>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back to Vegas, guys and girls, it's great to have you with us. The Cube Live. Si finishing our second day of coverage of Palo Alto Ignite. 22 from MGM Grand in Las Vegas. Lisa Martin here with Dave Valante. Dave Cybersecurity is one of my favorite topics to talk about because it is so interesting. It is so dynamic. My other favorite thing is to hear the voice of our vendors' customers. And we could to >>Do that. I always love to have the customer on you get you get right to the heart of the matter. Yeah. Really understand. You know, what I like to do is sort of when I listen to the keynotes, try to see how well it aligns with what the customers are actually doing. Yeah. So let's >>Do it. We're gonna unpack that now. Michael Fagan joins us, the Chief Transformation Officer at Village Roadshow. Welcome Michael. It's great to have you >>And thank you. It's a pleasure to be here. >>So this is a really interesting entertainment company. I find the name interesting, but talk to us a little bit about Village Roadshow so the audience gets an understanding of all of the things that you guys do cuz theme parks is part of >>This. Yeah, so Village Road show's Australia's largest cinema exhibitor in conjunction with our partners at event. We also own and operate Australia's largest theme parks. We have Warner Brothers movie World, wet and Wild. SeaWorld Top Golf in Australia is, is operated by us plus more. We also do studio, we also own movie studios, so Aquaman, parts of the Caribbean. We're, we're filming our movie studios Elvis last year. And we also distribute and produce movies and TV shows. Quite diverse group. >>Yeah, you guys have won a lot of awards. I mean, I don't know, academy Awards, golden Globe, all that stuff, you know, and so it's good. Congratulations. Yeah. >>Thank you. >>Cool stuff. I wanna also, before we dig into the use case here, talk to us about the role of a chief transformation officer. How long have you been in that role? What does it encompass and what do you get to drive from a transformation perspective? Yeah, >>So the, the, the nature and pace of disruption is accelerating and on, on one side. And then on the other side, the running business as usual is becoming increasingly complex and, and more difficult to do. So running both simultaneously and at pace can put organizations at risk, both financially and and other ways. So in my role as Chief Transformation officer, I support the rest of the executive team by giving them additional capacity and also bring capability to the team that wasn't there before. So I do a lot of strategic and thought leadership. There's some executive coaching in there, a lot of financial modeling and analysis. And I believe that when a transformation role in particularly a chief transformation role is done correctly, it's a very hands-on role. So there's certain things where I, I dive right down and I'm actually hands in, hands-on leading teams or leading pieces of work. So I might be leading particular projects. I tried to drive profit revenue and profitability across the divisions and does any multi or cross-divisional opportunities or initiative, then I will, I will lead those. >>The transformation, you know, a while ago was cloud, right? Okay, hey, cloud and transformation officers, whether or not they had that title, we'll tell you, look, you gotta change the operating model. You can't just, you know, lift and shift in the cloud. That's, you know, that's pennies. We want, you know, big bucks. That's the operating. Now it's, I'm my question is, is did the pandemic just accelerate your transformation or, or was it, you know, deeper than that? >>Yeah, so what in my role have both digital and business transformation, some of it has been organizational. I think the pandemic has had a, a significant and long lasting effect on society, not just on, on business. So I think if you think about how work work used to be a, a place you went to and how it was done beforehand, before the, before COVID versus now where, you know, previously, you know, within the enterprise you had all of the users, you had all of the applications, you had all of the data, you had all of the people. And then since March, 2020, just overnight, that kind of inverted and, you know, you had people working from home and a person working from home as a branch office of one. So, so we ended up with another thousand branches literally overnight. A lot of the applications that we use are now SASS or cloud-based, whether that's timekeeping with Kronos or communica employee communication or work Jam. So they're not sitting within our data center, they're not sitting within, within our enterprise. It's all external. >>So from a security perspective, you obviously had to respond to that and we heard a lot about endpoint and cloud security and refactoring the network and identity. These guys aren't really an identity. They partner for that, but still a lot of change in focus that the CISO had to deal with. How, how did you guys respond to that? And, and you had a rush to do it. Yeah. And so as you sit back now, where do you go from here? >>Well we had, we had two major triggers for our, our network and security transformation. The first being COVID itself, and then the second beam, we had a, a major MPLS telco renewal that came up. So that gave you an opportunity to look at what we were doing and essentially our network was designed for a near, that no longer exists for when, for when p like I said, when people, when people were from home, all the applications were inside. So, and we had aging infrastructure, our firewalls were end of life. So initially we started off with an SD WAN at the SD WAN layer and an SD WAN implementation. But when we investigated and saw the security capabilities that are available now, we that to a full sassy WAN implementation. >>Why Palo Alto Networks? Because you, you had, you said you had an aging infrastructure designed for an era that doesn't exist anymore, but you also had a number of tools. We've been talking about a consolidation a lot the last couple days. Yeah. How did, what did you consolidate and why with Palo Alto? >>So we had a great partner in Australia, incidentally also called Cube. Cube Networks. Yeah. That we worked with great >>Names. Yeah, right. >>So we, so we, we worked for Cube. We ran a, a form of tender process. And Palo Alto with, you know, Prisma access and Global Global Protect was the only, the only solution that gave us everything that we needed in terms of network modernization, the agility that we required. So for example, in our theme part, we want to send out a hotdog cart or an ice cream cart, and that becomes, all of a sudden you got a new branch that I want to spin up this branch in 10 minutes and then I wanna spin it back down again. So from agility perspective, from a flexibility perspective, the security that, that we wanted, you know, from a zero trust perspective, and they were the only, certainly from a zero trust perspective, they're probably the only vendor that, that exists that, that actually provided the, the, all those capabilities. >>And did you consolidate tools or you were in the process of consolidating tools now? >>Yeah, so we actually, we actually consolidated down to, to, to a, to a single vendor. And in my previous role I had, I had implemented SD WAN before and you know, interoperability is a, is a major issue in the IT industry. I think there's, it's probably the only industry in the, the only industry I can think of certainly that where we, we ship products that aren't ready. They're not of all the features, they, they don't have all the features that they should have. They're their plans. They were releasing patches, releasing additional features every, every couple of months. So, you know, if you, if if Ford sold the card, I said, Hey, you're gonna give you backseats in a couple of months, they'd be uproar. But, but we do that all the time in, in it. So I had, when I previously implemented an Sdwan transformation, I had products from two tier one vendors that just didn't talk to one another. And so when I went and spoke to those vendors, they just went, well, it's not me. It's clearly, clearly those guys. So, so there's a lot to be said for having a, you know, a champion team rather than a team of champions. And Palo Alto have got that full stack fully integrated that was, you know, exactly meant what we were looking for. >>They've been talking a lot the last couple days about integration and it, and I've talked with some of their executives and some analysts as well, including Dave about that seems to be a differentiator for them because they really focus on that. Their m and a strategy is very, it seems to be very clear and there's purpose on that backend integration instead of leaving it to the customer, like Village Road show to do it. They also talked a lot about the consolidation. I'm just curious, Michael, in terms of like what you've heard at the show in the last couple of days. >>Yeah, I mean I've been hearing to same mess, but actually we've, we've lived in a >>You're living it. That's what I wanted to >>Know. So, so, you know, we had a choice of, you know, do you try and purchase so-called best of breed products and then put a lot of effort into integrating them and trying to get them to work, which is not really what we want to spend time doing. I don't, I don't wanna be famous for, you know, integration and, you know, great infrastructure. I want to be, I want Village to be famous for delivering great experiences to our customers. Memories that last a lifetime. And you know, when kids grow up in Australia, they, everybody remembers going to the theme parks. That's what, that's what I want our team to be doing and to be delivering those great experiences, not to be trying to plug together bits of software and it may or may not work and have vendors pointing at one another and then we are left carrying the cannon and holding the >>Baby. So what was the before and after, can you give us a sense as to how life changed, you know, pre that consolidation versus post? >>Yeah, so our, our, our infrastructure, say our infrastructure was designed for, you know, the, you know, old ways of working where we had you knowm routers that were, you know, not designed for cloud, for modern traffic, including cloud Destin traffic, an old MPLS network. We used to back haul all the traffic from, from our branches back to central location run where we've got, you know, firewall walls, we've got a dmz, we could run advanced inspection services on that. So if you had a branch that wanted to access a website that was housed next door, even if it was across the country, then it would, we would pull that all the way back to Melbourne. We would apply advanced inspection services to it, send it up to the cloud out back across the country. Traffic would come back, come down to us, back out to our branch. >>So you talk about crossing the country four times, even at the website is, is situated next door now with, with our sasi sdwan transformation just pops out to the cloud now straight away. And the, the difference in performance for our, for our team and for our customers, it, it's phenomenal. So you'll talk about saving minutes, you know, on a log on and, and seconds then and on, on an average transaction and second zone sound like a lot. But when you, it's every click up, they're saving a second and add up. You're talking about thousands of man hours every month that we've saved. >>If near Zuke were sitting right here and said, what could we do better? You know, what do you need from us that we're not delivering today that you want to, you want us to deliver that would change your life. Yeah, >>There's two things. One, one of which I think they're all, they're already doing, but I actually haven't experienced myself. It's around the autonomous digital experience management. So I've now got a thousand users who are sitting at home and they've got, when they've got a problem, I don't know, is it, is it my problem or is it their problem? So I know that p were working on a, an A solution that digital experience solution, which can actually tell, well actually know you're sitting in your kitchen and your routes in your front room, maybe you should move closer to the route. So there, there they, that's one thing. And the second thing is using AI to tell me things that I wouldn't be able to figure out with a human training. A lot of time sifting through data. So things like where I've potentially overcompensated and, you know, overdelivered on the network and security side or of potentially underdelivered on a security side. So having AI to, you know, assess all of those millions and probably billions of, you know, transactions and packets that are moving around our network and say, Hey, you could optimize it more if you, if you dial this down or dial this up. >>So you said earlier we, this industry has a habit of shipping products before, you know they're ready. So based on your experience, seems like, first of all, it sounds like you got a at least decent technical background as well. When do you expect to have that capability? Realistically? When can we expect that as an industry? >>I think I, I think, like I said, the the rate and nature of change is, is, I think it's accelerating. The halflife of degree is short. I think when I left university, what I, what I learned in first year was, was obsolete within five years, I'd say now it's probably obsolete of you. What'd you learn in first year? It's probably obsolete by the time you finish your degree. >>Six months. Yeah, >>It's true. So I think the, the, the rate of change and the, the partnership that I see Palo building with the likes of AWS and Google and that and how they're coming together to, to solve, to jointly solve these problems is I think we will see this within 12 months. >>Who, who are your clouds? You got multiple clouds >>Or We got multiple clouds. Mostly aws, but there are certain things that we run that run in run in Azure as well. We, we don't really have much in GCP or, or, or some of the other >>Azure for collaboration and teams, stuff like that. >>Ah, we, we run, we run SAP that's we hosted in, in Azure and our cinema ticketing system is, is was run in Azure. It's, it was only available in, in in Azure the time we're mo we are mostly an AWS >>Shop. And what do you do with aws? I mean, pretty much everything else is >>Much every, everything else, anything that's customer facing our websites, they give us great stability. Great, great availability, great performance, you know, we've had and, and, and, and a very variable as well. So, we'll, you know, our, our pattern of selling movie tickets is typically, you know, fairly flat except when, you know, there's a launch of a, of a new movie. So all of a sudden we might say you might sell, you know, at 9:00 AM when, you know, spider-Man went on sale last year, I think we sold 100 times the amount of tickets in the forest, 10 minutes. So our website didn't just scale look beautifully, just took in all of that extra traffic scale up. We're at only any intervention and then scale back down >>Taylor Swift needs that she does need that. So yeah. And so is your vision to have Palo Alto networks security infrastructure have be a common sort of layer across those clouds and maybe even some on-prem? Is it, are you, are you working toward that? Yeah, >>We, yeah, we, yeah, we, we'd love to have, you know, our end, our end customers don't really care about the infrastructure that we run. They won't be >>Able to unless it breaks. >>Unless it breaks. Yeah. They wanna be able to go to see a movie. Do you wanna be able to get on a rollercoaster? They wanna be able to go, you know, play around around a top golf. So having that convergence and that seamless integration of working across cloud network security now for most of our team, they, they don't know and they don't need to know. In fact, I, I frankly don't want them to know and be, be thinking about networks and clouds. I kind of want them thinking about how do we sell more cinema tickets? How do we give a great experience to our guests? How do we give long lasting lifetime memories to, to the people who come visit our parks? >>That's what they want. They want that experience. Right. I'd love to get your final thoughts on, we, we had you give a great overview of the ch the role that you play as Chief transformation officer. You own digital transformation, you want business transformation. What advice would you give to either other treat chief transformation officers, CISOs, CSOs, CEOs about partnering, what's the right partner to really improve your security posture? >>I think there's, there's two things. One is if you haven't looked at this in the last two years and made some changes, you're outta date. Yeah. Because the world has changed. We've seen, I mean, I've heard somebody say it was two decades worth of, I actually think it's probably five 50 years worth of change in, in Australia in terms of working habits. So one, you need to do something. Yeah. Need to, you need to have a look at this. The second thing I think is to try and partner with someone that has similar values to your organization. So Village is a, it's a wonderful, innovative company. Very agile. So the, like the, the concept of gold class cinema, so, you know, big proceeds, recliners, waiter service, elevated foods concept that, that was invented by village in 1997. Thank you. And we had thanks finally came to the states so decade later, I mean we would've had the CEO of every major cinema chain in the world come to come to Melbourne and have a look at what Village is doing and go, yeah, we're gonna export that back around around the world. It's probably one of, one of Australia's unknown exports. Yeah. So it's, yeah, so, so partnering. So we've got a great innovation history and we'd like to think of ourselves as pretty agile. So working with partners who are, have a similar thought process and, and managed to an outcome and not to a contract Yeah. Is, is important for us. >>It's all about outcomes. And you've had some great outcomes, Michael, thank you for joining us on the program, walking us through Village Roadshow, the challenges that you had, how you tackled them, and, and next time I think I'm in a movie theater and I'm in reclining chair, I'm gonna think about you and village. So thank you. We appreciate your insights, your time. Thank you. Thanks Michael. For Michael Fagan and Dave Valante. I'm Lisa Martin. You've been watching The Cube. Our live coverage of Palo Alto Networks. Ignite comes to an end. We thank you so much for watching. We appreciate you. You're watching the Cube, the leader in live enterprise and emerging emerging tech coverage next year. >>Yeah.

>> From Union Square in downtown San Francisco, it's theCUBE, covering PagerDuty Summit '18. Now here's Jeff Frick. >> Hey welcome back, everybody, Jeff Frick here with theCUBE. We're at PagerDuty Summit 2018 at the Westin St. Francis in Union Square, San Francisco. Great event, 900 people, we're excited to be here, it's our second year, and now we get to talk to some customers, which we are always excited to do. And our next guest is Alan Alderson. He is the Director of IT Ops for William Hill. Great to see you. >> Afternoon, it's great to be here. >> Absolutely, so for people that aren't familiar with William Hill, what are you guys all about? >> So William Hill offer customers opportunities to place bets on sporting events, presidential elections, snow at Christmas, you name it. We present about a million opportunities every week for customers to have a bet on. >> A million opportunities a week? >> Yeah, so picking on football matches, you know the game of the ramble. So we have opportunities for people to bet playing up to the game, and then once the game kicks off, we transition into what's called in play, so people can then place a bet on who's going to score the next goal, and about another 120 markets within that one game whilst the game's in play. >> Wow, so what's the average duration of the window to put a bet down? >> So generally leading up to the match it's as much time as you want, as soon as the markets are out there you can place the bet before the game kicks off. >> Okay. >> But once the game kicks off, you can, right up until about towards the last few minutes of the game, there'll be markets available to have a bet on. >> Okay, and then what percentage is kind of things that I would guess easily, like sporting events or those types of things, versus you know, whether it's going to snow or not? >> Well we provide the opportunities on the website, so you can have a look and, you know it's snow on Christmas day is a popular bet. People do their research, and they like to have a bet on it. There is a lot of novelty bets. There used to be, you know, life being found on Mars, Elvis being found, et cetera. So there's a lot >> Still taking action on Elvis? >> I don't think so. >> I thought we'd find him. So we're here at PagerDuty Summit. What are you doing here at PagerDuty Summit? >> So I've just come back from a stint in Australia, working for the William Hill business over there. So we introduced PagerDuty over there to help out with just getting the right message out to the right support teams quickly. So we deployed it out there, and we just brought it in to do infrastructure to start with but once we deployed it, it's a bit of a ripple effect. So it was like dropping a pebble into a pool, the ripple effect, and everybody, they seem to be doing all right over there, they use it now for the support models and so those sorts of questions. It's very quick how the other teams decided to latch onto PagerDuty as well. So I since moved back to the UK. So I moved back in January, took on this role back in the Leeds office in the north of England, and one of the first things I said is, guys, start having a look at PagerDuty, we've deployed it successfully in Australia, so let's have a look at what it can do for us. And so management works at William Hill. So I'm not trying to fix anything that's broken. So, it works. But what we can do is increase its speed of how we deal with things. So there's a lot of manual tasks in there that PagerDuty will come in and automate. It will take the pressure off the incident analysts 'cause, you know if there's an incident at two o'clock in the morning, we have 24 by seven business, so if there's an incident overnight, we've got to get on it and start fixing, resolving the incident. And if there's one guy who's trying to call out a number of responders, calling out a duty manager, trying to get comms out, it's a lot of pressure on one person to do that, and when there's pressure mistakes happen. I want PagerDuty to take away the possibility of the mistakes, take the pressure of the incident analyst, so they can focus on resolving the incident and getting service back to our customers as quickly as possible. >> I'm curious though when you said that other people and other groups saw PagerDuty in action. What were some of the other tasks that were not the primary tasks that you brought it in, where people saw value and are implementing it for some other types of activities? >> So initially when we put it in, we put it in purely for service. So for looking at the CPU disk and memory alerts. And we were getting our acknowledgements down from minutes to seconds in Australia. So the other teams are watching in, and within their applications there was a lot of alerts just landing as an email and not getting actioned upon very quickly. So we brought PagerDuty in, they said, can this help out in this space, and they started integrating it into their applications. So through hooking it into their applications they could get the alerts directly from PagerDuty, rather than it going through knocks and service decks et cetera, so it's just a quicker response and get 'em onto the issue quicker. >> And do you have it integrated in with some of your other development tools so it's just kind of part of whole process, or is it more kind of standalone notification system? >> It was integrated straight into ServiceNow and PagerDuty. PagerDuty would integrate with ServiceNow, raise the ticket, and then the things started moving. But the big win was getting the guys the call straight away as that alert happened. Otherwise you're relying on people watching screens, watching queues, waiting for that to happen, and then make the call. So if the call's gone straight to the engineer, he's on it immediately. >> Right, right, right. So what are some of your impressions here? Seeing kind of the ecosystem, what's behind PagerDuty, some great keynotes earlier today, really in terms of, again, the mission it sounds like it's very much in line with what you're trying to do, which is to help teams be more effective. >> Yeah, and what I like about PagerDuty is their passion. You just get a sense of urgency about this place, and you get a sense of passion and commitment, and they want to help people out, and that's what's drawn me to PagerDuty. The guys I worked with in Australia, the guys I worked with in the UK, they just can't do enough for you, and they want to help you succeed as well. You know, you deals with some companies that, they just want to sell you something and move on. These guys are, you know, they look after you, they work with you and they make sure that you're getting the value out of their product. >> It's a pretty interesting culture, 'cause when I talked to Jennifer Tejada a couple of years ago, I used to tease her, I'm like, nobody here knows what a pager is, right? Nobody was born when pagers were >> I had one. >> the rage. >> You had one, yeah, I had one. Shell Oil upside down, I think it says hello, I can't remember, I have to check that. But it's an interesting, there's kind of culture around what a pager represents, and the work that they have duty in there as well, which is a very different kind of level of responsibility when you are the person with the pager on, and that seems to have really carried forward in the way that they deliver the services. >> Yeah, yeah. I mean, on-call has people running, doesn't it? When people, you know when they join a job and go, "Oh you might be expected to be on call", they run a mile, and they think that's not for me. But as we go down more of a DevOps transformation and we get a lot more down the we code it, we own it model, I think it'll change people's perceptions of being on call and just doing the right thing for the business, rather thank, you know, delivering something and expecting the Ops team to fix it all the time and call out the developers at a third line. We should be, we are heading towards being a team, where the alerts go to the right people at the right time, and we get issues resolved as soon as possible. >> Right. I'd just love to get your take on, a lot of talk about digital transformation, and the modernization of IT, and kind of expected behavior on apps going on. You're right in the middle of it. >> Massively in the middle of it. >> Massively in the middle of it, right. I'm sure, what percentage of your bets come in via mobile versus... >> On the digital platform, over 56%. >> A lot, right, a lot. >> And we've got, just said in the last session we had is, we've got competition. So if our app isn't performing, it isn't quick, or it's down, people will go elsewhere. They've got options, they've got choices, and they'll just go elsewhere. And the challenge is getting those customers back. We want to have a stack that just is available and is performing, so we don't drive customers away, or we make sure that things are available at peak times, so when they are wanting to bet on the Super Bowl, the Grand National, the three o'clock kickoffs on a Saturday afternoon in the UK, it's available for them and people can get the bet on as quickly as possible. >> Right. So do you have all your own infrastructure, or do you leverage public cloud? I'm just thinking as you're talking about Super Bowl and some of these other big events, you must have just crazy big spikes. >> You know we've, in the UK it's all on-premise, so we've got to build an infrastructure to cope with that one day of the year, which is Grand National. In the US, we've just opened up in New Jersey. The front end of that stack is in AWS, so we can scale, so when Super Bowl does turn round next January, February, we should be able to scale with the load. >> Right, last question before I let you go. What are your priorities next? What are some of the things that you're working on with your team, to kind of stay at the leading edge of this very competitive space? >> Yeah we're heading into AWS. So we're looking to move into Amazon next year, start migrating some applications in there, and we're looking to get some applications in there the back end of this year, but migrate the existing apps from the start of next year. We're going through a DevOps transformation. We've been doing an agile transformation as well over the last 12 to 18 months, so there's a huge amount of digital transformation going on at William Hill at the moment. It's a very, very exciting place to be. The US expansion, the place has just gone mad, you know. There's a lot going on, it's just a great place to be. >> Yeah, I mean significant changes obviously in the US attitude, I think you guys are a little more progressive on that side of the Atlantic. Big changes happening here. >> 14th of May was a big day, PASPA being repealed has opened up the betting opportunities in any state that wants to regulate. And we are leading the way in that charge at the moment, so it's very exciting. >> All right, well I'm going to let you go so you can get some sleep, 'cause I'm sure you're a very busy man. Alan, thanks for stopping by. >> Thank you very much. >> All right, he's Alan, I'm Jeff, you're watching theCUBE, we're at PagerDuty Summit 2018, thanks for watching.