>> Announcer: From downtown San Francisco, it's theCUBE covering RSA North America 2018. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in San Francisco at RSA conference 2018, as 40,000 plus professionals talking about security. It's quickly becoming one of the biggest conferences that we have in San Francisco right up there with Oracle OpenWorld and Salesforce.com, pretty amazing show and we're excited to get some of the insight with some of the experts that are here for the event and all the way from the East Coast, from New Hampshire Edna Conway's joining us, she's a chief security officer, global value chain for Cisco, Edna great to see you. >> Oh I'm delighted to be here Jeff, thank you. >> Absolutely so we're glad to get you out of the 21 degree weather that you said was cold and sleety when you departed. >> Cold and sleety, spring in New Hampshire, although it's not much nicer here in San Francisco. >> No, it's a little dodgy today. Well anyway let's jump into it. So you're all about value chain. What exactly when you think about value chain, explain to the people, what are you thinking? >> You know that's a great question because we define the value chain as the end to end life cycle for any solution. So it could be hardware, it could be software, it could be a service, whether it's a service afforded by a person, or a service afforded by the cloud. >> Now it's interesting because the number of components in a solution value chain just continue to grow over time as we have the API economy, and clouds, and all these things are interconnected so I would imagine that the complexity of managing and then by relation securing that value chain must be getting harder and harder over time as we continue to add all these, kind of API components to the solution. Is that what you see in the field? >> I think there's a challenge there without a doubt, but sometimes that interconnection actually gives you a hook in right, and so what we've been thinking about for years now is, is there a way to actually define a simple high level architecture that can be flexible and elastic with some rigidity that allows you to identify what your core goals are, and then allows those third party ecosystem members to join you in the effort to achieve those goals in a way that works for their business. >> Right and then how does open source play in that? Because that's also an increasing component of the value chain, is that integrated into more and more either just overtly, or you're implementing an open source solution or you've got all these people that are kind of open source plus and what they're building and delivering to the market. >> Yeah open source is a great challenge without a doubt. I think the way in which to deal with open source is to understand where you're getting it from, just like all third party ecosystem members. Who are they? What are they doing for you? And more precisely how are you going to utilize them and take a risk based approach to where you're embedding them. >> Right. >> Right. Not all things are created equally. And so your worry needs to be different depending on the utilization. >> Right. The risk based approach is a great comment because cause security in a way to me is kind of like insurance, you can't be ultimately secure unless you just lock the doors and sit in there by yourself. So it's always kind of this risk trade off, benefit versus trade off, and really a financial decision as to how much do you want to invest in that next unit of security relative to the return. So when you're thinking about it from a risk modeling basis versus just, you know, we're putting up the moat and nobody's coming in, which we know doesn't work anymore. What are some of the factors to think about so that you're achieving the right level of success at the right investment? >> I think there are a number of things to think about, and the primary one I would say is, look at what I believe is the currency of the digital economy which is trust. And in order to build trust what you need to do is understand the risks that you're taking. And those risks need to measured in the language of business. So all of a sudden, it becomes really clear when you know what someone is doing for you, and you know how they're doing it, and the invasiveness of your inquiry and partnership with them actually needs to be adjusted, and all of a sudden you develop not only a baseline, but an opportunity to enhance your trust for, let's take an example. So Cisco's working with Intel, we're going to deploy Intel threat detection technology, our first instantiation of that will be tetration. Clearly they're a third party ecosystem member. >> Right, right. >> And they have been for some time. Now what we're thinking about is how does Intel go about deploying that capability? And not only that, but how are we going to utilize it? And our view is if you take CPU telemetry and you combine it with our edge as well as our network telemetry, you have a better solution down the road, better solution for alerts, better solution for quicker decisions for the inevitable. That risk based approach says we're embedding into and partnering at a core solution level. >> Right. >> That's a different area of inquiry then somebody, we were talking earlier and I said, you know, if you're a sheet metal provider on the external part of a chassis, great. >> Don't they love the diligence on that piece? >> Quality due diligence, but security limited, yeah? >> So but it's interesting because on one hand you're opening up kind of new kind of threat surfaces if you will, the more components that are in a solution from the more providers. On the positive side, now you're leveraging their security expertise within the components that they're bringing to the solution. So as most things in life right, it's really kind of two sides of the same coin, opening up more threats, but leveraging another group of resources who have an expertise within that piece of the value chain. >> Absolutely. Look none of us make something from nothing, you know, the reality is we're relying more and more on the digital economy on those third parties. So understanding precisely how they're doing something is important, but we also have to be respectful of one another's intellectual property. And that is a unique wrinkle in a day and age of integration that we haven't seen previously. The other thing I think that's really important is we're seeing a wonderful, I think explosion of IOT, there's a downside obviously, the question is have folks deployed their IOT in a way that included the security community. You should have security at the table, but what IOT does is give you edge visibility that you've never had before. So I see it as a positive, but it needs to be informed by things like AI, it needs to be informed by things like machine learning, and they need to be gates within at the end of the day where the information is managed, which is at the network. >> Right, cause again it's just another entry point in as well, so good thing, bad thing. I want to circle back on kind of the boardroom discussion that we talked about a little bit earlier. Everyone's talking about securities and board conversation, clouds and board conversation, a lot of these big, kind of IT transformational things that are happening are now being elevated to the board cause everybody's a digital company and everybody's a digital business. When you want to talk to the board, and how should people talk to the board about security vis a vis kind of this risk analysis versus just a pure, you know, we're secure, or we're not secure, and I'm sure every CEO and board is worried for that announcement to come out in the paper that they were breached some time ago. And you almost think it's inevitable at some point in time, so what does the board discussion look like? How's the board decision changing as security gets elevated beyond kind of the basics? >> So let me answer that in the context of value chain security. >> Absolutely. >> I think we need to get to the point where security speaks the language of business. We need to walk into the board and say we have an architecture, we are deploying measures to achieve the architecture at a certain level of compliance and goal setting across the ecosystem on a risk based approach. Fabulous words, I'm a board member. What does that mean to me? >> Help me, help me, gimme a number. Exactly, well, and the number comes out of tolerance levels. So if you have this architecture and you have goals set we have 11 domains, we set goals flexibly based on the nature of the third party and what they do for us. Now we have a tolerance level and guess what you can report? I'm at tolerance, I'm above tolerance, I'm below tolerance. And if you start to model through a variety of techniques, there are a number of standards out there and processes some folks have written about them, where you can translate that risk of tolerance into dollars if you're in the US or currency of your choice and the reality is you're walking in and saying at tolerance means this degree of risk, below tolerance means I've reduced my risk to this. It might afford you an opportunity to say hmmm, perhaps you can share some of that benefit with me to take the program to a new level. >> Right, right or in a different area. >> About tolerance, higher degree of risk, what do we do about it? Now you're speaking the language of business. >> So that's pretty old school business right? I want to talk to you about something that's a little bit newer school which is block chain. And you've used the word trust I don't know how many times in this interview, we'll check the transcript, but trust is a really important thing obviously, and some people have said that they view block chain as trust as a service. I'm just curious to get your perspective as we hear more and more about block chain, and big companies like IBM and a lot of companies are putting a bunch of resources behind it, where do you see block chain fitting? What is Cisco's position or I don't know if they have a official position yet as block chain now is introduced into this world of trust. >> So I think we're all looking at it, Cisco included block chain is an incredibly useful tool without a doubt. I'm not sure that block chain's going to solve world hunger or world peace. >> Shoot. >> However, just as we said trust has elements of use artificial intelligence to inform your decisions, achieve a higher degree of trust, what you can have is a set of let's say, hashes, date and time stamps, as something passes through the network because remember, if the currency is trust the integrity of the data is the fuel that allows you to earn trust. And digital, digital ledger technology or block chain is something that I think allows us to develop what I call a passport for the data. So we have a chain of custody, you know I'm an old homicide prosecutor from many, many, years ago chain of custody was important in the trial so too chain of custody of your data and your actions across the full spectrum of a life cycle add a degree of integrity we've never had the ability to do easily before. >> Interesting times. >> Alright Edna well thank you for spending some of your day with us, I'm sure you have a crazy, busy RSA planned out for the next couple days so thanks again. >> My pleasure, thank you so much for having me. >> Alright she's Edna Conway, I'm Jeff Frick. You're watching theCUBE from RSA Conference 2018 thanks for watching. (theme music)

>> Welcome to the Special Cube conversation. We're here in Palo Alto, California Cube headquarters. I'm John for a host of the Cube were Mohit parents, founder and CEO of Cohesive Serial entrepreneur. Successful Distribute computing, phD, computer science. Welcome to the Cube. Thanks for having me here. So thanks for coming. You guys been very successful. You found the couple in twenty thirteen. Great traction. Great success, Great technology. What's the vision of Cohee City? >> Let me first start by describing the problem. And then I'll go under describing the vision. The problem in a nutshell, is ah what we call mass data fragmentation. It refers to the fact that everything sets in silos, whether it's the sender or whether it's the cloud All our data sets in silos in appliances. Just expect all across the whole universe. And our vision is to basically consolidate that onto one platform I The easiest way to understand our vision is to look at it. What a smartphone that in the consumer space before the smartphone came the all used to carry multiple devices, right? Phone, music, player, camera, and so on. So forth. Uh, the smartphone came. It put all of those on one platform gave us a single U I to manage it all, um, gave us the notion ofthe marketplace from where we could download maps and run on this platform and gave us machine learning. Our vision is something very similar for the world of leader in the world. That data is the most valuable resource today in the world, much more so than oil. And he had the infrastructure. Where we put that data is very fragmented. Let's look at the ladies under backups is one silo probably bought from different renders test. And there was another side of analytics is another one five chairs and object storage is another one. Our vision is is to put all of that on one platform, make it very simple. Make that platform span the data center and the cloud manager using one us bring machine learning concepts to it and at a market place from where people >> could, you know, the smart phones. A good analogy. I like that because you had a market where they made devices to make phone calls and then text messaging. Beak was like killer half of the time. But having the computer enable the whole new class of services functionality, usability and capability and that that iPhone was a seminal moment There. You see, the same thing in Tech right now with Cloud Cloud has changed again. Seeing cloud be successful. Scale is a huge thing. So functionality, new kinds of functionality and large scales with cloud computing has proven. And APS have come around that. So I gotta ask you, you know, backup has been in category that has been dominated. Public offerings dated domain, but the list is endless of great companies built great backup solutions or a K phones. And I think that's what you're getting at the phones is the backup. You guys are building new functions. I want to explain the reels, um, capabilities that's going to come out of the data because if you have data being backed up, you're touching the data. So if you built a platform for scale, it seems that you guys have talked about that product. What is the unique thinking behind it? How did you come to it? And what are some of the examples? >> Yeah, so let's start one step at a time. So, uh, even though it's a platform that can do multiple things just like the smartphone had to be a great phone to begin with. This is a great backup product to begin with. And once we've solved the back a problem for the customer, then we encouraged them to do more on this may be to file shares, baby to object storage. Maybe start using the clouds and sunset. The next thing you'LL say that. Imagine you will work on that data. So you've ingested some data using backups and you want to get some insights from that data today? What you're forced to do is you probably have to copy that data out into another side of creating one more fragment. One more copy of the data. Why not move APS to the data? But other than dated adapts. So our whole concept is that take this platform and take whatever happened. You wanted to run outside off this just running on this platform and thereby you're moving APS to the data. Not the dinner, perhaps moving their eyes. Heart. It is. Ah, is big moving abscess. Easy. So and that's what the hell is this about On That's the platform. That's the capability of the platform. It's a distributed platform. Let's you're on APS close to where that it is. That's the underlying a lot of >> people say I remember we're going back a couple years now talking about Cloud or once I want to be like Google. I want to be like Amazon because they were offering at large scale using open source software. You can. You were lead engineer on Google file system, so you know a lot about scale. But a lot of people wanted the scale and functionality of Google, but they wanted the ease of use of Apple. And I've heard you mentioned that when were before we came on. So this is actually an interesting dynamic. But not everyone's like, Oh, but they have now data scaling similar challenges that Google has one song or another's large scale. Talk about that dynamic because you're changing the game on backup did since you touching the data, you're going to make that more valuable beyond just backing up. And this the concept of moving absolute data talkabout this dynamic of scale, functionality and ease of use because if you're doing all the work with the data, why not extend that out? This is essentially what you're doing. Can you explain that? >> Yeah. I think about the problems that Google would have if they were dealing with lots and lots of fragments of data. If everything was studying in a different appliance, Uh, with the volume of data that day deal that they'LL just be going knots pulling their hair all day long, right? So they built a web scale system that was sort of like a single platform. I was fortunate to be part ofthe some of those technologies, like the Google file system. So they built that Web scale file system to make it look like make all of that look like one platform. And now that it was one platform, they could move the APP store. And we're basically trying tow do something similar to the realm ofthe second reader naps. Because we have lots and lots of data here today. It sets and silos be the backups or passed on diver filers, Object storage. We're gonna build one big platform that scales out in a Google like fashion which can be managed very simply, using one you Iike an apple like manageability. And with this concept, we become very similar to those hyper skill er's, and we bring some of the same innovations to people out there. I >> want to share a common e we were talking about before we came on camera. You were just preferred something. You said I'd like to solve one problem at a time and then move on. But what's interesting here? Competitive strategy wise, you're solving the backup problem. But why you got your hands on the data? You're actually going to re imagine the usability of that data. So you're essentially adding value to a basic function back up, putting a platform around and extending that out, perhaps to come to it. And it's kind >> of a >> land grab that's working. This is a unique It's a different way to think about, Is that right? >> So I like to say that we like the master's off one trade at a time, nor Jack of all trades, uh, and that first trade for us that we would be masters off his backups once we're happy there. Then we can go on and focus on, you know, maybe filers or object storage. And this is how we build the platform right eye. I always say that when you architect a system, you have to think about all this from day one. You can't incrementally at patches and expect the system to grow right. I sometimes draw an analogy between why Google won the war against Yahoo. Google, Tara, Phil are all as a platform there. Thought about all the use cases they'd be, you know, putting on the platform. Yeah, who just build something that was good for search. Didn't think beyond that. That's why they you know about a bunch of naps. And >> that's where they saw it and thought of >> the Google file system and then YouTube on top and Gmail on top and blah, blah, blah. No. So I was the same approach. We've talked about the problem and the problem off. The problem We want to address mastered a recommendation up front, and our system has bean architected to solve that. Even if we start by being masters of backups first, the system has been architected tto do way more than that. >> So it be safe to say that cohesive from a software core competency standpoint is distributed computing core competence or disputed systems large scale from a computer science, you know standpoint and then data. So expertise are those two is intact. >> Yes. Oh, distributed computing and distributed file systems. Those would be there to core competencies. But then again, depending on like whether it's backups or its testing, that their competences of within those domains. >> So I want to get into the private tech. First of all, thanks for saying you have responded to that. The product text. Phenomenal. You have platform can do multiple things. I want to talk about span F S on Spann Os. You have some news. You've got something share on overview of what that is and what the new news is. >> So when you're trying to control on manage of lots and lots of data, you better have a distributed file system. So we built one, and we call it Spanish Fast. The name comes from the fact that it's supposed to span nodes in the very center that's supposed to span multiple kinds of storage in the data center. It's supposed to span the data center and your multi cloud environment, their hands the names pan a fast, But since we were building it like a platform, that's not just there for your data. It also runs apse on top off this platform. Uh, the span of fast is not enough. It becomes full scale us, if you may want to call it. What? So where's it has a file system and it has the ability to run laps on the file system, and the same ability was built here. And the name's patter well, so we can store data, but we can also naps close to that >> and with multi cloud on the horizon are actually president today. A lot of people use multiple clouds, and certainly Salesforce's considered cloud you got Amazon. So especially this moment clouds of existing today in the Enterprise, the coordinated all but hybrid and and these things they're going on. Premise. It's cloud operations. This becomes an important part of the distributed environments that need to be managed. Talk about the impact of multi cloud in today's world because it's a systems thinking. You gotta think about it from day one, which is kind of today. I got on premise. I got multiple clouds out there, and some clouds or great, depending on the workload, picked the cloud for the workload. I'm a big believer in that. Your thoughts, though, on as people tried to get their arms around this and make it, you know, one environment with a lot of decoupled elements that are highly cohesive. Talk about that dynamic. >> Yeah. So Cloud is a very, um, nice entrant into the infrastructure world. It provides a lot ofthe functionality, but it doesn't quite solve that problem off massive fragmentation. When you put your dinner in the cloud, it's still fragmented. And when you're dealing with, often our customers are big. Customers are dealing with multiple clouds and the data centers, and they have dedicated people trying to move data and applications between them. That's the problem that Cohee City can actually solve very well, because we're building a platform that spans all this. Um, all of that becomes underlying infrastructure that we use. And now through us, they can easily move APS. They could easily move data. They can access the data anywhere. That's the value we been to them. We have a customer here in California, and that was spending, uh, hundred twenty thousand dollars per month. It's a new company, uh, one hundred one hundred twenty thousand dollars per month on the eight of us both after they consolidated that stuff threw us in the cloud, their ability used to seventeen thousand dollars per month. That's the kind of value we can bring. The customers >> well, the Amazon Dana. It's interesting cause you got storage and you got E C two of the compute you need compute to manage towards so against. Not just storage. That's the cost. It's it's data is driving the economics. That's where you're getting it. >> Yeah, So I think data and storage and compute go together as I'm a big fan off hyper convergence, which me, along with the rest of my team Edna tonics. And Monday it's gonna doing multiple things on the side I'm back from. And you can't do that without storage and compute both working in tandem >> so consolidating with cohesive because I'll be using cohesive, he allows the better management lower costs on Amazon. >> That's right. That's right, because we store the data efficiently on Amazon, cutting the costs, and then you can run your raps on top. You don't have to copy out the data toe, run your wraps, you can actually land on the platform and all that saves costs. >> That's a great tidbit. Notes no to the audience out there. Great to tip their pro tip. Talk about the announcement you have now have APS coming out. You got three native cohesively absence. My word. I don't know. You guys call it Think Caps is going to the Alps and then for third party application developers. So again, this kind of teases out there beyond backup story, which is platform. What of the apse, Where this come from? What? Some of the reasons why they're being built. Can you share specifics on that news? >> This goes back to our analogy to a smartphone on one of the innovations the smartphone, brother. The world was the notion of a marketplace. You could go to the marketplace and down wrap. Some of the gaps are from the vendor who built the smartphone. Some of them are from third parties. So we are. And when the first iphone came out that I had basically five straight and then now there are millions of them. So what we have seeded the system with is we have, ah, a couple ofthe third party apse for in particular one a splunk that runs on the platform with in a container. One is from a company called Menace. One is actually two laps are anti virus absent. One vendor is scented. One when is clam? Maybe, um though that third party APS But then we've built some, um, APs from cohesively itself when his app called spotlight on the security app. One is an app called Insight searches through the data when his app called Easy Scripts allows our customers to upload scraps on drawing them from Go easy. So these are the apse that I'd be exceeded the system where were also announcing an SD came in just like your smartphone has a nasty cave. The world out there can go and use that and build ups on top if he would like people out there in the world. Third parties are partners to build ups and run on this bathroom >> so moment, what's their motivation behind the app system or functionality? As the demand grows, functionalities needed. So I'll see platforms should be enabling, so I get why APS could build on platforms. But what was the motivation that around the apse now just l of evolution capabilities? What's the thoughts >> It goes back to our philosophy that if you need to do something, you shouldn't buy one more silo to do it. You should be able to extend your existing platform and then do stuff. That's what your smartphone does. Uh, basically, even you, by your smartphone, it can be a phone, and I'm number for the things. But then you extended the functionality of that by downloading maps. It's the same motivation, you know, extend the abilities of this platform. Just download maps and then extended right. >> Give the value proposition pitch for the developers out there. Why would they want to develop on? Complicity is it is a certain kind of developer. What's the makeup of the target audience? Who would build on obesity? >> So all kinds of people we expect to build on this platform. So the value for our customers, for instance, now rather than, uh, copying the data out of this platform onto one more silo and that's very expensive, they can actually build a nap that runs on this platform so that they don't have to move the data around, and it's very, very simple. That's the value for our customers. For the developers out there. Uh, it's the same value that they get when they build an app on a smart phone. Uh, they building up some cash, but out there can download that app and the APP and then pay that developer some money so they don't have to build the whole company or the whole thing. Now they can build a nap that runs on cohesive. It's really simple for them. They get a cut of whatever the customer pays, so there's value all around. It's a ven ven for everyone >> it's not. And it's good business model, too good community going to get an ecosystem developing its a classic growth growth opportunity for you guys. Congratulate. So what a business you guys have talked about a couple quarters ago Publicly, about two million to million dollars run rate. Give us the update on the business in terms of growth. Employee headcount. Key milestones. Can you share? Seok was empty, >> so you know the momentum is phenomenal. We're very flattered by the fact that despite the fact that we're a young company we've been selling for more than three years, of seventy percent of our customers are enterprise customers. The big guys with lots and lots of data. Uh, some of the biggest banks in the world now use us. Some of the biggest credit card companies in the world use us. Uh, a lot of the secret of federal agencies. You, us? Um, uh, some of the public customers I convention Hyatt uses us. Ah, big financial. Northern Trust uses us the famous. Uh uh, you know, food chain. Wendy's uses us. So those are the names I can I can mention that are actually using and benefiting from cohesive. Um, so lots of lots of great stuff. Um, we had three hundred percent year over year growth in revenue. Our head count, actually, er this week crossed one thousand people. So we spoke to our chief people. Officer. We should mention our one thousand employees in a special way. So all that great stuff is happening. >> It's like walking through the door. All the bills go office because you guys were two hundred last year. About this time >> when you get back, we are about to enter. People's a factor of five growth and about one years phenomenal had come growth. >> Well, that's massive growth. How big is this guy's a real state growing and buy more office space. >> Yeah, well, uh, they're headquartered in a building and son who's a downtown. We start, but we got it. That building about when you're back, we only had two floors were really expanded toe like five floors now and looking toe, you know, rent more. We've also expanded to other locations. Geographically, we now have an office and rally. We have ah, uh in office and cork in Ireland. We already had an office in Bangalore. We setting one up in pony. We're setting one up in Toronto, So lots and lots of expansion worldwide. Not >> really looking good as well. I mean, let's think about the economics. >> So this is the time they're being in mustard and growth. That's looking phenomenal on DH. There's a path to profitability. Um uh, it all depends on you know, our economics and what the board decides on how and when we wanna charge towards profitability, we can get there. It's looks easy, but I think it's our productive ity off our sales reps looks phenomenal. On average, productively is very high, which basically means that you know, we can get to profitability fairly quickly. If you want. >> We're going to say, very impressed with the growth and impressed that you go out on the road, talk to customers closing business. That's sign of a great CEO. Always make sure the customers are happy. >> Um, eventually, that sort of companies about a happy employees and be happy customers. Uh, and my job is to see you is to make sure what happened >> before we get in Some of the questions I have from the community. I prepare because people want knew you were coming on. I want to ask you about entrepreneurship in your journey. You've had quite the career Google image in that nutanix. And now here, >> Look at look at >> today's environment. I mean, it was a lot of talk about how entrepreneurship changed and starting a company, you know, you got a rocket ship, so you had a lot people coming on Now from the your journey you're on now. But a lot of other offers out there right now, kind of like looking transition. People say tech is bad, not good for society. Seen bad, negative press in their entrepreneurship is a great opportunity right now in tech. What's your thoughts on the current landscape and opportunities for, you know, folks out there building new things and going in solving a problem from old market and reimagining it for the new. Because a lot of new going on seeing a new sea change with cloud. And on premise, >> I would say, Um, this is probably the best time to do a company then ever in the past because technology is there to help people. Young entrepreneurs. Uh, there's plenty of money to be raised from the sea. Species are very happy to be helping. End of news a couple of pieces of caution that I wantto give to would be entrepreneurs. Uh, number one. Don't be in a hurry. Learn their hopes of doing a company first. Ah, before jumping and doing it because often I find that they burn their fingers and then they don't want to do a company again. First, go to a good company, learn the ropes of playing a company, and then do a company. That's number one number two. Uh, I would like to incorrigible and avenues to think about their ideas in the context. Off the following two thoughts one is, uh, the company needs to have a great entry point. That's how the company takes off. But then it also needs to have a bigger vision to look up to. And I often find that company's lack one or the other of these, Uh, and that's why they eventually fail or they never take off the ground. In our case, the entry point was backups, and the big vision is the consolidation off seconded and haps that I spoke about, Ah, one or the other if they're missing, it's not >> an extensive abilities key there, too. You get the beachheads real specific seconds, and then you see you point >> out of a vision. That's >> what broader beachhead without trying to take it all too fast or not knowing where to lay. That's gonna much the analogy. >> That's what I say. I beat master of one traitor, go ahead in the beachhead and then expanded the bigger >> and by the way, that's a classic proven way to do it. So, you know, just stay with what works, All right, let's get to the questions from the community. A lot of people wanted to ask your first question moment. You've a great perspective on the difference between hyper scale on enterprise worlds Is the enterprise still ten plus years behind the Giants in Tech? And how have you helped bring hyper scale thinking to the enterprise architecture? >> Um, the enterprise is, actually, surprisingly is getting closer and closer. Uh, with all the great technologies available, hyper convergence has bean. One of those technologies that has made hyper convergence combined with upscale, uh, is one of those technologies that has brought the enterprise were very close to the hyper scholars. Now they can buy products that are hyper energy that scale out in a group like fashion, and they can get some of the same benefits that the hyper scholars have enjoyed over the years, eh? So I won't say they have that far behind anymore. They're catching up, and they're catching up. Eyes >> used to be a few years ago, you could look at saying old relic, you know, modern cloud >> the and and the companies that I have found it have. I'm very flattered to say that have gonna, uh, hasten that journey. Uh, happy convergence. And he's even solving this problem of massive fragmentation. The hyper skills have kind of, you know, already solved that problem. They have massive, upscale systems that don't deliver data fragmentation. It's one platform, and you're gonna bring that value to the world through cohesive, >> great, great success. Okay, second question. There's a ton of money pouring into the data protection space again, a category that's there's a card in magic water for that. But again, you start Cummings that don't have magic watches because it's new. Why is this money pouring into space? Why now? >> Number one dealer is exploding. There's lots of lots of data. Ah, bulk off the data sets in what we call second story. It comes to it through back up straight. Your your production stuff has some production data, but eventually that data. Nobody wants to believe that they would keep it in there for at least six seven years, maybe forever. All dated, it comes to backups. The opportunity that people have seen is that they can actually now doom or with that data. It's not just dumb waiter sitting there, so it's not just data protection. It becomes more of a data management and you do data management through APS. That's what cohesion is exploding. We get the data onto a platform through backups, but then we expand into arrest of the vision and Kendra naps to extract value from the dealer right? That's why the money is coming. >> Well, you just answer the next question, which is, you know, why cohesively wind now the space is crowded, a lot of competition, So I'll just move on Ransomware, what's going on there and what's unique about Kohi City and what do you bring to the table with respect to Ransomware. >> So Ransomware is, uh, uh, something that we now live in. Its every enterprise is at risk, uh, being affected by ransomware. So what we have announced recently eating a month back, we announced our ransomware support. Uh, we can offer not just the detection, but also a number for the things we can detect Ransom where we can allow our customers toe apply fixes. When When that happens, we really allow things to be recovered once ransomware happened. So it's built into our data protection environment, right? That's how customers like it. So it adds value to the data that they already have. It's not just a dumb backup. >> And with all the third party and S t k stuff happening potential extensive bility on that core, >> that's right. Now we can have apse that can detect more round somewhere by virtue of the fact that we can support running absolutes to data. Some of those APs could be Andy dancing, perhaps help protect the data, do some custom stuff. Once said handsome, it is detected. All that becomes possible >> last question from the crowd here, the community multi cloud. Everyone's going up to the space. What is multi cloud data protection really about? And why cohesive? Isn't this just really a multi cloud vendor? Khun, do it all mean a lot of people saying they're multi cloud vendors. Y you what is multi cloud data protection all about? >> So, you know, big enterprise customers probably have a foot in every cloud, and they call it a multi cloud infrastructure. And if they want to protect the data and forced me, the data is very fragmented. So they need a backup solution for one for every cloud that's roughly multi cloudy. The production. Uh, we're cool. Here's the adds value. It's building one platform that spans your multicolored environment. So one platform can now take care ofall that those backups eso it really simplifies the job off doing backups or data protection in a multicolored environment. And that's where the Queen's devalue comes in. >> Well, congratulations. Final question for this interview. How would you summarize the state of cohesive the right now? Thousand employees growth on the customer traction side and revenue business funding. Males look good economic with a platform, certainly software margins looking very good growth. What's it all about right now? Culture value, proposition don't. >> It's kind of like a rocket ship, and we're just hanging on. But it's Ah, I think that focus is, um, when you grow this fast, uh, the challenge becomes, uh, keeping your culture intact and we tryto put a lot of effort on our culture. Our core values are cultural guidelines were fanatics about that. So we want everyone to feel that they're coming in and this is home away from home, and they treat others to make them feel it's home away from home. We're trying to build a family here, so there's a lot of emphasis on that. But at the same time, you know, we all work hard and let the company >> and the new ecosystem opportunity for you is looking really good because if he zaps takeoff, certainly the cohesively APS. And now you got third party with an S t. K. This is potentially a game changer for you as a company to a CZ Wells, you have product company. Software company makes a lot of scared, but now you're gonna be bringing developers and impact there. >> The impact, the talk, leadership impact. Uh, you know, I'm personally very fun off er you know I do these companies because I want to change the world. I won't change the way the world thinks this is the way I think. And if I can help the world think in this fashion contributed something to the world. And so that's the excitement that sort of mission is. Team is excited about that. It's just >> we got a great mind phD in computer science and two ships systems entrepreneur that thinks up new things that disrupt the status quo. And the old guard certainly track record their congratulations. Know what? Thanks for coming on The Cube. This's the Cube conversation here. Palo Alto. I'm John every year. Thanks for watching. What?

>> Announcer: Live from the Computer History Museum in the heart of Silicon Valley, it's The Cube, covering Food IT: Fork to Farm. Brought to you by Western Digital. >> Hi, welcome back to The Cube. I'm Lisa Martin, we are at the fourth annual Food IT: Fork to Farm Event at the Computer History Museum in the heart of Silicon Valley. I'm very excited to be joined by my next two guests, we have Curtis Garner, Senior Farm Analyst from Bowles Farming Company, welcome. >> Thank you. >> Great to have you, and we have Megan Nunes, CEO of Vinsight. Welcome! >> Thank you! >> Great to have you guys here. So this event is so interesting for us. We cover a lot of technology innovation, a lot on the infrastructure side, this is more on the application side, but Curtis, I wanted to start with you being a farmer, your farm has been, a six-generation farm, Bowles Farming Company based in Los Banos, California. One of the things I found really interesting, when I was doing some research on Bowles Farm, is that you have a big solar project, and one of the things that's really interesting, it's been reported that the US food system uses 15% of the total energy of the US, to produce food. Tell us about the solar project, that Bowles Farms has done, and what you've been saving on energy. >> So, with Bowles Farming and agriculture in general, there's been kind of a stagnation of innovation, and through technology with drip irrigation, we've seen a difference in technology from doing gravity-fed irrigation, which is basically free energy, right, gravity doesn't cost anything, to pressurized drip irrigation systems, and so we've used pressurized pumps that use diesel energy, and we've been switching them over to electricity, and that's been an efficiency for Bowles Farming, but we've, we've offset our costs by two solar plants and so we have two solar plants, two 500-kilowatt energy to generate one megawatt of energy, we've displaced about 80% of our energy use on the farm. >> 80%, that's dramatic. And was that a multi-year project that you initiated? >> It was supposed to happen about a year, but through regulation and difficulties with permitting and PG&E, it took about a year and a half to complete. We'll see the benefits of it this year. >> And your primary crops are cotton, tomatoes, nuts, almonds ... >> So, yeah. We're diverse, diversified row crops, so we have 12 different crops, but our primary crops are Pima cotton, and processing tomatoes. >> So, question for you from a technology perspective, this event is so interesting because, when I first read the title like I thought, fork-to-farm, we're so used to the trendiness of farm-to-table, right, farm-to-fork. But, the fact that the tech-enabled consumer has really influenced, or wants to influence, organic, must be cage-free if it's eggs, you know, it must be, non-genetic, et cetera. What are some of the influences that you're seeing on the farming side that the consumer is driving, and how has Bowles Farm made some changes to accommodate that? >> So our crop choice, so the consumer is actually voting with their fork, is actually a real thing. So like, the most posted food picture on Instagram and Pinterest is actually a purple vegetable. So a thought on the farm is, should we be growing a bunch of purple vegetables? And so, it's actually very real that the consumers are driving production. >> Yeah, interesting! So Megan, as the CEO of Vinsight, talk to us about the genesis of Vinsight. You yourself come from a farming background. What was the origination of your company? >> Yeah, so, I grew up in the Central Valley of California, I'm originally from a small town called Gustine, and I left Gustine, went to college in San Louis Obispo at Cal Poly, and then after that I worked for an aerospace company in the remote sensing space for about seven years. And while I was there, one of the things that we were looking at doing was providing satellite imagery to farmers, and different growers, and quickly I realized that the traditional imagery that the satellite imagery business was providing through um, it's called NBDI, which basically is a health map of red, green, and yellow. Wasn't necessarily helpful or terribly actionable, and that really bothered me, and so through lots of conversations and investigation that I took on my own, I decided, you know what, it's time to start something on my own, through utilizing different data techniques to better understand food production. And so Vinsight was basically initially born out of the idea of utilizing satellite imagery, in a more meaningful way to benefit growers and then the entire supply chain as a whole. And that later turned into crop forecasting for grapes and almonds here in California. >> And, and, especially, you know, grapes being huge, I mean, Napa, Edna Valley, Pasa Robles, we're very fortunate to have a, a tremendous amount of grapes and wine opportunities, but you mentioned almonds. 90% of the world's almonds come from California. Talk to us about how maybe an example of how a farm is using your technologies, like, are you putting sensors in their farms or is it really they're utilizing satellite imagery and data acquisition through your product and API, to improve their yields? >> So it's more of the latter. At Vinsight, our objective is to be data agnostic, and so what that means is we take in data from any source that allows us to better understand production as a whole. And so what happens is we collect data from four major categories, which include remote sensing data or satellite imagery, climate and weather, historical yield, and then geographical information, so primarily that'll be like soil type, elevation angling, and so on. And what we do, is we built out this 20-year historical archive, and we've utilized machine learning techniques to train on that data and understand what matters to the plant at this specific point in time, and how does that correlate and trend against what we've seen in the past. And so in real time, during the growing season, we pull in like the top ten features that matter, to that plant at that specific time, and then we give you a crop forecast of, hey, you're going to produce so many pounds or tons, depending on the industry, of x product, and we're assuming a 10% or better error rate typically on understanding your total production. And so our goal is, through starting with understanding your total supply, how can that also start to relate into how we handle pricing and how that ultimately will benefit both the grower and consumer at the end of the day. >> Interesting, so, about the production yields, I wanted to kind of talk, Curtis, to you about, if you look at the food chain from planting, through monitoring soil conditions, fertilizers, water, we've just gotten out of a massive drought here in California, one other thing that it's, that I find interesting is the post-harvest arena, and you know, supply chain logistics traceability. Talking about almonds, I was reading, and this is very surprising, to me, that in the last three years, over 35 truckloads of almonds have vanished, and that's tantamount to ten million dollars. So on the traceability side, I know that's going to be one of the themes at the event today, how are you using technology, Curtis, at Bowles Farms, on the traceability? Can you give us some examples there? >> Yeah, so traceability is a very big deal for the farm and the consumer and the producer. Bowles Farming has actually a pretty unique story about this in that, our cotton that we grow is a Pima cotton. Costco sold bedsheets that were Pima cotton, and they had the olive oil scandal, the same guy that did that, did a market sweep of all the Pima cotton sheets that represented that they were 100% Pima, found that over half the supply was actually adulterated, is actually not Pima cotton, is Upland or primarily a blend. And so with that, he applied the same technology that he did with olive oil to the cotton industry, and we are the first farm and the first gin to sign up with him, to do traceability, from basically from farm all the way to sheets. Yeah, and so ... >> Wow, farm to sheets. >> Farm to sheets, yeah >> Didn't expect to hear that today. >> Yeah, I guess so. They're now, it's, the brand is Wamsutta, the Pima cotton brand, and they're available at the Bed Bath & Beyond. >> Wow, so, looking at what Megan has done with Vinsight, being a six-generational, six-generation farm, what's the, um, what are your thoughts, as a senior farm analyst, on the adoption of technology? Was it something that was slow to be adopted, or do you really feel, we've been so successful for six generations, we want to understand how we can look at data types that are aggregated as Megan, you said over 20 years of historical information, what's been that adoption at your farm? >> So Bowles has a legacy of innovation, and we're an innovative farm, we have a lot of innovative people and so, for us, it's a matter of survival. So with the regulatory pressures, with the increasing costs of California, farming in California, innovation's going to be key, and that's going to come in the role of technology, and so, we're pretty quick to adopt. If you look at farmers as a whole, people think that they're overall-wearing, individuals that aren't very intelligent, but it's actually quite the opposite, and if a new technology comes that has a great ROI, just like the drip irrigation, they'll implement that, though, pretty quickly. >> Oh, fantastic. Well, Curtis, we wish you the best of luck at Bowles Farms, Megan, same, congratulations on Vinsight, we wish you the very best of luck and we thank you both for joining us on The Cube. >> Thank you! >> Thank you! >> We want to thank you for watching again. We are at the Food IT: Fork to Farm Summit in the heart of Silicon Valley. I'm Lisa Martin, you're watching The Cube. Stick around, we'll be right back. (techno music sting)