>> Announcer: Live from Las Vegas, Nevada; it's the theCUBE covering Accelerate 2017. Brought to you by Fortinet. Now, here are your hosts Lisa Martin and Peter Buriss. >> Hey, welcome back to theCUBE. We are live in Las Vegas at Fortinet 2017. Fortinet Accelerate 2017 I should say. I'm your host Lisa Martin. Joined by my co-host Peter Buriss. We're really excited to be here today. First time for theCUBE and we are next joined by, Drew Del Motto, who is the CFO of Fortinet. Drew, welcome to theCUBE. >> Thank you, Lisa. >> Great to have you. I really enjoyed your keynote this morning. If you weren't able to see it, very passionate, very intellectual keynote. Some of the nuggets here that I wanted to talk to you about first just to kick things off; is just sharing with us, you have over 20 years of financial management experience in network security. You said, you started as a CPA. As we look at the generation of the business economy the digital economy and also now we're at this dawn of data. Love to get your perspective on defining that to our viewers. You mentioned that data is worthless is we can't trust it. And really that it's key to business value. Can you expound upon that? How critical is data trust for an organization to achieve? >> I think it's just core to value creation because it's as simple as if you're putting information out there and you think somebody's going to get to it, then you may not put the information out there. I think I've shared a statistic where a consulting group said that there was 5X the value for data that you trust. You created more data if you trusted it and they got about 5X the data. The monetizable data, which ultimately is what drives value in the new economy. So if you look at the most valuable companies in the world, I think I mentioned Amazon, Alphabet, Google, Facebook and Microsoft. All of them cloud, mobility, analytics. They're using data in their business models to drive it, right? But you trust them, right? And that's the key point. And they feverishly, energetically protect that data. And that's why you trust your data to put it there. >> But it's not just trust the data, because one of the interesting things about data is because it can be copied, be shared, it's trust in future uses of that data. that's one of the big challenges. Not only do we have to be able to demonstrate that we have an infrastructure or a fabric of capabilities that allow us to trust data now, but also that it will allow us to change how we use the data, introduce new ways of using the data, and very quickly validate and verify that we can trust that use too. Is that true? >> Absolutely, Peter, I think that's right. And I think most companies participating in a meaningful way to the new economy, very thoughtful about what data they're looking for and how they're going to monetize that data. I think of the business models of, clearly advertising and anything that's related to advertising. Very clear to see that they need data to grow their business right. And the core is the trust of that, and they continue to do that. But then you look at the other data that's around, many people aggregate data that they use and sell back to you in some way, for location based services or personalized services. Especially in healthcare, where you see that and that's a very valuable story. And if you don't trust your healthcare data, you're probably not going to trust whatever they're trying to sell you, right? But there's a lot about of value for you personally, simply because you can improve your health. Maybe you live longer, maybe you avoid some illness that could be pretty painful. But you have to ultimately trust that, that's being used in a useful way for you and is protected, so it doesn't get in the wrong hands. >> So we think about digital business as, boils down to very simply, a digital business uses data to differentially created sustained customers. >> Drew: Fair enough. >> So, the idea then, is that I now have to start looking at my data as an asset, that can generate a return for shareholders. Generate return for customers, generate return for the stakeholders. We don't typically think of data as an asset though. As you and your peers start thinking about how to start evaluating data, or thinking about data as an asset, where are we on that journey of getting to a point where we actually look at data as something that is a source of value in and of itself and creates value in new ways? >> Peter I think it might be helpful to actually even share some numbers. 'Cause what comes to mind for me was the McKinsey study that said there was about $7.8 trillion alone generated in 2015 that's monetizing data, right? So if that data weren't there, Then, that value wouldn't be there. And that's about 10% of the global economy. That's amazing. Just think about that and you think about the companies that I mentioned earlier, the value there are about two trillion dollars of market cap right there. Clearly, the lynchpin to that is digital trust, their use of data, until you can grow it all the time. I think of it as an asset. I think that I want to have it. I want to know how to protect it. I want an architecture that's proactive. That is driven by the business, right? But complimented by a secure infrastructure, So that I know, people know, that I have digital trust. I can trust the data, right? I have to print data as a CFO, right? If my investors don't trust it, guess what? I have a problem, right? So I think it's the same way around in anything you do business wise and just think as data being the fuel of the next generation economy. Look, data's also power, not to get into politics, but think of the power of the data that the Trump campaign had in the upper Mid-West. They had some data that obviously, the other side didn't have and it was very useful for them crafting their message and getting elected. >> I think we can definitely agree, no matter what side of the fence you're on, that there was influence there from an election perspective. One of the things that I'm interested in getting your perspective on is you were talking about, in your keynote this morning, the role of the C-Suite, how it's changing. You said, "It's kind of cliche," but in the last five to seven years we've seen this either emergence of the CSO or maybe an evolution from the CSO to the CSO. And there was a panel this morning of three CSO's from AT&T, Lazard and Levi's. My ear went up wondering if I was going to hear cyber security differences based on the industry. And it really seemed, and what we've heard from some of your peers and technology partners on the show today is, it's quiet agnostic. But I'd love to get your take on, you were talking about how you view, as a CFO, data as an asset. In the role of the CSO, is this guy or gal, when it comes to cyber security, are they now on the front lines as the leader of a cooperation's digital army? Or is that digital army now maybe a little bit more broad across that C-Suite in a company that needs to trust data in order to have value? >> Great question, Lisa and it was a great panel. What I took away from it was that the CSO is very much the quarter back, right? So I think everybody plays a role, it's a team. And when they break huddle, everybody has an assignment. They look at the play they're going to call and they run it and the CSO is really taking information from everybody and rolling it together in a way to underlie the trust, making sure that they're driving towards digital trust ultimately. That's the role and they have to take input from the CEO on the business propositions, the vision. The CFO on risks and the investment profile. The CIO on how they're going to drive the business with IT, and then their role is ultimately to advise and help drive the business going forward. And make sure they're compliant. When you talk about verticals, I think it's generally agnostic. I think there are some areas where there's obviously some compliance with credit cards and financial institutions and healthcare clearly, given the information there. But generally speaking, I think it's the same all around. If they're successful, the key is to not be right themselves, but to get it right with that team. >> I love the analogy of the quarter back actually. We were talking, actually before we started this segment that there's estimates that a CSO is inheriting more than 25 different security technologies to defend and protect and remediate and we've been talking as well with some other guests, today on this show that a lot of companies now have this sort of assumed breach mentality. Can you expand a little bit more on that CSO as the quarter back. What they're inheriting and how they need to navigate through that environment in order to extract value from that data? >> Well, it's the vectors that we all hear everyday right? It's IOT, you here more mobility, more cloud and more data. And even some of the things out there just generate data, right? I think it's just an aggregation of an architecture that reflects that. There's a lot of silent business units ruling their own technology, right? And there's a lack of talent. I think that came up a lot this morning was just a complete lack of talent. There's a lot of people in college, but they don't have a lot of experience yet. So, I still think we have a dearth of talent. There's some compliance and then ultimately, you're trying to get the best architecture for the company. So, I think that's the quarterback. Really trying to bring all those conversations to the table. Help the company draft a vision that's business forward that reflects digital trust ultimately, and reflects something that's affordable and manageable. And I think you do that with an architecture, a lot of listening, I think they key is listening. Again, what I said earlier, it's not about any one person being right, it's about getting it right for the company and their customers, so they trust the data. >> That's a great message, fantastic. >> As you think about the evolution of the relationship between the CFO, who has a responsibility for risk and generating return on assets and the CSO, who is part of this new team that's going to increasingly have to think in terms of creating digital asset value. How is that relationship going to change over the next few years? >> Well, I think the new awakening, the message is that there's an opportunity for value creation. One of the things I said this morning, as a CFO, I love it when somebody brings me and investment an alternative. If they just bring me a cost, (laughing) >> That's cost and you say no. >> I take a deep breathe (chuckles) and I try not to say no, sometimes you can't control it, but really you always want to think about the business first. That's the job, right? CFO certainly. You think about your shareholders. Your trying to find them an appropriate return, the best possible return on the investment. So, it's always investment forward. Think about the investment. Does it provide the right type of return? And I don't see how anybody can argue that in this dawn of data, if you will, all the analytical opportunities out there, and the ability to drive a business with that data, and the value it creates. That trust isn't at the core and investing in that trust is a great idea. >> Also, it means, I would think, that there's going to be some experience curves associated with this process. And your ability to off the experience curves in your business is highly dependent upon how successful you are at choosing partners and laying trust in those partners so that they can do a great job of what they're doing as well. How does Fortinet tell its story to its customers, that working with us you will have a trusted partner, but also we will be providing the platform that will facilitate you being a more trusted partner? >> Well Peter, from my perspective that's an easy question. It's Fortinet's security fabric and everybody's talking about platform, but platform is like a ship with containers on it, right? You may bolt them down, but if the ship tilts they fall off. A fabric is knitted together, right? It's not a patchwork. It's not thread. it's a coat, right? It's something that you bought to protect you. And Fortinet's that security fabric reflects the breadth of product portfolio we have. It goes through the cloud, into IOT, provides the performance necessary to run the business. It doesn't create friction. It's broad, it's powerful and it's secure. And you get that transparency across the business. It updates itself automatically. It's fully integrated and it works for today and tomorrow. >> So one last question here. >> Sure. >> Drew, giving you the last word. One of the things that I also found very intriguing this morning was that you were talking about the difference between selling fear versus selling value. As we look at where Fortinet is today, and also Ken Xie the CEO did mention this morning that you got this goal as a company to become number one by 2020, which is just a few years away. What excites you about the announcements today as well as the vision of Fortinet going forward to really enable your customers and your partners to deliver the trust those customers need? >> Yeah, I think we're helping them be business forward. I think we're helping them be business first. When I look out there and I see everybody saying, "Oh the attack surface is increasing, "cyber crime, cyber criminals, somebody hacking away "in a garage in some country far away, "and they can easily do this." Those things are generally true, but what I really want to do is build an infrastructure that drives my business, so that I could participate in a big way where the economy is going and that's about data and analytics. It's like I said, it's the dawn of data. And I think we can do that in a very differentiated way and very value oriented way for our customers that no one else can do and that's Fortinet's security fabric. >> Well, what a fantastic way to end the conversation there. I love that you said how important the role of listening is. I think that's quiet an agnostic importance there. Drew Del Matto CFO of Fortinet. Thanks so much for joining us on theCUBE. >> Thank you Lisa, Thank you Peter. >> Peter: Thank you, Drew. >> And on behalf of Peter Buriss, I am Lisa Martin. You've been watching the theCUBE, stay tuned. We'll be right back. (upbeat music)