able to working with our contractors pass to the u.s forest service and authorities here in california was passed in less than an hour as it was collected to get it into the hands of the emergency responders the first responders as quickly as possible and doing that in an hour greatly surpassed what was available from some of the other assets in the airborne and ground-based fire spotters it was really instrumental in fighting those fires and stopping their spread we've continued uh that involvement in recent years using multiple systems to support firefighters across the western u.s this fall as they battled numerous wildfires that unfortunately continue working together with the u.s forest service and with other partners uh we like to make uh we like to think that we made a difference here but there's still a lot more work to go and i think that we should always be asking ourselves uh what else can space data be used for and how can we more rapidly get that space data to uh stakeholders so that they can use it for for purposes of good if you will how else can we protect our nation how else can we protect our friends and allies um i think a major component of the of the discussion that we will have throughout this conference is that the space landscape has changed rapidly and continues to change rapidly um just over the past few years uh john and i were talking before we went live here and 80 nations now have uh space programs 80 nearly 80 space faring nations on the planet um if you just look at one mission area that uh the department of defense is interested in and that's small launch there are currently over a hundred different small launch companies uh within the u.s industrial base vying for commercial dod and civil uh payload capabilities uh mostly to low earth orbit it's it's just truly a remarkable time if you factor in those things like artificial intelligence and machine learning um where we're revolutionary revolutionizing really uh the ways that we generate process and use data i mean it's really remarkable in 2016 so if you think about this four years ago uh nasa estimated that there were 28 terabytes of information transiting their space network each day and that was four years ago um uh obviously we've got a lot of desire to work with a lot of the people in the audience of this congress or in this conference uh we need to work with big thinkers like many of you to answer questions on how best we apply data analytics to extract value and meaning from that data we need new generations of thinkers to help apply cutting edge edge theories of data mining cyber behaviorism and internet of things 2.0 it's just truly a remarkable time uh to be in the space business and the cyber aspects of the states of the space business are truly truly daunting and important to uh to all of us um integrating cyber security into our space systems both commercial and government is a mandate um it's no longer just a nice to have as the us space force and department of the air force leadership has said many times over the past couple of years space is becoming congested and contested and that contested aspect means that we've got to focus on cyber security uh in the same way that the banking industry and cyber commerce focus on uh cyber security day in and day out the value of the data and services provided is really directly tied to the integrity and availability of that data and services from the space layer from the ground control segments associated with it and this value is not just military it's also economic and it's not just american it's also a value for the entire world particularly particularly our allies as we all depend upon space and space systems your neighbors and friends here in california that are employed at the space and missile system center uh work with network defenders we work with our commercial contractors and our systems developers um our international allies and partners to try and build as secure and resilient systems as we can from the ground up that keep the global commons of space free and open for exploration and for commerce um as john and i were talking earlier before we came online there's an aspect of cyber security for space systems especially for some of our legacy systems that's more how do we bolt this on because we fielded those space systems a number of years ago and the the challenges of cyber security in the space domain have grown so we have a part that we have to worry about bolting it on but then we have to worry about building it in as we as we field new systems and build in a flexibility that that realizes that the cyber threat or the cyber security landscape will evolve over time it's not just going to be stagnant there will always be new vulnerabilities and new threat vectors that we always have to look at look uh as secretary barrett who is our secretary of the air force likes to say most americans use space before they have their first cup of coffee in the morning the american way of life really depends on space and as part of the united states space force we work with defense leaders our congress joint and international military teammates and industry to ensure american leadership in space i really thank you for this opportunity to address the audience today john and thanks so much to cal poly for letting me be one of the speakers at this event i really look forward to this for uh several months and so with that i look forward to your questions as we kind of move along here general thank you very much for the awesome uh introductory statement uh for the folks watching on the stream brigadier general carthan is going to be in the chat answering any questions feel free to chat away he's the vice commander of space and missile systems center he'll be available um a couple comments from your keynote before i get to my questions because it just jumped in my head you mentioned the benefits of say space but the fires in california we're living that here that's really real time that's a benefit you also mentioned the ability for more people launching payloads into space and i only imagine moore's law smaller faster cheaper applies to rockets too so i'm imagining you have the benefits of space and you have now more potential objects flying out sanctioned and maybe unsanctioned so you know is it going to be more rules around that i mean this is an interesting question because it's exciting space force but for all the good there is potentially bad out there yeah so i i john i think the uh i think the basics of your question is as space becomes more congested and contested is there a need for more international norms of how satellites fly in space what kind of basic features satellites have to perhaps deorbit themselves what kind of basic protections does do all satellites should all satellites be afforded as part of a peaceful global commons of space i think those are all fantastic questions and i know that u.s and many uh allied policy makers are looking very very hard at those kinds of questions in terms of what are the norms of behavior and how we uh you know how how we field and field is the military term but you know how we uh populate uh using civil or uh commercial terms uh that space layer at different altitudes uh low earth orbit mid mid-earth orbit geosynchronous earth orbit different kinds of orbits uh what the kind of mission areas we accomplish from space that's all things that need to be definitely taken into account as uh as the place gets a little bit not a little bit as the place gets increasingly more popular day in and day out well i'm super excited for space force i know that a new generation of young folks are really interested in it's an emerging changing great space the focus here at this conference is space and cyber security intersection i'd like to get your thoughts on the approach that space force is taking to cyber security and how it impacts our national goals here in the united states yeah yeah so that's a that's a great question john let me let me talk about in two uh two basic ways but number one is and and i know um some people in the audience this might make them a little bit uncomfortable but i have to talk about the threat right um and then relative to that threat i really have to talk about the importance of uh of cyber and specifically cyber security as it relates to that threat um the threats that we face um really represent a new era of warfare and that new era of warfare involves both space and cyber uh we've seen a lot of action in recent months uh from certain countries notably china and russia uh that have threatened what i referred to earlier as the peaceful global commons of space for example uh it through many unclassified sources and media sources everybody should understand that um uh the russians have been testing on orbit uh anti-satellite capabilities it's been very clear if you were following just the week before last the department of defense released its uh 2020 military and security developments involving the people's republic of china um uh and uh it was very clear that china is developing asats electronic jammers directed energy weapons and most relevant to today's discussion offensive cyber uh capabilities there are kinetic threats uh that are very very easy to see but a cyber attack against a critical uh command and control site or against a particular spacecraft could be just as devastating to the system and our war fighters in the case of gps and important to note that that gps system also impacts many civilians who are dependent upon those systems from a first response perspective and emergency services a cyber attack against a ground control site could cause operators to lose control of a spacecraft or an attacker could feed spoofed data to a system to mislead operators so that they send emergency services personnel to the to the wrong address right attacks on spacecraft on orbit whether directly via a network of intrusion or enabled through malware introduced during the systems production uh while we're building the satellite can [ __ ] or corrupt the data denial of service type attacks on our global networks obviously would disrupt our data flow and interfere with ongoing operations and satellite control i mean if gps went down i you know i hesitate to say it this way because we might elicit some screams from the audience but if gps went down a starbucks wouldn't be able to handle your mobile order uber drivers wouldn't be able to find you and domino's certainly certainly wouldn't be able to get there in 30 minutes or less right so with a little bit of tongue-in-cheek there from a military operations perspective it's dead serious um uh we have become accustomed in the commercial world to threats like lance ransomware and malware and those things have unfortunately become commonplace in commercial terrestrial networks and computer systems however what we're seeing is that our adversaries with the increased competition in space these same techniques are being retooled if you will to use against our national security space systems uh day in and day out um as i said during my opening remarks on the importance of cyber the value of these systems is directly tied to their integrity if commanders in the field uh firefighters in california or baristas in in starbucks can't trust the data they see they're receiving then that really harms their decision-making capabilities one of the big trends we've recently seen is the mood move towards proliferated leo uh uh constellations obviously uh spacex's uh starlink uh on the commercial side and on the military side the work that darpa and my organization smc are doing on blackjack and casino as well as some space transport layer constellation work that the space development agency is designing are all really really important types of mesh network systems that will revolutionize how we plan and field warfighting systems and commercial communications and internet providing systems but they're also heavily reliant on cyber security uh we've got to make sure that they are secured to avoid an accident or international damage uh loss of control of these constellations really could be catastrophic from both a mission perspective or from uh you know satellites tumbling out of low earth orbit perspective another trend is introductions in artificial intelligence and machine learning on board spacecraft or at the edge our satellites are really not so much hardware systems with a little software anymore in the commercial sector and in the defense sector they're basically flying boxes full of software right and we need to ensure the data that we're getting out of those flying boxes full of software are helping us base our decisions on accurate data and algorithms govern governing the right actions and that those uh that those systems are impervious to the extent possible uh to nefarious uh modifications so in summation a cyber security is vital element of everything in our national security space goals and i would argue for our national uh goals uh writ large including uh economic and information uh uh dimensions uh the space force leadership at all levels uh from uh some of the brand new second lieutenants that general raymond uh swore into the space force this morning uh ceremonially from the uh air force association's air space and cyberspace conference uh to the various highest levels general raymond uh general d t thompson myself and a number of other senior leaders in this enterprise we've got to make sure that we're all working together to keep cyber security at the forefront of our space systems because it they absolutely depend on it you know you mentioned uh hardware software threats opportunities challenges i want to ask you because you you got me thinking of the minute there around infrastructure i mean we've heard critical infrastructure you know grids here on on earth you're talking about critical infrastructure a redefinition of what critical infrastructure is an extension of what we have so i'd love to get your thoughts about space force's view of that critical infrastructure vis-a-vis the threat vectors because you know the term threat vectors has been kicked around in the cyber space oh yeah threat vectors they're always increasing the surface area well if the surface area is from space it's an unlimited surface area so you got different vectors so you got new critical infrastructure developing real time really fast and you got an expanded threat vector landscape putting that in perspective for the folks that aren't really inside the ropes on these critical issues how would you explain this and how would you talk about those two things well so i tell you um i just like um uh just like uh i'm sure people in the security side or the cyber security side of the business in the banking industry feel they feel like it's uh all possible threat vectors represent a dramatic and protect potentially existential threat to all of the dollars that they have in the banking system to the financial sector on the department of defense side we've got to have sort of the same mindset um that threat vector from to and through space against critical space systems ground segments the launch enterprise or transportation uh to orbit and the various different uh domains within uh within space itself like i mentioned before uh leo mio and geo-based satellites with different orbits all of the different mission areas that are accomplished from space that i mentioned earlier some that i didn't mention like weather tactical or wide band communications uh various new features of space control all of those are things that we have to worry about from a cyber security uh threat perspective and it's a it's a daunting challenge right now right yeah it's awesome and one of the things we've been following on the hardware side here in the on the ground is the supply chain we've seen you know malware being you know really put into really obscure hardware who manufactures it as being outsourced obviously government has restrictions but with the private sector uh you mentioned china and and the us kind of working together across these these peaceful areas but you got to look at the supply chain how does the supply chain the security aspect impact the mission of the u.s space force yeah yeah so so um how about another um just in terms of an example another kind of california-based historical example right um the very first u.s satellite uh explorer one was built by uh the jet propulsion uh laboratory folks uh not far from here in el segundo up in uh up in pasadena um that satellite when it was first built in the late 50s uh weighed a little bit over 30 pounds and i'm sure that each and every part was custom made and definitely made by u.s companies fast forward to today the global supply chain is so tightly coupled and frankly many industries are so specialized almost specialized regionally around the planet we focus every day to guarantee the integrity of every component that we put in our space systems is absolutely critical to the operations of those satellites and we're dependent upon them but it becomes more difficult and more difficult to understand the the heritage if you will of some of the parts that are used the thousands of parts that are used in some of our satellites that are literally school bus sized right the space industry especially uh national security space sector um uh is relatively small compared to other commercial industries and we're moving to towards using more and more parts uh from non-us companies uh cyber security and cyber awareness have to be baked in from the beginning if we're going to be using parts that maybe we don't necessarily um understand 100 percent like an explorer one uh the the lineage of that particular part the environmental difficulties in space are well known the radiation environment the temperature extremes the vacuum those require specialized component and the us military is not the only uh customer in that space in fact we're definitely not the dominant customer uh in space anymore all those factors require us along with our other government partners and many different commercial space organizations to keep a very close eye on our supply chains from a quality perspective a security perspective and availability um there's open source reporting on supply training intrusions from um many different breaches of commercial retailers to the infectious spread of uh you know compromised patches if you will and our adversaries are aware of these techniques as i mentioned earlier with other forms of attack considering our supply chains and development networks really becomes fair game for our adversaries so we have to uh take that threat seriously um between the government and industry sectors here in the u.s we're also working with our industry partners to enact stronger defenses and assess our own vulnerabilities last fall we completed an extensive review of all of our major contracts here at space and missile system center to determine the levels of cyber security requirements we've implemented across our portfolio and it sounds really kind of you know businessy geeky if you will you know hey we looked at our contracts to make sure that we had the right clauses in our contracts to address cyber security as dynamically as we possibly could and so we found ourselves having to add new language to our contracts to require system developers to implement some more advanced uh protective measures in this evolving cyber security environment so that data handling and supply chain perspective uh protections um from contract inception to launch and operations were taken into account uh cyber security really is a key performance parameter for us now it's as important as the the mission performance of the system it's as important as cost it's as important as schedule because if we deliver the perfect system on time and on cost uh it can perform that missile warning or that communications mis mission perfectly but it's not cyber secure if it doesn't have cyber protections built into it or the ability to implement mitigations against cyber uh threats then we've essentially fielded a shoe box in space that doesn't do the k the the war fighter or the nation uh any good um supply chain risk management is a is a major challenge for us uh we're doing a lot to coordinate with our industry partners uh we're all facing it head on uh to try and build secure and trusted components uh that keep our confidence as leaders firefighters and baristas uh as the case may be uh but it is a challenge and we're trying to rise to that challenge you know this so exciting this new area because it really touches everything you know talk about geeking out on on the tech the hardware the systems but also you put your kind of mba hat on you go what's the roi of the extra development and how you how things get built because the always the exciting thing for space geeks is like you're building cool stuff people love it's it's exciting but you still have to build and cyber security has proven that security has to be baked in from the beginning and be thought as a system architecture so you're still building things which means you've got to acquire things you got to acquire parts you got to acquire build software and and sustain it how is security impacting the acquisition and the sustainment of these systems for space yeah from initial development uh through planning for the acquisition design development fielding or production fielding and sustainment it impacts all aspects of of the life cycle john uh we simply especially from the concept of baking in cyber security uh we can't wait until something is built and then try and figure out how to make it cyber secure so we've moved way further uh towards working side by side with our system developers to strengthen cyber security from the very beginning of a system's development cyber security and the resilience associated with it really have to be treated as a key system attribute as i mentioned earlier equivalent with data rates or other metrics of performance we like to talk in uh in the space world about uh mission assurance and mission assurance has always you know sort of taken us as we as we technically geek out right mission assurance has always taken us to the will this system work in space right can it work in a vacuum can it work in you know as it as it uh you know transfers through uh the van allen radiation belt or through the the um the southern hemisphere's electromagnetic anomaly right will it work out in space and now from a resiliency perspective yeah it has to work in space it's got to be functional in space but it's also got to be resistant to these cyber security threats it's it's not just i think uh general dt thompson quoted this term it's not just widget assurance anymore it's mission assurance um uh how does that satellite uh operator that ground control segment operate while under attack so let me break your question a little bit uh just for purposes of discussion into into really two parts uh cyber uh for cyber security for systems that are new and cyber security uh for systems that are in sustainment or kind of old and legacy um obviously there's cyber vulnerabilities that threaten both and we really have to employ different strategies for for defense of of each one for new systems uh we're desperately trying to implement across the department of defense in particular in the space world a kind of a devsecops methodology and practice to delivering software faster and with greater security for our space systems here at smc we have a program called enterprise ground services which is a tool kit basically a collection of tools for common command and control of different satellite systems egs as we call it has an integrated suite for defensive cyber capabilities network operators can use these tools to gain unprecedented insight to data flows and to monitor space network traffic for anomalies or other potential indicators of of bad behavior malicious behavior if you will um uh it's rudimentary at this point but because we're using devsecops and that incremental development approach as we scale it it just becomes more and more capable you know every every product increment that we field here at uh at uh la air force base uh uh we have the united space space forces west coast software factory which we've dubbed kobayashi maru they're using those agile devops uh software development practices uh to deliver uh space awareness software uh to the combined space operations center uh affectionately called the csp that c-spock is just down the road uh from cal poly uh there in san luis obispo at vandenberg air force base they've securely linked the c-spock with other space operation centers around the planet our allies australia canada and the uk uh we're partnering with all of them to enable secure and enhanced combined space operations so lots of new stuff going on as we bake in new development uh capabilities for our our space systems but as i mentioned earlier we've got large constellations on satellite of satellites on orbit right now some of them are well in excess of a decade or more old on orbit and so the design aspects of those satellites are several decades old and so but we still have to worry about them because they're critical to our space capabilities um we've been working with an air force materiel command organization uh called crows which stands for the cyber resiliency office for uh weapon systems to assess all of those legacy platforms from a cyber security perspective and develop defensive strategies and potential hardware and software upgrades to those systems to better enable them to to live through this increasingly cyber security uh concerned era that we currently live in our industry partners have been critical to to both of those different avenues both new systems and legacy systems we're working closely with them to defend and upgrade uh national assets and develop the capabilities to do similar with uh with new national assets coming online the vulnerabilities of our space systems really kind of threaten the way we've done business in the past both militarily and in the case of gps economically the impacts of that cyber security risk are clear in our acquisition and sustainment processes but i've got to tell you it that as the threat vectors change as the vulnerabilities change we've got to be nimble enough agile enough to be able to bounce back and forth we can't just say uh many people in the audience are probably familiar with the rmf or the risk management framework approach to um to reviewing uh the cyber security of a system we can't have program managers and engineers just accomplish an rmf on a system and then hey high five we're all good uh it's a journey not a destination that's cyber security and it's a constant battle rhythm throughout a weapon systems life cycle not just a single event i want to get to this commercial business needs and your needs on the next question but before i go there you mentioned the agile and i see that clearly because when you have accelerated innovation cycles you've got to be faster and we saw this in the computer industry mainframes mini computers and then when you started getting beyond me when the internet hit and pcs came out you saw the big enterprises the banks and and government start to work with startups it used to be a joke in the entrepreneurial circles is that you know there's no way if you're a startup you're ever going to get a contract with a big business enterprise now that used to be for public sector and certainly uh for you guys so as you see startups out there and there's acquisition involved i'm sure would love to love to have a contract with space force there's an roi calculation where if it's in space and you have a sustainment view edit software you might have a new kind of business model that could be attractive to startups could you share your thoughts on the folks who want to be a supplier to you uh whether they're a startup or an existing business that wants to be agile but they might not be that big company we are john that's a fantastic question we are desperately trying to reach out to to those new space advocates to those startups to those um what we sometimes refer to within the department of defense those non-traditional uh defense contractors a couple of things just for uh thinking purposes on some of the things that we're trying to highlight um uh three years ago we created here at uh space and missile system center uh the space enterprise consortium uh to provide a platform uh a contractual vehicle really to enable us to rapidly prototype uh development of space systems and to collaborate uh between the u.s space force uh traditional defense contractors non-traditional vendors like startups and even some academic institutions uh spec as we call it space enterprise consortium uses a specialized contracting tool to get contracts uh awarded quickly many in the audience may be familiar with other transaction agreements and that's what spec is based on and so far in just three years spec has awarded 75 different uh prototyping contracts worth over 800 million dollars with a 36 reduction in time to award and because it's a consortium based competition for um for these kinds of prototyping efforts the barrier to entry for small and non-traditional for startups even for academic institutions to be able to compete for these kinds of prototypings is really lowered right um uh these types of partnerships uh that we've been working through on spec uh have really helped us work with smaller companies who might not have the background or expertise in dealing with the government or in working with cyber security uh for their systems both their developmental systems and the systems that they're designing and trying to build we want to provide ways for companies large and small to partner together and support um uh kind of mutually beneficial uh relationships between all um recently uh at the annual air force association uh conference that i mentioned earlier i moderated a panel with several space industry leaders uh all from big traditional defense contractors by the way and they all stressed the importance of building bridges and partnerships uh between major contractors in the defense industry and new entrants uh and that helps us capture the benefits of speed and agility that come with small companies and startups as well as the expertise and specialized skill sets of some of those uh larger contractors uh that we rely on day in and day out advanced cyber security protections and utilization of secure facilities are just a couple of things that i think we could be prioritizing more so in those collaborations as i mentioned earlier the spec has been very successful in awarding a number of different prototyping contracts and large dollar values and it's just going to get better right there's over 400 members of the space enterprise consortium 80 of them are non-traditional kinds of vendors and we just love working with them another thing that many people in the audience may be familiar with in terms of our outreach to innovators uh if you will and innovators that include uh cyber security experts is our space pitch day events right so we held our first event last november in san francisco uh where we awarded over a two-day period about 46 million dollars to 30 different companies um that had potentially game-changing ideas these were phase two small business innovative research efforts uh that we awarded with cash on the spot uh we're planning on holding our second space pitch day in the spring of 2021. uh we're planning on doing it right here in los angeles uh covent 19 environment permitting um and we think that these are you know fantastic uh uh venues for identifying and working with high-speed startups startups and small businesses who are interested in uh really truly partnering with the us air force it's a as i said before it's a really exciting time to be a part of this business uh and working with the innovation economy uh is something that the department of defense uh really needs to do in that um the innovation that we used to think was ours you know that 80 percent of the industrial-based innovation that came from the department of defense uh the the script has been flipped there and so now more than 70 percent uh particularly in space innovation uh comes from the commercial sector not from uh not from the defense business itself and so um that's a tsunami of uh investment and a tsunami of uh capability and i need to figure out how to get my surfboard out and ride it you know what i mean yeah i mean it's one of those things where the flip the script has been flipped but it's exciting because it's impacting everything are you talking about systems architecture you're talking about software you're talking about a business model you talk about devsecops from a technical perspective but now you have a business model innovation all the theaters of uh are exploding in innovation technical business personnel this brings up the workforce challenge you've got the cyber needs for the u.s space force there's probably a great roi model for new kinds of software development that could be priced into contracts that's a entrepreneurial innovation you got the the business model theater you've got the personnel how does the industry adopt and change you guys are clearly driving this how does the industry adjust to you yeah so um i think a great way to answer that question is to just talk about the kind of people that we're trying to prioritize in the u.s space force from a from an acquisition perspective and in this particular case from a from a cyber security perspective as i mentioned earlier it's the most exciting time to be in space programs uh really since the days of apollo um uh you know just to put it in terms that you know maybe have an impact with the audience uh from 1957 until today approximately 9 000 satellites uh have been launched from the various space faring countries around the planet uh less than two thousand of those nine thousand are still up on orbit and operational and yet in the new space regime um players like spacex have plans to launch you know 12 000 satellites for some of their constellations alone it really is a remarkable time in terms of innovation and fielding of space capabilities and all of those space capabilities whether they're commercial civil or defense are going to require appropriate cyber security uh protections it's just a really exciting time uh to be working in stuff like this and so uh folks like the folks in this audience who have a passion about space and a passion about cyber security are just the kind of people that we want to work with because we need to make sure our systems are are secure and resilient we need folks that have technical and computing expertise engineering skills to be able to design cybersecure systems that can detect and mitigate attacks uh but we also as you alluded to we need people that have that business and um you know business acumen human networking background so that we can launch the startups and work with the non-traditional businesses uh help to bring them on board help to secure both their data and our data and uh and and make sure our processes and systems are are free as much as possible from uh uh from attack um for preparation for for audience members who are young and maybe thinking about getting into this uh trade space um you gotta be smart on digital networking uh you gotta understand basic internet protocols concepts uh programming languages uh database design uh learn what you can from penetration or vulnerability testing and and uh risk assessment i will tell you this and i don't think he will i know he will not mind me telling you this but you've got to be a lifelong learner and so two years ago i'm at home one evening and i get a phone call on my cell phone and it's my boss the commander of air force space command uh general j raymond who is now currently the chief of space operations and he is on temporary duty flying overseas he lands where he's going and he first thing he does when he lands is he calls me and he goes jt um while i was traveling um i noticed that there were e-books available on the commercial airliner i was traveling on and there was an e-book on something called scrumming and agile devsecops and i read it have you read it um and i said no sir but if you tell me what the title of the book is i will read it and so i got to go to my staff meeting um you know the very next week the next time we had a staff meeting and tell everybody in the stab meeting hey if the four star and the three star can read the book about scrumming then i'm pretty sure all of you around this table and all our lieutenants and our captains our gs13s all of our government employees can get smart on uh the scrumming development process and interestingly as another side i had a telephone call with him last year during the holidays where he was trying to take some leave and i said sir what are you up to today are you are you you know making eggnog for the event tonight or whatever and the chief of space operations told me no i'm trying to teach myself python i'm at lesson two and it's not going so well but i'm i'm gonna figure this out and so that kind of thing if the chief of staff or the you know the the the chief of space operations can prioritize scrumming and python language and innovation in his daily schedule then we're definitely looking for other people who can do that and we'll just say lower levels of rank uh throughout our entire space force enterprise um look i i we don't need to need people that can code a satellite from scratch but we need to know we need to have people that have a basic grasp of the programming basics and cyber security requirements and that can turn those things into into meaningful actions obviously in the space domain things like basic physics and orbital mechanics are also important uh space is not an intuitive uh domain so under understanding how things survive uh on orbit is really critical to making the right design and operational decisions and you know i know there's probably a lot because of this conference i know there's a probably a whole lot of high-speed cyber security experts out in the audience and i need those people in the u.s space force the the country is counting on it but i wouldn't discount having people that are just cyber aware or cyber savvy right i have contracting officers and logisticians and program managers and they don't have to be high-end cyber security experts but they have to be aware enough about it to be able to implement cyber security protections um into our space system so the skill set is is really really broad um our adversaries are pouring billions of dollars into uh define designing uh and fielding offensive and destructive space cyber security weapons right they've repeatedly shown really a blatant disregard of safety and international norms for good behavior on orbit and the cyber security aspects of our space systems is really a key battleground going forward so that we can maintain that as i mentioned before peaceful uh global commons of space we really need all hands on deck if you're interested in helping in uniform if you're interested in helping uh not in uniform uh but as a government employee a commercial or civil employee to help us make cyber security more important uh or more cape more able to be developed for our space systems then we'd really love to uh to work with you or have you on the team to build that safe and secure future for our space systems lieutenant general john thompson great insight thank you for sharing all that awesome stories too and motivation for the young next generation the united states space force approach of cyber security really amazing talk thank you for your time final parting question is as you look out and you had your magic wand what's your view for the next few years in terms of things that we could accomplish it's a super exciting time what do you hope for so um um first of all john thanks to you and and thanks to cal poly uh for the invitation and and thanks to everybody for uh for their interest in cyber security especially as it relates to space systems that's here at the conference um uh there's a quote and i'll read it here uh from uh bernard schriever who was the uh the founder if you will uh a legend in uh dod space the founder of the western development division which was a predecessor organization to space and missile systems center general shrever i think captures the essence of what how we see the next couple of years the world has an ample supply of people who can always come up with a dozen good reasons why new ideas will not work and should not be tried but the people who produce progress are breed apart they have the imagination the courage and the persistence to find solutions and so i think if you're hoping that the next few years of space innovation and cyber security innovation are going to be a pony ride at the county fair then perhaps you should look for another line of work because i think the next few years in space and cyber security innovation are going to be more like a rodeo um and a very dynamic rodeo as it goes it is a an awesome privilege to be part of this ecosystem it's really an honor for me to um to be able to play some small role uh in the space ecosystem and trying to improve it uh while i'm trying to improve the chances of uh of the united states of america in a uh in a space war fighting uh uh environment um and so i thank all of you for uh participating today and for this little bit of time that you've allowed me to share with you thank you sir thank you for your leadership and thank you for the for the time for this awesome event space and cyber security symposium 2020 i'm john furrier on behalf of cal poly thanks for watching [Music]

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Everyone, welcome to this CUBE conversation here in theCUBE studios in Palo Alto. We're here for remote interview. We're continuing with the COVID coverage, the quarantine crew. I'm John Furrier, host of theCUBE. Got a great guest, Christal Bemont. The CEO of Talend, just joined the club in the middle of the pandemic. Christal, thanks for joining us and nice seeing you. >> It's a pleasure to be here. Thank you for having me. Well, I think it's a really great conversation to have a couple of threads that are interesting to me. One is, Talend's... We've been covering for a long time, obviously. Their position in the marketplace, we've been following their trajectory. You're new to the company, but you joined right in the middle of, as COVID was going down. And we're still in this mode and it looks like it's going to be for some time. I'd love to get your thoughts as we're in this mode. First, what attracted you to Talend, your new? And, what's it been like there since you've been there, you can't meet people face to face. So you must be doing a lot of remote interviews, then remote conversations. >> Well, you're right about that, I had a very short window that I could get out on the road. And I'm so grateful that I did because visiting our offices, our customers and our partners is critical to, really surrounding ourselves with amazing people that we have Talend. But you know, I'll just go back to why I joined Talend and it really goes to the customers, our customer stories just captured my attention right away. The way that Talend shows up to drive outcomes for customers that are tangible, that are quantifiable, and that are game changing was something that interested me. And it really is that at the heart of every conversation is data. So it was a simple decision for me to say, those are the types of things I want to be involved in. And so Talend was definitely something that became very attractive. >> It's interesting, we've watched the progression of the big data market and now 10 years in, and the explosion of cloud, obviously, everyone's talking about data as a key ingredient for application development. And you're still seeing kind of the challenges of how do you manage the data. And then how do you put that into action for insights, because now you have these connected experiences. And even more highlighted with the COVID pandemic, you still got to run the business, you still need the data. The workforce is remote. The future of work, work force, workplace, workloads and workflows all have data. This is a real. >> That's right >> Challenge with now the connected experience being the number one problem and making that good, and making that valuable. What's your take on? >> That's right. I couldn't agree more. You know, we talked a lot about digital transformation for years, quite frankly. And I would say, you know, we've been in a digital transformation evolution. And I think what has happened now is COVID is an accelerant and it's a, now it's a digital revolution and at the heart or maybe the cornerstone, if you will, of the any digital transformation is data transformation. You think about digital transformation is about mindset. It's about changing your entire way that you operate as a company. It's not just about systems and technology, that's a really critical part. But everything that fuels the ability to get outcomes out of a digital transformation is data. And so the ability to leverage. Like you said, there's connected data, there's more data than we've ever had. And that's a massive opportunity. But having a lot of data is not always the answer. Sometimes that becomes a big responsibility with regulations, and also something that if not carefully governed, not really something you can leverage properly to run your business. So data is at the heart of all the things going on at this moment. >> It's interesting to, you know, a lot of the main trends outside of kind of the inside the industry discussions around data and the role of data. The consumer side of it, is seeing it with fake news. You're seeing it with the data around COVID. Anyone can make data tell a story. There's always you know, >> Right. causation versus correlation, that discussion. But when you start thinking people being exposed to the data problems, there's an opportunity in there and one of the big things is trust. What data can I trust? What's authentic? And then, how do I make sure that it's not just supporting a story? There's all kinds of things going on around it. It makes it seem like a broader challenge. Trust seems to be at the heart of it. What do you trust? Who's the source? It's just all life now as data infiltrated all of our lives. It's certainly now exposed. >> You couldn't be more right on that one. And you can see it play out, in the media, you can see it play out again. This accelerating set of circumstances that are playing out every single day, as people are staying so closely, watchful of data informing decisions that everyone's making around the world in a lot of different ways. And you've seen a lot of times where there's a question about the quality of the data, the accuracy of the data, who's providing the data. And, that's the environment that Talend, really supports and lives in, even prior to COVID. But it just underscores the importance of not just having a complete set of data. And I would say, even taking it further than just having what we would traditionally call quality of data. And really taking it down to something, you used really important word is, trust. How can you make sure that the data that you're making decisions on is something you can trust, and when it comes to health and well being that's certainly something that you can't afford not to have? And it's an area that is underserved right now that we've spent a lot of time thinking about and how we're starting to show up to provide those solutions to our customers. >> I want to get into the customer conversation. I think there's a lot of use cases I want to unpack with you. But I want to first get your vision on how you guys see the future. What is the vision of Talend? And how do you see it? What's the plan? What's the big story there? >> You know, there's a couple of things. I look at this and say, right now in the industry and in our customers, which we cover all different segments, all different sizes of customers all around the globe. They have a variety of use cases, if you will. A variety of needs, everything from the most simple ingestion to some of the more complex transformation and governance projects that they're running. And first and foremost, we show up uniquely as a platform, a platform that allows people to activate and utilize different parts of our services that we can provide to an entire organization. And that's something that is really important to us. And we also look at how do we make the process in which they're using Talend and the skills that are required, you know, really push the envelope on making those as simple as possible. The ability to get to time to value as quickly as possible is our ultimate goal. And then looking, you know, finally, the third lane is to make sure that we can provide not just, as I said, the completeness of data, but that it's really data that they can boil down to something that has intrinsic and quantifiable trust. Because all the time we spend, all the money that's spent on collecting the data is really only as good as the, ability to say I can emphatically trust it, and I can tell you why. And I can show you the footprint of that data. And that's something really important right now more than ever. >> I was talking to my family, I've four kids, and they're all kind of growing up now. And, we're having these conversations on COVID and the question of AI comes up all the time and AI is very, cool for kids, but they don't really know how to talk about machine learning. So I got to ask you around how you see the machine learning piece come in because data feeds AI, I mean you got, it's a real... And that's how I described my kids, data is the fuel for AI and you got to feed that in there. But it's not that easy. What's your reaction to that? Because I think a lot of companies are saying, I have to automate things, the DevOps world and agility come into the mainstream operations of businesses. And there's a agility piece, there's a value of the data is being recognized. But now I got to put it to practice. What's the playbook? What's your reaction to all that? >> Yeah, I think you're right. I mean, first of all, AI and machine learning have a really important role in the simplification, the ability to move at speed and to, perform functions that quite frankly are going to move us into an entirely new realm of possibility. I still will contend, whether you're feeding that with, anything that you feed data into with data has to be really good quality data. AI machine learning is only as good as the information that you're feeding it with. And so, it is really, really critical that we leverage these technologies to their fullest extent, but that we make sure that we feed it in the right way. So I think it's a really big part of our future. I think it's something that's going to be important. But we have to have the certainty that we're using them in a way that's coming to, a place of the right outcome. And that starts with what you feed it to use to go use to improve the processes. >> Christal, one of the patterns we're seeing is that decision makers and CXOs are looking at the COVID pandemic and saying, okay, I did my thing with triage. Now, I got to reset and get the foundation set again and look at the projects that are going to be important. And I got to figure out the holistic architecture 'cause I need a growth strategy, and I got a reset maybe some of the team members projects and whatnot. What's your view on this? Because now new decisions have to be made, roles that might change as well. So this is going to change, how come he's going to make decisions? What's your reaction to that with the customers? They are trying to figure this out, what's your advice? >> Yeah, that's absolutely right. And this is about re-instrumenting a business, reinventing it in many cases, a great example is Domino's, who is maybe surprisingly, for some a pioneer in, digital transformation that's been a number of years in the making, that really has shown that with being in a state of being able to adapt quickly to circumstances and to be forward looking, how critical it is. And so I think this has been a wake up call for organizations across the globe to say we have have to be on the ready, we have to be able to be instrumented in a way that we can make quick decisions and Domino's case it became, originally the ability to you know, they were the first pizza delivery to try out drones for pizza delivery and, you know, to... And have gaming devices where you can order pizza because that's where their customers read and when COVID hit contact list became a criteria and so you can really see how they are able to separate themselves. You see people being leaders that have been further along in their transformation. So I think what this has done is expose some vulnerabilities, quite frankly. And this is a wake up call for companies around the globe that can no longer afford to be in a state where they can't pivot quickly. And looking backwards is no longer the thing that informs people in a state of something like COVID, because there really aren't examples or patterns to look at. So re-instrumenting the business is really critical, data has to be transformed to perform better for companies. >> It's interesting you bring that, a point about the pivot and the companies resetting and reinventing for that growth strategy is that, you're seeing brand impacts and also financial results are directly related to it. So if you're not ready, this has, it could have a real detrimental impact on the brand value, and ultimately financial results. And this is kind of forcing people to say, it's not just an IT problem. It's a business model change and data is shown now to be the key ingredient, because that's where the agility is going to come from, that's where the value is there. And this is all been talked about in the industry before. But now it's kind of our mainstream. This is now the new reality that my brand opportunity and the financial results, my company are at stake. Can you comment on your thinking around that? Because this is a top line, high order bit, if you will conversation among the top boardrooms. >> Yeah, it is. And I agree with you, many of these conversations have been going on for a while now, right. And I think this just exposes the criticality of what happens when you're not in a state of being able to really reinvent yourself or like I said, re-instrument, and if you're already in that state, how much better off you are. Brands are taking a hit in terms of their ability to show up and it goes beyond just their ability to perform, as a business, but to really show up differently for their customers, support people in a different way. And really make sure that they can respond also from a social perspective, how are they going to help and contribute to what the world is facing. And so, it really is asking companies to really fire on all cylinders, quite frankly. >> I want to give you a thoughts on two thought tracks and they're kind of connected, so bear with me. One is, we've heard a lot from the marketplace that with the pandemic, the reality of the IT teams that collect the data and the business teams that have to make the decisions are changing, obviously with the work at home and all the different dynamics around the re-architecting. And then you have the competitive advantage now which people are pointing to as speed and scale. So you've got your internal kind of organizations that are managing wrangling data, ingesting data, the business teams with the customers, and that's kind of was the slow rolling way it was before. Now you got that changing. And now you got pressure to be faster and more scalable. So scale is a competitive advantage, speeds that competitive advantage. These are important kind of flywheel elements of the new models that people are being successful, what is your reaction to that? >> I couldn't agree more. It is a competitive weapon, quite frankly. It is an operational accelerant. And it is an innovation catalyst. And, you know, time is no one's friend, quite frankly, it's one of those odd things right now where for all of us that are working from home and time has this odd sense of reality to it. But it's... You know, really quite frankly you cannot act fast enough. But what's interesting about enabling companies to act fast, that has to come down to the ability for them to be able to, spend the time in the right places. So for example, when I think about the number one thing that we can do is it takes a lot for organization sometimes to put the information in the hands of the right people at the right time. So that the time that's being spent by an overall company, not just an individual within a company but the entire company. You have to be able to decrease that, so that the time that they're spending is actually on helping drive outcomes. And so some of this and you just struck a chord on in everything I think about is, how quickly we can get the right data in the hands of the right people because, in AstraZeneca's case for example, the difference of being able to do that, their highest cost in their business is clinical trials. Being able to get information you can use and reduce a month of, how fast they can bring those clinical trials to bear is saving them hundreds of millions of dollars. But that right now AstraZeneca is an important player in helping us solve for this. So you think about how important it is to get information to the right people, and time is of critical essence right now. >> Yeah, it's interesting (indistinct) that business model advantage, but also you got a lot of... That's an opportunity not for many, but there's also a lot of, I won't say heavy lifting, but maybe a drag, some might call it compliance. You know, GDPR, whatnot. Balancing that kind of, I won't say drag. I mean, I think it's a drag personally, but I think we have to have those things in place. You want to maintain the compliance, rigidity that's out there, but also have room to innovate. That balance is very difficult. And it's really mostly highlighted in the data bases because that's where the action is around data privacy and those compliance things. But if you got an innovation formula there that you're talking about, and you got compliance, if you get one wrong and right, you got to balance it. What's your take on that? Because that's a huge challenge. It's one of those things that's kind of not talked about much, but pretty much there. >> You're right, indeed it is a complete balance but you can't have one without the other. In highly regulated industries, especially with companies like AstraZeneca. But really, if you think about any company the ironic thing right now is that when you're looking at, even a single report, but certainly across an entire company or line of business, right now you can see that there's quality measures and governance that, we put into play. But the ability to actually, quantifiably say on a single piece of data that you can track, where that data has been, who's touched it? How complete is it? And really kind of put a measurable trust score against it, there's work to be done there. But, with GDPR, with HIPAA, and interestingly enough, we're looking to, kind of challenge some of the norms with COVID that says, we now want to collect data that is formally considered privacy, and maybe something that would be regulated. And now we want to share it for the greater good of, making sure that we can track and trace where people are at that maybe are infected and so forth. And so you're starting to see this interesting conversion of challenging the fact that we've got at least be able to support people in their governance of data, but take that a step further, really. >> Awesome, final question. You had Talend Connect, which is your big kind of confab. What best practices are emerging out of Talend these days for customers? If you had to kind of highlight the top use cases or best practices that customers and your potential customers could leverage right now with data, what are you guys putting out there? What are the key best practices? 'Cause everyone has a new reality sets of knowledge, we talk deeply about it, but what's the best practices? What are you guys offering? >> Well, I think, one of the things that I alluded to before is really making sure that we show up as a strategic business partner. And this is really important to us, you know, there all this these things that we've been talking about, they're heavy lifting for organizations to really look at how they bring the digital revolution to the forefront. There's a lot to consider. And so our part in that is to say, we believe that when you power your business on Talend, and you're able to solve for a number for different problems across platform, then that's really important that we show up in the way that we can meet our customers where they're at, so that's one. Making it simple, you know, really pushing the boundaries on the level of expertise, the specialization, the time to value of making sure that they can leverage. Again, spending their time on the things that are important, which are making sure that they're spending it in quality data and data they trust. And then really making sure that final lane is covered up saying, we want to make sure that data is accessible when you need it, where you need it. Things like IoT and edge devices, this proliferation of data is just becoming immense. And so, taking the data, giving it to people, but in a way that they can have confidence. It's the same thing you just said before, there's a lot to consider. And there's in a way a burden of people not knowing maybe all the data they have and how it's being used. We feel responsibility to make sure that we're part of helping that become easy and identifiable and really taking it to the next step beyond quality, so it's really across all of it just simply putting people in a position to be able to make good decisions and not have to do so much of the heavy lifting. And making sure that they know for a fact that it's something that they've made a good decision around because of the data has been trusted, and they can have the confidence in that. >> Awesome, we think data is added advantage. It's just getting more important then ever as the days go on. So great, great insight. Christal, thank you for that insight. Before we end, take a minute to put the plug in for Talend. What do you up to? You guys are hiring, you looking for folks? What's the business plan? Why you guys winning? What's the hot product? Take a minute to give up a quick update on Talend. >> Sure, we're in a great situation where, this is a point in time at Talend where (indistinct) a great trajectory in front of us, we see speed and scale of our organization that has an opportunity in front of it to really help solve problems for every part of the market, whether it's the, smaller businesses who are certainly in it at a point where they're, having a big impact to the largest organizations. And we feel that there's a set of solutions that we can really work to drive as a partner, to each of those customers to solve for the problems that put them in a position to really be able to re-instrument and to reinvent their business. And when we partner like we have with the companies that I mentioned, Domino's and AstraZeneca, and many others, it comes back to why I join Talend, we have the ability to change the outcome of really separating organizations from the pack and data is the competitive advantage. It is the thing that will put people on a different trajectory. And I'm excited about what we bring to the table and I'm really excited about what's to come and how we'll continue to push the envelope for how we help our customers. >> That's awesome, congratulations. Congrats on the new role of Talend to CEO, Christal Bemont. >> Thank you. >> Big up Talend, data is at the heart of the value proposition. We've been saying that for 10 years now more than ever, it's exposed that the value is there, speed and scales the new table stakes for competitiveness and business models for the applications. Again, great CUBE captures, great insight. Christal thank you for joining me today. I'm John Furrier, host of theCUBE. It's been a CUBE conversation. Thanks for watching. (upbeat music)

so it definitely fits into basic being able to automate the redundant main mundane types of tasks that anyone can do right so you if you think about it if you have a security operations center with five or ten analysts it might take one analyst to do a task make two comes two or three hours and where you can leverage a tool like Sansom any type of sort platform to actually create a playbook to do that tasks within 30 seconds so not only are you minimizing the amount of you know headcount to do that you're also you know using your consistent tool to make that folks should make the function of you know more I want to say enhanced so you can build playbooks around it you can basically use that on a daily basis whether it's for security monitoring or network operations reporting all that becomes and the impact of mine thank you so what we do is we are a data analytics and intelligence nonprofit dedicated to countering all forms of human trafficking whether it's labor trafficking sex King or any of the subtypes men women and children all over the world so when you think about that what that really means is that we interact with thousands of state across law enforcement government nonprofits academia and then the private sector as well and all of those essentially act as data silos for human trafficking data and when you think about that as trafficking as a data problem or you tackle it as a data problem what that really means is that you have to have a technology and data led solution in order to solve the problem so that's really our mission here is to bring together all of those stakeholders give them easy access to tools that can help improve their counterpose yeah so like a day to day or like kind of what our team does is we focus on like what's going on previously what are we seeing in the wild like what campaigns are happening and then my role within my team is focused on what's coming so what are what are red team's working on what are pen testers looking into take that information begin testing it begin building proof of concepts put that back into our product so that whether it's two weeks six months two years we have coverage for it no matter what so a lot of us a lot of our time is generating proof of concepts on what may be coming so there's a lot of you know very unique things that maybe in the wild today and then there's some things that we may never see that are just very novel and kind of once one Center once a time kind of thing I joined nine months ago and when I was interviewing for the role I remember Doug Merritt saying to me hey you know we might be the only two billion dollar enterprise software company that nobody's ever heard of he said I want to go solve for that right like the folks you know Splunk and our customers they love us our product is awesome and our culture is awesome but the world doesn't know about us yet and we haven't invested there so I want to go take the brand to the next level and I want the world to understand what data use cases are out there that are so broad and so vast leave that every problem ultimately can be solved through data are almost every problem and we wanted to set the stage for that with this new brand campaign about the product were you guys ad using Splunk and you putting data sensors out there you leveraging an existing data bulb take us through some of that you know the nuts and bolts of what's going on the price so part of it is building out some data sets so there are some data sets that don't exist but the government and the counties and the private sector have built out a huge ball of corpus of data around where the buildings are where the people are where the cell phones are where the traffic is so we're able to leverage that information as we have it today the technology we're using the Amazon stack it's easy for us to spin up databases it's easy for us to build out and expand as we grow and the response we're able to have a place for all this real-time data to land and for us to be able to build API is to pull it out very very simple when we say dated everything we really mean it it's really you know it's a personal story for me I am on the government affairs team here is blog so I manage our relationships with governor's and mayors and these are the issues that they care about right when the city is burning down the mayor cares about that the governor this is you know one of the governor and California's and major initiatives is trying to find solutions on wildfires you know I met charlie my hometown Orinda California art fire chief in that town was one of sort of the outside advisors working with Charlie on this idea and we ran I met him at a house party where the fire chief was telling me that trim my trees back and shrubs back and then I was at a conference three days later that same fire chief Dave Winokur was on a panel with like folks from a super computer lab and NASA and MIT I was like you know my fire chief's still the smartest guy in that panel I got to meet this guy a few weeks later we were literally in the field doing these proof of concepts with sensors and data super savvy folks some of the other folks from Cal Fire there you know dropping Cox was with us today here it's what my and you know we've we've just been collaborating the whole time and seeing you know that that Splunk can really put some firepower the power behind these guys and we just see like look they've got the trust of these customers and we need to make sure this idea happens it's a great idea and it's going to save lives yeah the little small nuance data to everything data time and the reason behind that was we believe you can bring and we can enable our customers to bring data to every question every decision and every action to create meaningful outcomes and the use cases are vast and enormous we talked about some of them before the show started but helping look global law enforcement get ahead of human trafficking fierce Punk and spelunking what's going on across all sorts of data sources right helping zone Haven which is our first investment from Splunk ventures which startup that's actually helping firefighters figure out burn burn patterns with pilot wildfires but also when temperatures and humidity change we're sensors are they can alert firefighters 30 to 45 minutes earlier than they would usually do that and then they can also help influence evacuation patterns I mean it's it's remarkable what folks are doing with data today and it's really at the core of solving some of the world's biggest issues so I'm glad you mentioned data right we're a data company and we're very proud that we actually pull star diversity inclusion number so we moved the needle 1.8% on gender last year year-on-year pride but not satisfied we understand that there's much more to diversity inclusion than just gender but our strategy is threefold for diversity inclusion so its workforce workplace marketplace the farces arranged is where I talk about is improving our representation so that these women are no longer the only czar in the minority they were much more represented and we're lucky we have three women on our board we have four women in our C suite so we're making good good progress but there's a lot more to do and as I say it's not just about gender we want to do we know that innovation is fueled by diversity so we want to attract you know folks of different race different ethnicity books who are military veterans people with disability one its plans to be successful the important thing thing is you know the things you mentioned the the vulnerability scanning the intrusion detection these are all still important in the cloud I think the key thing that the cloud offers is the fact that you have the ability to now automate and integrate your security teams more tightly with the things that you're doing and you can actually we always talk about the move fast and stay secure customers choose AWS for the self-service the elasticity of the price and you can't take advantage of those unless you're secure you can actually keep up with you so the fact that everything isn't based on an API you can define infrastructure as code you can actually enforce standards now whether they be before you write a line of code in your DevOps pipeline we're actually being able to detect and >> those things all through code and in a consistent way really allows you to be able to look in your security in a different way and take the kind of philosophy and mindset you've always had around security but actually do something with it and be able to maybe do the things you've always wanted to do that have never had a chance to do it so I think I think security can actually keep up with you and actually help you different you're different to your business the acquisition is really extremely you know exciting for us you know after meeting Marcus I've known of Marcus he's a very positive influence in the community but having worked with him the vision for threat care and the vision for alike rests really closely aligned so where we want to take the future of security testing testing controls making sure upstream controls are working where threat care wanted to go for that was very much with what we aligned war so it made sense to partner up so very excited about that and I think we will roll that in our gray matter platform as another capability we really see the product involving the same way that you see a lot of the portfolio overall so Doug has talked a lot about investigate monitoring and analyzing and right and so those same concepts apply to how you think about a process as well so right now we're really helping the investigation and monitoring but will also continue to extend across that spectrum lifetime a lot of cloud services and micro services observability a big part of all this yeah definitely and how we've built the product but also I think you can sit alongside some of the other things that you're also seeing in that so I think the thing to understand is correct we're not just a security company but we are number one in the security magic quadrant we're number one in both IDC and Gartner and so that's important but what happens is all of the data that you collect first security can also be used for all these other use cases so generally speaking whatever you're collecting for security is also valuable for IT operations and it's also valuable for many other use cases so I'll give you an example Domino's which is a great customer of ours there they've gone 65% of their orders now come in digitally ok and so they monitor the entire end-to-end customer experience what they monitor not only from an IT operations perspective that same data that they use for IT operations also tells them you know what's being ordered what special orders are being made and they use that data for promotions based upon volume in traffic and timing they actually create promotions so now you're talking about the same data that you collected for a security night operations you can actually use for promotions which is marketing it's a great intro on data is awesome but we all have data to get to decisions first and actions second what that in action there's no point in gathering data and so many companies been working their tails off to digitize her landscapes why well you want a more flexible landscape but why the flexibility because there's so much data being generated there you can get effective decisions and then actions that landscape can adapt very very rapidly which goes back to machine learning and eventual AI opportunity set so that is absolutely squarely where we've been focused is translating that data into value and into actual outcomes which is why our orchestration automation piece is so so important one big 18 factors that we felt as existed is for this plunk index it's only for this blank index the pricing mechanism mechanism has been data volume and that's a little bit contrary to the promise which is you don't know where the values could be within data and whether it's a gigabyte or whether it's a petabyte why shouldn't be able to put whatever day do you want in to experiment you

>> From the Silicon Angle Media office, in Boston Massachusetts, it's the Cube. Now, here's your host, Dave Vellante. >> Hi everybody, welcome to this Cube Conversation here in our studios, outside of Boston. My name is Dave Vellante. I'm here with Matt Carroll, who's the CEO of Immuta. Matt, good to see ya. >> Good, nice to have me on. >> So we're going to talk about governance, how to automate governance, data privacy, but let me start with Immuta. What is Immuta, why did you guys start this company? >> Yeah, Immuta is an automated data governance platform. We started this company back in 2014 because we saw a gap in the market to be able to control data. What's happened in the market as changes is that every enterprise wants to leverage their data. Data's the new app. But, governments want to regulate it and consumers want to protect it. These were at odds with one another, so we saw a need of creating a platform that could meet the needs of everyone. To democratize access to data and in the enterprise, but at the same time, provide the necessary controls on the data to enforce any regulation, and ensure that there was transparency as to who is using it and why. >> So let's unpack that a little bit. Just try to dig into the problem here. So we all know about the data explosion, of course, and I often say data used to be a liability, now it's turned into an asset. People used to say get rid of the data, now everybody wants to mine it, and they want to take advantage of it, but that causes privacy concerns for individuals. We've seen this with Facebook and many others. Regulations now come into play, GDPR, different states applying different regulations, so you have all these competing forces. The business guys just want to go and get out to the market, but then the lawyers and the compliance officers and others. So are you attacking that problem? Maybe you could describe that problem a little further and talk about how you guys... >> Yeah, absolutely. As you described, there's over 150 privacy regulations being proposed over 25 states, just in 2019 alone. GDPR has created or opened the flood gates if you will, for people to start thinking about how do we want to insert our values into data? How should people use it? And so, the challenge now is, you're right, your most sensitive data in an enterprise is most likely going to give you the most insight into driving your business forward, creating new revenue channels, and be able to optimize your operational expenses. But the challenge is that consumers have awoken to, we're not exactly sure we're okay with that, right? We signed a YULU with you to just use our data for marketing, but now you're using it for other revenue channels? Why? And so, where Immuta is trying to play in there is how do we give the line of business the ability to access that instantaneously? But also give the CISO, the Chief Information Security Officer, and the governance seems the ability to take control back. So it's a delicate balance between speed and safety. And I think what's really happening in the market is we used to think about security from building firewalls, we invested in physical security controls around managing external adversaries from stealing our data. But now it's not necessarily someone trying to steal it, it's just potentially misusing it by accident in the enterprise. And the CISO is having to step in and provide that level of control. And it's also the collision of the cloud and these privacy regulations. Cause now, we have data everywhere, it's not just in our firewalls. And that's the big challenge. That's the opportunity at hand, democratization of data in the enterprise. The problem is data's not all in the enterprise. Data's in the cloud, data's in SaaS, data's in the infrastructure. >> It's distributed by it's very nature. All right, so there's a lot of things I want to follow up on. So first, there's GDPR. When GDPR came out of course, it was May of 2018 I think. It went into effect. It actually came out in 2017, but the penalties didn't take effect till '18. And I thought, okay, maybe this can be a framework for governments around the world and states. It sounds like yeah sort of, but not really. Maybe there's elements of GDPR that people are adopting, but then it sounds like they're putting in their own twists, which is going to be a nightmare for companies. So, are you not seeing a sort of, GDPR becoming this global standard? It sounds like, no. >> I don't think it's going to be necessarily global standard, but I do think the spirit of the GDPR, and at the core of it is, why are you using my data? What was the purpose? So traditionally, when we think about using data, we think about all right, who's the user, and what authorizations do they have, right? But now, there's a third question. Sure, you're authorized to see this data, depending on your role or organization right? But why are you using it? Are you using it for certain business use? Are you using it for personal use? Why are you using this? That's the spirit of GDPR that everyone is adopting across the board. And then of course, each state, or each federal organization is thinking about their unique lens on it, right? And so you're right. This is going to be incredibly complex. And the amount of policies being enforced at query time. I'm in my favorite, let's just say I'm in Tableau or Looker right? I'm just some simple analyst, I'm a young kid, I'm 22, my first job right? And I'm running these queries, I don't know where the data is, right? I don't know what I'm combining. And what we found is on average in these large enterprises, any query at any moment in time, might have over 500 thousand policies that need to be enforced in real time. >> Wow. >> And it's only getting worse. We have to automate it. No human can handle all those edge cases. We have to automate. >> So, I want to get into how you guys actually do that. Before I do, there seems to be... There's a lot of confusion in the marketplace. Take the word data management, data protection. All the backup guys are using that term, the database guys use that term, GOC folks use that term, so there's a lot of confusion there. You have all these adjacent markets coming together. You've got the whole governance risk and compliance space, you've got cyber security, there's privacy concerns, which is kind of two sides of the same coin. How do you see these adjacencies coming together? It seems like you sit in the middle of all that. >> Yeah, welcome to why my marketing budget is getting bigger and bigger. The challenge we're facing now is I think, who owns the problem right? The Chief Data Officer is taking on a much larger role in these organizations, the CISO is taking a much more larger role in reporting up to the board. You have the line of business who now is almost self-sustaining, they don't have to depend on IT as much any longer because of the cloud and because of the new compute layers to make it easier. So who owns it? At the end of the day, where we see it is we think there's a next generation of cyber tools that are coming out. We think that the CISO has to own this. And the reason is that the CISO's job is to protect the enterprise from cyber risk. And at the core of cyber risk is data. And they must own the data problem. The CDO must find the data, and explain what that data is, and make sure it's quality, but it is the CISO that must protect the enterprise from these threats. And so, I see us as part of this next wave of cyber tools that are coming out. There's other companies that are equally in our stratosphere, like BigID, we're seeing AWS with Macy doing sensitive data discovery, Google has their data loss prevention service. So the cloud players are starting to see, hey, we've got to identify sensitive data. There's other startups that are saying hey, we got to identify and catalog sensitive data. And for us, we're saying hey, we need to be able to consume all that cataloging, understand what's sensitive, and automatically apply policies to ensure that any regulation in that environment is met. >> I want to ask you about the cloud too. So much to talk to you about here, Matt. So, I also wanted to get your perspective on variances within industries. So you mentioned Chief Data Officers. The ascendancy of the Chief Data Officers started in financial services, healthcare, and government where we had highly regulation industries. And now it's sort of seeped into more commercial. But it terms of those regulated industries, take healthcare for example. There are specific nuances. Can you talk about what you're seeing in terms of industry variance. >> Yeah, it's a great point. Starting with like, healthcare. What does it mean to be HIPPA compliant anymore? There are different types of devices now where I can point it at your heartbeat from a distance away and I can have 99 percent accuracy of identifying you, right? It takes three data points in any data set to identify 87 percent of US citizens. If I have your age, sex, location, I can identify you. So, what does it mean anymore to be HIPPA compliant? So the challenge is how do we build guarantees of trust that we've de-identified these DESA's, cause we have to use it, right? No one's going to go into a hospital and say, "You know what, I don't want you to say my life. "Cause I want my data protected," right? No one's ever going to say that. So the challenges we face now across these regulated industries is the most sensitive data sets are critical for those businesses to operate. So there has to be a compromise. So, what we're trying to do in these organizations is help them leverage their data and build levels of proportionality, to access that right? So, the key isn't to stop people from using data. The key is to build the controls necessary to leverage a small bit of the data. Let's just say, we've made it indistinguishable. You can only ask Agriculture and Statistics the question. Well, you know what, we actually found some really interesting things there, we need to be a little bit more useful, it's this trade-off between privacy and utility. It's a pendulum that swings back and forth. As someone proves I need more of this, you can swing it, or just mask it. I need more of it? All right, we'll just redact some of the certain things. Nope, this is really important, it's going to save someone's life. Okay, completely unmasked, you have the raw data. But it's that control that's necessary in these environments, that's what's missing. You know, we came out of the US Intelligence community. We understood this better than anyone. Because highly regulated, very sensitive data, but we knew we needed the ability to rapidly control. Well is this just a hunch, or is this a 9-11 event? And you need the ability to switch like that. That's the difference and so, healthcare is going through a change of, we have all these new algorithms. Like Facebook the other day said, hey, we have machine learning algorithms that can look at MRI scans, and we're going to be better than anyone in the world at identifying these. Do you feel good about giving your data to Facebook? I don't know, but we can maybe provide guaranteed anonymization to them, to prove to the world they're going to do right. That's where we have to get to. >> Well, this is huge, especially for the consumer, cause you just gave several examples. Facebook's going to know a lot about me, a mobile device, a Fit Bit, and yet, if I want to get access to my own medical records, it's like Fort Knox to try to get, please, give this to my insurance company. You know, you got to go through all these forms. So, you've got those diverging objectives and so, as a consumer, I want to be able to trust that when I say yes you can use it, go, and I can get access to it, and other can get access to it. I want to understand exactly what it is that you guys do, what you sell. Is it software, is it SAS, and then let's get into how it works. So what is it? >> Yeah, so we're a software platform. We deploy into any infrastructure, but it is not multi-tenant so, we can deploy on any cloud, or on premises for any customer, and we do that with customers across the world. But if you think about at the core of what is Immuta, think of Immuta as a system of record for the CISO or the line of business where I can connect to any data, on any infrastructure, on any compute layer, and we connect into over 61 different storage platforms. We then have built a UI where lawyers... We actually have three lawyers as employees that act as product managers to help any lawyer of any stature take what's on paper, these regulations, these rules and policies, and they digitize it essentially, in active code. So they can build any policy they want on any data in the ecosystem, in the enterprise, and enforce it globally without having to write any code. And then because we're this plane where you can connect any tool to this data, and enforce any regulation because we're the man in the middle, we can audit who is using what data and why. In every action, in any change in policy. So, if you think about it, it's connect any tool to any data, control it, any regulation, and prove compliance in a court of law. >> So you can set the policy at the data set level? >> Correct. >> And so, how does one do that? Can you automate that on the creation of that data set? I mean you've got you know, dependencies. How does that all work? >> Yeah, what's a really interesting part of our secret sauce is that one, we could do that at the column level, we can do it at the row level, we can do it at the cell level. >> So very granular. >> Very, very granular. This is something again, we learned from the US Intelligence community, that we have to have very fine grained access to every little bit of the data. The reason is that, especially in the age of data, is people are going to combine many data sets together. The challenge isn't enforcing the policy on a static data set, the challenge is enforcing the policy across three data sets where you merge three pieces of data together, who have conflicting policies. What do you do then? That's the beauty of our system. We deal with that policy inheritance, we manage that lineage of the policy, and can tell you here's what the policy will be. >> In other words, you can manage to the highest common denominator as an example. >> Or we can automate it to the lowest common denominator, where you can work in projects together recognizing hey, we're going to bring someone into the project that's not going to have the level of access. Everyone else will automatically change it to the lowest common denominator. But then you share that work with another team and it'll automatically be brought to the highest common denominator. And we've built all these work flows in. That was what was missing and that's why I call it a system of record. It's really a symbiotic relationship between IT, the data owner, governance, the CISO, who are trying to protect the data, and the consumer, and all they want to do is access the data as fast as possible to make better, more informed decisions. >> So the other mega-trend you have is obviously, the super power of machine intelligence, or artificial intelligence, and then you've got edge devices and machine to machine communication, where it's just an explosion of IP addresses and data, and so, it sounds like you guys can attack that problem as well. >> Any of this data coming in on any system, the idea is that eventually it's going to land somewhere, right? And you got to protect it. We call that like rogue data, right? This is why I said earlier, when we talk about data, we have to start thinking about it as it's not in some building anymore. Data's everywhere. It's going to be on a cloud infrastructure, it's going to be on premises, and it's likely, in the future, going to be on many distributed data centers around the world cause business is global. And so, what's interesting to us is no matter where the data's sitting, we can protect it, we can connect to it, and we allow people to access it. And that's the key thing is not worrying about how to lock down your physical infrastructure, it's about logically separating it. And that's why what differentiates us from other people is one, we don't copy the data, right? That's the always the barrier for these types of platforms. We leave the data where it is. The second is we take all those regulations and we can actually, at query time, push it down to where that data is. So rather than bring it to us, we push the policy to the data. And what that does is that's what allows us, what differentiates us from everyone else is, it allows us to guarantee that protection, no matter where the data's living. >> So you're essentially virtualizing the data? >> Yeah, yeah. It's virtual views of data, but it's not all the data. What people have to realize is in the day of apps, we cared about storage. We put all the data into a database, we built some services on top of it and a UI, and it was controlled that way, right? You had all the nice business logic to control it. In the age of data, right? Data is the new app, right? We have all these automation tools, Data Robot, and H20, and Domino, and Tableau's building all these automation work flows. >> The robotic process automation. >> Yeah, RPA, UI Path, the Work Fusion, right? They're making it easier and easier for any user to connect to any data and then automate the process around it. They don't need an app to build a unique work flows, these new tools do that for them. The key is getting to the data. And the challenge with the supply chain of data is time to data is the most critical aspect of that. Cause, the time to insight is perishable. And so, what I always tell people, a little story, I came from the government, I worked in Baghdad, we had 42 minutes to know whether or not a bad guy in the environment, we could go after him. After that, that data was perishable, right? We didn't know where he was. It's the same thing in the real world. It's like imagine if Google told you, well, in 42 minutes it might be a good time to go 495. (laughter) It's not very useful, I need to know the information now. That's the key. What we see is policy enforcement and regulations are the key barrier of entry. So our ability to rapidly, with no latency, be able to connect anyone to that data and enforce those policies where the data lives, that's the critical nature. >> Okay, so you can apply the policies and you do it quickly, and so now you can help solve the problem. You mentioned a cloud before, or on prem. What is the strategy there with regard to various clouds and how do you approach multi-clouds? >> I think cloud is what used to be an infrastructure as a service game, is now becoming a compute game. I think large, regulated enterprises, government, healthcare, financial services, insurance, are all moving to cloud now in a different way. >> What do you mean by that? Cause people think infrastructure as service, they'll say oh that's compute storage and some networking. What do you mean by that? >> I think there's a whole new age of software that's being laid on top of the availability of compute and the availability of storage. That's companies like Databricks, companies like Snowflake, and what they're doing is dramatically changing how people interact with data. The availability zones, the different types of features, the ability to rip and replace legacy warehouses and main frames. It's changing the ability to not just access, but also the types of users that could even come on to leverage this data. And so these enterprises are now thinking through, "How do I move my entire infrastructure of data to them? "And what are these new capabilities "that I could get out of that?" Which, that is just happening now. A lot of people have been thinking, "Oh, this has been happening over the past five years," no, the compute game is now the new war. I used to think of like, Big Data, right? Big Data created, everyone started to understand, "Ah, if we've got our data assets together, "we can get value." Now they're thinking, "All right, let's move beyond that." The new cloud at our currents works is Snowflake and Databricks. What they're thinking about is, "How do I take all your meta-data "and allow anyone to connect any BI tool, "any data science tool, and provide highly performance, "and highly dependable compute services "to process petabytes of data?" It's pretty fantastic. >> And very cost efficient and being able to scale, compute independent of storage, from an architectural perspective. A lot of people claim they can do that, but it doesn't scale the same way. >> Yeah, when you're talking about... Cause that's the thing is you got to remember, these financial systems especially, they depend on these transactions. They cannot go down and they're processing petabytes of data. That's what the new war is over, is that data in the compute layer. >> And the opportunity for you is that data that can come from anywhere, it's not sitting in a God box, where you can enforce policies on that corpus. You don't know where it's coming from. >> We want to be invisible to that right? You're using Snowflake, it's just automatically enforced. You're using Databricks, it's automatically enforced. All these policies are enforced in flight. No one should even truly care about us. We just want to allow you to use the data the way you're used to using it. >> And you do this, this secret sauce you talked about is math, it's artificial intelligence? >> It's math. I wish I could say it was like super fancy, unsupervised neural nets or what not, it's 15 years of working in the most regulated, sticky environments. We learned about very simple novel ways of pushing it down. Great engineering's always simple. But what we've done is... At query time, what's really neat is we figured a way to take user attributes from identity management system and combine that with a purpose, and then what we do is we've built all these libraries to connect into all these dispert storage and compute systems, to push it in there. The nice thing about that is prior to this what people were doing, was making copies. They'd go to the data engineering team and they'd say hey, "I need to ETL this "and get a copy and it'll be anatomized." Think about that for a second. One, the load on your production systems, of all these copies, all the time, right? The second is CISO, the surface area. Now you've got all this data that in a snapshot in time, is legal and ethical, might change tomorrow. And so, now you've got an increase surface area of risk. Like that no-copy aspect. So the pushing it down and then the no-copy aspect really changed the game for enterprises. >> And you've got providence issues, like you say. You've got governance and compliance. >> And imagine trying, if someone said to you, imagine Congress said hey, "Any data source that you've processed "over the past five years, I want to know if "there was these three people in any of these data sources "and if there were, who touched that data "and why did they touch it?" >> Yeah and storage is cheap, but there's unintended consequences. People are, management isn't. >> We just don't have a unified way to look at all of the logs cross listed. >> So we started to talk about cloud and then I took you down a different path. But you offer your software on any cloud, is that right? >> Yeah, so right now, we are in production on Immuta's Marketplace. And that is a managed service, so you can go deploy in there, it'll go into your VPC, and we can manage the updates for you, we have no insight into your infrastructure, but we can push those updates, it'll automatically update, so you're getting our quarterly releases, we release every season. But yeah, we started with AWBS, and then we will grow out. We see cloud is just too ubiquitous. Currently, we still support though, Bigquery, Data Praq, we support Azure, Data Light Storage version two, as well as Azure Databricks. But you can get us through Immuta's Marketplace. We're also investing in ReInvent, we'll be out there in Vegas in a couple weeks. It's a big event for us just because obviously, the government has a very big stake in AWBS, but also commercial customers. It's been a massive endeavor to move. We've seen lots of infrastructure. Most of our deals now are on cloud infrastructure. >> Great, so tell us about the company. You've raised, I think in a Series B, about 28 million to date. Maybe you could give us the head count, and whatever you can share about momentum, maybe customer examples. >> Yeah, so we've raised 32 million to date. >> 32 million. >> From some great investors. The company's about 70 people now. So not too big, but not small anymore. Just this year, at this point, I haven't closed my fiscal year, so I don't want to give too much, but we've doubled our ARR and we've tripled our LOGO count this year alone and we've still got one more quarter here. We just started our fourth quarter. And some customer cases, the way I think about our business is I love healthcare, I love government, I love finance. To give you some examples is like, COGNO is a really great example. COGNO and what they're trying to solve is can they predict where a child is on the autism spectrum? And they're trying to use machine learning to be able to narrow these children down so that they can see patterns as to how a provider, a therapist is helping these families give these kids the skills to operate in the real world. And so it's like this symbiotic relationship utilizing software, surveys and video and what not, to help connect these kids that are in similar areas of the spectrum, to help say hey, this is a successful treatment, right? The problem with that is we need lots of training data. And this is children, one, two, this is healthcare, and so, how do you guarantee HIPPA compliance? How do you get through FDA trials, through third party, blind testing? And still continue to validate and retrain your models, while protecting the identity of these children? So we provide a platform where we can anonymize all the data for them, we can guarantee that there's blind studies, where the company doesn't have access to certain subsets of the data. We can also then connect providers to gain access to the HIPPA data as needed. We can automate the whole thing for them. And they're a startup too, there are 100 people. But imagine if you were a startup in this health-tech industry and you had to invest in the backend infrastructure to handle all of that. It's too expensive. What we're unlocking for them, I mean yes, it's great that they're HIPPA compliant and all that, that's what we want right? But the more important thing is like, we're providing a value add to innovate in areas utilizing machine learning, that regulations would've stymied, right? We're allowing startups in that ecosystem to really push us forward and help those families. >> Cause HIPPA compliance is table stay compulsory. But now you're talking about enabling new business models. >> Yeah, yeah exactly. >> How did you get into all this? You're CEO, you're business savvy, but it sounds like you're pretty technical as well. What's your background? >> Yeah I mean, so I worked in the intelligence community before this. And most of my focus was on how do we take data and be able to leverage it, either for counter-terrorism missions, to different non-kinetic operations. And so, where I kind of grew up in is in this age of, think about billions of dollars in Baghdad. Where I learned is that through the computing infrastructure there, everything changed. 2006 Baghdad created this boom of technology. We had drones, right? We had all these devices on our trucks that were collecting information in real time and telling us things. And then we started building computing infrastructure and it burst Hadoop. So, I kind of grew up in this era of Big Data. We were collecting it all, we had no idea what to do with it. We had nowhere to process it. And so, I kind of saw like, there's a problem here. If we can find the unique little, you know, nuggets of information out of that, we can make some really smart decisions and save lives. So once I left that community, I kind of dedicated myself to that. The birth of this company again, was spun out of the US Intelligence community and it was really a simple problem. It was, they had a bunch of data scientists that couldn't access data fast enough. So they couldn't solve problems at the speed they needed to. It took four to six months to get to data, the mission said they needed it in less than 72 hours. So it was orthogonal to one another, and so it was very clear we had to solve that problem fast. So that weird world of very secure, really sensitive, but also the success that we saw of using data. It was so obvious that we need to democratize access to data, but we need to do it securely and we need to be able to prove it. We work with more lawyers in the intelligence community than you could ever imagine, so the goal was always, how do we make a lawyer happy? If you figure that problem out, you have some success and I think we've done it. >> Well that's awesome in applying that example to the commercial business world. Scott McNeely's famous for saying there is no privacy in the internet, get over it. Well guess what, people aren't going to get over it. It's the individuals that are much more concerned with it after the whole Facebook and fake news debacle. And as well, organizations putting data in the cloud. They need to govern their data, they need that privacy. So Matt, thanks very much for sharing with us your perspectives on the market, and the best of luck with Immuta. >> Thanks so much, I appreciate it. Thanks for having me out. >> All right, you're welcome. All right and thank you everybody for watching this Cube Conversation. This is Dave Vellante, we'll see ya next time. (digital music)

>> Of Silicon Valley. It's the Cube, covering Comcast innovation day brought to you by Comcast. >> Hey, welcome back everybody, Jeff Frick here with the cube. We're at the Comcast Silicon Valley Innovation Center. It's a really cool space right off of Buffet. And they're doing a lot of new technologies here. It's not the only Innovation Center in the country but it's one here in our backyard. And we're excited to be here. Comcast is having a special event talking about really CX, customer experience. They brought together a bunch of super smart people invited us to stop by and we're going to share some of that with you. And we're excited for our very first guest he's Preston Smalley, the VP of product management of Comcast, Preston great to meet you. >> Good to meet you too, Jeff. >> So really cool event today. We talked about a lot of different things about customer experience and really all the applications that are on the front edge that define that customer experience. And you guys are doing a ton of innovation there. >> No, we are I mean I think it's, we were talking just this morning about all the different ways that we're trying to meet customers, where they're at and building products really around those needs, right? >> Yes, so I think the one of the ones that doesn't get enough credit not enough conversation is the voice. And I've got the voice remote at home. And it's really fascinating, especially in the context of there's so many places that what I'm looking for might be and I don't really know what the licensing and arrangements are that you guys have set up with Hulu or with Netflix or with HBO or if it's on HBO on demand or HBO live. So to be able to have kind of a single point of reference to just push that button and say, "Stanford football," and have it show up, it's amazing. >> No, it really is and I think you know, the voice remote has been one of those big hits where you know, people always love their TV remote but, you know, a number years back we started exploring, could we put a voice you know, search capability directly into that remote. And I think what's great is people they're really leaning into it. So we're seeing a billion voice commands happening a month, >> Billion? >> A billion, one b. Through the remote and I think it's just become a part of their life. Right? And I think it's everything from the simple to saying NBC into the remote to the more complicated things like Notre Dame football or what's my WiFi password? or whatever the things they might be asking out of their device. >> So curious on the development side was like about features, but what were some of the real hurdles that you guys knew you had to overcome? And what were some of the surprise hurdles that you didn't necessarily anticipate? >> Sure. I mean, I think the ones you knew about were we've got to be able to translate speech to text and you know, there's there's existing infrastructure that allows for that and doing that with high accuracy. But the good news is we actually had a head start in organizing the content. And so we already had dealt with text based searching of all the different TV shows and movies and such. And so we had all that base of knowledge that we could then tap into. We're now at a stage where that kind of covers the basics but we're trying to understand how do you both increase the breadth and depth of the kinds of commands that you will do through the voice remote. And so you mentioned some at the beginning things like being able to search, not just the content that we bring but things like Netflix or Amazon Prime or soon Hulu. And so partnering with those companies, you get all that information in a way that works very well with the voice remote. >> Right and then you even have it bilingual, right? You even have Spanish and English. >> That's right. >> And it can flip it can switch back and forth on the fly. >> That's right, yeah, so we support both those languages, including a combo a mixed mode where in households where you're seeing both Spanish and English be interwoven, it'll actually even work in those contexts. And then recently, we've also introduced Canadian French and so we license our technology to Rogers and video Tron up in Canada. And so we've now introduced that capability as well. >> That's great, So a long time ago we interviewed Domino's and it's when they first introduced app ordering. And at first you think well app ordering but there was all this like second order benefits that Domino's replied in terms of accuracy of the orders and supply chain impact. So I'm curious if there's some, you know, kind of second order benefits that you guys are realizing with voice that maybe you didn't think, you know, what are some of the surprises that have come out of that? >> Well, that's a good, good question. I think in terms of surprises, it's the types of things that people are looking for you now have, you now have the ability to figure out what kinds of things people are interested in which you wouldn't have been able to know in a typical browse setting. So for example, we support now over 150 apps on X1 as far as third party streaming apps but we know the ones that we don't support because people are saying and into the remote, whereas we wouldn't have got that information prior. >> Right. >> And so now we can actually go and try and meet those needs. >> Now ,it's interesting. You talk about meeting people where they are and you know, one of the things that's happening today is people have all these options, right? They can get it through their Comcast service if they're doing that but you know they may want to have a direct relationship with Hulu is one that you picked out or with Netflix or this historical ones, you guys now are enabling an option for those people that choose to directly engage with those content providers and just use Comcast, as an internet provider. Tell us a little bit about what you guys are doing there. >> Yeah, sure. So obviously, we've had strength in the, in the TV space, and being able to organize and aggregate all that streaming content with your traditional television content. What we've done now is take that investment in X1 and pivot it into a new product this year, we call Xfinity flex. And what that product does is it's a streaming device that should be comfortable for an internet only subscriber that they hook up to their TV. It's 4K, HDR, wireless. And through that device, they're able to aggregate all of that streaming content in one place. So whether it's app content that they may already have an existing subscription from or it's ad supported internet content or maybe they want to buy some more content from us right? And so we'll bundle and sell those subscriptions directly and include that as well. And we've actually been pretty surprised, you know, you take something like Netflix which is highly penetrated in the United States we're pretty surprised how many people are still signing up new as a Netflix subscriber in our service and so by just making it easy and just one click away we found that people are they're opting to do that. >> Right, I'm sure they're happy to hear that in Los Gatos just down the road >> Exactly. No, they're a great partner and either way we're helping them >> Right, right >> They're trying to reach what they call kind of the Netflix nevers people that maybe just hadn't gotten Netflix prior, right? And so we're helping them with that. >> Well, it's really interesting, you know, kind of the you know, kind of TV versus computer you speeding the TV's kind of your passive experience, you're sitting on the couch and you just kind of watching where the computer was more two way and then there was dual screen kind of activity, but you guys are bringing a lot of the stuff that was only available on your pc or your phone now directly into the Comcast experience, you know whether it's YouTube or whatever. So it really it's kind of blurring those lines. But I want to shift gears a little bit about, you know, kind of the role of the internet in homes today, has now expanded beyond entertainment. It's expanded beyond information and IoT now is entering the home probably the biggest one is nested, connected thermostats and connected door bells and ring and you know, we're seeing videos from people's rings all over the place. You guys are sitting again, right in the middle of that ecosystem. So how does IoT and connected devices and thermostats and refrigerators and doorbells impacted the way you guys think about delivering internet into the home? >> Well, I think it's really been a watershed moment for the company, moving from, if you go years back to bringing internet to the wall and making it available in the home to saying look, we've got to actually really control the coverage of that WiFi in the home and make sure that it reaches all the corners of the home but then also providing the control that people want of the devices in there we know that for power users we're seeing today, 20 connected devices on the home network. And I know my house, I'm up to 50, right? And I think what customers don't have and don't want is an IT person directly in their home. They want it to just work naturally and easily. >> Right. >> And so one measurement of success that I know is how often my mother in law gives me a call saying, "Hey, Preston, yeah, this thing's not working in my house." It's got to be really easy and straightforward. >> Right and then just in terms of just being a backhauler and the internet traffic that you guys are hearing because all those connected device or your kids devices, they all want 4k streaming, they're watching movies, you know, come down and watch TV on the big screen, no, no, no, you know, I'm watching it in the room. How does that kind of change the way you guys think about delivering bandwidth cause 4K is a lot more, go to NAB, you're just going to soon be 8K's and 12K's and all kinds of crazy stuff. So your role in actually just delivering bandwidth has changed significantly over the last over a year. >> Absolutely, I mean, there was a stat on bandwidth that surprised me even just to look at it, which is in, in the last 18 years, Comcast has increased bandwidth 17 times. And it's just every, you know, we just keep increasing that because the demand is there, you know, 4K takes, you know, more than your 1080p then did your SD and the more streaming that's happening, it's just, it's requiring more bandwidth, so we're happy to provide that. You know, we now offer one gig internet across all of our homes, we reached 56 million homes, I think it's the most in the United States as far as one gig availability. And so regardless of how much bandwidth you want to take, we're going to bring that to you. And I think recognizing that we also need that coverage in the home and out of the home through Xfinity WiFi hotspots, just trying to bring that there. But you mentioned kids too, I wanted to build on that which is, you know, I'm a parent and being able to control how and where my kids go in the internet is important. And so, you know, being able to put limits, whether it's bed time limits on their devices or we've recently introduced in our testing app base limits. So you could say they can't use Instagram or they can only use it 30 minutes a day. And so being able to have that kind of control puts you in the driver's seat as the parent of kids in the home. >> Preston, I think you're going to be busy for a little while here at the innovations center. >> We are for sure. >> All right, well, thanks for spending a few minutes we could talk all day but we'll have to leave it there. >> All right, thanks Jeff. >> Thanks a lot. He's Preston, I'm Jeff. You're watching the cube. We're at the Comcast Silicon Valley Innovation Center in Sunnyvale. Thanks for watching, we'll see you next time. (distinct music)

>>live from Las Vegas. It's the Cube covering Splunk dot com. 19. Brought to You by spunk. >>Hey, welcome back. Everyone's live Cube coverage in Las Vegas. That's plunks dot com. 2019 thistles their annual customer conference, where they unleash all the new technologies, announce all the new things. Everyone's here. It's the 10th anniversary of Splunk dot com cubes. Seventh year we've been covering slung been quite the journey from scrappy, startup going public growth phase. Now market leader on Outside has to come to success from the products and the engineering. And, of course, the people in the field that that served customers. And we're here with Susan St Leger, who's the president of worldwide field operations. Thanks for coming back to see you. >>Thank you, John. It's exciting to be here. >>So in the keynote, bringing data to every outcome is really the theme. Um, you seem to got a spring to your step here. You excited this year? What an amazing successful show because you got a platform. But the proof is out there. You got that ecosystem. You got people building APS on top of it. It's kind of all coming together this year, >>It sure is experience. It's it's it's just it's a huge leap forward, and I think so. Much of it is a vision of data to everything. And if you think about it, we talk about. We want to bring data to every question, every problem in every action. And the biggest thing you're going to see that you did see in the show is it's no longer just about the Splunk index. We're going to help you get you get value out of data wherever it lives. >>You had some big news on acquisition front Signal FX. Big chunk of change for that company. Private hot category. Observe ability, which really taste is out. That next 20 mile stare in the marketplace, which is cloud native. >>That's a >>cloud Service is, which comes together in the platform with logging coming together. >>Yeah, so exciting Way looked hard at that entire market, and signal FX was definitely the right answer. They operated a scale similar to us. They know how to how to operate it that scale, and so they're gonna be able to serve our customers well. And our view of the world is it's going to be hybrid for a very long time. But they serve that new cloud native world better than anybody else. It's It's when you do monitoring the cloud native world. It's really interesting to think about it. It's all made up of Micro service is right. So thousands of Micro Service's hundreds, thousands of Micro Service's and so in traditional monitoring, it's always you're tryingto monitor things you know could go wrong. In a microt service landscape, you don't know everything that could possibly go wrong. And so it's a level of complexity that's just very different. And so it's all about instrument ing, so that when something does go wrong, you can solve it. >>You guys have a very loyal based customer base, and that's again testament success. But the product has changed, and the value problems is emerging even further with data. That's a big theme. Data to everywhere, everything and security has come up on the radar a few years ago, here, the show. But this almost is a full blown security show at this point, because security center of everything you can't ignore it's become a centerpiece of everything data, the access to the diversity, How is that impacting the field because you're not. I mean, I guess you're a security company enabler and solve security problems. Date is a big part of it. Sure, I was at shaping your operations, >>So I think the thing to understand is correct. We're not just a security company, but we are number one in the security Magic quadrant. We're number one in both I. D. C and Gardner, and so that's important. But what happens is all the data the equal act for security can also be used for all these other use cases. So, generally speaking, whatever you're collecting for security is also valuable for I t operations, and it's also valuable for many other use cases. So I'll give you an example. Dominoes, which is a great customer of ours. They're gone 65% of their orders now come in digitally, okay? And so they monitor the entire intend customer experience. But they monitor it not only from a nightie operations perspective. That same data that they used righty operations also tells them you know what's being ordered, what special orders are being made and they use that data for promotions based upon volume and traffic and timing. they actually create promotion. So now you're talking about the same data that he collected for security night operations you can actually use for promotions, which is marketing is >>not a lot of operating leverage in data. You're getting out this. The old model was is a database. Make a queer. You get a report. Little time problem there. But now you have. Well, that other date is over there in another database. Who runs that data? So the world has certainly changes now, data needs to be addressable. This seems to be a big theme here on undercurrent. I know data to everywhere is kind of global theme, but don't diverse data feeds a I cracked and address ability allows for application access. >>Correct. So we look at the entire data landscape and say, we want to help you get data value out of your data wherever it lives. And it's right now, we've changed to the point where we are operating on data in motion, which is with data stream processor, which is hugely beneficial. You mentioned you know, a I m l way actually do something so unique from an ML perspective because we're actually doing the ml on the live streaming so, so much more valuable than doing it in batch mode. And so the ability to create those ML models by working on live data is super powerful. >>Good announcement. So you guys had the data processor. You have the search fabric, >>data fabric search, >>real time and acceleration our themes there. I want to get your thoughts on your new pricing options. Yes. Why now? What's that mean for customers? >>So if we want to bring data to everything, we have to allow them to actually get all the data right? So we needed to give them more flexible models and more alternative models. So for some people and just motto is very comfortable. But what they want it was more flexibility. So if you look at our new traunch pricing are predictable pricing, there's a couple of things that we've done with it. Number one is from 125 gig all the way up to unlimited. We'll show your predictable pricing so you don't have to guess. Well, if I move from 20 terabytes 2 50 what's that gonna cost me? We're gonna tell you, and you're gonna know and so That's one. The second thing is you don't have to land on the exact ingest. So before, if you bought a terabyte, you got a terabyte. Right now there's a traunch from 1 to 2 terabytes. There's a trunk from 2 to 5 terabytes. And so it gives the customers flexibility so that they don't have to worry about it coming back to buy more right away. >>So that's kind of cloud by as you go variable pricing. Exactly. I want your thoughts on some of the sales motions and position and you guys have out in the field. Visa VI. The industry has seen a lot of success and say Observe ability. For instance, Southern to Rick and Kartik About this. Yes, you guys are an enterprise software cloud and on premises provider you Enterprise sales motion. >>Yes, >>there's a lot of other competition up there that sells for the SNB. They're like tools. What's the difference between an offering that might look like Splunk but may be targeting the SNB? Small means business and one that needs to be full blown enterprise. >>Yeah, so I think the first and foremost most of the offerings that we see land in S and B. They have scale issues over time, I and so what we look at it and say is and they're mostly point products, right? So you can you can clutter up your environment with a bunch of point products, doing all these different things and try and stitch them together. Or you can go with this fun clock for him. So which allows you thio perform all of the same operations, whether B I t Security or Data Analytics in general. But it really isn't. It's about having the platform. >>You guys, what reduced the steps it takes to implement our What's the value? I guess. Here's Here's the thing. What's the pitch? So I'm on Enterprise. I'm like, Okay, I kept Dad. I got a lot of potential things going on platform. I need to make my data work for me any day to be everywhere. I au g Enterprise Cloud. What's the Splunk pitch? >>So our pitches were bringing dated everything, and first and foremost it's important. Understand why? Because we believe at the heart of every problem is a data problem. And we're not just talking t and security. As you know, you saw so many examples. I think you talk to his own haven earlier this week. Right? Wildfires is a data problem New York Presbyterian is using using us for opioid crisis. Right? That's a data problem. So everything's a data problem. What you want is a platform that can operate against that data and remove the barriers between data and action. And that's really what we're focused on. >>He mentions own haven that was part of Splunk Ventures Fund. You have a social impact fund? Yes, what's the motivation line that is just for social good? Is there a business reason behind it or both? >>What's this? So we actually have to social focuses. One is long for good, and that is non profit. What we announced this, what we announced a couple weeks ago that we reiterated yesterday was the spunk, social impact funds, a splint venture social impact fund, and this is to invest in for profit companies using data for social good. And the whole reason is that we look at it and so we say we're a platform. If you're a platform, you want to build out the ecosystem, right? And so the Splunk Innovation Fund splint Ventures Innovation Fund is to invest in new technology focused on that that brings value out of data. And on the other side, it's the spunk. Social impact. Thio get data companies that are taking data and creating such a >>Splunk for good as Splunk employees or a separate nonprofit. And >>it's not a separate nonprofit entity, but it is what we what we invest in. Okay. >>Oh, investing in >>investing in non for profit. Exactly like when we talked about the Global Emancipation Network right, which uses Splunk to fight human trafficking. That's on the nonprofit side. >>So take me through. This is a really hot area we've been covering for good because all roads I want now is for bad. Mark Zuckerberg's testifying from the Congress this morning kind of weird to watch that, actually, but there's a lot of good use cases. Tech tech can be shaped for good. A lot of companies are starting and getting off the ground for good things, but they're kind of like SMB, but they want the Splunk benefit. How do they engage with spunk if I'm gonna do ah social impact thing say cube for good? I got all this Tech. How do I engage punk? I wanted, but I don't know what to do. Have access to tools? How do I buy or engage with Splunk? >>Yes, start parties. Fund managers is making sure it's not just money, right? It's money, its access to talent. It's access to our product. And it's, you know, help with actually thinking through what they're trying to achieve, so it really is the entire focus. It's not just about the tech, Thea. Other thing I would say is you saw that we put out a Splunk investigate, and you also saw us talking about spunk, business slow and mission control. Those air now all built on a native SAS platform. And so the ability for our ecosystem now to go build on a native son platform is going to be incredibly powerful. >>So you expect more accelerated opportunities that all right, what's your favorite customer success stories? I know it's hard to pick your favorites, like picking a favorite child may be filled with the categories. Most ambitious class clown class favorite me. What's the ones you would call a really strong, >>so hit on a couple of my lover Domino story and the other one that I love, that I touched on. But I want to expand on because I think it's an amazing story. Is New York Presbyterian on using the Yes See you sprung for traditional security for private patient privacy. They also use it for medical devices. But here's the thing they use it for to help the opioid crisis. And you're like, How is opioid crisis a data problem? What they do is they actually correlate all the data that so doctors are prescribing the opioids who they're prescribing them to a number of prescriptions being building their pharmacy and then the inventory of opioids. Because they actually have sensors on all the cabinets where they get the opioids, they correlate all the data, and they make sure that if they understand if opioids being stolen from the hospital, because what people don't understand is that the opioid a lot of big part of the opioid crisis starts with hospitals to say of such a big volume of opioids. And so that, to me, is just I guess I love it because it's a great customer success story. But it's also again, it's so much fun doing good problem. >>A lot of deaths. I gotta ask you around your favorite moments here dot com, and you're a lot of conversations in your customer conversations this year. Let's do a little Splunk of the Cube right now can take the patterns, all the data, your meetings. What's the top patterns that are emerging? What are some of the top conversation themes that just keep popping up with customer? Specifically, >>I think the biggest thing is that they have seen more innovation unleash this year than they have ever seen in one year from Splunk. The other thing is that we've gone far outside of our traditional spunk index right and that the portfolio has grown so much and that we're allowing them to operate and get value out of the data wherever it lives. So data in motion and then you saw in data fabric search. We'll let you query not only the Splunk indices, but also H D. F s and s three buckets and more buckets to come. So more sinks if you will. So, really, what we're trying to do is say, we're just going to be your date a platform to help you get value >>Susan, you're a great leader and slung. Congratulations on your success again. They continue to grow every year. Splunk defies the critics. Now you're a market leader. Culture is a big part of this. What is your plans this year To take it to the next level? You're president of field worldwide, field operations, global business landscape. What are some of your goals and objectives on culture >>and the culture? So thank you, Jon. First of all, for your comments and were so committed to our culture, I think you know, as you grow so quickly, it takes a real effort to stay focused on culture way, have an incredible diversity and inclusion program. Onda We do way. It's a business imperative for us. Every single leader has diversity, diversity, inclusion, focuses and targets. And so I think that's a huge part of our culture. And the reason I say that, John, I don't know if you've ever heard about a 1,000,000 data points. Did anybody ever way Always talk about, you know in different different settings will share a couple of our 1,000,000 data points. What we want to make sure is a culture is that way. >>We >>have our employees showing up with their authentic self and because you do your best work when you can show up is your authentic self. And so we have people share a handful of their 1,000,000 data points at all different times throughout the year to get to know each other as individuals, as human beings and really understand what matters to each other. And I love that 1,000,000 data points culture, and I got that. We truly live it. And again it's It's about authenticity. And so I think that's what makes us incredibly special. >>And inclusion helps that trust >>fund elaboration, yes, and also just add to that. We're very proud of the fact that we made the fortune list this year for best places to work for women. So it shows that our focus, you know, we started. We started revealing our metrics just about two years ago, and we've had significant improvement way. Believe that what you focus on what you measure is what you improve. So we started measuring and improving it, and this year we made the list for a fortune that's called walking. It is Congratulations. Thank you. We're very excited about >>awesome on global expansion. I'm assuming is on the radar. Well, >>always, especially at this point. We're ready to double down and some of the tier one mark. It's a lovely for sure >>wasn't saying. Legend. President of worldwide field operations here inside the Cube. Where day to slung dot com 10th anniversary of their customer conference Our seventh year covering Splunk Amazing Ride They continue to ride the big wave. Thats a Q bring you all the data on insights here. I'm John Ferrier. Thanks for watching.

>> From Seattle, Washington, it's theCUBE covering KubeCon and CloudNativeCon North America 2018. Brought to you by Red Hat, the Cloud-Native computing foundation and its ecoystem partners. >> Everyone welcome back to theCUBE's exclusive coverage here live in Seattle for KubeCon and CloudNativeCon 2018. I'm John Furrier with Stu Miniman, breaking down all the content and the analysis, opinion, getting all the data, sharing that with you, three days of wall-to-wall coverage, we're in day three winding down, great event. Our next guest is one of the stars of the show here, original Kubernetes, a pioneer, Joe Beda, also the Kube founder at Heptio, recently sold to VMware in acquisition. Startup only what, two years old? >> Yeah, about two years. >> About two years. Welcome back to theCUBE, great to see you. >> Thanks for having me. >> Google. Great work you've done with Craig and with pioneering Kubernetes, Heptio startup. >> Yep, yep. >> Got taken off the table as you were ramping up. Congratulations! >> Thank you so much! It's been a little bit of a wild ride, I can tell you that. >> So first question for you is, I don't want to get into the whole VMware thing, we're going to hit that up in VMworld next year. But as you look at the ecosystem of Kubernetes, I mean, you've got to be looking at this sayin, "Hey, we knew this was going to be big." You guys have been running it with Borg and where that came from in the DNA. The magic wand almost was kind of passed out. Hey, this happened! It's kind of happening in a big way. What's your reaction? How do you feel at an emotional level? What's the vibe going on in your mind right now? >> I mean, I look at this and it blows my mind. I think we knew that we had a possibility with Kubernetes to do something big, we could feel it. I don't think we ever expected this, to be honest. The thing, though, that I think surprises me, and it was both about building startup and building a company, but also seeing the community grow, is that every time you hire a new person to do a startup, every time you have somebody join the community and start contributing, it's like it's another cylinder in the engine. And it really starts taking it in directions that you had no idea it was going to to go into. And so, I look around here and this is a product of a community. This is not a product of any single company, any single set of folks. I mean, you start things snowballing and interesting things happen, but it really is a group effort. >> It's so hard to do a startup. You know, I've done a lot of startups. We've done a lot of interviews with startups. It's hard. You got to start a company, you got to do all that legal work, then you've got to get the momentum, and it's capped off by the validation, certainly by VMware, who announced heavily at the VMworld, Pat Gelsinger said that Kubernetes is the dial tone. (laughs) And I'm like, okay, I guess. We were talking earlier, it's the ethernet. I've called it the TCP/IP. So, all the analogies come to this enabling kind of capability. And that's where we see a lot of the value. Where do you see the opportunities for the ecosystem to innovate. I mean, getting some clear visibility around the stability. But now value is starting to get created. What's your thoughts on value creation? Where are some areas that are ripe? >> Yeah, well, I think a couple of things. I think we're at the point now where it's about how do we bring these technologies to new people, to new audiences, to folks who might not have heard about it, don't quite get it. How do we make this stuff more relevant to them? So we're moving out of this technology-focus phase, into this phase that's focused on solution and value that's delivered. And this isn't always about innovation and building on top. Some of it is about different ways to do it, and also just, you know, having these ideas just permeate, right? And as technologists, we build on incredibly complicated technology. We look at, say, something like AWS. If you were to approach that brand new without any idea of the history there, it would be incredibly intimidating. But it's been around long enough, it's grown organically, that everyone's like, "Oh yeah, I totally understand all that stuff." It just takes time sometimes for these technologies to become understood, to become part of the fabric of what people assume the technical skill set is. And I think that's a big part of what we're seeing starting to happen now, too. >> Joe, I want to get your viewpoint. When I think about the last ten, fifteen years, the whole discussion of hybrid cloud, multicloud, portability, even thinking about things from a VMware context, or from a cloud-computing context, it seems like we have a lot of false starts and false expectations about, you know, we've listed Pat Gelsinger and Andy Jassy and others who talk about the three laws of the cloud. We're not changing physics. And Kubernetes is super-important for multicloud, but portability was kind of thrown out there. I want to get you to help us tease out what it is, what it isn't, and how do you see multicloud today? >> Yeah, so I mean, first, on the topic of false starts, there's this popular narrative that, oh, it's going to be this, now this is the hot thing, now it's this. And the reality is that main frames are still around. Technologies don't disappear, it's an additive type of thing. So it's not like, say for example, Kubernetes or Serverless or machine learning, right? It's all of those things working together and I think, if you look at it in that way, it doesn't feel like a false start. It just seems like we're adding more different techniques, more technologies onto the pile. In terms of where I see this stuff going, I think multicloud and compatibility do go hand-in-hand. From the very start, we never wanted to pretend that Kubernetes was going to be this magic layer that was going to make differences between different environments disappear. What we did want to do, though, was actually find the commonalities and minimize the extra differences that didn't need to be there. And so a lot of times, when I talked to customers, I don't say, "Hey, don't use this special service in this cloud." I don't tell them that. What I do say, though, is, "If you are going to start using those things, "do it in an eyes-open type of way. "Understand the trade-offs, "understand why you're doing it" versus just willy-nilly adopting technologies cuz they look nice and shiny, and that's what you want to do, right? So I think, whether you're adopting Kubernetes, whether you're adopting a specific cloud technology, whether you're moving to cloud versus actually building automatable infrastructure on prem, make sure that you're thoughtful about how you enter those types of decisions. >> The way the feedback we hear from people here on theCUBE this week and other places as well, is, pick a problem to solve. Don't boil all of the ocean, get in there, use Kubernetes for what you think you can nail a problem on, iterate from there. That's the common theme. Now as you guys pivot over to VMware, they've been investing a lot in their strategy also with AWS, RDS is now on VMware, they'd look at Kubernetes as a great opportunity to bridge on-premises and cloud. So it's clear to see why they like it. Explain for the folks watching who are fans of you and Craig and Heptio, what's next for you guys? You joined VMware, you just closed the deal, you're principal engineer at VM where you're in the business unit side, share some of the specifics that you can on what's going to happen next. >> Yeah, I think it's too early for me to speak on sort of a grand strategy across VMware. I think I'm still mapping things out and understanding things. What I can talk about is the way that we were thinking about the market from Heptio's point of view. And every indication that I've seen that this is actually very, very compatible for VMware. A lot of the keynotes that you saw here at KubeCon Show, that adoption curve, where we're in the early phase versus the early majority, that type of thing, and I think there's some truth to that. But I also think that there's an axis to that, that actually isn't shown up there, around the different personas that you see adopt different technologies inside of the enterprise organization. And so the strength of somebody like VMware, and I think the early adopters for things like Kubernetes, are that operator persona. And we're seeing an evolution of that persona as it starts to come to grips with the world of the cloud. We're moving from a place where things are ticket-based, human intensive, to how do we move to API-driven, policy-drive types of things, right? And so that's obviously where the cloud is. But how do we take those learnings, how do we take those lessons and actually apply those things on problems? And so our goal from Heptio's point of view, and I think it's incredibly well-aligned with VMware, and an enormous opportunity, is taking the VMware-faithful, the folks who do go to VMworld, that have built careers on that solution, how do we help them move their career forward, move their positioning forward in a way that doesn't eliminate their jobs, but actually helps them be smart in a modern world where cloud is actually part of the landscape. >> We had Aparna on from Google, and you know Aparna from your Google days, and she was making a comment about these new personas, new opportunities, new jobs that are opening up based on Kube. Okay, great, we see some of that. And then we've done rift on the idea that Kubernetes also is a uplift for existing roles: system architect, Network Guy, Server Guy, and then the VMware operator that had been wearing virtual machines, this is a lift for them. Talk about what specifically is going to get them jazzed up, is it the policy knobs on Kubernetes, what's going to really appeal to people below Kubernetes and what's really going to appeal to the developers above Kubernetes? >> Well, for centralized IT within an organization, cloud has been a challenge, right? If, I'm not thinking of a specific customer, but it's not insane to think about something like a developer who wants to write an app, they have to file a ticket, it can take anywhere from two weeks to three months to get stuff provisioned, right? And they're sitting there twiddling their thumbs waiting to actually get that stuff ready. Meanwhile, they take their credit card, go to a cloud, get a machine up and running within 30 seconds, and get their app shipped. So while they're waiting on that ticket, they can get that app shipped, and then they dare their manager to deny the credit card charge when it comes due. That is a challenge for centralized IT which oftentimes has not had any competition. Now, all of a sudden, they find themselves in a situation where they're competing with cloud for the hearts and minds of their own customers, for their developers. And different organizations have reacted to this in different ways. Some of them had said, we're just going to explode out IT and actually say to different business units, "You own your own destiny." But, depending on the enterprise, depending on the goals, depending on their requirements around regulatory needs, around policy, around cost controls, around mobility of developer skills across the organization, that may or may not work for them. And so, for me, the bridge forward for that centralized IT, is really one of giving them the power tools so they can actually serve their customers better in a world where cloud exists. >> Yeah. Their jobs! That's their job to serve the business. >> Well, I mean, the bar has been raised, right? And so we want to help them meet that challenge. >> Awesome. >> Joe, I want to get your thoughts on this growing ecosystem. I said in our open this morning, we've been looking for the last five years or so. Where is that independent, cloud-computing show? And sitting here with 8 thousand people, and another 2 thousand people are in the hallways or on the wait list and things like that. It's here, and there's all of these projects into multiple communities come together. How does it feel that Kubernetes, was it kind of the first domino to help tip something broader with CloudNative? >> I mean it feels really good, to be honest. I think one of the things that we saw Heptio as, and I think VMware is actually in a great position also, is to be a neutral party that really is on the side of customers as they enter this complex world where they're dancing with elephants that are the big cloud providers. And I think that there is an enormous appetite for customers to actually have trusted partners in that world. Now, with respect to the conference, I think, what I love doing is I love being on the floor here, I love talking to people, I love going to the session tracks. That's where I think the heart of this conference is. Some of the contributor community days that happened on Monday that don't get a lot of coverage, the big headlines are one thing but there really is an undercurrent of community that's happening in this conference that is really something pretty special. >> I think that's a great point, and, at least what I've seen that's contributed, you know, the Envoy Group, tomorrow there's the Operators Group, this is not a monolithic community, it's not like, look, I've been at VMworld for years. It was about virtualization and primarily a single product from a single company and everything that wrapped around it. This is not a vendor doing it, there's all of these. I talked to the people that all they care about is Helm, we talked about all these different pieces, and many of them tie into what was going on at Kubernetes, but there's just so much diversity, and it's a common ground for everybody to work together. >> And I think, this is one of the things that I think has been interesting about the CNCF is that there is no, there is an idea that we want to create a set of projects that work well together, but there also is the realization that there is no one way to skin the cat, there is no one way to solve a problem. So there is room for projects to disagree, there's room for projects to experiment, there is room for folks to try and find their audience and be successful. >> That's the modern upgrade in my mind, to, not going against the open source ethos but also innovating with it, You're balancing commercial so you just, I think they've got to apply this upstream concept called CNCF where the downstream benefits for commercialization, you can still do the open source community thing while having an impact downstream to IT and just regular developers. This is the trend we see at Enterprise when we talk to the customers, we talk to other people, IT has been outsourced for decades. Now there has to be a competitive advantage, and we have the competition thing that you pointed out. And the smart CIO CX's are bringing developers in to create a competitive advantage, and it's a new reset. And, not throwing away networks, they're not throwing away compute and storage. They're going to change it. And I think this is where the real tailwind is. Do you agree with that or what's your thoughts? >> The way I like to think about it is that, and I'm using company names here as an example, but I think there is this race between Tesla learning how to become a car company versus, say, Ford or GM learning how to become a software company, right? And that dynamic is playing itself out across every single industry. And I think there is not a CEO or CIO or board out there that doesn't realize that the way for us to be relevant in the future is to turn software into, not just a cost-center and something we deal with, but something that becomes a fundamental advantage and driver of our business. >> Every industry: media, software! We're a software company that happens to do media, with theCUBE. You're totally right, it's just like-- >> Any industry. This is why Amazon's getting into grocery stores. >> It's integration. This is a completely new horizontal dynamic with a little bit of special machine learning at the outlay. >> We're moving into a software-defined world, for sure. >> Joe, been great to have your commentary here on theCUBE. Thanks for sharing. Congratulations on the acquisition. Super outcome, the numbers floating out there. It's pretty large, good deal. We have no comment. (laughs) >> Open source! >> Read DCSE C file. >> Open source business models are changing, but the value is still the same. Those who create the value can extract it. That's the ethos of open source, of course theCUBE as well. Thanks for watching. Stay with us for more coverage after this short break.