>>from around the globe. It's the cue with digital coverage of active EO data driven 2020. Brought to you by activity. We're back. This is the cubes coverage. Our ongoing coverage of active FiOS data driven. Of course, we've gone virtual this year. Ash. Ashutosh is here. He's the founder, president and CEO of Active Eo. Great to see you again. >>Likewise, They always always good to see you. >>We have We're in a little meet up, You and I in Boston. I always enjoy our conversations. Little did we know that, You know, a few months later, we would only be talking at this type of distance and, uh and of course, it's sad. I mean, a data driven is one of our favorite events is intimate, its customer content driven. The theme this year is you call it the next normal. Some people call it the new abnormal, the next normal. What's that all about? >>I think it's pretty pretty fascinating to see when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while we all scrambled around trying to figure out How do you react to this one, and everybody reacted very differently. But most people have this tendency to think that this is going to be a pretty broom environment with lots of unknown variables, and it is important for us to try to figure out how to get a get our hands on this. By the time we came on. For six weeks into that, almost all of us have figured out this is Ah, this is not something you fight again. This is not something you wait, what, it to go away? But this is one. Did you figure out how to live in and you figured out how to work around it? And that, we believe, is the next long. It's not about trying to create a new abnormal. It's not about creating a new normal, but it's truly one that basically says that is it. That is a way, perhaps packed forward. There's a is a way to create this next normal, and you just figured out how to live with the environment, behalf and the normal outcomes of companies that have done remarkably well as a result of these actions. Fact. If you're being one of them, >>it's quite amazing isn't it? I mean, I've talked to a lot of tech companies, CEOs and their customers, and it's almost like they feel the first reaction was course they cared about their there, their employees and their broader families. Number one number two was many companies, as you know, saw a tailwind, and it initially didn't want to be seen as ambulance chasing. And then, of course, the entrepreneurial spirit kicked in and they said, Okay, we can only control what we can control and tech companies in particular just exceedingly Well, I don't think anybody really predicted that early >>on. Yeah, I, um I think of the heart, We're all human beings, and the first reaction was to take it off. Four constituencies, right? One. Take care of your family. Take it off your community, take care of your employees, take care of your customers. And that was the hardest part. The first 4 to 6 weeks was to figure out How do you do each of those four. Once you figured that part out or you figured out ways to get around to making sure you can take it off those you really found the next mom, you really start forgetting our out of continue to innovate Could, you know to support each of those four constituencies and people have done different things. I know it's amazing how, um, Cuba continues to operate As far as a user is concerned, they're all watching anymore. Yes, we don't have the wonderful desk, and we all get to chat and look in the eye. But the content of the messages asked powerful as what it waas a few months ago. So I'm sure this is how we're all going to figure out how to make through this new next normal >>and digital transformation kind of went from from push to pull. I mean, every conference you go to, they say, Well, look at uber, you know, look at Airbnb and it put up the examples you have to do this to, and then all of sudden the industry dragged you along. Some Curis esta is toe. How and and I guess the other point there is digital means data. We've said that many, many times. If you didn't have a digital strategy during the height of the lock down, you couldn't transact business and still many restaurants is still trying to figure this out, But so how did it affect you and your customers? >>Yeah, it's very interesting. And I we spend a lot of time with several of our customers were managing some of the largest I T organizations. We talk about very interesting phenomena that happened some better beginning of this year. About 20 years ago, we used to worry about this thing called the Digital Divide, those who have access the network and Internet and those who don't. And now there is this beta divide, the divide between organizations that know how to leverage, exploit and absolutely excellent the business using data and those adorable. I think we're seeing this effect so very clearly among organizations that unable to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples off the lights off. People are doing delivery. People are doing retailing, but there are so many little things you're seeing organizations. And just the other day, he had a video from Century Days Is Central Data System, which is helping accelerate Cohen 19 research because it will get copies of the data faster than they would get access to data so that these are just much, much faster. Sometimes you know, several days to a few minutes. It's that that level of effect, it's not just down to some seven. You know, you almost think of it as nice to have, but it's must have life threatening stuff. Essential stuff or just addressing. Korea was running a very pretty in a wonderful article about this supercomputer in That's Doing an Aristo covert 19 and how it's figured out most of these symptoms they're able to figure out by just crunching a ton of data. And almost every one of those symptoms that the computer has predicted Supercomputer is predicted has being accurate. It's about data. It is absolutely about data, which is why I think this is a phenomenal time for companies. Toe Absolutely go change. Make this information about data exploration, data leverage, exploitation. And there's a ton of it all over all around us. >>Yeah, and and part of that digital transformation, the mandate is to really put data at the core. I mean, we've we've certainly seen this with the top market cap companies. They've got dated at the core, and and now, as they say it's it's become a A mandate. And, you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, endpoint security and things of that. VD. I made a comeback, and certainly Cloud was there. But I've been struck by the reality of multi Cloud. I was kind of a multi cloud skeptic early on. >>Yeah, >>I said many times I thought it was more of a symptom than it was a strategy, but it's that's completely flipped. Ah, recently in r e t r surveys, we saw multi cloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CEOs. >>Yeah, So fascinating, though really is the first flower part of sometime in 2018. End of 2018 >>Go right, Yeah, >>the act if you'll go on world, which is a phenomenal way to completely change the way you think about the using object storage in the flower for two years that we saw about 20% of our business. By the end of two years, the beginning of this year, 20% of our business was built on never it in the cloud since March. So that was end of our almost ended the Q one. So now we just limit left you three in six months. We added 12 more percent of the business literally weeded in six months. What we did not do before for 18 months before that, right? Significantly more than what we did for a year and a half before that. And there are really three reasons and we see this old nor again, we have a large customer. We closed in January. Ironically, were deploying out of UK, a very large marketing organization. Got everything deployed, running the they're back up and beyond and a separate data center. And they had a practical problem of not being able to access the second sight literally in the middle of deployment. Mystere that customer, Did you see me Google Cloud? Because they were simply no way for them to continue protecting their data, being able to develop new applications with that data that simply had no access. So there was. This was the number one reason the inability for already physically access, but put their their employees at rest and have before the plow would be the infrastructure. That's number one, so that first of all, drove the reason for the cloud. And then there's a second reason there are practical reasons. And why some clerk platforms that good one working the other ones are not. So where, uh, some other more fuels. And so if I'm an organization that has that spans everything, I've got no power PC and X 86 machine A vm I got container platforms. I got Oracle. They got a C P. There is no single cloud platform that supports all my work loaders efficiently. It's available in all the agents I want. So inevitably I have to go at our different about barefoot. So that's a second practical visa. And then there's a strategic reason. No, when no customer what's really locked into anyone card back at least two. You're gonna go pear more likely? Three. So those are the reasons. And then, interestingly enough, have you were on a panel with as global Cee Io's and in addition to just the usual cloud providers of you all know and love inside the U. S. Across the world, in Europe, in Asia, there's a rise off the regional flower fire. See you take all this factor. So have you got absolute physical necessity? You got practical constraints of what can the club provided support the strategic reasons on why either Because I don't want to be locked into a part for better or because there is a rise off data nationalism that's going on, that people want to keep their data within the country bombs all of these reasons. But the foundations or why multiplier is almost becoming a de facto. It's impossible. What a decent size organization to assume. They were just different on one car ready. >>The big trend we're seeing, I wonder if you could comment. Is this this notion of the data life cycle of the data pipeline? It's a very complex situation for a lot of organizations, their data siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business. And it's kind of a mess. And so what they're trying to do is bring that together. So they've done that data. Scientists complain they spend all their time wrangling data, but but ultimately the ones that are succeeding to putting data at the core is, we've just been discussing are seeing amazing outcomes by being able to have a single version of the truth, have confidence in that data, create self serve for their for their lines of business and actually reduce the end and cycle times. It's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing. You guys do a lot of work. Heavy work in Dev ops and hard core database those air key components of that data Lifecycle. Yeah, you're seeing in that regard regarding that data pipeline. >>Yeah, it's a It's a phenomenal point if you really want to go back and exploit data within an organization. If you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it or it's so hard to make the silos. That is just not what trying to make it happen. And 10 years ago we set out on this mission rather than keep this individual silos of data. Why don't we flip it open and making it a pipeline, which looks like a data cloud where essentially anybody who's consuming it has access to it based on the governance rules based on the security rules that the operations people have said and based on the kind of format they want to see data. Not everyone even want to see the data in a database. Former, maybe you want the database for my convert CSP for my before you don't analytics And this idea of making data, the new infrastructure, this idea of having the operations people provide this new layer for data, it's finally come to roost. I mean, it's it's fascinating. I was the numbers last quarter. We just finished up. You do now. 45% of our customer base is uses activity or for reuse is the back of data for things that excellent. The business things that make the business move faster, more productive or you will survive. That was the mission. That was what we set out to do 10 years ago. We were talking to an analyst this morning, and now this is question off. You know, it looks like there's a team of backup data being reused, said Yeah, that's kind of what we've been saying for 10 years. Backup cannot be an insurance back up in order to your destination. It has to be something that you could use as an asset and that I think it's finally coming to the point with you can use back up a single source of truth only if you designed it right from the beginning. For that purpose, you cannot just lots of lots of ways to fake it. Make it try to pretend like you're doing it. But that was a trooper was off making date of the new infrastructure, making it a cloud, making it something that is truly an ask. And it's fascinating to see our businesses. You take any of our larger counts and the way they've gone about transforming not just basic backup. India. Yes, we are the world's glasses back up in most Kayla will be our solution. That's that's a starting point. But do we will be used after Devil applications 8, 10 times faster? Ron Analytics, 100 ex pastor. The more data you have, the more people who use data you have, the better this return makeups. >>You know, that is interesting to hear you talk about that because that has been the holy Grail of backup. Was toe go beyond insurance to actually create business value. And you're actually seeing some underlying trends We talked about that data pipeline in one of the areas that is the most interesting is in database, which was so boring for so many years. Ah, and you're seeing new workloads emerge. Take the data warehouse beyond your reporting. Never really lived up to its Ah, it's promise of 360 degree view. You mentioned analytics. That's really starting toe happen. Ah, and it's all about data John, for Used to say that your data is that is the new development kit. You call it the new infrastructure, and it's sort of the same same type of theme. So maybe some of the trends you're seeing in ah in database enoughto talk about that for a little bit and then pick your brains and some other tech like object storage is another one that we've really seen takeoff? >>Yeah. So I think our journey with object story began in 16 4017 as we started or Doctor Cloud platform in response to the user requirements, Uh, we did more like most companies have done and unfortunately continue to do to take the in print product. And then it's smooth under the cloud. And one of the things we saw was there was a fundamental difference off how the design points of flower engineering is all about what they're designed it for object story, that one of those one of those primitives fundamental stories, primitives that the cloud providers actually produced that we know really exploited. There was. It was used as a graveyard for data. It's a replacement for me, please, where data goes to die. And then we look at it really closely and say, Well, this is actually a massively scalable, very low cost storage, but it has some problems. It has an interface that you cannot use with traditional servers. Uh, it has some issues around not being able to read, modify right the data. So it feels like a consuming a lot of stories. So we're going to solve those problems because a good two years to come back with something on world that fundamentally creeds objects the lady like this massive use capable high performer disk? Yes, except it is ridiculously low cost and optimize the capacity. So this finger on world that patented has really become the foundation of how everything in our works without using CPU Ray, that is simply nothing at a lower PCO that if you wanted to basic backup, the, uh, more importantly, use that to do this a massive analytics and you don't know more data warehouse data leaks. It is not a good deal of Lake House aladi. All of these are still silent. All of these are people trying to take some data from somewhere put into one of the new construct and have it being controlled by somebody else. This is artist thing. It's just you just move the silos from some place to another place instead of creating a pipeline. If you want to really create a pipeline object story has been integral part of the pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases, you know, most business, most of the critical business and I was on a daily basis, and the ability to find a way to leverage those. Move them on our leverage in terms of whichever format databases access. Which location or Saxes doesn't know how big it is. Lots of work has gone into trying to figure figure that one out. And we we had some very, very good partners in some of the largest customers who help take the journey with us. I'm pretty much all of the global 2000 accounts you see across the board, but an integral part of a process. >>You mentioned the word journey and triggered a thought. Is your discussion with Robbie, the CEO of of Seeing >>A. It was a customer years. >>Ah, and what he said. I liked what he said. He course he used the term journey. We all do. But he said, You know what? I kind of don't like that term because I want to inject the sense of urgency essentially what he was saying. I want speed, you know, journeys like Okay, kids get in the car, were in a drive across country. We're gonna make some stops. And so, while there's a journey, he also was was really trying to push the organization hard and he talked about culture. Ah, as some of the most difficult things and it goes like many. See, I said, Now the technology is almost the easy part. It's true when it works. Oh, I thought that was a great discussion that you had. What were some of your takeaways >>with thinking? Robbie's is very astute. Ah, I t executive was being around the block for so long and one of the fascinating things, but a asking this question about what's the biggest challenge was just gone through this a couple of times. What is the biggest challenge? Taking an organization as vulnerable as well known A C gate is. I mean, this is a data company. This is This is the heart of the Oliver Half the world's data is on seeing stuff. How are you today was, or company has been around for long in the middle of Silicon Valley and make it into ah into a fast growing transformation company that's responding to the newer challenges. And I thought he was going to come back with Well, you know, I gotta go to the abuses. I picked this technology that techno in. Surely that is exactly what I expected he would end up with. There's nothing through technology in this day and age when you can have an Elon Musk and send a card of Mars. It's not many technologies that we can really solve many covered 19 ism. Next one Do we gotta go solve? Well, frankly, he kid upon the one thing that matters to every company. It is the fundamental culture to create a biased of action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this CDs off. Like you said, a journey that say's and we all know this right? People talk about, we're going to do this in face one. We're gonna do this and face to and good food release and face three nothing and what happens Invasive. Nobody gets a number feast. I think he did a great job of saying I fundamentally had to go change the culture that was my biggest take away, and this I've heard this so many times the most effective I D execs wait a transformation. It actually shows in the people that they have. It's not the technology, it's the people. And some. This history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And, of course, that at that point that leverages technology where a proper here. But Robbie's a insightful person, always such a They lied to talk them, said they like for him to have chosen us as a its information technology for him to go pull his data warehouses and completely transformed how I was doing manufacturing across the globe. >>You know, I want to have some color of what you just said because some key keep takeaways that from what you just said, ashes is You know, you're right when you look back at the history of the computer industry used to be very well known processes, but the technology was the big mystery and the and the big risk and you think about with Cove it were it not for Technology Way didn't know what was coming. We were inventing new processes literally every day, every week, every month. It's so technology was pretty well understood. It and enabled that. And when you when you think when we talked earlier about putting data at the core, it was interesting to hear Robbie. He basically said, Yeah, we had a big data team in the U. S. A big tainted TV in Europe. We actually organized around silos and and so you guys played a role you were very respectful about, you know, touting active video with him. You did ask him, You know what role you play, But it is interesting to hear and talk about how he had to address that both culturally. And of course, there's technology underneath to enable that unification of data that silo busting, if you will. And you guys played a role in that. >>Yeah, I always enjoy, um, conversation with folks who have taken a problem, identified what needs to be done and then just get it done. And its That's more fascinating than you. Of course, I video plays a small part in a lot of things, and we're proud to have played a small part in his big initiative, and that's true of know the thousands of customers we talk about. But it's such a fascinating story to have leaders who come back and make this transformation happen, and to understand how they went about making those decisions, how they identified where the problem with these are so hard. We all see them in our own life, right? We see there is a there's a problem, but sometimes it takes a wider don't understand. How do you identify them and what do you have to do and more importantly, actually do it? And so whenever use, whenever I get an opportunity with people like Robbie, I think understanding that there's a way to help, uh, we always make sure that we play our own small part, and we're privileged to be a part of those kinds of journeys. >>Well, I think what's interesting about activity on the company that you created is essentially that. We're talking about the democratisation of data, that whole data pipeline, that discussion, that we had the self service of that data to the lines of business and, you know, you guys clearly play a role there. The multi cloud discussion fits into that. I mean that these air all trends that are tail winds for companies that can that can help sort of you know, flattened the data globe. If you if you will, your final thoughts. >>Yeah, I know you said something that is so much at the heart of every idea Exactly that you're talking to, if they truly is. The fundamental asset that I finally end up with is an organization. The democratization of data. Where I do not lock this into another silo, another platform, another ploughed. Another application has to be part of my foundation design and therefore my ability to use each of this cloud platform for the services they provide. While I and they were to move the data to where I needed to be. That is so critical. So you almost start to think about the one possession and organization now has. And we talked about this with a group of CEOs. They might be some pretty soon. Not too far off, but data stolen asset. I might actually have our data mark data market, just like you. I was stopped working, but I can start to sell my data. You know, imagine a coup in 19. There's so many organization that have so much data, and many of them have contributed to this research because this is an existence of issue. But you can see this turning into a next level. So, yes, we've got activities, will move the data toe one level higher where it's become a foundation construct for the organization. The next part is gonna actually done. This is the one asset would actually monetize someone stuff. And it will be not too long when you need to talk about how there's this new exchange and what's the rate of data for this company? Was, is that company in the future trading options? Who knows is gonna be really interesting. >>Well, I think you're right on this notion of a data. Marketplaces is coming, and it's not not that far away, Blash. It's always great to talk to you. I hope next year a data driven weaken we could be face to face. But I mean, look, this has been we we've dealt with it. It's it's actually created opportunities for us toe to reinvent ourselves. So congratulations on the success that you've had and ah, and thank you for coming on the Cube. >>No, thank you for hosting us and always a big fan off Cube. You guys, you engage with you since early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the seats, technologies and culture that you created yourself. So it's hopefully one day we'll strict the table that I would be another side and asking of our transformation. Digital transformation of Cuban cell >>I would love to. I'd love to do that index again. And thank you, everybody for watching our continuous coverage of active fio data driven keeper Right there. We'll be back with our next guest right after this short break. >>Thank you.

>>from around the globe. It's the queue with digital coverage of active EO data driven 2020 brought to you by activity. >>However, this is Dave Volante for the Cube and appear to really tell you how excited we are about active CIOs. Data driven. We're partnering with active again this year. Of course, the conference has gone virtual. Data driven is a great event. It's a very customer oriented event. Active CEO is a company that deals with some really gnarly data problems at scale. They started in the space of copy data Management and have extended into Dev Ops and Analytics and Cloud. And so the Cube will be there. It's September 15th and 16th, 16th goto active geo dot com. Sign up. There's a free e book on Dev Ops. It's always a great program. We'll see you there. >>Yeah, yeah, yeah, yeah

>>from around the globe. It's the Cube with digital coverage of Red Hat. Summit 2020 Brought to you by Red Hat. >>Hi, I'm Stew Minimum And and this is the Cube's coverage of Red Hat Summit 2020 course Digital event This year. We're not together at Mosconi, but we are bringing together many of the speakers thought leaders, customers in this very important ecosystem. Really excited to welcome back to our program. Stephanie Cheers. Who's the vice president and general manager of the Red Hat Enterprise Linux business unit inside of Red Hat. Stephanie. So great to see you have to give you a virtual hug high five year, but you know, always great to see and have you on the program. >>Oh, thank you. So it's great to be here, and this is what together means today. But it's great to be together with you >>again. Here it's limit. >>Yeah, the discussion is you talk on it together apart for for a time we talk in tact. That change is one of the only constants that we have, and there are more changes than ever happening right now. So before we get into kind of your B you talk a little bit about, You know, some of the big changes. There's organizational changes, you know, I know we spoke to you about in 2019 at IBM Think and Red Hat Summit because you've worked for both sides of the equation here, Uh, give us kind of the latest from your standpoint. >>Yes, certainly the leadership changes which have been public now for a couple weeks. Those were a big change >>for for us. I think one of the things that has come through is IBM has really been respecting what red hat is. What? Um, what we do. But also how we do it is very important and valued. And we at red Hat >>believe in it so strongly. We're sticking to what Red Hat does best. Everything is open source. Everything is collaborative. And honestly, I have to say it. It >>feels great as a red Hatter to see Jim in the position he's in at IBM Um, Paul's passion, >>which clearly comes across in his keynotes and >>his passion for how we do have an open source development model. It's great to have them now take over the CEO role for Red hat. So it's it's really exciting times. I think. Last year when we spoke, it was, um it was a bit of a wait and see and see what happens. And I think now the recent announcements really solidify this sort of synergy and partnership that IBM and Red Hat have and what our intentions are in the market. But at Red Hat, we still stay red hat, and we're still driving things the way we always have. And that's great. Feels that >>that that's great. And thank you so much for the update. So when we talk about your business unit that the Red Hat Enterprise, Linux, of course, Rehl, um, you know, I've got a little too much history, you know. I go back when it was, whereas, you know, before well and kind of wash the growth of Linux sto become really, you know, the underlying fabric of so much of what we see out there today for all of businesses, so many companies could not exist if it wasn't for Linux. And in the seven years we've been having the Cube, of course, we've really watched that that moved from Lennox to not only be some of the foundations of what's happening in customer's environments, but also a major piece of cloud and cloud. Native S O. You know, give us that up date as to, you know, here in 2020. You know why? You know Linux has been around for quite a long time, but, you know, it's still is relevant. >>Yeah, so that's it. That's a >>great leader and ties exactly to how we look at well in the red hat sort of entire portfolio. Um, when you look at Lenox of how it evolved, it started out as being a bit of a cheaper alternative to units. But it quickly became, because of the open source way and collaborative way it's developed. It quickly became sort of this springboard for innovation because you have all these incredible innovators collaborating upstream. All of that has fed to a whole different view of what Linux is. Is cloud exists because of Linux is containers are just a different deployment mechanism or Lennox workloads, artificial intelligence. All those APS are built on Linux, so it's become this standardized foundation upon which innovation is done today, And for me, that's the most exciting thing, because it red hat and rail. Our goal is to one. Have it just work right? It has >>to be the standard. And, um well, sometimes that can be misinterpreted. It >>is boring or a commodity. It is anything but a commodity. It's probably one of the most strategic decisions that someone makes. Is which Raoul Distribution? Which Red Hat, which Lennox distribution did they use and that really take real pride that it's built for the enterprise? It's build for security. It's built for resiliency, and all of that build it once deploy anywhere, translates into also using all the innovation, all the container ization capabilities, using it across multiple public clouds. So it's really that combination of having it just work, be the foundation of where you build once and then being able to leverage all the innovation that's coming out of the open source world today. >>Yeah, really interesting points. Stephanie, I think back to when we talked for years about the consumer nation consumers, consumer ization. Excuse me of I t and people thought that therefore, there wouldn't be differentiation, you know, just by white box things and everything will be off the shelf. But if you look at how most companies build things, they really hyper optimize that. I need to build what I need. I need to use the tools that are available, and I need to be able to be agile. You know, I want one of my highlights last year talking to a lot of companies going through their digital transformation and a number of them at Red Hat Summit last year where they talked about both the organization and technology changes that they're making to move faster. And, of course, your portfolio is a big piece of helping them move forward. >>And that's one thing we're seeing that that ability to consume, innovation and get the >>most and extract the most out of what they're running today in their data center. As customers transform and take on this digital transformation, it's not just a technology statement. In most cases, it's an organizational statement as well. And how do you bridge both those and move it forward? It's one thing we focus a lot on right with the open innovation labs, with a lot of customers as well, because it's not just about the technology, it's about the way we work in the way we do things as well. >>Yeah. So, Stephanie, you know, every every year or so I hear it's like, Oh, well, we've got a new way to To the operating system. There was the Jeff just enough operating system for for a while when container ization came out, there was little company named core Os. That was like, Oh, we're going to make a thin version or core OS is now Ah, piece of red hat. Um, so still, with the cloud, there's always, you know, we're going to change the way the operating system it's done. Um, we just love your viewpoint as to, you know, Red Hat has, you know, a few options and kind of a spectrum of offerings. But how do your customers think about the OS these days? And you know, how should we be thinking about rail specifically in that overall spectrum? >>No, it's so that's a great question, too. And we look at >>it as Lennox and Rehl is be one thing that stays the same and helps you get the value out of all the work you've already put in all the development work you've already put in. And make sure that that translates to the future, where everything is changing, how you deploy where you deploy what you deploy. All of that may change, but if you want to get the value out of the work in the development that has been done yesterday, you need something to stay the same. In our view, that's real. We build it with um in mind for the enterprise along lifecycle security support. We build all of that into it so that when you build on a rail monorail kernel, you can take that. If you want to deploy it in a container, you can deploy on Rehl itself. Or if you need orchestration, you can deploy it on open shift. And that's part of the reason why you mentioned Core OS. So we now have a rail core. OS is within open shift 4.0, on beyond, of course. But what we did was we tailor down what is. In reality, it's the same packages. It's the same certification, security, all of that work that we put in. We take the core OS piece of it, what's essential and really optimized for open shift. We build that into an immutable image, and it goes out as part of open shift. It's not available separately because it's really tailored. What we pick the life cycle is all matching open shift, >>and what that does >>is provide you on open shift experience. That's easy to update fully across the board, all the way down to the kernel. But you know, it's the same Lennox that you have in rail, >>and it's that consistency >>of technology that we really strive for. Um, same thing in public Cloud. So when you build an image on Prem on REL, you can take that image up into the public cloud. And no, it's the same level of security and it just will work, you know, part of part of my team. And we take a lot of pride in the fact that it will just work on. And while that >>may not sound super exciting, particularly in days >>like like right now, being dependable and being reliable and knowing that it's secure, all of that is really important when you run your business that those those features or anything but commoditized >>Well, yeah, I think one of the real volumes that customers see with real specifically is there's so much change going on there, and you look at the Linux community, you look at what open shifts doing in the Kubernetes community. There's so much coaches going on red hat packages that make sure that you don't need to think about the almost chaos that's going out there in all of those communities. But you packaged those together. So Stephanie rarely was, of course, one of the highlights of last year's Red Hat Summit. So we'd love to hear you know, if you've got any good customer stories, really, the momentum of relate as you've seen it, you roll out around the world as and then we'll talk about the new updates. You have this. >>Yeah, great. So Rehl eight was a big deal for us last year, as you remember, and partly because not >>only all the features and functions, of course, which we put into it, but also because we really wanted to reposition what the value of an operating system is within a data center and within their innovation future. So we really focus all the features and functions into two buckets. One is about how do we help you with the operating system? Run your business better, more efficiently If the most out of the systems you have in the critical workloads that you run today and how do we use the operating system to help you bridge into the next level of innovation? What's coming down the pipeline? Things like containers. >>And we really wanted to >>make sure that, as we see you know, most customers are looking to how they digitally transform. But of course, no one has the freedom to throw away everything they've done in the past. They want to build upon that and get value out of it. So we really focused on balancing those two things now, as we look at. In fact, one of the commitments we made because we heard it from customers was they wanted a more predictable deployment of our minor releases and our major releases. And we committed, um, at the REHL eight launch that we would be delivery minor releases every six months, major releases every three years, and we have held to that. We delivered 816 months after we delivered eight. And now you saw last week we delivered eight dot too. Um, this is what it means for us to stand by our world and be dependable as an operating system. And the beauty of the subscription with well is that if you're a customer and you're running REL seven, particularly in times right now, it's It's not that easy to get into your data center, perhaps. And so if you don't choose to update to eight now, you can stay on seven until that time works. That's to me. That's part of the beauty and the flexibility of the subscription model. We have course want to continue to bring your new capabilities and new features. But the subscription Our goal is to have a value subscription that you can you can get the most value from No matter when you decide to upgrade or no forward with, uh, with a different releases, we have >>Well, you can go. And congratulations on keeping the releases going on schedule. One of the nice things about open source is we can see the roadmap out there. You've made this Ah, this promise and you're keeping to it. So ah is you said the announcements we made has been talked about in the keynote. So give us a couple of highlights. Says what people to be looking at and looking to learn more when they dig into a thought to >>Yeah, great. So we really wanted to stick with a few key >>messages with it, and they do really tie to How do we help you run your business? And how do we help you grow your business? It's one thing that we announced and what we pivoted to, um, with the eight dot io is we >>really moved to? How do we How do we >>deliver what we called an intelligent OS, which means an OS that helps you bridge the gap and brings more value to you in your data center than you got before? One of the key aspects to this was adding in the capability of red hat insights, and we added insights capability into every single rail subscription that is under current support. So whether or not you moved to relate whether you have real seven, if you have a supported version of real six, all of those had insights added to it, and what insights is is a as a service on cloud at red hat dot com and link up your servers, and >>it will give you insight >>into operational capability. Is it configured correctly is it could be optimized for better performance. Where are you on your C V E updates and what it does is take all that knowledge that Red Hat has from all the support cases and things that we're seeing what's happening in the industry, what we're seeing other customers have, and we can even proactively help customers. The feedback on this capability has been huge. In fact, you'll see in the announcement last week we've added a lot of new capabilities into this specifically For that reason we've had customers, you know, it's like having it's like having more ops people on my team because I'm getting this input in directly from Red Hat for things to look at. And so that, to me, was probably one of the key aspects that, as we look from going to eight into eight dot too, how do we build up that capability? And of course, last week you saw we added a lot to that, and I think now more than ever, we want to make sure that everyone who has a real subscription is getting the most value out of that and I think insights is one of the places where if you have a subscription and, um, you can value or you can get more value from operational help, insights is a place where we want to help you. Um, we everything we had prior we have now bucket sized into a capability and insights called advisor is really about performance, stability and security and doing an analysis for you. We've added a new capabilities around vulnerability, Right. How do you re mediate common vulnerabilities and exposures, compliance aspect, patch aspect policies and drift? Um, kind of all of those we've now bucket it in into that insights capability. So this friends a lot more value to something that we have already seen. Customers say, You know, we didn't expect to get this amount of input and continuous growth because we constantly add new new rules into that engine. And so you know what? What we what we knew yesterday will be what we know tomorrow, and we look forward to sharing with that with everyone >>who has a subscription. So this is >>a place where I think it's ah, it's an important place for folks to look, particularly now because operational efficiency is really key. And security is really we have a lot of capabilities in both. What? Yes, Please, >>please, please, go ahead. Now, >>one other aspect on that that I wanted to mention >>was we also added a capability called subscription watch and subscription Watch helps you get a very simple, clean view of all the subscriptions you have and where they're running. And that was one thing that we saw. Customers say there was friction. And how do I know where my entitlements are? How I'm using them across my entire enterprise Corruption watch can help with that. So, um, this sort of cloud dot red hat dot com capability that we can assist with and is already part of your subscription. These are the kinds of things that we really want to help augment this to make Really intelligent os for the enterprise. >>Yeah. Stuff Stephanie. The comment I was gonna make is there's certain shows that I go to that every year. You go to it, You say Okay, it's a little bit bigger. They announce something. They made some progress on it. What has impressed me most about going to the red Hat show year after year is really the the growth of the of the portfolio, if you will. So when I first started going to it, it was, you know, a lot of the people there were, you know, the hard core Linux people. Um And then, you know, there's some storage people, some networking people is cloud containers really grew. It really blossomed into this really robust ecosystem. Oh, and growth there. So would love just to get your viewpoint on, you know, the skill set because, you know, I'm sure there's plenty of companies out there that are like, Well, you know, I've got some people that are, you know, my limits people, and they do things that aren't there. But, you know, how do you see kind of the skill set and what what Red Hat's doing really permeating more and more of, of companies, day to day activity. >>I think one of the things that I'm >>most proud of is even since last year's all the deeper collaborations we have between the various product lines. Certainly we'll talk with Joe Fitzgerald, and he and I work together very closely. Capabilities like insights. How do we add answerable capabilities directly into real. And what that does is really help. I think in any customer today, skills is probably one of the biggest concerns that they have. How do they grow those skills? How do they help folks grow and learn more and progress into the innovation areas? But clearly they still need their their mission critical applications to run and how do they span that? And I think what we're really trying to do is be able to bring the strength of the portfolio together to help a customer have more flexibility in how they leverage their skills and how they grow their skills. >>Because I think coming back to >>that statement that that you made earlier it's not just about technology. It's about how, if >>you really want to be, have agile, it's about >>how a company has organized. And I think we're hoping that we bring together the strength of the portfolio so that a customer is able todo leverage their organization and leverage their skills and the best way possible. I think another place where we worked hard on eight dot too. Some similar lines of bridging the portfolio was, you know, we announced back in eight dot io. We were putting container ization tools directly in Terrell with build a pod made in scope e 08 dot too. We brought in the newest versions of Scope EO and Build Up. In fact, in tech preview, you get containerized versions of those, and so we're continuing to add. What we are seeing is the container ization is a journey for customers. Many customers just want to deploy a single container on a server. Or they were. They want to deploy a single container in a VM Um, they're not ready for orchestration. We wanted to put the tools in so that a customer could do that on REHL. Get started, get those containers deployed on REHL. Put those tools directly, and we added it to old protocol, which is a tool built for security. It brings that security of SC Lennox and brings that up and adds value at the container level. It's those kinds of things as you see the bridge from well into open shift. How do we help a customer rich? That skill journey as well along that path and I think right now in kubernetes and Containers skills is a is a big, big area of focus, so the more we can help ease that across the portfolio and bring those things together is really important. And I know we're working very closely with the chefs in the, um and the team there in order to help bridge that. >>Excellent. Stephanie, I just want to give you the last word. We talked a lot about the ongoing journey that customers are going through. So give us your final take away as to how customers should be thinking about red hat in general and role specifically as their journey goes forward. >>I think I think one of the things >>we're very proud of here at Red Hat is that we always, particularly in the open source communities with our customers, with our partners, we want to roll up our sleeves and help, and that's we want. So, developer, we wanna work upstream with you. It's one of the things we're very proud of, and now, particularly in this time it's We want to make sure that folks understand we're here to help, and we want to make sure that you're getting the most out of the subscriptions you have, Um, and we help. We help you on that journey both to get the most out of you can out of your data center today. But also be ready for the innovation that you want to consume going forward. And we're collectively working across red Hat in order to make that happen. But it's, um >>even though this is different and it's there the virtual Experience edition of Red Hat Summit. It's >>great to be together and be able to share the whole message. >>Well, Stephanie, the open source community is definitely used to collaborating remotely. So thank you so much for joining us. It's a pleasure to see you. And we would hope to talk again soon. >>Great to see you too. Thank you for the time. >>Alright. You're watching the Cube's coverage of Red Hat Summit 2020 digitally with remote guests from around the globe. Instrument a man and thank you for watching the Cube. >>Yeah, yeah, yeah.

>>from Menlo Park, California In the heart of Silicon Valley, it's the Cube covering cloud now. Awards 2020 Brought to you by Silicon Angle Media. Now here's Sonia category. >>Hi, and welcome to the Cube. I'm your host Sonia category, and we're on the ground at Facebook headquarters in Menlo Park, California covering Cloud now's top women entrepreneurs in Cloud Innovation Awards. >>Joining us today is Get the Schmidt CEO of Human. Get that. Welcome to the Cube. >>Thank you. Thanks for having me. >>So just give us a brief overview of your background and more about Humira. All right, A brief >>overview. Let's see. Um, I'll start off that I've been in the industry for some time now. Um, since ah, 97 which I used to actually work at this campus that we're here today at when it used to be Sun Microsystems. So I started out in technology in product management and marketing. Mainly, um, when java was coming out so early days and really learned a lot about what it takes to take a product or a concept out to market very exciting in those early days and sort of, you know, move towards looking at Industries and Sister focused on financial services into the lot around financial services marketing. Also it son. >>And then I moved >>to Denmark, which is sort of a surprise, But I'm married to a day and we decided we would try something different. So I moved to Denmark, working at a consulting company software consulting company based in Denmark, fairly small and Ah, and was part of sort of building out of the conference and business development business they had over there. And ah, and that was a way for us, for me to understand a completely other side of the business consulting aspects where you really build software for a customer and really understand, you know, sort of the customer solution needs that are required versus when you're working at a large enterprise company kind of are separated away from the customers. And that was there where I met the two founding team members of Humi Oh, Christian and Trust in at Tri Fork into you. Essentially, we've been working together for 10 years, and, uh, we sort of all felt like we could really come out with the world's best logging solution and, ah, this was out of some of the pain we were running into by running other solutions in the market. And so we took a leap into building our own product business. And so we did that in 2016. And so that's really what brought me here into the CEO role. So we have a three person leisure leadership or executive team, our founding team, which is to verily technical folks. So the guys that really built the product and and, uh, and keep it running and take it to the next level every single day. But what was missing was really that commercial kind of leader that was ready to take that role, and that's where I came in. So they were very supportive and and bringing me on board. So that was into 2016 where I started that >>that's awesome. So how do you think having like a business and marketing background versus a technical background has helped you become a successful CEO? Um, I >>think it's really, really hard if you don't have different profiles on your founding team to be able to run a successful tech business. So there's technology that you could have the world's greatest technology like an example would be my you know, my co founders were building an amazing product, but until they came into the room, they hadn't thought about going out and trying to get a customer to use it. And essentially, that is one of the issues there is that you can sit and build something and build the best product out there. But if you're not getting feedback really, really early in the design and the concepts of product development, then customers our search of it's not built in. And so a lot of the thought process around him. EOS We like to say customers are in our DNA. We build >>our product >>for people to use 6 to 8 hours a day, and they're in it every day. And so it keeps this feeling of a customer feedback loop. And even if you're technical, it's really exciting. You know that you build something that somebody uses every day. It looks at every day, and so that's the kind of energy that we've tried to, you know, instill. Or maybe I've tried to instill in Humi Oh, that you know, our customers really matter, and I think that's one of the ways that we've been able to move, Let's say really, really fast in building the right features the right functionality, um, and the right things for people are using it on the on the on, the on the other and essentially >>so okay. And, um so you're here to receive an award for being one of the top female entrepreneurs in cloud innovation. So congratulations and And how does it feel to win this award? Super >>exciting. I mean, I'm glad that there are organizations like Cloud now that are doing amazing things for women and and also, you know, making examples of folks that are doing interesting roles in our industry, especially around B two B software. I think that's a real area where there's not many CIOs or leaders in our space where there should be. And, uh, and I think part of it is actually kind of highlighting that. But, you know, the other side is sort of an event like this today is bringing together a lot of other profiles that are women or diverse profiles together to sort of, you know, talk about this problem and acknowledge and also take, let's say, more of an active stance around, you know, making this place not so scary. I mean, I think I remember one of my early events and I was raising our series A when I walked into a VC event where there were no other female CIOs out there. There's 100 CIOs and I was the only one. And I think one of the hard parts is I walked in there and, you know, it felt a bit uncomfortable, But there were some. There were two amazing VC partners at the company that I first started talking to, and that just really used the sort of like, you know, I guess. Uncomfortable, itty. So I think the main focus at things like today or, you know, the people that are here today. So I think we can help each other. And I think that's something that you know. That's something that I'd like to see more of, that we actively sort of create environments and communities for that to happen, and cloud now is one of them. >>So I think a lot of women have had that experience where they're the only woman in the room, you know, and it's just really hard to like. Figure out your path from there. So as the company as Julio, how do you What's your strategy for inclusion? >>Um, so, like I like to call it active inclusion. I think part of this is like having a diverse workforce, which is, you know, obviously including women and different backgrounds. Other things. But >>one of >>the big things we think about at Hume Eo is we really like to, let's say, celebrate people's differences so like that you're able to be yourself and almost eccentric is a good thing. And be able to feel safe in that environment to feel safe, that you can express your opinions, feel comfortable and safe when you're, you know, coming with a opposite viewpoint. Because the diversity of thought is really what we're trying to include in our company. So it means bringing together folks that don't look like each other where exactly, the same clothes and do the exact same hobbies and come from the same countries like we have. Ah, very, you know, global workforce. So we have folks, you know in Denmark of an office in Denmark. We have an office in the UK, and we have folks all over the U. S. We have a lot of backgrounds that have come from different cultures, and I think there's a beauty to that. There's a beauty to actually combining a lot of ways to solve problems. Everyone from a different culture has different ways of solving those. And so I think part of this is all around making that. Okay, right. So, you know, active inclusion is a way to to sort of put it into terms. So So we're definitely looking for people, Actively, that would like to join something like >>this. So I love that. Um, So if you were personally, if you were to have your own board of directors, like, who would they be? Um, it's not really >>the who. It's almost like the profiles or the people. I mean, we already have a personal board like I call it. I mean, it's something that I actively started doing. Um, once I once I started with a company board, I realized, you know, I probably need my own personal board, my own sort of support infrastructure That includes folks like my family, my sisters and my mom. It also includes you know, some younger junior folks that are actually much younger >>than me. >>But I learned so much from so um, to one of my good friend Cindy, who's who is brilliant at describing technology concepts. And and I think just some of the conversations I've had with her just opened my eyes to something that I hadn't seen before. And I think that's the area where I like to say the personal board isn't exactly you know people. It's it's profile. So along the way, as you grow, you're looking for new types of profiles. Let's say you want to learn about a new concept or a new technology or, you know, get better at running or something. So it's part of bringing those profiles in tow, learn about it and then back to this board concept. It's It's not as though it's a linked in network or it's actually sort of a group of people that you sort of rely on. And then it's a It's a two way street. So essentially, you know, there could be things that the other person could gain from knowing me, and ideally, that those were the best relationships in a personal board. So so I encourage alive women to do this because it builds a support infrastructure that is not related to your job. It's not your manager. It's not your co worker. You kind of feel some level of freedom having those discussions because those people aren't looking at your company. They're looking at helping you. So So that's That's sort of the concepts around >>the personal board idea and anything as women like having a sport system is so necessary, especially in this, like male dominated industry. Well, I think it's back >>to that whole feeling like you're the one person in the room, right? Right, so you're not the one person in the room, and I think we need to change that. And I think that's like some you know, all of our kind of roles that for all the women intact. I mean, it's sort of like something that we could help each other with right, and and if we don't do it actively, I mean, you know the numbers and we know you know the percentages of these things. If we want to change that, it does require some active interest on on our part to make that happen. And I think those are the areas where I see, like, the support infrastructures, the events like this really kind of engaging, um, us to be aware and doing something about the >>problem. Thank you so much for being on the key of love having you here. Thanks for >>having me. I really appreciate it. >>I'm Sonia to Garry. Thanks for watching the Cube. Stay tuned for more. >>Yeah, yeah.

our studios in the heart of Silicon Valley Palo Alto California this is a cute conversation welcome to another wiki bond digital community event this one's sponsored by Columbia I'm your host Peter Burris any business that aspires to be a digital business needs to think about its data differently it needs to think about how data can be applied to customer experience value propositions operations that improve profitability and strategic options for the business as it moves forward but that means openly either we're thinking about how we embed data more deeply into our operations that means we must also think about how we're going to protect that data so the business does not suffer because someone got a hold of our data or corrupted our data or that a system just failed and we needed to restore that data very quickly now what we want to be able to do is we want to do that in a way that's natural and looks a lot like a cloud because we want that cloud experience in our data protection as well so that's we're going to talk about with clue Meo today a lot of folks think in terms of moving all the data into the cloud we think increasingly we have to recognize a cloud is not a strategy for centralizing data but rather distributing data and being able to protect that data where it is utilizing a simple common cloud like experience it's becoming an increasingly central competitive need for a lot of digital enterprises the first conversation we had was with a puja and Kumar who John is a CEO and co-founder of comeö let's hear a puja I had to say about data value data services and clue me oh who john welcome to the show Thank You Bertram nice to be here so give us the update in Colombia so Tomio is a two year old company right we just recently launched out of stealth so so far you know we we came out with the innovative offering which is a SAS solution to go and protect on premises you know VMware and BMC environments that's what we launched out of style two months ago we our best of show when we came out of stealth in in VMware 2019 well ultimately we started with a vision about you know protecting data irrespective of where it resides so it was all about you know you know on-premises on cloud and other SAS services so one single service that protects data irrespective of where it resides so far we executed on on-premises VMware and VM see today what we are announcing for the first time is our protection to go and protect applications natively built on AWS so these are applications that an aptitude natively built on AWS that clue me or as a service will protect irrespective of you know them running you know in one region or cross region cross accounts and a single service that will allow our customers to protect native AWS applications the other big announcement we are making is a new round of financing and that is testament to the interest in the space and the innovative nature of the platform that we have built so when we came out of stealth we announced we had raised two rounds of financing 51 million dollars in series a and Series B rounds of financing today what we are announcing is a Series C round of financing of 135 million dollars the largest I would say Series C financing for a SAS enterprise company especially a company that's a little over two years old Oh congratulations that's gonna buy a lot of new technology and a lot of customer engagement but what customers as I said up from where customers are really looking for is they're looking for tooling and methods and capabilities that allow them to treat their data differently talk a little bit about the central importance of data and how it's driving decisions of Cluny oh yes so fundamentally you know when we built out the the data platform it was about going after the data protection as the first use case in the platform longer term the journey really is to go from a data protection company to a data management company and this is possible for the first time because you have the public cloud on your side if you truly built a platform for the cloud on the public cloud you have this distinct advantage of now taking the data that you're protecting and really leveraging it for others that you can enable the enterprise for and this is exactly what enterprises are asking for especially as they you know you know make a transition from on-premises to the public cloud where they are powering on more and more applications in the public cloud and they really you know sometimes have no idea in terms of where the data is sitting and how they can take advantage of all these data sources that ultimately Klum is protecting well no idea where the data is sitting take advantage of these data sources presumably facilitate new classes of integration because that's how you generate value out of data that suggests that we're not just looking at protection as crucially important as it is we're looking at new classes of services they're going to make it possible to alter the way you think about data management if I got that right and what are those new services yes it's it's a journey as I said right so starting with you know again data protection it's also about doing data protection across multiple clouds right so ultimately we are a platform even though we are announcing you know AWS you know application support today we've already done VMware and VM C as we go along you'll see us kind of doing this across multiple clouds so an application that's built on the cloud running across multiple clouds AWS asher and GC p or whatever it might be you see as kind of doing data protection across in applications in multiple clouds and then it's about going and saying you know can we take advantage of the data that we are protecting and really power on adjacent use cases you know they could be security use cases because we know exactly what's changing when it's changing there could be infrastructure analytics use cases because people are running tens of thousands of instances and containers and n VMs in the public cloud and if a problem happens nobody really knows what caused it and we have all the data and we can kind of you know index it in the backend analyze in the backend without the customer needing to lift a finger and really show them what happened in their environment that they didn't know about right so there's a lot of interesting use cases that get powered on because you have the ability to index all the data here you have the ability to essentially look at all the changes that are happening and really give that visibility to the end customer and all of this one-click and automating it without the customer needing to do much I will tell you this that we've talked to a number of customers of Cuneo and the fundamental choice the clue mio choice was simplicity how are you going to sustain that even as you add these new classes of services yes that is the key right and that is about the foundation we have built at the end of the day right so if you look at all of our customers that have you know on-boarded today it's really the experience where in less than you know 15 minutes they can essentially start enjoying the power of the platform and the backend that we have built and the focus on design that we have is ultimately why we are able to do this with simplicity so so when we when we think about you know all the things we do in the backend there's obviously a lot of complexity in the backend because it is a complex platform but every time we ask ourselves the question that okay from a customer perspective how do we make sure that it is one click and easy for them so that focus and that attention to detail that we have behind the scenes to make sure that the customer ultimately should just consume the service and should not need to do anything more than what they absolutely need to do so that they can essentially focus on what adds value to their business takes a lot of Technology a lot of dedication to make complex things really simple absolutely whoo John Kumar CEO and co-founder of Clue leo thanks very much for being on the cube Thank You bigger great conversation with poo John data value leading to data services now let's think a little bit more about how enterprises ultimately need to start thinking about how to manifest that in a cloud rich world Chad Kenny is the vice president and chief technologist at Kumi oh and Chad and I had an opportunity to sit down and talk about some of the interesting approaches that are possible because of cloud and very importantly to talk about a new announcement that clew mios making as they expand their support of different cloud types let's see what Chad had to say the notion of data services has been around for a long time but it's being upended recast reformed as a consequence of what cloud can do but that also means that cloud is creating new ways of thinking about data services new opportunities to entry and drive this powerful approach of thinking about digital businesses centralized assets and to have that conversation about what that means we've got Chad Kenny who's a VP and chief technologist of comeö with us today Chad welcome to the cube thanks so much for having me okay so let's start with that notion of data services and the role the clouds gonna play loomio has looked at this problem with this challenge from the ground up what does that mean so if you look at the the cloud as a whole customers have gone through a significant journey we've seen you know that the first shadow IT kind of play out where people decided to go to the cloud IT was too slow it moved into kind of a cloud first movement where people realize the power of cloud services that then got them to understand a little bit of interesting things that played out one moving applications as they exist were not very efficient and so they needed to react exort anapa second SAS was a core way of getting to the cloud in a very simplistic fashion without having to do much of whatsoever and so for applications that were not core competencies they realized they should go SAS and for anything that was a core competency they needed to really reaaargh attack to be able to take advantage of those you know very powerful cloud services and so when you look at it if people were to develop applications today cloud is the default that you'd go towards and so for us we had the luxury of building from the cloud up on these very powerful cloud services to enable a much more simple model for our customers to consume but even more so to be able to actually leverage the agility and elasticity of the cloud think about this for a quick second we can take facilities break them up expand them across many different computer resources within the cloud versus having to take kind of what you did on Prem in a single server or multitudes of servers and try to plant that in the cloud from a customer's experience perspective it's vastly different you get a world where you don't think about how you manage the infrastructure how you manage the service you just consume it and the value that customers get out of that is not only getting their data there which is the on-ramp around our data protection mechanisms but also being able to leverage cloud native services on top of that data in the longer term as we have this one common global index and path and what we're super excited today to announce is that we're adding in AWS native capabilities to be able to date and protect that data in the public cloud and this is kind of the default place where most people go to from a cloud perspective to really get their applications up and running and take advantage of a lot of those cloud native services well if you're gonna be cloud native and promised to customers as you can support their workloads you got to be obviously on AWS so congratulations on that but let's go back to this notion of user word powerful mm-hmm 80 of us is a mature platform GCPs coming along very rapidly asher is you know also very very good and there are others as well but sometimes enterprises discover that they have to make some trade-offs to get the simplicity they have to get less function to get the reliability they have to get rid of simplicity how does ku mio think through those trade-offs to deliver that simple that powerful that reliable platform for something as important as data protection and data services in general so we wanted to create an experience that was single click discover everything and be able to help people consume that service quickly and if you look at the problem that people are dealing with a customer's talked to us about this all the time is the power of the cloud resulted in hundreds if not thousands of accounts within AWS and now you get into a world where you're having to try to figure out how do I manage all of these for one discover all of it and consistently make sure that my data which as you've mentioned is incredibly important to businesses today as protect it and so having that one common view is incredibly important to start with and the simplicity of that is immensely powerful when you look at what we do as a business to make sure that that continues to occur is first we leverage cloud native services on the back which are complex and and and you know getting those things to run and orchestrate are things that we build on the back end on the front end we take the customer's view and looking at what is the most simple way of getting this experience to occur for both discovery as well as you know backup for recovery and even being able to search in a global fashion and so really taking their seats to figure out what would be the easiest way to both consume the service and then also be able to get value from it by running that service AWS has been around well AWS in many respects founded the cloud industry it's it's you know certainly Salesforce and the south side but AWS is the first company to make the promise that it was going to provide this very flexible very powerful very agile infrastructure as a service and they've done an absolutely marvelous job about it and they've also advanced the state of the art of the technology dramatically and in many respects are in the driver's seat what trade offs what limits does your new platform face as it goes to AWS or is it the same coolio experience adding now all of the capabilities of AWS it's a great question because I think a lot of solutions out there today are different parts and pieces kind of klom together well we built is a platform that these new services just get instantly added next time you log into that service you'll see that that available to you and you can just go ahead and log in to your accounts and be able to discover directly and I think that the Vout the power of SAS is really that not only have we made it immensely secure which is something that people think about quite a bit with having you know not only data in flight but data at rest encryption and and leveraging really the cloud capabilities of security but we've made it incredibly simple for them to be able to consume that easily literally not lift a finger to get anything done it's available for you when you log into that system and so having more and more data sources in one single pane of glass and being able to see all the accounts especially in AWS where you have quite a few of those accounts and to be able to apply policies in a consistent fashion to ensure that you're you know compliant within the environment for whatever business requirements that you have around data protection is immensely powerful to our customers Chad Kenney chief technologist plumie Oh thanks very much for being on the tube thank you great conversation Chad especially interested in hearing about how klum EO is being extended to include AWS services within its overall data protection approach and obviously into Data Services but let's take a little bit more into that Columbia was actually generated and prepared a short video that we could take a look at that goes a little bit more deeply into how this is all going to work [Music] enterprises are moving rapidly to the cloud embracing sass for simplified delivery of key services in this cloud centric world IT teams can focus on more strategic work accelerating digital transformation initiatives when it comes to backup IT is stuck designing patching and capacity planning for on-premise systems snapshots alone for data protection in the public cloud is risky and there are hundreds of unprotected SAS applications in the typical enterprise the move to cloud should make backup simpler but it can quickly become exponentially worse it's time to rethink the backup experience what if there were no hardware software or virtual appliances to size configure manage or even buy it all and by adding Enterprise backup public cloud workloads are no longer exposed to accidental data deletion and ransomware at Clube o we deliver secure data backup and recovery without any of that complexity or risk we provide all of the critical functions of enterprise backup d dupe and scheduling user and key management and cataloging because we're built in the public cloud we can rapidly deliver new innovations and take advantage of inherent data security controls our mission is to protect your data wherever it's stored the clew mio authentic SAS backup experienced scales on-demand to manage and protect your data more easily and efficiently and without things like cloud bills or egress charges pluto gives you predictable costs monitoring global backup compliance is far simpler and the built-in always-on security of Clue mio means that your data is safe take advantage of the cloud for backup with no constraints clew mio authentic SAS for the enterprise great video as we think about moving forward in the future and what customers are trying to do we have to think more in terms of the native services that cloud can provide and how to fully exploit them to increase the aggregate flexible both within our enterprises but also based on what our supplies have to offer we had a great conversation with wounds Young who is the CTO and co-founder of Clue mio about just that let's hear it wound had to say everybody's talking about the cloud and what the cloud might be able to do for their business the challenge is there are a limited number of people in the world who really understands what it means to build for the cloud utilizing the cloud it's a lot of approximations out there but not a lot of folks are deeply involved in actually doing it right we've got one here with us today woo Jung is the CTO and co-founder of Cluny o moon welcome to the cube how they tittie here so let's start with this issue of what it means to build for the cloud now loomio has made the decision to have everything fit into that as a service model what is that practically mean so from the engineering point of view building our SAS application is fundamentally different so the way that I'll go and say is that at Combe you know we actually don't build software and ship software what we actually do it will service and service is what we actually ship to our customers let me give you an example in the case of chromium they say backups fail like software sometimes fails and we get that failures too the difference in between criminal and traditional solutions is that if something were to fail we are the one detecting that failure before our customers - not only that when something fails we actually know exactly why you fail therefore we can actually troubleshoot it and we can actually fix it and upgrade the service without the customer intervention so it's not about the bugs also or about the troubleshooting aspect but it's also about new features if you were to introduce our new features we can actually do this without having customers upgraded code we will actually do it ourselves so essentially it frees the customers from actually doing all these actions because we will do them on behalf of them at scale and I think that's the second thing I want to talk about quickly is that the ability to use the cloud to do many of the things that you're talking about at scale creates incredible ranges of options that customers have at their disposal so for example AWS customers have historically used things like snapshots to provide a modicum of data protection to their AWS workloads but there are other new options that could be applied if the system's are built to supply them give us a sense of how kkumeul is looking at this question of you know snapshots versus something else yeah so basically traditionally even on the on print side of the things you have something called a snapshot and you had your backups right and they're they're fundamentally different but if you actually shift your gears and you look at what they WS offers today they actually offers the ability for you to take snapshots but actually that's not a backup right and they're fundamentally different so let's talk about it a little bit more what it means to be snapshots and a backup right so let's say there's a bad actor and your account gets compromised like your AWS account gets compromised so then the bad actor has access not only to the EBS volumes but also to the EBS snapshots what that means is that that person can actually go ahead and delete the EBS volume as well as the EBS snapshots now if you had a backup let's say you actually take a backup of that EBS volume to Kumu that bad actor will have access to the EBS volumes however you won't be able to delete the backup that we actually have in Kumu so in the whole thing the idea of Kumi on is that you should be able to protect all of your assets that being either an on-prem or an AWS by setting up a single policies and these are true backups and not just snapshots and that leads to the last question I have which is ultimately the ability to introduce these capabilities at scale creates a lot of new opportunities that customers can utilize to do a better job of building applications but also I presume managing how they use AWS because snapshots and other types of service can expand dramatically which can increase your cost how is doing it better with things like native backup services improve a customer's ability to administer their AWS spend and accounts great question so essentially if you look at the enterprise's today obviously they have multiple you know on-premise data centers and also a different cloud providers that the you like AWS and Azure and also a few SAS applications right so then the idea is for kkumeul is to create this single platform where all of these things can actually be backed up in a uniform way where you can actually manage all of them and then the other thing is all doing it in the cloud so if you think about it if you don't solve the poem fundamentally in the cloud there's things that you end up paying later on so let's take an example right moving bytes moving bytes in between one server to the other traditionally basically moving bytes from one rack to the other it was always free you never had to pay anything for that certainly in the data center alright but if you actually go to the public cloud you cannot say the same thing right basically moving by it across aw s recent regions is not free anymore moving data from AWS to the on premises that's not free either so these are all the things that any you know car provider service provider like ours has to consider and actually solve so that the customers can only back it up into Kumu but then they actually can leverage different cloud providers you know in a seamless way without having to worry all of this costs associated with it so kkumeul we should be able to back it up but we should be able to also offer mobility in between either AWS backup VMware or VNC so if I can kind of summarize what you just said that you want to be able to provide to an account to an enterprise the ability to not have to worry about the backend infrastructure from a technical and process standpoint but not also have to worry so much about the backend infrastructure from a cost and financial standpoint that by providing a service and then administering how that service is optimally handled the customer doesn't have to think about some of those financial considerations of moving data around in the same way that they used to oh I got that right I absolutely yes basically multiple accounts multiple regions multiple providers it is extremely hard to manage what Cuneo does it will actually provide you a single pane of glass where you can actually manage them all but then if you actually think about just and manageability this actually you can actually do that by just building a management layer on top of it but more importantly you and we need to have a single data you know repository for you for us to be able to provide a true mobility in between them one is about managing but the other thing is about if you're done if you're done it the real the right way it provides you the ability to move them and it leverages the cloud power so that you don't have to worry about the cloud expenses but kkumeul internally is the one are actually optimizing all of this try our customers wound jeong CTO and co-founder of Kaleo thanks very much for being on the queue thank you thanks very much moon I want to thank chromeo for providing this important content about the increasingly important evolution of data protection and cloud now here's your opportunity to weigh in on this crucially important arena what do you think about this evolving relationship how do you foresee it operating in your enterprise what comments do you have what questions do you have of the thought leaders from Cluny oh and elsewhere that's what we're gonna do now we're gonna go into the crowd chat and we're gonna hear from each other about this really important topic and what you foresee in your enterprise as your digital business transforms let's crouch at

and II just think about how data could be customer experience value propositions operations that improve profitability and strategic options for the business as it moves forward but that means openly either we're thinking about how we embed data more deeply into our operations that means we must also think about how we're going to protect that data so the business does not suffer because someone got a hold of our data or corrupted our data or that a system just failed and we needed to restore that data very quickly now what we want to be able to do is we want to do that in a way that's natural and looks a lot like a cloud because we want that cloud experience in our data protection as well so that's we're going to talk about with Klum you know today a lot of folks think in terms of moving all the data into the cloud we think increasingly we have to recognize a cloud is not a strategy for centralizing data but rather distributing data and being able to protect that data where it is utilizing a simple common cloud like experience it's becoming an increasingly central competitive need for a lot of digital enterprises the first conversation we had was with pooja Kumar who John is a CEO and co-founder of Kaleo let's hear a pooja I had to say about data value data services and Kumi Oh poo John welcome to the show thank you Peter nice to be here so give us the update in clue so comeö is a two year old company right we just recently launched out of stealth so so far you know we we came out with innovative offering which is a SAS solution to go and protect on premises you know VMware and BMC environments that's what we launched out of style two months ago we won our best of show when we came out of stealth in in VMware 2019 but ultimately we started with a vision about you know protecting data irrespective of where it resides so it was all about you know you know on-premises on cloud and other SAS services so one single service that protects data irrespective of where it resides so far we executed on on-premises VMware and BMC today what we are announcing for the first time is our protection to go and protect applications natively built on AWS so these are applications that are natively built on AWS that loomio as a service will protect irrespective of you know them running you know in one region or cross region cross accounts and a single service that will allow our customers to protect native AWS applications the other big announcement we are making is a new round of financing and that is testament to the interest in the space and the innovative nature of the platform that we have built so when we came out of stealth we announced we had raised two rounds of financing 51 million dollars in series a and Series B rounds of financing today what we are announcing is a Series C round of financing of 135 million dollars the largest I would say Series C financing for a SAS enterprise company especially a company that's a little over two years old Oh congratulations that's gonna buy a lot of new technology and a lot of customer engagement but what customers as I said up from what customers are really looking for is they're looking for tooling and methods and capabilities that allow them to treat their data differently talk a bit about the central importance of data and how it's driving decisions of Cluny oh yes so fundamentally you know when we built out the the data platform it was about going after the data protection as the first use case on the platform longer term the journey really is to go from a data protection company to a data management company and this is possible for the first time because you have the public cloud on your side if you truly built a platform for the cloud on the public cloud you have this distinct advantage of now taking the data that you're protecting and really leveraging it for other services that you can enable the enterprise for and this is exactly what enterprises are asking for especially as they you know you know make a transition from on-premises to the public cloud where they're powering on more and more applications in the public cloud and they really you know sometimes have no idea in terms of where the data is sitting and how they can take advantage of all these data sources that ultimately protecting well no idea where the data is sitting take advantage of these data sources presumably facilitate new classes of integration because that's how you generate value out of data that suggests that we're not just looking at protection as crucial and important as it is we're looking at new classes of services they're going to make it possible to alter the way you think about data management if I got that right and what are those new services yes it's it's a journey as I said right so starting with you know again data protection it's also about doing data protection across multiple clouds right so ultimately we are a platform even though we are announcing you know AWS you know application support today we've already done VMware and BMC as we go along you'll see us kind of doing this across multiple clouds so an application that's built on the cloud running across multiple clouds AWS ashore and GCP or whatever it might be you see as kind of doing data protection across in applications in multiple clouds and then it's about going and saying you know can we take advantage of the data that we are protecting and really power on adjacent use cases you know there could be security use cases because we know exactly what's changing when it's changing there could be infrastructure analytics use cases because people are running tens of thousands of instances and containers and VMs in the public cloud and if a problem happens nobody really knows what caused it and we have all the data and we can kind of you know index it in the backend analyze in the backend without the customer needing to lift a finger and really show them what happened in their environment that they didn't know about right so there's a lot of interesting use cases that get powered on because you have the ability to index all the data here you have the ability to essentially look at all the changes that are happening and really give that visibility to the end customer and all of this one-click and automating it without the customer needing to do much I will tell you this that we've talked to a number of customers of Cuneo and the fundamental choice the clue Meo choice was simplicity how are you going to sustain that even as you add these new classes of services that is the key right and that is about the foundation we have built at the end of the day right so if you look at all of our customers that have you know on boarded today it's really the experience we're in less than you know 15 minutes they can we start enjoying the power of the platform and the backend that we have built and the focus on design that we have is ultimately why we are able to do this with simplicity so so when we when we think about you know all the things we do in the back end there's obviously a lot of complexity in the back end because it is a complex platform but every time we ask ourselves the question that okay from a customer perspective how do we make sure that it is one click and easy for them so that focus and that attention to detail that we have behind the scenes to make sure that the customer ultimately should just consume the service and should not need to do anything more than what they absolutely need to do so that they can essentially focus on what adds value to their business takes a lot of technology a lot of dedication to make complex things really simple absolutely whoo John Kumar CEO and co-founder of coolio thanks very much for being on the cube Thank You bigger great conversation with poo John data value leading to data services now let's think a little bit more about how enterprises ultimately need to start thinking about how to manifest that in a cloud rich world Chad Kenney is the vice president and chief acknowledges of Cuneo and Chad and I had an opportunity to sit down and talk about some of the interesting approaches that are possible because of cloud and very importantly to talk about a new announcement that clue miios making as they expand their support of different cloud types let's see what Chad had to say the notion of data services has been around for a long time but it's being upended recast reformed as a consequence of what cloud can do but that also means that cloud is creating new ways of thinking about data services new opportunities to introduce and drive this powerful approach of thinking about digital businesses centralized assets and to have that conversation about what that means we've got Chad Kenny who's a VP and chief technologists of comeö with us today Chad welcome to the cube thanks so much for having me okay so let's start with that notion of data services and the role the clouds going to play Kumi always looked at this problem this challenge from the ground up what does that mean so if you look at the the cloud as a whole customers have gone through a significant journey we've seen you know that the first shadow IT kind of play out where people decided to go to the cloud IT was too slow it moved into kind of a cloud first movement where people realize the power of cloud services that then got them to understand a little bit of interesting things that played out one moving applications as they exist were not very efficient and so they needed to react attack certain applications second SAS was a core way of getting to the cloud in a very simplistic fashion without having to do much of whatsoever and so for applications that were not core competencies they realized they should go SACEM for anything that was a core competency they needed to really reaaargh attack to be able to take advantage of those you know very powerful cloud services and so when you look at it if people were to develop applications today cloud is the default that you'd go towards and so for us we had the luxury of building from the cloud up on these very powerful cloud services to enable a much more simple model for our customers to consume but even more so to be able to actually leverage the agility and elasticity of the cloud think about this for a quick second we can take facilities break them up expand them across many different compute resources within the cloud versus having to take kind of what you did on prim in a single server or multitudes of servers and try to plant that in the cloud from a customer's experience perspective it's vastly different you get a world where you don't think about how you manage the infrastructure how you manage the service you just consume it and the value that customers get out of that is not only getting their data there which is the on-ramp around our data protection mechanisms but also being able to leverage cloud native services on top of that data in the longer term as we have this one common global index and platform what we're super excited today to announce is that we're adding in AWS native capabilities to be able to date and protect that data in the public cloud and this is kind of the default place where most people go to from a cloud perspective to really get their applications up and running and take advantage a lot of those cloud native services well if you're gonna be cloud native and promise to customers as you're going to support their workloads you got to be obviously on AWS so congratulations on that but let's go back to this notion of user word powerful mm-hmm AWS is a mature platform GCPs coming along very rapidly asher is you know also very very good and there are others as well but sometimes enterprises discover that they have to make some trade-offs to get the simplicity they have to get less function to get the reliability they have to get rid of simplicity how does qu mio think through those trade-offs to deliver that simple that powerful that reliable platform for something as important as data protection and data services in general so we wanted to create an experience that was single click discover everything and be able to help people consume that service quickly and if you look at the problem that people are dealing with a customer's talked to us about this all the time is the power of the cloud resulted in hundreds if not thousands of accounts within AWS and now you get into a world where you're having to try to figure out how do I manage all of these for one discover all of it and consistently make sure that my data which as you've mentioned is incredibly important to businesses today as protect it and so having that one common view is incredibly important to start with and the simplicity of that is immensely powerful when you look at what we do as a business to make sure that that continues to occur is first we leverage cloud native services on the back which are complex and and and you know getting those things to run and orchestrate are things that we build on the back end on the front end we take the customer's view and looking at what is the most simple way of getting this experience to occur for both discovery as well as you know backup for recovery and even being able to search in a global fashion and so really taking their seats to figure out what would be the easiest way to both consume the service and then also be able to get value from it by running that service AWS has been around well AWS in many respects founded the cloud industry it's it's you know certainly Salesforce and the south side but AWS is that first company to make the promise that it was going to provide this very flexible very powerful very a a July infrastructure as a service and they've done an absolutely marvelous job about it and they've also advanced the state of your technology dramatically and in many respects are in the driver's seat what trade offs what limits does your new platform face as it goes to AWS or is it the same Coolio experience adding now all of the capabilities of AWS it's a great question because I think a lot of solutions out there today are different parts and pieces kind of clump together well we built is a platform that these new services just get instantly added next time you log into that service you'll see that that available to you and you can just go ahead and log in to your accounts and be able to discover directly and I think that the vow the power of SAS is really that not only have we made it immensely secure which is something that people think about quite a bit with having you know not only data in flight but data at rest encryption and and leveraging really the cloud capabilities of security but we've made it incredibly simple for them to be able to consume that easily literally not lift a finger to get anything done it's available for you when you log into that system and so having more and more data sources in one single pane of glass and being able to see all the accounts especially in AWS where you have quite a few of those accounts and to be able to apply policies in a consistent fashion to ensure that you're you know compliant within the environment for whatever business requirements that you have around data protection is immensely powerful to our customers Chad Denny Chief Technologist plumie oh thanks very much for being on the tube thank you great conversation Chad especially interested in hearing about how klum EO is being extended to include AWS services within its overall data protection approach and obviously into Data Services but let's take a little bit more into that Columbia was actually generated and prepared a short video that we could take a look at that goes a little bit more deeply into how this is all going to work enterprises are moving rapidly to the cloud embracing sass for simplified delivery of key services in this cloud centric world IT teams can focus on more strategic work accelerating digital transformation initiatives for when it comes to backup IT is stuck designing patching and capacity planning for on-premise systems snapshots alone for data protection in the public cloud is risky and there are hundreds of unprotected SAS applications in the typical enterprise the move to cloud should make backup simpler but it can quickly become exponentially worse it's time to rethink the backup experience what if there were no hardware software or virtual appliances to size configure manage or even buy it all and by adding Enterprise backup public cloud workloads are no longer exposed to accidental data deletion and ransomware and Clube o we deliver secure data backup and recovery without any of that complexity or risk we provide all of the critical functions of enterprise backup d dupe and scheduling user and key management and cataloging because we're built in the public cloud we can rapidly deliver new innovations and take advantage of inherent data security controls our mission is to protect your data wherever it's stored the clew mio authentic SAS backup experience scales on demand to manage and protect your data more easily and efficiently and without things like cloud bills or egress charges luenell gives you predictable costs monitoring global backup compliance is far simpler and the built-in always-on security of Clue mio means that your data is safe take advantage of the cloud for backup with no constraints clew mio authentic SAS for the enterprise great video as we think about moving forward in the future and what customers are trying to do we have to think more in terms of the native services that cloud can provide and how to fully exploit them to increase the aggregate flexible both within our enterprises but also based on what our supplies have to offer we had a great conversation with wounds Young who is the CTO and co-founder of Clue mio about just that let's hear it wound had to say everybody's talking about the cloud and what the cloud might be able to do for their business the challenges there are a limited number of people in the world who really understands what it means to build for the cloud utilizing the cloud it's a lot of approximations out there but not a lot of folks are deeply involved in actually doing it right we've got one here with us today woo Jung is the CTO and co-founder of Cluny Oh woo and welcome to the cube how they theny here so let's start with this issue of what it means to build for the cloud now loomio has made the decision to have everything fit into that as a service model what is that practically mean so from the engineering point of view building our SAS application is fundamentally different so the way that I'll go and say is that at Combe you know we actually don't build software and ship software what we actually do it will service and service is what we actually ship to our customers let me give you an example in the case of Kumu they say backups fail like software sometimes fails and we get that failures >> the difference in between chromeo and traditional solutions is that if something were to fail we are the one detecting that failure before our customers - not only that when something fails we actually know exactly why you fail therefore we can actually troubleshoot it and we can actually fix it and operate the service without the customer intervention so it's not about the bugs also or about the troubleshooting aspect but it's also about new features if you were to introduce our new features we can actually do this without having customers upgraded code we will actually do it ourselves so essentially it frees the customers from actually doing all these actions because we will do them on behalf of them at scale and I think that's the second thing I want to talk about quickly is that the ability to use the cloud to do many of the things that you're talking about at scale creates incredible ranges of options that customers have at their disposal so for example AWS customers have historically used things like snapshots to provide it a modicum of data protection to their AWS workloads but there are other new options that could be applied if the systems are built to supply them give us a sense of how kkumeul is looking at this question of no snapshots versus something else yeah so basically traditionally even on the on print side of the things you have something called the snapshots and you had your backups right and there they're fundamentally different but if you actually shift your gears and you look at what they Wis offers today they actually offers the ability for you to take snapshots but actually that's not a backup right and they're fundamentally different so let's talk about it a little bit more what it means to be snapshots and a backup right so let's say there's a bad actor and your account gets compromised like your AWS account gets compromised so then the bad actor has access not only to the EBS volumes but also to the EBS snapshots what that means is that that person can actually go ahead and delete the EBS volume as well as the EBS snapshots now if you had a backup let's say you actually take a backup of that EBS volume to Kumu that bad actor will have access to the EBS volumes however they won't be able to delete the backup that we actually have in Kumu so in the whole thing the idea of Kumi on is that you should be able to protect all of your assets that being either a non-prime or AWS by setting up a single policies and these are true backups and not just snapshots and that leads to the last question I have which is ultimately the ability to introduce these capabilities at scale creates a lot of new opportunities that customers can utilize to do a better job of building applications but also I presume managing how they use AWS because snapshots and other types of servers can expand dramatically which can increase your cost how is doing it better with things like native backup services improve a customer's ability to administer their AWS spend and accounts so great question so essentially if you look at the enterprise's today obviously they have multiple you know on-premise data centers and also a different card provide that they use like AWS and Azure and also a few SAS applications right so then the idea is for cumin is to create this single platform where all of these things can actually be backed up in a uniform way where you can actually manage all of them and then the other thing is all doing it in the cloud so if you think about it if you don't solve the poem fundamentally in the cloud there's things that you end up paying later on so let's take an example right moving bytes moving bytes in between one server to the other traditionally basically moving bytes from one rack to the other it was always free you never had to pay anything for that certainly in the data center all right but if you actually go to the public cloud you cannot say the same thing right basically moving by it across aw s recent regions is not free anymore moving data from AWS to the on premises that's not fair either so these are all the things that any you know car provider service provider like ours has to consider and actually solve so that the customers can only back it up into Kumu but then they actually can leverage different cloud providers you know in a seamless way without having to worry all of this costs associated with it so kkumeul we should be able to back it up but we should be able to also offer mobility in between either AWS back at VMware or VNC so if I can kind of summarize what you just said that you want to be able to provide to an account to an enterprise the ability to not have to worry about the back-end infrastructure from a technical and process standpoint but not also have to worry so much about the back-end infrastructure from a cost and financial standpoint that by providing a service and then administering how that service is optimally handled the customer doesn't have to think about some of those financial considerations of moving data around in the same way that they used to I got that right I absolutely yes basically multiple accounts multiple regions multiple providers it is extremely hard to manage what Cuneo does it will actually provide you a single pane of glass where you can actually manage them all but then if you actually think about just and manageability it's actually you can actually do that by just building a management layer on top of it but more importantly you and we need to have a single data you know repository for you for us to be able to provide a true mobility between them one is about managing but the other thing is about if you're done if you're done it the real the right way it provides you the ability to move them and it leverages the cloud power so that you don't have to worry about the cloud expenses but kkumeul internally is the one are actually optimizing all of this for our customers wound jeong CTO and co-founder of columbia thanks very much for being on the cube thank you thanks very much moon I want to thank chromeo for providing this important content about the increasingly important evolution of data protection and cloud now here's your opportunity to weigh in on this crucially important arena what do you think about this evolving relationship how do you foresee it operating in your enterprise what comments do you have what questions do you have of the thought leaders from clew mio and elsewhere that's what we're going to do now we're gonna go into the crowd chat and we're gonna hear from each other about this really important topic and what you foresee in your enterprise as your digital business transforms let's crouch at you [Music] [Music] [Music]

>>From our studios in the heart of Silicon Valley, Palo Alto, California. This is a CUBE conversation >>and welcome back. You're ready. Jeffrey here with the cue. We're in our Palo Alto studio today for a Q conversation that a little bit of a deeper dive into the Cisco cloud center. We've had an ongoing conversation. There's a, a new component today. We're going to do a deep dive, so we're excited to welcome back to the studio. Uh, Kube alumni, uh, Ali G technical leaders software engineering group from Cisco. All great to see you again. Happy to be here. Absolutely. And joining us from New Jersey via the phone is Michael Chenoweth's. He's a technical marketing engineer from Cisco. Michael, great to see you. Hey rich, see you guys. And I hope you'll go get a cheese steak when they're finished and uh, after grad how you can send it to me. I don't know if that's possible, but uh, yeah. Anyway, welcome. Uh, so let's jump into it. So Cisco cloud center we've been talking about for a while, but today we want to dig into a very specific feature and it's a, it goes technically by a O, but that stands for the action orchestrator Ali. What's action orchestrator? >>Well, action orchestration is a component inside our cloud center suite that brings together cross domain orchestration and it's extremely useful because not only is it valuable for dev ops engineers to orchestrate and maintain and automate their infrastructure, but it's also useful for application developers to define workflow and orchestration in their products as well. So this tool, um, is heavily used throughout the stock, inside the cloud, at the application level, all the way down to the intro level as well. And um, uh, it's made it extremely easy for DevOps engineers to get their hands on the fining workflows and, uh, conditions and logics where they can create, maintain all the appropriate infrastructure that they need. Works very well hand to hand with the current, uh, technology out there like Terraform or Ansible. And, um, it's part of our CloudCenter suites. Huh. >>And is it more on the config side or is it more on kind of the operational workflow side? Correct. >>So it could be used for both. Right. It's so flexible in a matter of, I'm this abstraction of having the orchestration engine outside, uh, enables both developers and dev ops engineers to illustrate and create their workflows. Um, uh, rather, it's again, based on infrastructure or, uh, even networking layers or all the way up the side to the application where if your product requires an orchestration engine in the backend to process work, this, uh, this component definitely plays a big role. Right? So, >>okay, Michael, throw it over to you. >>Yeah, so I think everything that a Ali is saying is absolutely correct. Um, the nice part about it is it's, it's, >>you know, >>it's a product that can really do whatever you imagined. So, I mean, we've seen people use it for business process, for a automation of network, server, cloud, whatever you can think of. It's, it's, um, you know, it's extensible. We're gonna talk about that in a little bit. But really the, the nice part about it is you create the workflows and you designed the way that you want to go. And what I have here, if you could show the next, uh, video is just a little clip of what it would look like to go through a workup. Well, okay, so let's go queue that up and we'll uh, we'll take a walk for it. Let's go to the video number one guys. All right. So yeah, so if you look here, what we're seeing is we're seeing a pre, a view of what Amazon looked like, a beforehand looking at VPCs and subnets. >>And now what we're doing is going through a workflow that is going to show afterwards that those actual VPCs and subnets were created by using a flow. So we're going to do is just pick one flow here, which is called creative for us. And this is just an example. And what you see on the left hand side is something called actions. So these are all the atomic actions that are available. A, but these are just out of the box. We're adding stuff all the time. And these actions can be dragged over to the right and create workflows. And then just think about it as if it's not there, we can create, you can create them in minutes. And we're going to show you that in a little bit too. So right now what I'm gonna show you is the fact that if you click on each one of these actions, there's actually some kind of uh, information that you'll see on the right hand side. >>And this information is how you and figure that particular action. So this particular one's going to create a VPC and you can see the VPC name, you could see the VPC sub-net, um, and whatever other parameters are needed for that particular action. So not a lot to do. You pretty much select the target. And this one already had a target selected, which is Amazon or AWS. And the second action here, if you look down, actually has a parameter two or a couple parameters and one of those parameters you can see the first one is just the name. The second one though is actually using a variable from the previous step. So really, really easy to map stuff different workflow elements and it allows you to quickly kind of glue things together to make things work. So this is just an example again, very simple example that this is going to create infrastructure on Amazon. >>And you can think about using this as part of the process. Like when you're trying to bring up a cloud environment, maybe you run this first, if you run this to say, Hey, I need some infrastructure for that cloud environment and maybe you even want to execute, um, you know, bringing up certain VMs or containers, you can do that afterwards. But this was just a really, really quick showcase. Oh, a simple thing you can do with very few steps that you can then run and it will actually, we're going to run, hit validate here. It just validates the workflow. But once we click around here, it's actually going to create all of that stuff within Amazon. So in the next, in this step, you're going to see the run. You can see that both steps work because they're green. If they didn't work, they'd be red. >>And we're going to show that in one second. Um, but when you click on a step, it actually shows you the input and output of each one of those steps. So it's really, really cool on that all the information that you could possibly think of that you'll need to, to troubleshoot, to look at these things is available in the workflow by just clicking on each one of these steps and seeing what that input and output. So if you can imagine if you had an error there, uh, you could quickly figure out what that is. It would tell you the error, it would tell you what's going on, or if you needed information from a step before you can run it, get the information from the step before and then figure out what values you need for the next step. So really, really cool in that you could look at this workflow, you get all the information you need and it allows you to create these workflows and kind of glue them together really, really quick. >>Uh, and now what I'm going to show you, I believe is in the next part here. I'm just going to illustrate that. If you go over to the runs that we have here, it'll actually keep a list of all of the different runs we did. And you could see one is in red. Well that one in red means that a step didn't work well. Let's click on that step and figure out, Hey, why didn't this step work? Well, this step didn't work because of an error that we got. And if we scroll down to the bottom over here, what we're going to see is the actual error that are had had occurred within this step. So now we know exactly what the problem was and we can fix it within the next step. So in this particular one, um, we, we illustrated right there, uh, that there was some problem with, uh, I think a VPC, um, or the way that I, I sorry, the way that I phrase that VPC or that's something that I'm sorry. >>And uh, it, it, it positive problem, but I fixed it within the next step in. Now you can see that in these declare two screens that the VPC and the sudden that was created automatically within that workflow. Pretty cool. So what, what would they have done to accomplish that in the past? So there'll come a sound the past, and this is the real thing that, that we see. We see that people have all these tools all over the place. Those tools might be, you know, things that are uh, orchestration engines, you know, other products that it might be things, uh, that, uh, they run from the command line, uh, which are, you know, work great together. But what we find is that, you know, there's no central orchestration and when we want to provide is that central orchestration that can run those other tools and also schedule them together. >>So if you use a, if you use other tools besides a AAO, that's fine. We're happy to bring them in. And we could, you could use the valuables, you could use everything that's, that you still use. Okay, now you have all the integration, you have all the variables, you have all the workflow. And not only just for Mayo but from workload manager too. So if you bring up a VM and and bring up a container, you get that information. So there's just a lot of uh, you know, tooling inside that allows you to really take advantage of them. Everything you might already even have. >>Yeah, correct. I mean that was a good demo. And, uh, one of the things I like to point out here is that compared to some of the competitors that are out there with this orchestration engine, uh, I don't want to name anyone particular, but if you look at it, the schema that Michael just showed us in that demo is Jason Bass versus others out. There are some still in XML. The other very beneficial to this is that since this is a component of our cloud center suite, it also gets installed on prem. And what that means is footprint is extremely important when it comes to OnPrem especially. And, uh, with the technology and the cloud native solutions that you know, the team has done inside Cisco, our footprint is very small, uh, due to the technology choices that we use. And writing our services and go and et cetera versus outside competitors are doing it in Java, which have a much more larger footprint on, you know, the infrastructure that clients and customers get to insult. >>So there are a lot of features, uh, with this orchestration engine, uh, that comes when it, uh, when we're trying to compare them with the market and the competitors that are out there. Conditional logic in what Michael just showed us inside the workflows, right. It makes it super simple for someone who has not had any experience coding to put together their workflows and introduced conditions, um, either for loops or if L statements are conditional blocks, whereas in the competitors you have to know a certain amount of programming skills in order for you to do those conditionings. So I feel that that's a great advantage that we have here. So, >>and so do you does a lot of things come packaged out of the box kind of standard processes, standard standard workflows and our processes. Yup. And then what do they coat it in then? If, if, if it is a, a custom workflow that you don't have, how do they go in and manipulate the tool? >>Good question. Because I'm like I mentioned, right? The competitors, you would have to know a certain language in order for you to code those, a logical flows that you want inside your orchestration, right? Inside EO, it's all driven by the DSL, which is all Jason base, right? And the GSL, the DSLR is so powerful that you can introduce if an ELs conditions, you don't have to know a language per se, right? It's just you define your logic, right. And um, the tool actually allows you to provide those flows, those if conditions of the loops, uh, that are required and also defaulting onto fallbacks or etc. So, right. >>I think Becca, you're going to show us a little bit more that, uh, >>yeah, I think that's, that's absolutely key is that, you know, what we're talking about is extensibility here. So the extensibility is, is one thing that we kind of tell because you don't need to be a programmer, but we live in an API world. So we need a way to consume these API. How do we do that in, and you know, companies and businesses that think developer is expensive and it's very hard to get into. So we're trying to take that out of that and say, Hey, we have this engine. So let's take a look at some of that extensibility on the next video that I have here. >>Okay. Pulling that up. So what you're seeing here, uh, is, uh, postmaster. So this is a regular tool that a lot of people use. And what I'm showing is just appall, which is, which is in boost Matt. And this particular call just gets a Smartsheet. So this gets a Smartsheet, uh, from Smartsheets and it just lists what Smartsheets are available and yeah, in a, Oh, I want to be able to create this. And if we look at the time, or I'm doing this in less than five minutes, so I have no calls for Smartsheets, but I want to create a call. So what I did is I created a target for Smartsheets that's an HTTP target. And what that means is that I can connect to Smartsheets and if you look at the bottom, I list the API a address and I list the default path. >>So you don't have to enter that path a million times. So we know that API slash 2.0 is the path that we're always going to use. On top of that, there's always some other kind of, uh, element to that path that you know we're going to need in each particular action that we want to call. So what I'm going to do here is showcase what I did. So in this first step, what I've done is I actually did a generic HTTP requests. So no programming needed. All I had to do is use a URL. People have used the worldwide web, they know how to use URLs. And this one, the cause slash sheets doesn't take a lot of, you know, um, it doesn't take a brain surgeon to figure this out. So ah, really I did slash sheets is, is what I'm calling. And um, you know, I'm using the target and then the next step when I'm doing is I'm setting up a variable that's going to be my output variables. >>So what am I gonna call this? Maybe I'll call it sheets. And really all I'm doing is just setting this up and saying that we are going to call this Sheetz going out of it. And that's about it. So what I've done within a couple minutes is created a new action that's going to be shown on the left hand side. So now you can think of a reusable element. And what I'm showcasing here is I'm actually gonna turn it off and turn it back on just to showcase. But there's something called atomic actions. So I'm just validating that this is running. I'm going to take a look at the atomic action. I'm going to give it a category. So I'm going to put this, the Smartsheet category. So if you could imagine I had a lot of these, a Smartsheet actions, I could just put them all into one category. >>We'll find them on the left hand side, but I'm just going to validate that the atomic action is good. And now what I'm going to show you is that when I call up a new workflow, I can just drag that right from the left hand side and it'll be under smart sheets. It'll be under, you know, get those lists are uh, Smartsheet, um, lists Smartsheets and what it's going to ask for. Now as a token, because you need a token in order to, uh, authenticate with Smartsheet. That's a Smartsheet requirement. So what I'm gonna do is just go over to postman and uh, grabbed that token real quick and um, and then come back over to this page and enter that token in. So, uh, the, the first thing I gonna do is create an input variable and that input variable is going to ask for a token. >>So what that does is it, when I run this in this particular workflow, I could ask for an input variable. And that means every time it runs, it's going to pop up with that variable right now where you're seen as an associate in that variable that I created with that token parameter. And this is a secure string so you can never see what that string is. It's hidden, it's a, you know, it's a, it's made so that it's, it's not ever seen. And um, so now if I run the run, you'll see it asks for a token. Now is actually when I'm going to go over to postman. I'm going to grab that to again a, so you'll see I'm going into postman and post again is just what we use to test these calls. A lot of people use it. It's very industry standard. >>Uh, and I'm just grabbing the token from here. Uh, it's blurred out so that, so that though public can't see it. But I grabbed it and then we'll go back out into here and I hit run and you'll see that I created that action. I brought the accidents who workflow, I ran it, it's running and now it's giving me that exact same output that I would've gotten in postman. But now it's a reusable element. So this just illustrates the extensibility that's available within our product. Again, when we took a couple of minutes and I have an action that I might've needed that wasn't available in this tool, but it was created and it, uh, you know, it works out in the box now, so >>very slick. And so that was with, uh, with Smartsheets, how many connectors do you guys already have pre constructed? >>There are so many. I mean, you know, I don't want to list a lot of different vendors, but you could imagine every dev ops tool is in there. Um, there are connections to Amazon, to Google too, uh, to Coopernetties, to, um, to internally through ACI, through Muraki, through a lot of the Cisco ecosystem. So really there's, there's just a lot available, uh, and it's growing. It's grown tremendously and we're building communities and we just want people to try it, use it, I think really like it. Once they see what it can do. >>Yeah. And I'm just curious all, is this something that then that people are going to be working on all the time or these pretty much, you know, you set your configs and go, go back to work, you set these relationships and go back to work or is this, this is not your work screen, >>this is, I mean, how cool was that, right? Creating those atomic actions and being able to templatize those and, and, and building those building blocks like Lego, right, that in the future you can just build more and more out of and just either add to the complexity without it being complex at all. Right. Um, but going back to your question is a lot of these toolings that are built, um, with EO, the, uh, one of the other advantages that we see that unfortunately some of the competitors don't have outside, um, is that you have the ability of, for different types of events that inside AOL is supportive. So, you know, you as dev ops engineers, they tied them up to scheduling, they tied them up to events coming in from a message queue. So these are workflows that are created get, uh, triggered by these events, which, uh, you know, makes it possible for them to execute at a certain time or for a certain event that gets triggered. Right? So, uh, again, uh, re-usable, uh, Automic workflows and actions that Michael just demonstrated along with, um, having, uh, both engineers and the both engineers, both application developers and dev ops, and I kind of stress it out because how flexible this is, right. Um, for them to define it one time and then have it reusable whenever they want. Right. >>I'm just curious, what's the biggest surprise when you show this to people in the field? Um, what do they get most excited? >>They love it. I mean cut. They immediately say, how can we start using it the next site? Right. And, um, it's, uh, you know, we also have a cloud center suite has a SaaS offering where it's, uh, made it very easy for us to, uh, get them a trial access. So that they can come in, get their foot wet, you know, and try it out. Right. And once they start doing these calls and building these workflows and uh, as a Michael demonstrated these actions where they perform API calls at the very least, right. Uh, they just get hooked to it. Right. And then start using it from their answer. Right. >>Mike, what about you? What's your, uh, what's your favorite response from, from clients when you demo this? W what's the one, two things that really, uh, that really grabs them, gets their attention and gets a big smile on their face? >>Yeah. Well, first and foremost, you see people's minds spinning on, like what use cases have been bothering them that they haven't been able to, to, to like fix, you know, because maybe they're not programmers or maybe they are, but you know, it's just, they thought it would be too complex and too much work. So, you know, I think it's just, it's, it's so open-ended, but you just, the interest in people's faces. It's like the first time, you know, I have a three year old, it's the first time I gave him Legos and he's like, you, I can build stuff. I can do stuff myself. I mean, it's just like that. I mean that's the amazing part of it is that it's so extensible and to build on to what Ali was saying, uh, you know, there's so many ways to trigger it too. So this can work standalone and work by itself. >>Or it can be triggered by an API call. It could be scheduled, it could be called from workload manager. It can be, uh, you know, it can be triggered from a, you know, a rabid. It could be triggered from PACA. There's so many different things that you can do to trigger these workflows that it just makes it so that it can integrate with other products and you can integrate other products. Right? So it really becomes that glue that kind of ties everything together. I mean, we really, really think about it as building blocks or Legos or something like that. Um, it just is really extensible, really easy to use. And you know, we think it's a real game changer. >>Great. All right. All a last word. Where do people go to get more information if they can't see that cool demo on that DVD screen on their phone? >>So, um, we definitely recommend them to go to cloud center suite. Uh, you know, if you easily Google it on Cisco, uh, website or on Google itself, you know, you'll see it, uh, apart from, uh, first or second links. But definitely check out CloudCenter suite action orchestrator is where you would like to visit and learn more about this tool and this component. So. >>All right, well thanks for, uh, for stopping by and uh, thanks for joining us from New Jersey, Michael. Oh, thank you. And I'll send you a cheese. All right. I'm, I don't know if I want that in the mail, but we'll see. We can make fast shit, but all right. Thanks again for stopping by. He's only T's Michael. I'm Jeff. You're watching the cube. We're in our Palo Alto studios. Thanks for watching. We'll see you next time. >>okay.

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston. Everybody watching the Cube, the leader and on the ground tech coverage. My name is David Locke. They still minimus here. John Barrier is also in the house. We're covering the active FIO data driven 19 event. Second year for this conference. It's all about data. It's all about being data driven. Charlie Quanis here. He's the director of data and a I offering management and IBM. Charlie, thanks for coming on The Cube. >> Happy to be here. Thank you. >> So active Theo has had a long history with IBM. Effect with company got started at a time the marketplace took a virtual ization product and allowed them to be be first really and then get heavily into the data virtualization. They since evolved that you guys are doing a lot of partnerships together. We're going to get into that, But talk about your role with an IBM and you know, what is this data and a I offering management thing? >> He absolutely eso data and a I is our business unit within IBN Overall Corporation, our focus and our mission is really about helping our customers drive better business outcomes through data. Leveraging data in the contacts and the pursuit of analytics and artificial intelligence are augmented intelligence. >> So >> a portion of the business that I'm part of his unified governance and integration and you think about data and I as a whole, you could think about it in the context of the latter day. I often times when we talk about data and I we talk about the foundational principles and capabilities that are required to help companies and our customers progress on their journey. They II and it really is about the information architecture that we help them build. That information architectures essentially a foundational prerequisite around that journey to a i. R. Analytics and those layers of the latter day I r. Collecting the data and making sure you haven't easily accessible to the individual's need it organizing the data. That's where the unified governance in Immigration folio comes into play. Building trusted business ready data, high quality with governance around that making shorts available to be used later, thie analyzed layer in terms of leveraging the data for analytics and die and then infuse across the organization, leveraging those models across the organization. So within that context of data and I, we partnered with Active Theo at the end of 2018. >> So before we get into that, I have started dropped. You know, probably Rob Thomas is, and I want a double click on what you just said. Rob Thomas is is famous for saying There is no way I without a training, no, no artificial intelligence without information architecture so sounds good. You talk about governance. That's obviously part of it. But what does that mean? No A without a. >> So it is really about the fundamental prerequisites to be able to have the underlying infrastructure around the data assets that you have. A fundamental tenet is that data is one of your tremendous assets. Any enterprise may have a lot of time, and effort has been spent investing and man hours invested into collecting the data, making sure it's available. But at the same time, it hasn't been freed up to be. A ploy used for downstream purpose is whether it's operational use cases or analytical cases, and the information architecture is really about How do you frame your data strategy so that you have that data available to use and to drive business outcomes later. And those business outcomes, maybe results of insights that are driven out of the way the data but they got could also be part of the data pipeline that goes into feeding things like application development or test data management. And that's one of the areas that were working with that feeling. >> So the information architecture's a framework that you guys essentially publish and communicate to your clients. It doesn't require that you have IBM products plugged in, but of course, you can certainly plug in. IBM products are. If you're smart enough to develop information architect here presumably, and you got to show where your products fit. You're gonna sell more stuff, but it's not a prerequisite. I confuse other tooling if I wanted to go there. The framework is a good >> prerequisite, the products and self of course, now right. But the framework is a good foundational. Construct around how you can think about it so that you can progress along that journey, >> right? You started talking about active fio. You're relationship there. See that created the Info sphere Virtual data pipeline, right? Why did you developed that product or we'll get into it? >> Sure, it's all part of our overall unified covers and integration portfolio. Like I said, that's that organized layer of the latter day I that I was referring to. And it's all about making sure you have clear visibility and knowing what they had assets that you have. So we always talk about in terms of no trust in use. No, the data assets you have. Make sure you understand the data quality in the classification around that data that you have trust the data, understand the lineage, understand how it's been Touch Haussmann, transformed building catalog around that data and then use and make sure it's usable to downstream applications of down street individuals. And the virtual data pipeline offering really helps us on that last category around using and making use of the data, the assets that you have putting it into directly into the hands of the users of that data. So whether they be data scientist and data engineers or application developers and testers. So the virtual data pipeline and the capabilities based on activity sky virtual appliance really help build a snapshot data provide the self service user interface to be able to get into the hands of application developers and testers or data engineers and data scientist. >> And why is that important? Is it because they're actually using the same O. R. O R. Substantially similar data sets across their their their their work stream. Maybe you could explain that it's important >> because the speed at which the applications are being built insights are being driven is requiring that there is a lot more agility and ability to self service into the data that you need. Traditional challenges that we see is you think about preparing to build an application or preparing to build an aye aye model, building it, deploy it and managing it the majority of the time. 80% of the time. Todd spilled front, preparing the data talking, trying to figure out what data you need asking for and waiting for two weeks to two months to try to get access to that data getting. And they're realizing, Oh, I got the wrong data. I need to supplement that. I need to do another iteration of the model going back to try to get more data on. That's you have the area that application developers and data scientists don't necessarily want to be spending their >> time on. >> And so >> we're trying to shrink >> that timeframe. And how do we shrink? That is by providing business users our line of business users, data scientist application developers with the individuals that are actually using the data to provide their own access to it, right To be able to get that snapshot that point in time, access to that point of production data to be able to then infuse it into their development process. They're testing process or the analytic development process >> is we're we're do traditional tooling were just traditional tooling fit in this sort of new world because you remember what the Duke came out. It was like, Oh, that enterprise data warehouses dead. And then you ask customers like What's one of the most important things you're doing in your big data? Play blind and they'd say, Oh, yeah, we need R w. So I could now collect more data for lower costs keep her longer low stuff. But the traditional btw was still critical, but well, you were just describing, you know, building a cube. You guys own Cognos Obviously, that's one of the biggest acquisitions that I'm being made here is a critical component. Um, you talk about data quality, integration, those things. It's all the puzzle fits together in this larger mosaic and help us understand that. Sure >> and well, One of the fundamental things to understand is you have to know what you have right, and the data catalogue is a critical component of that data strategy. Understanding where your enterprise assets sit, they could be structured information that may be a instruction information city and file repositories or e mails, for example. But understanding what you have, understanding how it's been touched, how it's been used, understanding the requirements and limitations around that data understanding. Who are the owners of that data? So building that catalog view of your overall enterprise assets fundamental starting point from a governess standpoint. And then from there, you can allow access to individuals that are interested in understanding and leveraging that date assets that you may have in one pool here challenges data exists across enterprise everywhere. Right silos that may have rose in one particular department that then gets murdered in with another department, and then you have two organization that may not even know what the other individual has. So the challenge is to try to break down those silos, get clarity of the visibility around what assets so that individuals condemned leverage that data for whatever uses they may have, whether it be development or testing or analytics. >> So if I could generalize the problem, Yeah, too much data, not enough value. And I'll talk about value in terms of things that you guys do that I'm inferring. Risk reduction. Correct uh, speed to insights. Andan. Ultimately, lowering costs are increasing revenue. That's kind of what it's all >> the way to talk about business outcomes in terms of increase revenue, decrease costs or reduce risk, right in terms of governance, those air the three things that you want to unlock for your customers and you don't think about governance and creating new revenue streams. We generally don't think about in terms of reducing costs, but you do think about it oftentimes in terms of reducing your risk profile and compliance. But the ability to actually know your data built trust and then use that data really does open up different opportunities to actually build new application new systems of engagement uses a record new applications around analytics and a I that will unlock those different ways that we can market to customers. Cell two customers engage our own employees. >> Yes. So the initial entry into the organism the budget, if you will, is around that risk reduction. Right? Can you stand that? I got all this data and I need to make sure that I'm managing a corner on the edicts of my organization. But you actually seeing we play skeptic, you're really seeing value beyond that risk reduction. I mean, it's been nirvana in the compliance and governance world, not just compliance and governance and, you know, avoiding fees and right getting slapped on the wrist or even something worse? Sure, but we can actually, through the state Equality Initiative and integration, etcetera, etcetera Dr. Other value. You actually seeing that? >> Yes. We are actually, particularly last year with the whole onslaught of GDP are in the European Union, and the implications of GDP are here in the U. S. Or other parts of the world. Really was a pervasive topic on a lot of what we were talking about was specifically that compliance make sure you stay on the right side of the regulation, but the same time investing in that data architecture, information, architecture, investing in the governance programme actually allowed our customers to understand the different components that are touching the individual. Because it's all about individual rights and individual privacy. It's understanding what they're buying, understanding what information we're collecting on them, understanding what permissions and consent that we have, the leverage their information really allowed. Our customers actually delivered that information and for a different purpose. Outside of the whole compliance mindset is compliance is a difficult nut to crack. There's requirements around it, but at the same time, they're our best effort requirements around that as well. So the driver for us is not necessarily just about compliance, But it's about what more can you do with that govern data that you already have? Because you have to meet those compliance department anyway, to be able to flip the script and talk about business value, business impact revenue, and that's everything. >> Now you So you're only about what, six months in correct this part of the partnership? All right, so it's early days, but how's it going and what can we expect going forward? >> Don't. Great. We have a terrific partner partnership with Octavio, Like tippy a virtual Or the IBM virtual data pipeline offering is part of our broader portfolio within unified governance and fits nicely to build out some of the test data management capability that we've already had. Optimal portfolio is part of our capability. Said it's really been focused around test data management building synthetic data, orchestrating test data management as well. And the virtual data pipeline offering actually is a nice compliment to that to build out our the robust portfolio now. >> All right, Charlie. Well, hey, thanks very much for coming in the house. The event >> has been terrific. It's been terrific. It's It's amazing to be surrounded by so many people that are excited about data. We don't get that everywhere. >> They were always excited about, Right, Charlie? Thanks so much. Thank you. Thank you. All right. Keep it right there, buddy. We're back with our next guest. A Valon Day, John. Furry and student Amanda in the house. You're watching the cube Active eo active Fio data driven. 2019. Right back

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston. Everybody watching the Cube, the leader and on the ground tech coverage money was David wanted here with my co host. A student of John for is also in the house. This is active FiOS data driven 19 conference. They're second year, John. Her stick is here is the co founder and CEO of on shape John. Thanks for coming in the Cube. Great to have you great to be here. So love the cofounder. I always ask your father. Why did you start the company? Well, we found it on shape because >> we saw an opportunity to improve how every product on Earth gets developed. Let people who develop products do it faster, B'more, innovative, and do it through a new generation software platform based in the cloud. That's our vision for on shape, That's why. Okay, >> so that's great. You start with the widened. The what is just new generation software capabilities to build the great products visualized actually create >> way took the power of cloud web and mobile and used it to re implement a lot of the classic tools for product development. Three d cad Data management Workflow Bill of Materials. He's may not mean anything to you, but they mean a lot to product developers, and we believe by by moving in the cloud by rethinking them for the cloud we can give people capabilities they've never had before. >> John, bring us in tight a little bit. So you know, I think I've heard a lot the last few years. It's like, Well, I could just do everything a simulation computer simulation. We can have all these models. They could make their three D printings changing the way I build prototypes. So what's kind of state of the state and in your fields? So >> the state of the Art R field is to model product in three dimensions in the computer before you build it for lots of reasons. For simulation for three D printing, you have to have a CAD model to do it, to see how it'll look, how parts fit together, how much it will cost. Really, every product today is built twice. First, it's built in the computer in three dimensions, is a digital model, then it's built in the real world, and what we're trying to do is make those three D modeling and data management collaboration tools to take them to a whole nother level to turbo charge it, if you will, so that teams can can work together even if they're distribute around the world. They work faster. They don't have to pay a tax to install and Karen feed for these systems. You're very complicated, a whole bunch of other benefits. So we talk about the cloud model >> you're talking about a sass model, a subscription model of different customer experience, all of the above, all of the above. Yeah, it's definitely a sass model we do on Ly SAS Way >> hosted and, uh, Amazon. Eight of us were all in with Amazon. It's a it's a subscription model, and we provide a much better, much more modern, better, more productive experience for the user CIA disrupting the traditional >> cad business. Is that Is that right? I mean more than cat cat Plus because there's no such thing as a cad company anymore. We're essentially disrupting the systems that we built because I've been in this business 30 38 years now. I've been doing this. I feel like I'm about half done. Really, really talking about >> your career. Way to start out. Well, I grew up in Chicago. I went to M I t and majored in mechanical engineering and knew howto program computers. And I go to get an internship in 1981 and they say computers, mechanical injury. You need to work on CAD. And I haven't stopped since, you know, because Because we're not done, you know, still still working here. You would >> have me, right? You can't let your weight go dynamic way before we get off on the M I t. Thing you were part of, you know, quite well known group. And Emmet tell us a little bit >> about what you're talking about. The American society of Mechanical Engineer >> has may I was actually an officer and and as any I know your great great events, but the number 21 comes to >> mind you're talking about the MIT blackjack team? Yes, I was, ah, player on the MIT blackjack team, and it's the team featured in movies, TV shows and all that. Yeah, very exciting thing to be doing while I was working at the cath lab is a grad student, you know, doing pursuing my legitimate career. There is also also, uh, playing blackjack. Okay, so you got to add some color to that. So where is the goal of the M I T. Blackjack team? What did you guys do? The goal of the M I t blackjack team was honestly, to make money using legal means of skill to Teo obtain an edge playing blackjack. And that's what we did using. Guess what? The theme of data which ties into this data driven conference and what active Eo is doing. I wish we had some of the data tools of today. I wish we had those 30 years ago. We could have We could have done even more, but it really was to win money through skill. Okay, so So you you weren't wired. Is that right? I mean, it was all sort of No, at the time, you could not use a computer in the casino. Legally, it was illegal to use a computer, so we didn't use it. We use the computer to train ourselves to analyze data. To give a systems is very common. But in the casino itself, we were just operating with good old, you know, good. This computer. Okay. And this computer would what you would you would you would count cards you would try to predict using your yeah, count cards and predict in card. Very good observation there. Card counting is really essentially prediction. In a sense, it's knowing when the remaining cards to be dealt are favorable to the player. That's the goal card counting and other systems we used. We had some proprietary systems to that were very, very not very well known. But it was all about knowing when you had an edge and when you did betting a lot of money and when you didn't betting less double doubling down on high probability situations, so on, So did that proceed Or did that catalyze like, you know, four decks, eight decks, 12 12 decks or if they were already multiple decks. So I don't think we drove them to have more decks. But we did our team. Really. Some of the systems are team Pioneer did drive some changes in the game, which are somewhat subtle. I could get into it, you know, I don't know how much time we have that they were minor changes that our team drove. The multiple decks were already are already well established. By the time my team came up, how did you guys do you know it was your record? I like to say we won millions of dollars during the time I was associated with the team and pretty pretty consistently won. We didn't win every day or every weekend, but we'd run a project for, say, six months at a time. We called it a bank kind of like a fund, if you will, into no six months periods we never lost. We always won something, sometimes quite a bit, where it was part of your data model understanding of certain casinos where there's certain casinos that were more friendly to your methodology. Yes, certain casinos have either differences in rules or, more commonly, differences in what I just call conditions like, for instance, obviously there's a lot of people betting a lot of money. It's easier to blend in, and that's a good thing for us. It could be there there. Their aggressiveness about trying to find card counters right would vary from casino to casino, those kinds of factors and occasionally minor rule variations to help us out. So you're very welcome at because he knows is that well, I once that welcome, I've actually been been Bardet many facilities tell us about that. Well, you get, you get barred, you get usually quite politely asked toe leave by some big guy, sometimes a big person, but sometimes just just honestly, people who like you will just come over and say, Hey, John, we'd rather you not play blackjack here, you know that. You know, we only played in very upstanding professional kind of facilities, but still, the message was clear. You know, you're not welcome here in Las Vegas. They're allowed to bar you from the premises with no reason given in Las Vegas. It's just the law there in Atlantic City. That was not the law. But in Vegas they could bar you and just say you're not welcome. If you come back, we'll arrest you for trespassing. Yeah, And you really think you said everything you did was legal? You know, we kind of gaming the system, I guess through, you know, displaying well probabilities and playing well. But this interesting soothe casinos. Khun, rig the system, right? They could never lose, but the >> players has ever get a bet against the House. >> How did >> you did you at all apply that experience? Your affinity to data to you know, Let's fast forward to where you are now, so I think I learned a lot of lessons playing blackjack that apply to my career and design software tools. It's solid works my old company and now death. So System, who acquired solid words and nowt on shape I learned about data and rigor, could be very powerful tools to win. I learned that even when everyone you know will tell you you can't win, you still can win. You know that a lot of people told me Black Jack would never work. A lot of people told me solid works. We never worked. A lot of people told me on shape would be impossible to build. And you know, you learn that you can win even when other people tell you, Can't you learn that in the long run is a long time? People usually think of what you know, Black Jack. You have to play thousands of hands to really see the edge come out. So I've learned that in business sometimes. You know, sometimes you'll see something happened. You just say, Just stay the course. Everything's gonna work out, right? I've seen that happen. >> Well, they say in business oftentimes, if people tell you it's impossible, you're probably looking at a >> good thing to work on. Yeah. So what's made it? What? What? What was made it ostensibly impossible. How did you overcome that challenge? You mean, >> uh, on >> shape? Come on, Shake. A lot of people thought that that using cloud based tools to build all the product development tools people need would be impossible. Our software tools in product development were modeling three D objects to the precision of the real world. You know that a laptop computer, a wristwatch, a chair, it has to be perfect. It's an incredibly hard problem. We work with large amounts of data. We work with really complex mathematics, huge computing loads, huge graphic loads, interactive response times. All these things add up to people feeling Oh, well, that would never be possible in the cloud. But we believe the opposite is true. We believe we're going to show the world. And in the future, people say, you know We don't understand how you do it without the cloud because there's so much computing require. >> Yeah, right. It seems you know where we're heavy in the cloud space. And if you were talking about this 10 years ago, I could understand some skepticism in 10 2019. All of those things that you mentioned, if I could spin it up, I could do it faster. I can get the resources I need when I needed a good economics. But that's what the clouds built for, as opposed to having to build out. You know, all of these resource is yourself. So what >> was the what was the big technical challenge? Was it was it? Was it latent? See, was it was tooling. So performance is one of the big technical challenges, As you'd imagine, You know, we deliver with on shape we deliver a full set of tools, including CAD formal release management with work flow. If that makes sense to you. Building materials, configurations, industrial grade used by professional companies, thousands of companies around the world. We do that all in a Web browser on any Mac Windows machine. Chromebook Lennox's computer iPad. I look atyou. I mean, we're using. We run on all these devices where the on ly tools in our industry that will run on all these devices and we do that kind of magic. There's nothing install. I could go and run on shape right here in your browser. You don't need a 40 pound laptop, so no, you don't need a 40 pound laptop you don't need. You don't need to install anything. It runs like the way we took our inspiration from tools like I Work Day and Sales Force and Zen Desk and Nets. Sweet. It's just we have to do three D graphics and heavy duty released management. All these complexities that they didn't necessarily have to do. The other thing that was hard was not only a technical challenge like that, but way had to rethink how workflow would happen, how the tools could be better. We didn't just take the old tools and throw him up in a cloud window, we said, How could we make a better way of doing workflow, release management and collaboration than it's ever been done before? So we had to rethink the user experience in the paradigms of the systems. Well, you know, a lot of talk about the edge and if it's relevant for your business. But there's a lot of concerns about the cloud being able to support the edge. But just listening to you, John, it's It's like, Well, everybody says it's impossible. Maybe it's not impossible, but maybe you can solve the speed of light problem. Any thoughts on that? Well, I think all cloud solutions use edge to some degree. Like if you look at any of the systems. I just mentioned sales for us workday, Google Maps. They're using these devices. I mean, it's it's important that you have a good client device. You have better experience. They don't just do everything in the cloud. They say There, there. To me, they're like a carefully orchestrated symphony that says We'll do these things in the core of the cloud, these things near the engineer, the user, and then these things will do right in the client device. So when you're moving around your Google map or when you're looking this big report and sales force you're using the client to this is what are we have some amazing people on her team, like R. We have the fellow who was CTO of Blade Logic. Robbie Ready. And he explains these concepts to make John Russo from Hey came to us from Verizon. These are people who know about big systems, and they helped me understand how we would distribute these workloads. So there's there's no such thing is something that runs completely in the cloud. It has to send something down. So, uh, talk aboutthe company where you're at, you guys have done several raises. You've got thousands of customers. You maybe want to add a couple of zeros to that over time is what's the aspirations? Yeah, correct. We have 1000. The good news is we have thousands of customer cos designing everything you could imagine. Some things never would everything from drones two. We have a company doing nuclear counter terrorism equipment. Amazing stuff. Way have people doing special purpose electric vehicles. We have toys way, have furniture, everything you'd imagined. So that's very gratifying. You us. But thousands of companies is still a small part of the world. This is a $10,000,000,000 a year market with $100,000,000,000 in market cap and literally millions of users. So we have great aspirations to grow our number of users and to grow our tool set capability. So let's talk to him for a second. So $10,000,000,000 current tam are there. Jason sees emerging with all these things, like three D printing and machine intelligence, that that actually could significantly increase the tam when you break out your binoculars or even your telescope. Yes, there are. Jason sees their increasing the tam through. Like you say, new areas drive us So So obviously someone is doing more additive manufacturing. More generative design. They're goingto have more use for tools like ours. Cos the other thing that I observed, if I can add one, it's my own observations. I think design is becoming a greater component of GDP, if you will, like if you look at how much goods in the world are driven by design value versus a decade or two or when I was a child, you know, I just see this is incredible amount, like products are distinguished by design more and more, and so I think that we'll see growth also through through the growth in design as an element of GDP on >> Jonah. I love that observation actually felt like, you know, my tradition. Engineering education. Yeah, didn't get much. A lot of design thing. It wasn't until I was in industry for years. That had a lot of exposure to that. And it's something that we've seen huge explosion last 10 years. And if you talk about automation versus people, it's like the people that designed that creativity is what's going to drive into the >> absolutely, You know, we just surveyed almost 1000 professionals product development leaders. Honestly, I think we haven't published our results yet, So you're getting it. We're about to publish it online, and we found that top of mind is designed process improvements over any particular technology. Be a machine learning, You know, the machine learning is a school for the product development. How did it manufacturers a tool to develop new products, but ultimately they have to have a great process to be competitive in today's very competitive markets. Well, you've seen the effect of the impact that Apple has had on DH sort of awakening people to know the value of grace. Desire absolutely have to go back to the Sony Walkman. You know what happened when I first saw one, right? That's very interesting design. And then, you know, Dark Ages compared to today, you know, I hate to say it. Not a shot at Sony with Sony Wass was the apple? Yeah, era. And what happened? Did they drop the ball on manufacturing? Was it cost to shoot? No. They lost the design leadership poll position. They lost that ability to create a world in pox. Now it's apple. And it's not just apple. You've got Tesla who has lit up the world with exciting design. You've got Dyson. You know, you've got a lot of companies that air saying, you know, it's all about designing those cos it's not that they're cheaper products, certainly rethinking things, pushing. Yeah, the way you feel when you use these products, the senses. So >> that's what the brand experience is becoming. All right. All right, John, thanks >> so much for coming on. The Cuban sharing your experiences with our audience. Well, thank you for having me. It's been a pleasure, really? Our pleasure. All right, Keep right. Everybody stupid demand. A volonte, John Furry. We've been back active, eo active data driven 19 from Boston. You're watching the Cube. Thanks

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston, Everybody. Money >> belong here with my co host, a student of John >> Kerry's. Also here today You watching the Cuban leader and on the ground tech coverage. This is day one of active fio 19 data driven content Conference hashtag data driven 19 red cara minuses. Here is the senior vice president of fantasy Sports A draftkings Greg. Thanks for coming on. What a cool title. >> Yeah, it's It's, you know, I was joking with my wife. Anytime you could be working fantasy sports, it's a great place to be. Everybody's a little bit jealous. >> So the formula is easy, right? Offer big giant prizes and everybody comes And that's all there is suing. Anybody can come >> in. I just have the dream job right now. >> So hugely competitive market. You guys, you become the >> leader. We were in the radio. Check out your websites. I mean, take us through the draft kings and your ascendancy. How you got here? >> So, you know, company started in 2012 initially around sort of the major big American sports on DH. Then really a CZ. We started scale that we saw there was a huge consumer interest in the product players that would come on. We're very, very, very sticky. Um, and we've just been kind of, you know, pushing, pushing on growing that using these. So the initial founders are three former analyst. So come on. It's always been sort of a very analytically driven company. So they looked at what we were dealing with, and it was we had L TVs that were way higher than our cracks. So let's keep marketing and growing and growing and growing and finding out ways to offer a better product. So, over 2015 we did a major marketing blitz, blew up the company Absolutely huge. Um, and since then we've been just constantly innovating, adding new sports, adding new features on DH, adding ways toe on the product. And then even more recently, just about a year ago, we expanded also into online sports betting over New Jersey has that's become a legal product across the U. S. So it's been a great time to be at the company a lot of fun. >> What what was your first sport was like Amazon started in books and then, you know, scaled out what was your first sport. So it's actually the first sport was >> baseball because of the time that they actually launched. So is the middle of April. Sporting calendar is a little bit thin. Right then, so is it was baseball to start, and then once football season started, that's really when things take on >> 2015 is when you started the marketing blitz and I remember just here in the ads and it was just intense, like a while. This company's going for it. So you sort of took >> all the chips I went >> all in and it worked. Yeah, I mean, it's part of the, you know, the lifeblood of the company. It's We're a company that ends up being taking risks, but we take calculated risks. So at any given point, you sort of say, like, Hey, what is the what is the range of outcomes over here? We're not playing for second place. We want to be a market leader, so you have to take risks in order, be a market leader. So let's take calculated risks. Let's make sure we're not being insane, but you know we did the math. We figured out what? This is A This is a worthwhile shot. We pushed him for it. Andi really took off from their love to bet on >> sure things. Yeah, well, Greg, we know the people that play the fantasy for it feel that data is what differentiates whether they're going to live in, you know, winner lose. Talk to us a little bit about the data journey inside your business And how that helped differentiate draftkings in the market. Yes. So we think Death draftkings >> is one of the most analytically based companies in the, you know, definitely in the market, but also into sort of like General Cos right now we use our analytics platform to inform pretty much everything we dio on. Go to your point. You're joking. You know, it seems like fantasy sports is easy throughout some giant prizes there, and everything will take care of itself. You know, running a fantasy sports car company. If you throw out a contest that's too big, you lose a ton of money. There's a lot of asymmetric risk in the business where if we're right, we make a little bit more. But if we're wrong. We lose a ton very, very, very fast. So our ability to be very, very sound analytically is what allows us to sort of pushed the envelope and grow, grow, grow but not, you know, lose our heads along the way. You know, some of the fun of that is really, you know, when we first ran, I think one of the most game changing contest we ran was actually back in October of 2014. It was the very first millionaire maker contest I could still remember. It was Week five of the 2020 14 NFL season where we said, Hey, this it's crazy. We need crazy things that happen in order for it to work. But if we're on a $20 contest to enter with $1,000,000 top prize and 2,000,000 of total prizes, it could go viral, go absolutely crazy. And if it loses, here's how it'll losing. Here's how much will hurt us. It's a worthwhile risk. Let's go for it. So that sort of energy of, you know, doing discipline analysis and constantly sort of them. Taking the risk on the back of it is what allowed us to build >> up the brand value that you would have got out of that was sort of worth that risk in part anyway. And you wouldn't have to hurt presumably. >> Exactly. We knew our downside. As long as you know your downside, you're normally in a pretty good spot to take those risks. >> So where do you >> see this All going mean? So the company has grown. You're at this kind of critical mass now, Like we said, highly competitive, you know, knock down. You know, if you take your eye off the ball. So how do you guys keep this going? >> So we have a huge challenge ahead of us over the next couple of years, as sports betting becomes legal across the US, we need to make sure that we are one of the top competitors in that market. Sports betting in the US, we expect to be an absolutely enormous market. It will probably be significantly larger than the fantasy sports market in terms of absolute revenue and even, you know, on order of magnitude more competitive. So we need to be executing each step along the way a CZ markets open up. We need to be able to get into getting two market very, very fast. And that means our tech team needs to be working feverishly to make sure that we can hit the requirements that each legislator and each regulator puts on market entry in their state. We didn't mean making sure we're constantly figuring out what are the product elements that are absolutely critical for our for our users. Is it Maura around the live betting experiences that around the different markets that you offer? It's around pricing. And how do we find these things, these different lovers and told them to make sure that we're putting out a great product for users. And if we do that and throw a great product after users were pretty sure we can make you want >> to be one stop shopping presumably, right? I mean, all sports, right? But But then you've got these niche sports betting. I mean eggs, invest. Example. I could think of this horse racing. You know where it is alive. It's gonna video. It's got commentators on the ground that you know the business really well. Is >> that Is that the strategy to go sort of horizontal and so be a one stop shop or you >> gonna sort of pick your spots? What is the day to tell you? >> You know, I think we're constantly talking about it. One of the things that allowed our fantasy sports business to grow so fast was going a little bit more horizontal. So we offered Gulf in Mass at a time period when the primary competitors and the space vandal did not. On DH, we built that product into one of our largest sports. It's, you know, right up there with MLB in terms of the actual size that that comes in a Z have gone also horizontal, we pulled in other places, like NASCAR. Mm, a great sports that people are interested in. It gets more users into our platform. And honestly, if uses are interested in a product, we don't want them to have to go elsewhere. We want to be able to have the offerings that any sort of, you know, critical mass type environment is going toe is gonna have >> Well, it's that experience, right? Well, I like to shop in Amazon. You do, too, because I >> trusted. And it's the same user experience. So, Greg, one of things >> I'm hearing from you is something that everybody tries for, but it's really challenging that speed. How do you react that fast and move the company into new markets and new offerings and keep innovating? You know, culturally technology wise, you know, How does Draftkings do that? You know, I think a za company, you know, from really every single person that we recruit in higher We've been actually execution Aly disciplined throughout the company's history. It's It's something that our founders did a great job of instilling in the culture right at the gates. I mean, we've tried to foster all the way along the way, which is all the best strategies of the world. They're going to fail if you can't execute well and every single person down the company knows that. And we try to, you know, enable each person to be as autonomous as possible in their ability to execute their their portion of the business that allows us to move really, really, really fast. You know, we disseminate that responsibility quickly, and each leader and sort of each person knows what they have to do to execute. There's a high degree of accountability behind that, you know, I'd like to say there's some. There's some magic recipe that's, um, secret sauce, but it's a lot of just great people doing great work everyday. Well, Greg, you know it's any your competitors that they look at, You know, Boston's been been doing pretty well in Draftkings era, you know, for the last few years. ES o Boston's been a great market for us. We've expanded Conover here on DH. The sports teams have been fantastic, although the Bruins it was a little bit sad about Game seven over there, but it happens. >> So his m o be the flagship news that no, I wouldn't say >> that MLB was first, primarily just of the time of the year when we launched. NFL is always going to go, are not always going to be, but for the for the foreseeable future is the dominant US sport on will remain the dominant US for >> no reason. I mean, kids there watch MLB anymore. Maybe the maybe the playoffs and the games. It was a game. I think I'm some Father's day was like almost five hours long, you know, gets called. You can come in and out. But you know what some of the trends. You see soccer. Is that growing NFL? Obviously huge. Do you see so niche sports like lax coming on. >> So, uh, you know, starting point NFL has been huge. We actually launched a new product Ah, little over a year ago called Showdown, which allowed you start to do fantasy for a single game as opposed to the combination of games that's taken off fantastically because that's tapping into more of the I'm going to sit down and watch this game, and I would love to have a fantasy team on that on this game. That's really expanded the audience like that. That >> was genius because, look, if you're >> out of the running, it doesn't matter because I'm weak. On top of that N b A and NHL on fire. The embassy put out a great product is an actual sport league. You know, the Finals were great. You hate to see the injuries, but it was a great final. Siri's very competitive. The NHL Finals has been very, very competitive. Golf is growing phenomenally as a sport, way farm or interesting golf than I ever anticipated when I first started with the company and it's one of the most exciting things. When the Masters comes each year, every screen has turned to it and we see a huge player. Player number is kind of coming into that one. Beyond that, you know NASCAR. What's been interesting? NASCAR's been having a tough couple years, but the Truck series for us? We launched it this year and the trucks have been great. I don't know if you've watched NASCAR Trucks. They're wildly entertaining. Uh, you know, Emma, you got the big fighter. So every sport sort of has its moments. It's a matter of like picking those moments and figuring out how to make >> the most of them. Do you see boxing at all making a comeback? >> So we have thought about how to get boxing into a into a fantasy. We don't have it at the moment. We're putting a lot of thought into it, so we are actually seeing through. We've seen, you know, we've been in the M M A space and we've seen the growth out from there where that sports doing great and you look at places like Bela Tor. The Professional Fighters league is other leagues, and then boxing is the next step. There's a lot of interest there. I don't think they have the right products yet to be able to kind of engage with that extra way. So that's one of things we're working on. Also, you need a marquee fighter. You always need a marquee fighter. Kind of helped bring in the interest over on that side. So, um, be interesting to see with Taki on sort of the downside of his career. At this point on DH, Mayweather hasn't been fighting much. Will be interesting to see. Who's that next meeting with Adam. But >> I grew up in an era >> of Marquis fighters. What? They would fight, you know, they literally fight 6 70 times a year, you know, and you had used huge names on DSO, and then mm comes along and he's really hurt, >> but it feels like it's tryingto so to resuscitate. Yeah. I mean, I think these things could >> be a little bit cyclical. Like you get one Marquis fighter out there like so my wife, this Filipino. So I'm a huge backing out fan now way watch every fight. Even when we were living in remote locations that forces watching at weird hours. He's a type of athlete that could bring popularity of the sport. So if there was a major U. S. Fighter that gains that degree of sort of, you know that that degree of fame people will be into it, I think >> Do do do your analytics sort of have a probe into the activity at the at the fan level at the sports level, not just the fantasy level or the betting level? Is that a sort of ah ah predictor for you? Yet we >> see a lot of correlations between how many people play our sport are fantasy game, and how many people actually follow the underlying sport. Way can also see trends in terms of If I'm from Boston, I probably pick more patriots in my fantasy lineups than, uh, normal on DH. You can actually see that as people play different sports that you know, the number one Q. Be drafted in in Boston is almost always gonna be Tom Brady. And once you leave that you start seeing Aaron Rodgers pop up. Let's really, really fast. So you see these little micro trends where it's like you are still a sports fan of your local team in your local environment, but it manifest itself in the fantasy. >> So what you think that is? Do you think it's fan affinity >> or do you think it's just the sort of lack of knowledge out inside? You're sort of a circle of trust. >> I think it's probably a combination. I mean, I could say is, you know, following the Celtics in the mid to thousands, I knew the depth of the Celtics pension, how they would use their rotation better than anybody else, Probably better than anybody else in the coaches would probably disagree. But it's like I knew that James Posey was a huge value play on Saturday nights. I knew. I kind of with I feel the Eddie House nights. Uh, so, you know, on your local team, you probably know those players at the not the top top echelon All Stars, but the guy's right beneath. You know them a little bit better and probably more comfortable using >> what's your favorite sport. >> So my favorite sport, from a fantasy perspective, is I play all the basket. I play all football, played basketball just during play offs, and I played baseball. But baseball I'm strictly a fantasy player. I don't really follow the sport to play. I'm just playing fantasy. Okay, >> That's great. So, what do you think? The conference. Here. >> You have you Have you had any timeto interact? I know you were swamped after coming off the stage. >> You know, it looks like a great turnout over here. There's a lot of enthusiasm amongst them from people. I was a little bit late to the late to show up this morning, so I got a bit Swanson eager to go and be able to catch up a bit more. >> Okay, Well, Greg, thanks so much for coming on. The Cuba's great to have your every pleasure meeting you. >> All right, people. Right there. Still, when I >> was back with our next guest, John for it is also in the house. You wanted The Cube from active field data driven 19. Right back

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Hi. We're right outside of the Boston Haba. You're watching >> the cube on stew Minimum in. And this is active Geo data driven. 2019 due date. Two days digging into, You >> know, the role of data inside Cos on, you know, in an ever changing world, happy to welcome to the program of first time guests are China Oven countrymen who's a research manager at I. D. C. Coming to us from across the pond in London. Thanks so much for joining us. Pleasure. So tell us a little bit. I d c. We know. Well, you know, the market landscapes, you know, watching what's happening. Thie said it 77 Zita bites that was put up in the keynote. Came came from I D. C. Tells you you're focused. >> Yeah, so I'm part of the data protection and storage research team, But I have, ah, European focus. I covered the Western European markets where data protection is almost off a neurotic interest to us. So a lot of our investment is actually made on the context of data protection. And how do I become data driven without compromising on security and sovereignty and data locality. So that's something that I look at. I'm also part of our broader multi cloud infrastructure team on also develops practice. I'm looking at all these modern new trends from data perspective as well. So it's kind of nice being >> keeping you busy, huh? Yeah. So about a year ago, every show that I went to there would be a big clock up on the Kino stage counting down until gpr went way actually said on the Q. Many times it's like we'll know when GPR starts with lawsuits. Sister and I feel like it was a couple of days, if not a couple of weeks before some of the big tech firms got sued for this. So here we are 2019. It's been, you know, been a while now since since since this launch. How important is GDP are you know what? How is that impacting customers and kind of ripple effect? Because, you know, here in the States, we're seeing some laws in California and beyond that are following that. But they pushed back from the Oh, hey, we're just gonna have all the data in the world and we'll store it somewhere sure will protect it and keep it secure. But but But >> yeah, yeah, so it's suggestive. Here is a game changer and it's interesting you said this big clock ticking and everybody has been talking about it. So when the European Commission >> announced repairs >> coming, organizations had about two years to actually prepare for it. But there were a lot of naysayers, and they thought, This is not gonna happen. The regulators don't have enough resources to actually go after all of these data breaches, and it's just too complicated. Not everyone's going complaints just not gonna happen. But then they realised that the regulators we're sticking to it on towards the end. Towards the last six months in the race to GDP, and there was this helter skelter running. Their organizations were trying to just do some Die Ryan patch of exercise to have that minimum viable compliance. So there they wanted to make sure that they don't go out of business. They don't have any major data breaches when Jean Pierre comes a difference that that was the story of 2018 although they have so much time to react they didn't on towards the end. They started doing a lot of these patch up work to make sure they had that minimum by the compliance. But over time, what we're seeing is that a lot off a stewed organizations are actually using GDP are as to create that competitive differentiations. If you look at companies like Barclays, they have been so much on top of that game on DH. They include that in their marketing strategies and the corporate social responsibility to say that, Hey, you know our business is important to us, but your privacy and your data is much more valuable to us, and that kind of instantly helps them build that trust. So they have big GDP, our compliance into their operations so much and so well that they can actually sell those kind of GPR consultancy services because they're so good at it. And that's what we are seeing is happening 2019 on DH. Probably the next 12 to 18 months will be about scaling on operational izing GDP are moving from that minimum viable compliance. >> Its interest weighed a conversation with Holly St Clair, whose state of Massachusetts and in our keynote this morning she talked about that data minimalist. I only want as much data as I know what I'm going to do. How I'm goingto leverage it, you know, kind of that pendulum swing back from the I'm goingto poured all the data and think about it later. It is that Did you see that is a trend with, you know, is that just governments is that, you know, you seeing that throughout industries and your >> interesting. So there was seven gpr came into existence. There were a lot of these workshops that were happening for on for organizations and how to become GDP. And there was this Danish public sector organization where one of the employees went to do that workshop was all charged up, and he came back to his employer and said, Hey, can you forget me on it Took that organization about 14 employees and three months to forget one person. So that's the amount of data they were holding in. And they were not dilating on all the processes were manual which took them so long to actually forget one person on. So if you don't cleanse a pure data act now meeting with all these right to be forgotten, Andi, all these specific clauses within GPR is going to be too difficult. And it's going to just eat up your business >> tryingto connecting the dots here. One of the one of the big stumbling blocks is if you look at data protection. If I've got backup, if I've got archive, I mean, if I've taken a snapshot of something and stuck that under a mountain in a giant tape and they say forget about me Oh, my gosh, Do I have to go retrieve that? I need to manage that? The cost could be quite onerous. Help! Help us connect the dots as to what that means to actually, you know, what are the ramifications of this regulation? >> Yeah, So I think so. Judy PR is a beast. It's a dragon off regulations. It's important to dice it to understand what the initial requirements are on one was the first step is to get visibility and classified the data as to what is personal data. You don't want to apply policies to all the data because I might be some garbage in there, so you need to get visibility on A says and classified data on what is personal data. Once you know what data is personal, what do you want to retain? That's when you start applying policies too. Ensure that they are safe and they're anonymous. Pseudonym ized. If you want to do analytics at a later stage on DH, then you think about how you meet. Individual close is so see there's a jeep airframe, but you start by classifying data. Then you apply specific policies to ensure you protect on back up the personal data on. Then you go about meeting the specific requirements. >> What else can you tell us about kind of European markets? You know, I I know when I look at the the cloud space, governance is something very specific to, and I need to make sure my data doesn't leave the borders and like what other trends in you know issues when you hear >> it from Jenny Peered forced a lot ofthe existential threat to a lot of companies. Like, say, hyper scale. Er's SAS men does so they were the first ones to actually become completely compliant to understand their regulations, have European data data hubs, and to have those data centres like I think At that time, Microsoft had this good good collaboration with T systems to have a local data center not controlled by Microsoft, but by somebody who is just a German organizations. You cannot have data locality more than that, right? So they were trying different innovative ways to build confidence among enterprises to make sure that cloud adoption continues on what was interesting. That came out from a research was that way thought, Gee, DPR means people's confidence and cloud is going to plunge. People's confidence in public cloud is going to pledge. That didn't happen. 42% of organizations were still going ahead with their cloud strategies as is, but it's just that they were going to be a lot more cautious. And they want to make sure that the applications and data that they were putting in the cloud was something that they had complete visibility in tow on that didn't have too much of personal data and even if it had, they had complete control over. So they had a different strategy off approaching public cloud, but it didn't slow them down. But over time they realised that to get that control ofthe idea and to get that control of data. They need to have that multiple multi cloud strategy because Cloud had to become a two way street. They need to have an exit strategy. A swell. So they tried to make sure that they adopted multiple cloud technologies and have the data interoperability. Ahs Well, because data management was one of their key key. Top of my prayer. >> Okay, last question I had for you. We're here at the active you event. What? What do you hear from your customers about Octavio? Any research that you have relevant, what >> they're doing, it's going interesting. So copy data management. That's how active you started, right? They created a market for themselves in this competition, a management and be classified copy data management within replication Market on replication is quite a slow market, but this copy data management is big issue, and it's one of the fastest growing market. So So So they started off from a good base, but they created a market for themselves and people started noticing them, and now they have kind of grown further and grown beyond and tried to cover the entire data management space. Andi, I think what's interesting and what's going to be interesting is how they keep up the momentum in building that infrastructure, ecosystem and platform ecosystem. Because companies are moving from protecting data centers to protecting centers of data on if they can help organizations protect multiple centers of data through a unified pane of glass, I have a platform approach to data management. Then they can help organizations become data drivers, which gives them the competitive advantage. So if they can keep up that momentum there going great guns, >> Thank you so much for joining us in Cheshire, sharing the data that you have in the customer viewpoints from Europe. So we'll be back with more coverage here from Active EO data driven 2019 in Boston. Mess fuses on stew Minimum. Thanks for watching the Q. Thank you.

(lively pop music) >> Live from Mountain View, California. It's the Cube covering DevNet Create 2019. Brought to you by Cisco. >> Okay welcome back everyone, we're here at day two coverage live of coverage at Mountain View, Cube coverage of Cisco's DevNet Create. I'm John Furrier, your host, where all the action is in the creation side of two communities, DevNet, Cisco developers and then the open cloud native world entrepreneurship coming together to create products. Our next guest is Nik Kalyani, co-founder of WhenHub and TryCrypto. He's a builder, he's a creator, he's an entrepreneur. Welcome to The Cube, thanks for coming on >> John, thanks for having me. >> You just gave a long talk so I'll let you breathe a little bit. You're an entrepreneur, you're an inventor, you see things early. You got a lot of your hands on lots of good stuff here. This is the perfect place for you to be giving talks and hanging out. >> Absolutely I love the fact that people are here to learn. They're here to find out about the new innovative things that they can experience hands-on. I just gave a workshop on smart contracts, on the blockchain and I loved the questions I got and the energy that's there. >> What sort of questions were you getting? What was the interest? Where are people going at it? Because networking's a supply chain problem you can almost imagine applying blockchain to networking constructs. >> Yeah absolutely, you know blockchain is one of those technologies that is misunderstood quite a bit and some of the questions I got really helped me, help reinforce that. Ultimately, what I was trying to do is make sure that people understand that blockchain is not a solution for everything. There are certain things where there are scenarios where there are multiple un-trusted parties where blockchain is great, but otherwise it's just a slow database. So you want to make sure that you use it in the right scenarios and supply chain is a very common example where it's used, especially private blockchains. >> If latency's not a concern blockchain might be a solution if other things line up. Great point, I'm glad you brought that up. I want to just ask you because your profile as a person you're a visionary, you see things early. The part of the show here that's interesting is it's not like there's this research kind of thinking, although researchers tends to think about the waves coming. It's about what's here and now and what's coming but it's also making things real and creating. So a lot of the conversations are fun, exploratory, discovery orientated but also there's a lot of reality kind of grounded in it. You know entrepreneurs make some mistakes if you're too early, you're misunderstood for a long time. It's got to be a little bit early at the right time, timing's everything. Talk about the dynamic of timing and building and creating with big waves that are coming. You got cloud, you got blockchain, you got AI, you got machine learning. Talk about this dynamic. >> Absolutely, yeah so timing is so important, especially when you have start-ups right? You could have the greatest technology and maybe the market's not ready for it and so yeah it fails. My first start up was like that. I created something that the market was not ready for but fortunately the stuff I'm working on the market is ready for. So I think one of the things that developers, engineers can do is really look at how not necessarily how a technology is being marketed but what the adoption rate is. If there are more people jumping on it, and a good way to look at that is to look at GitHub and see how many people are creating samples, boilerplates, how many people are writing blog posts et cetera. That I think is a better indicator of whether a technology is ready for prime time or if it's just all vaporware. >> Tell about what you're working on now you're working on some very interesting projects. Where are they? What's the status, size of the team, collaborative open source. What's going on? >> So I have two start-ups I'm working on. the first one is called WhenHub. So we have a product called Interface that allows anyone to be an expert on any topic, and promote themselves through the platform. And allows anyone who's looking for expertise on any topic to find them and then pay for them and do a video call, get their questions answered and the whole transaction is handled via blockchain with either our cryptocurrency or you can use Apple Pay or Google Pay. So we launched a few months ago, we have about 75,000 users, it's growing very fast. We are just at the point right now where we are trying to scale-up. Our crypto token is called WHEN token. It's listed on five different exchanges. So that's one thing. While building that product one thing became very clear to me. Mainstream users have a very challenging time with using anything blockchain or cryptocurrency related. And it's through no fault of theirs, the ecosystem has been created for developers by developers and the tools lack empathy for the users. And that lead me to create an open source project called TryCrypto. The mission is to create free open source content and tools to make blockchain and cryptocurrency more accessible to users. >> To mainstream not the killer dorks and the guys coding. >> Yeah we want it to be like non-technical folks >> Is it the wallet that's the problem or is it just overall too techy? >> You know what John, the very word wallet is the problem. (John laughs) Because it gives this idea that there's something within it. As we were talking earlier, you know about blockchain, there's nothing in a wallet. It's just a placeholder for all of your addresses, right? So in fact, I'm trying to solve that problem with a new tool I've created called Photoblock, where I use a photo and emoji's to replace that. Yes, wallets are problems. The fact that it requires you to have all these parts in place before you can do anything useful, that's a big problem also. People really need to step back and look at the user experience and say what are the friction points and how can we eliminate them and that needs to happen before blockchain and cryptocurrency can have mass adoption. >> Talk about the choice of smart contract language used. Ethereum which was the hottest development oriented the most traction. A lot of ICOs kind of watered that down, it's still under 300. Other ones are emerging, NEO, EO, a bunch of other ones. It seems to be kind of like a NASCAR race, one's in the lead, someone's coming up. How do you look at that marketplace as other developers start to kick the tires? As people start building these real-world apps is that important to have a selector? Does it matter? What's your thoughts on selection? >> That's a great question. I think going back to what I said about how to evaluate a technology. You can see that Ethereum is still continues to be the leader, by far. So while EO and other blockchains have what appears to be a lot of momentum, if you dig down below the surface you don't find as much. So I continue to remain a big fan of Ethereum. Which doesn't mean I don't care for the other blockchains but I find that right now Serenity and Ethereum are a good way to move forward. I think EO is also a good platform to build on but I think their developing tools need to reach some level of maturity. On Ethereum, the folks that have created the truffle stack, the truffle and ganache package, have done a great service for developers because they make them so simple and easy. Something like that needs to evolve. >> Yeah and your point earlier I think it's important to know for the developers out there don't confuse the protocol and the token selection on smart contracts with blockchain. Again, you don't have to anything on blockchain 'cause it's a slow database. You're doing smart contracts which doesn't really require a lot of overhead. I mean it's a contract, it does. You want to have it reliable, but you're not doing zillions of contracts per second. The IOPs are not that high. >> Yeah, actually smart contracts is also a very misunderstood term. In fact, someone asked me is it legal contracts or medical contracts, what is it? A smart contract is really just an application. A programming code that runs on the virtual machines on blockchain. They call it a contract because once it's out there it's immutable. Which means the rules are defined, known and fixed and can't be changed. So when you create a smart contract, really what you're doing is handling a very small amount of data that you want to persist forever that runs with some rules. >> And in a decentralized world, as we call it in our community, it's a digital handshake. You agreed that we would do this, there it is, it's un-hackable. What are the cool things you're working on? What else you got? Opensource project's awesome. You got a lot going on. Life's good. >> Life is good. As I mentioned, Photoblock is the thing that I'm really excited about. Another app that we are building is called Public Record. The problem we are solving there is that in areas where there is strife, or maybe there's dictators et cetera, sometimes when you have people who have photos of some crime occurring or some event occurring, they are reluctant to share it because it could be traced back and have adverse consequences. With Public Record we are building a smart contract driven blockchain app. Where you can just take a photo and it will push that photo on to IPFS. Which stands for the InterPlanetary File System, which is a decentralized file system. It will anonymize the photo. It will strip all the stuff that your camera puts on there like GPS, the camera model et cetera. It'll manipulate that photo and it will then put a hash of that on the blockchain and make it available by location. So you can go to any location look at all the photos that people have taken there that are completely anonymous and impossible to track back to the >> And what about tampering proof? You have origination data, you strip out the real origination data, that's really important for some of these countries where people get killed for sharing or trying to get the backdoor out of the country for political revolution or just simply I don't want anybody to know. How about tamper proof? >> It is, it's on IPFS, which is immutable file system. What we also do is we manipulate the colors and tones of the photo a little bit so it's impossible to even use AI to go back and reverse engineer and figure out who created the photo. The location, the time and the actual content of the photo is not tampered. So Public Record will do that. >> Just a little quick Q and A on your company. Did you do an ICO, did you finance it yourself? >> With WhenHub we did do an ICO, but it was at a time when the market was at its bare things so our ICO was moderately successful. In addition to the ICO funds, we are primarily funded by one of my co-founders, Scott Adams, the creator of the Dilbert comic strip. We are doing quite well. >> He's a cool guy to hang out with, huh? >> He is. >> Never a dull moment? >> Never a dull moment, I learn quite a bit. >> Congratulations. How do people find out how to hang out with you? You got some good things going on here. Where do you hang out? What do you do for fun? What events do you go to? What's going on with you? >> I'm on Twitter quite a bit. >> Say your Twitter handle. >> It's @techbubble. I'm there. I like to blog. on TryCrypto and also my own personal blog. I go to meet-up events here in Silicon Valley and I do make an effort to speak at least five to six conferences each year. >> Aim it forward. >> Yep. >> A lot more action going on in crypto and token economics not just from an ICO standpoint always been some negative scams out there and global fraud, but generally, blockchain and token economics is real and getting more traction and soon I think it will be clearer. Your thoughts on that, if you could share your perspective in terms of the opportunities around those two areas. >> Like any other new and exciting technology goes through the hype cycle, they've gone through that now. I think there's really two types of people in this ecosystem. The ones that are focused on the cryptocurrency and the pricing around it et cetera. But I'd really like to separate that from the blockchain aspect of it. Blockchain is a very real technology, it's a really different technology that the world has never seen before. Yes, it's very true that not everything is a good candidate for the blockchain. But there are many, many scenarios where there are multiple un-trusted parties that are excellent for blockchain. I think what needs to happen is persons in leadership position need to really evaluate: what are the scenarios where there are un-trusted entities involved? And limit their blockchain involvement, test pilots, all of that they're more likely to see more success. Versus just throwing blockchain into it, replace the database, 'cause that's guaranteed to be a fail. >> Nik, great to have you on. I totally agree with you. The team here we were in Puerto Rico, we've been in the Bahamas, we've been Toronto we've been to all the blockchain events. Consensus is coming up in New York. We might be there, May 14th. Patrick, getting ready to head down to New York. Maybe go down there. Great to have your perspective. Great to see the blockchain conversation coming in here as the emerging tech and the creation here at DevNet Create continues. Thanks for coming out. >> Thank you so much. I appreciate you having me here. >> More Cube coverage here coming live here at Mountain View after this short break. (pop music plays)

>> live from Las Vegas, Nevada. It's the Cube covering E M C. World 2015. Brought to you by E. M. C Brocade and D. C. >> You're watching E m C World Live here on the Q. Looking Angles Flagship program. We go out to the event they start the season noise. I'm John Kerry of my coast Dude. Minutemen. Our next guest is a cube. Alumni have been on a cute many times before and back again. 2011 John Thompson is the CEO of Virtual Instruments and also the chairman of a company called Microsoft. Um, welcome back to the cubes. Nice to be about Great to see you in the A M World week didn't interview on Virtual Instruments with CEO, and we were really riffing on this whole idea of data instrumentation. And we it was really free Internet of things. So give us the update. What's going on with virtue Instruments here? I see Microsoft has a conference going on ignite. Even though you're chairman. The board. You're also the CEO of Virgin Instruments and you're gonna do some business here. What's going on? What business are you doing? Well, this is an important conference for virtual instruments. DMC is one of our strongest go to market partners, and candidly, many of their customers are virtual instruments customers. And so it's an opportunity for me to be here to spend time with our partners and our customers in one venue. Our business is doing quite well. We just had a very, very strong March quarter, which is always a little bit of a down quarter for most tech companies. But we were up 27 28% year over year for the calendar. Q. One so we feel pretty good about that. This is the most important quarter of the year, though, which is always the case in Texas. So we're hoping that we can knock the ball out of the park again this quarter. We launched our virtual wisdom for platform in the spring of last year, and it is gaining tremendous traction, certainly in the U. S. And around the globe. It is all about health utilization in performance of the infrastructure, and we've defined a model where you can look at an application inside that infrastructure, monitor its performance and its availability, and that idea is so critical in a world where everything will someday live in the cloud and will you will want to assure a level of performance and, quite frankly, a level of responsiveness to customers as they come on says it's a reset to share the folks out. This is not a new concept for you guys. We talked about this years ago. It's not like you woke up one boys. Hey, things is trendy. This data center in fermentation takes us quickly back. Where did it come from? Was an itch to scratch. What original product as you have and how does that morph into today's crazy, data driven world, where dash boring riel time is actually competitive advantage and now table stakes? Well, if you were to go back to the genesis of virtual instruments, we started as a small technology investment inside a larger company called Venice are that was trying to solve the inevitable performance problem in the fibre channel world. And as the market crashed in 7 4008 the team at Venice or had to decide, how are we gonna clean up our portfolio? And the result waas. They sold off the assets? Were we, in fact, created virtual instruments. So a small group of investors, led by Jim Davidson from Silver Lake and Michael Marks from Riverwood, helped to fund the original investment and virtual instruments. We've been at it now for about seven years. We have clearly evolved the product quite a bit since then, and we've captured a number of very, very strong venture capital investment so long away as we made the choice. That said, we need the shift from being a fiber channel company to be in an infrastructure performance management company because the inevitable movement to the cloud will drive an opportunity for us. Yeah, and you're a senior executive private equity. I mean, this is pretty much a big bet. There's a lot of money involved with private equity. So it wasn't like you're, like, throw in the Silicon Valley startup together. It was really like, Okay, there's big money behind it. Well, you guys, did you see it turning out this way? What? What was learning that have been magnified from that trajectory? Well, I think in the early days we thought the path was a little different than what we've actually followed. We thought the path waas that the fibre channel World was so big and it needed better visibility. This would in fact give the world better visibility in the fibre channel space. What we have observed, however, is that the entire infrastructure has become Maur and more opaque, and therefore you need to not just drive visibility in the storage layer, but across the entire converge staff. And so the platform that we have evolved is all about supporting this converged platform not just fibre Channel, but filed a storage not just VM where, but all virtualized server environments. And we believe that's, ah, multibillion dollar market. And that's why we were able to attract both private equity initially and venture capital later as we built out of product. It's interesting. You see some of these ideas come a come around full circle. I'm curious. Just in industry trend. Your your opinion on Veritas, you know, being spun out. It's it's It's both sad for me personally, but I think it speaks to how difficult the cultural integration might have been between the two companies. While I really had a vision back in the old four or five days of security and backup coming together, I think It was a really, really difficult thing to make happen in the context of what has evolved at Samantha, so the fact that they've chosen to spend it out, it's perhaps a little disappointing for me personally, but not a surprise. So what is your vision of security today? My understanding, You advise, even sit on the board of ah Lumia company. We've way we've talked to the company really, what's happening in security. So if you think about how security has evolved once upon a time, it was about protecting the device candidly and a cloud based world. It's going to be more about protecting the workloads as they move around. And that's one of the elements of what a lumia does, in fact, provide. Furthermore, I have believed for a very, very long time that as time goes on, security will have to get closer and closer to that which is deemed to be most critical. In other words, you can't protect all of the data. You can't protect all of the instances that air on the Web, but you can identify those that are most critical and therefore need a level of protection beyond what the standard would be. And so my belief is that companies like a Loom EO and others that will evolve will get closer to the workload, and we'll get closer to the data that's most critical. And so data classification and things of that nature will become much, much more important than they have. You're an investor in aluminum. You on the board are okay, so you're on the board of director and investor. We covered their launch. Great company. The cracking is low slides, as as Alan Cohen would say, they phenomenal funding round gone from stealth two years and now the big $100,000,000 really funding round massive guerrilla marketing. Still going on at the air say, was kind of clever. The perimeter lists cloud is a factor. And what tech enabled? Do you see the key thing? Alan Cohen described it as 1000 foot shoulds soldiers protecting assets because there's no more perimeter that no front door any more. What is the technology driver for that? Well, the whole idea behind the loom Eo, is to have a what I would call a portable policy enforcement engine that can move as the workload moves around the cloud. So policy management, security policy management has been a very, very difficult task for most large enterprises. So if I can define security policies for every server of where workloads can go to and from on that server and make sure that nothing violates that policy, hence I enforce it routinely. Oh, I can change. The dynamic of House security gets delivered in a cloud based world because no workload is gonna run in any single place on a cloud world. That workload is gonna move to where there is capacity to handle. I gotta ask you because we have a lot of people out there that follow tech business test tech athletes that you are. But also, you're a senior executive who has a lot of experience, and we could be presenting to Harvard Business School, Stanford Business School. I want to get your kind of business mind out to the audience. And that is, is that as an executive who's seen the big, big companies, the big battleships, the big aircraft carriers, from the IBM days to the M in a world of the nineties and the transformation of the Internet now in a complete shift, an inflection point with things like a Loom, Eo and Cloud and and Virtual instruments and the new Microsoft and the Silicon Angles and the crowd shots out there, What do you advise managers out there to operate from a management perspective. I mean, there's a classic business school numbers quarter on the challenges of going public, managing enormous dynamic technology change. So every theater is kind of exploding the technology theater, the business theater, the social theater as an executive. How would you advise someone as a CEO are rising growing startup how they should stitch themselves together? If you can draw in from previous experiences? Or is there a pattern recognition you can share? Well, it's It's never simply about the numbers, while the numbers air always important and the numbers will always be the underpinning of evaluation or whatever. In reality, it's about having a team that is able to rally around a leader with vision that says, Here's how we're gonna change the world. Here's how we're going to make an impact as this industry goes through, the natural inflection points that it always does. And if you look at what has occurred in this industry about every 8 to 10 years, something significant changes. And so a company that may have missed an opportunity six or eight years ago has another shot at it six or eight years later because of the inflection points that we go through. So it's important for the leader of a company toe. Believe that I can change the world based upon the industry that I'm a part of and have a compelling point of view about what changing the world means for that company and that team. And if you could get the team together around that idea, what about cloud and big data and mobile thes dynamics that you would? If someone just wants a roadmap for navigation or what decked me to go after, What would you say? What do you say? You know, get it all in the cloud or go poke at a duel are indeed new, agile management. Things were happening like, Well, I think it starts with what are the court confidence is that you have as a team or company, so you can't say g I'm gonna go and do cloud and oh, by the way, I have no confidence in the management infrastructure for large enterprises or I'm gonna go do mobile and I really have no experience in the mobile space whatsoever. So core competencies matter and leveraging the core strengths of the company matters now. Oftentimes, what companies will do its supplement their core strengths through M, and we'll go out and acquire something and bolted on the hard part of M and A, which is what we were referencing early around. Veritas is Can you integrate it? Can you really make it work after you bought it? Buying it is the easy part. Generating it and making it work is the really, really tough part. And arguably we didn't do is good a job as I would have liked with Samantha. And so basically you're saying is if you as an executive, you want to look at the winds of change for hand, get the sails up, if you will, to confuse the metaphor and get into that slipstream so you can actually drive and you can't. Being an amateur, you gotta actually have some competency. You have a leverage point. Look, one of the great things about this industry is it doesn't take some brilliant business leader to create a new idea. I mean, no one ever would have viewed Zucker Bird as a business leader or some of the young, really, really powerful CEO built phenomenal, phenomenal companies in this industry. But they had an idea, and they were able to create a team around that idea and go change the world. And that's what's so powerful about this industry that I've had the pleasure to be a part of for 40 some years. Yes. Speaking about CEOs that changed the industry, John Chambers announced that he's stepping aside from the CEO role this morning. So you know when you look back, you know John was one of the four horsemen of the Internet era and 20 years there. Chuck Robbins is coming in. He's been there since C. I think 97. What do you think of that move? And you know what's happening with Cisco in leadership for the big companies? Well, John's a really, really good friend, and I admire him for all of what he's done and Cisco and I wish him well as he makes this transition. Interestingly enough, the transition is to executive chairman, with the new CEO stepping in so What that says is that John plans that have a little more involvement, perhaps in what goes on in the company. Then I do it. Microsoft. My title is not executive chairman of Microsoft. Thank goodness I wouldn't want it to. But it also speaks to the fact that John spend the CEO. It just goes since 1995 like that. So he has an enormous amount of knowledge and insight about the company industry, its customers, partners, culture, all of those culture. And so all of those things will be valuable and important to the new CEO. And I think him stepping into that role is trying to leverage that. Cenedella came in and made his voice heard really instantly. And Microsoft has been a great company to watch, you know, since Auntie's came on board, you know, just Cisco need to make some bold moves or are they pretty stable where they are is kind of the dominant? That's a better question for John and CEO. I think what is clear is that all all companies, at some point after find a way to redefine and Sasha's role at Microsoft. He has redefined Microsoft as a cloud first mobile first, and that's all about recognizing. Were acts are gonna run on what devices and what kind of service is. And that redefinition, I think, is important for any industry leader, regardless of how long you just brought us to the tagline of this show, M C World is redefined. So any comments, How's the emcee doing it? Redefining themselves, I think the emcees a terrific company. Joe's a longtime friend of mine. I mean, I know Joe forever on. It's been amazing to see how it's gone from being a storage company to this federation of companies that have capabilities that are so broad and so diverse. I hope they don't get pushed to do something that isn't in the best interest of customers, but maybe enamored by some investors. The angel of the activist pressure. Yeah, that's always and that that's unfortunate, but I think they have a nice balance now. They have a huge installed base and this competitive pressure so they gotta push that. But I have to. I have to ask, is that? You know, I was getting some tweets earlier about Microsoft, and I know you, you know, you're only chairman of the board executive chairman. But you were involved in a very historic where you were on the executive search committee for the CEO replacement for Steve Balmer, of which they chose sake. Nutella Cube alumni We interviewed at the XL Partners Innovation Summit in Stanford that that's about culture. That's about transitions, about inflection points. And Sister used to mention Cisco. Not similar situation. But Microsoft is the legend company. I think the computer industry like an apple. Microsoft was their big part of the computer revolution. Big seismic changing. You were right there. Just share some color on what that whole experience like for you personally. And if you can share any insights to the audience, I know it's a sense might be sensitive topic. But what's that like? And, you know, the outcomes. Looking good. As he says, he's doing great. What? What can you share? Well, I think it would be fair to say that it was a more consuming process than I ever thought it would be. I went from being a new board member of Microsoft in the spring of 2012 to be in the lead independent director in the fall of 2012 to leading the search starting in the summer of 2013. I mean, I never could have imagine my involvement there changing that dramatically, Nor would I have imagined that searching for a CEO of a company would consume 80% of my time when I was also running a company. So for a period of about six months, it's like athlete right there. I had two full time jobs where I was on the phone all day, every day, trying to get something done for the eye and on the phone all day, every day, trying to get something done for Microsoft as well. It was, I would also have to say and incredibly incredibly exhilarating experience. I talked to some phenomenal leaders from around the world way had hard, long look anywhere we wanted at any CEO or candidate that we wanted, and we settled on someone who was a Tech athlete. We believe that the company was at a really, really important inflection point where over the course of the next 12 to 24 months, we're gonna have to make some really, really important technology decisions that would set the course from Microsoft for many, many years to come. And so, while there was much speculation in the press about this person or that person, and what a great business leader, that person waas What we, as a board concluded, was that what our company needed at that moment in time was a true technology visionary who could drive the strategy of the company because it had assets. I mean, they had a whole search thing that they quote missed on paper. But they had, like you said, they could come back at it again with being the subtle art of assets. Here, Cloud was built out. Everything was kind of like in place for that tech athlete on. And I think soccer has done an amazing job. I'm quite proud of them. I'm happy toe say I have some small part in that, but I'm or happy for the way he has executed in the job. I mean, he steps into the job with a level of humility but confidence that is so important for the CEO of a company of that size, and to maintain that cultural DNA because you have one of most competitive companies on the planet. A question to the point where they had to be almost broken up by the DOJ from the Bill Gates kind of DNA and bomber to continued, be competitive, live in this new era. Really tough challenge. Well, he's he's a bright guy. He, as I said, has great humility and has the respect of the team. And it's been interesting to see the internal shift behavior and attitude with a guy who I jokingly say he has two ears and one mouth and he uses them proportionately. And that's a very important lesson for someone trying to transform a company. You must listen more than you talk, and I think he does a great job. We try to do that. The Cuban we talk all day long way do interviews, but I gotta ask you back to virtual instruments. Okay, gets a good business going on with the emcee Goto partner about the anywhere in the federation of a partner with you as well, say, Is it all Federation? It's mostly through E M. C. And while the em wears of small V I customer, we don't do much with them on the go to market side on the go to market side. We rely more heavily, if you will. On AMC, that partnership has evolved. I mean, from the early days it was viewed as G. We're not sure who you are and what you do and whether or not you're competitive with us today, we have very, very common go to market processes around the globe. I'd love to see them stronger. I just left to cheese office in San GI Joe. We could doom. Or but when it's when it's all said and gone, this is one of the strongest go to market partners we have that's also shared the folks out there what they might not know about insurance, that you could share their hearing this now for the first time and working on the radar future of your business, your division product, extensive bility. Future of Internet of everything. Future Internet of things, whatever you want to put on a big data and the data center now, and the migration of cloud is all here. So at our core, we believe that every large enterprise will inevitably have some, if not all, of their work in the class. So the question is, how do you help them manage that inevitable migration to the cloud by de risking the migration and ensuring appropriate infrastructure performance management. Once you arrive there, we focus on the largest enterprises in the world. So unlike many tech startups, that will start with a midsize or small company and work their way up well, the largest banks in the universe, the largest insurance companies in the universe, the largest of every sector in the universe is a customer of the eye or will be someday. And that notion of solving very, very complex problems is something that our team has great pride in our ability to do that I want to get philosophical with you. You can for second kind of sit back and, you know, have a glass of wine and kind of talk to the younger generation out there with all your history on experience. How great of an opportunity for the young entrepreneurs and CEOs out there right now. Given the the confluence of the shift and inflection points, can you compare this to an error? We on the Cubes say It's like the PC revolution bundled in with the clients, terrorists and the Internet. All kind of at once do you agree? And would you say it? Guys, you have an amazing opportunity. Well, I think example of just how crazy it is. I I was driving to the airport this morning, and what I thought would be our long drive took two hours. Because there's so many people on the road in the Valley going to work. There's just so much going on in Silicon Valley right now. It is amazing. And for anyone who has a really, really great idea, the thing that's equally amazing is there's lots of capital out there to support those ideas. And so I would encourage any young entrepreneur who has a thought socialize your thought, Get it out so people can learn about it and then go get money to support and back that though. There's lots of money out there for good ideas. Lots of money. \ewelry officially taking the time coming out. Your busy schedule. CEO Virtual Instruments, chairman of Microsoft Here inside the Cube tech athletes is a big deal. You are one of the great great. Always have a conversation with you, sharing your thanks so much. Just the Cuban. Be right back with more insights and the signal from the noise at this short break