>>Welcome everyone. I'm Dave Nicholson with the cube. This is a special Q conversation. That is part of the AWS startup showcase. Season two. Got a very interesting conversation on deck with Steve Francis who joins us from Instaclustr. Steve is the chief revenue officer and executive vice president for go-to-market operations for Insta cluster. Steve, welcome to the cube. >>Thank you, Dave. Good to be here. >>It looks like you're on a, uh, you're you're you're coming to us from an exotic locale. Or do you just like to have a nautical theme in your office? >>No, I'm actually on my boat. I have lots of kids at home and, uh, it can be very noisy. So, uh, we call this our apartment in the city and sometimes when we need a quiet place, this, this does nicely >>Well, fantastic. Well, let's, let's talk about Instaclustr. Um, first give us, give us a primmer on Instaclustr and, uh, and what you guys do. And then let's double click on that and go into some of the details. >>Sure. So in sip cluster, we offer a SAS platform for data layer, open source technologies. And what those technologies have in common is they scale massively. We re curate technologies that are capable of massive scale. So people use them to solve big problems typically. And so in addition to SAS offerings for those open source projects where people can provision themselves clusters in minutes, um, we also offer support for all of the technologies that we offer on our SAS platform. We offer our customer support contracts as well. And then we have a consulting team, a global consulting team who are expert in all of those open source projects that can help with implementations that can help with design health checks, uh, you name it. So most of what they do is kind of short term expert engagements, but we've also done longer-term projects with them as well. >>So your business model is to be a SAS provider as opposed to an alternative, which would be to, uh, provide what's referred to as, uh, open core software. Is that, is that right? >>Yeah, that's exactly right. So you, so when, when our customers have an interest in using community open source, we're the right partner for them. And so, you know, really what that means is if they, whether it's our SAS platform, if, if they want the flexibility to say, we want to take that workload off of your SAS platform, maybe at some point operated ourselves because we're not throwing a bunch of PROPRICER proprietary stuff in there. They have the flexibility to do that. So they always have an exit ramp without being locked in and with our support customers, of course, it's very easy. What we support is both the open source project. And if there's a gap in that open source project, what we'll do is rather than create a proprietary piece of software to close the gap, we'll source something from the community and we'll support that. Or if it, or if something does not exist in the community, in many cases, we'll write it ourselves and open source it and then, and then support it. >>Yeah, it's interesting. Uh, supposedly Henry Ford made a comment once that if you ask customers what they want, they'll tell you they want a faster horse, uh, but he was inventing the automobile and some people have, have likened open core to sort of the faster mechanical horse version of open source where you're essentially substituting an old school legacy vendor for a new school vendor. That's wrapping their own proprietary stuff around a delicious core of open source, but it sort of diminishes the value proposition of open source. It sounds like that's, that's the philosophy that you have adopted at this point. That's >>I love that story. I haven't heard that before. One that I like, uh, you know, matching metaphor for metaphor, uh, is, uh, the, um, is the Luddites, right? You know, the Luddites didn't want to lose their weaving jobs. And so they would smash weeding looms and, um, you know, to, to protect their reading jobs. And I think it's the same thing with the open core model they're protecting, uh, you know, they're creating fear, uncertainty and doubt about open, open sourcing. Oh, it isn't secure. And, you know, the, those, those arguments have been used for 15 years or 20 years. And, you know, maybe 15 years ago there were some truth to it. But when you look at who is using open source community open source now for huge projects, you know, if you just do a search for Apache coffee users and go to the Apache Apache website, you know, it's kind of the who's who in big business, and these are people using community open source. And so, um, a lot of the fear and uncertainty and doubt is still used, and it's just, you know, it's just kind of hanging on to a business model that isn't really it's for the benefit of the, of the vendor and not the benefit of the customer. >>Well, so I can imagine being a customer and realizing several years into an open core journey that I basically painted myself into a similar corner that I was in before. Um, and so I can see where that, you know, that can be something that is a realization that, that creeps up over time from a customer perspective, but from your business model perspective, um, if I'm understanding correctly, your, when you scale, you're scaling the ability to, um, take over operations for our customer, uh, that, that some level, I'm sure you've got automation involved in this. Uh, but at some level you've got to scale in terms of really smart people, um, has that limited your ability to scale. So first talk about what have the results been. You guys we've been covering you since 2018. What have your results been over time and has that sort of limited that that limit to your scalability, uh, been an issue at all. >>It's hard to find people, uh, it's hard, it's hard for our customers to find people and it's hard for us to find people. So we have an advantage for two reasons. Number one, we have a really good process for hiring people, hiring graduates, recent computer science graduates typically, and then getting them trained up and productive on our platform and within a pretty short timeframe of three or four months. And, um, you know, so we we've, we've, uh, we have a really well-proven process to do that. And then the other thing that you've already alluded to is automation, right? There's a ton of automation built into our platform. So we have a big cost advantage over our customers. So, you know, our, our customers, you know, if they want to go hire a seasoned, you know, Kafka person or PostGrest personal work, a person, these people are incredibly expensive in the market, but for us, we can get those people for relatively less expensive. And then with the automation that we have built into our platform to do all the operational tasks and handle all the operational burdens on those different open source projects, it's a lot of it's automated. And so, uh, you know, where one of our experts can use, you know, the number of workloads that they can operate is usually, you know, many times more than what someone could do without all of the operational capability or all the automated capabilities that we have. >>So what has your, what is your plan for scaling the business look like into the future? Is it a additional investment in those core operators? Uh, are you looking at, uh, uh, expansion, geographically acquisition? What, what can you share with us? >>We've done some acquisition. We added a Postgres capability. We recently added a last, further Alaska search capability and really buttressed our capabilities there. I think we'll do more of that. And, um, we, we will continue to add technologies that we find interesting and, and federal model, usually what we look for technologies that are pretty popular. They're used to solve big problems and they're complicated to manage, right? If something's easy to manage, people are less likely to perceive our value to be that great. So we look for things that, um, you know, are we kind of take the biggest areas, gnarliest, um, open-source projects for people to manage, and we handle the heavy lifting. >>Well, can you give me an example of something like that? You don't have to, you don't have to share a customer name if you don't, if it's not appropriate, but give us a, give us an example of, of Instaclustr inaction pretend I'm the customer. And, uh, and, uh, you know, you mentioned elastic search. Let's say that, let's say that that is absolutely something that's involved. And I have a choice between some open, open core solution and throwing my people at it to manage it, uh, and, and, and operate at the data layer, uh, versus what you would do. What does that interaction look like? How do, how does the process, >>Um, so one thing that we hear from elastic search customers a lot is, uh, their customers, some of them are unhappy. And what they'll tell us is look, when we get an operational problem with Alaska search, we go to Alaska search. And the answer we get from them is we gotta buy, you know, you gotta buy more stuff, you got to add more nodes, and they're in the business of, uh, you know, that's, that's our business. And, uh, you know, they do have a SAS offering, but, um, you know, they're, they're also in the business of selling software. And so when those customers, those same customers come to us, our answer is often, well, Hey, we can help you optimize your environment. And, you know, a lot of times when we onboard people into our platform, they'll achieve cost savings because maybe they weren't on the cloud. Maybe they weren't completely optimized there. And, um, you know, we want to make sure that they get a good operational experience and that's how we felt lock customers in, right. We don't lock them in with code. We make sure that they have a positive experience that we take a lot of that operational stuff off their hands. And so there's just a good natural alignment between what we want to provide that customer and what they ultimately want to consume. Uh, you know, that, that alignment I think is, is uniquely high within our business. >>Well, so how, how have things changed just in the last several years? Obviously, I mean, you know, the, the pandemic has, has affected everything in, in one way or another, but, but in terms of things that live at the data layer being important, um, I mean, just in the last three or four years, the talk of various messaging interfaces and databases has shifted to a degree. Um, what do you see on the horizon? What's, what's, what's, what's getting buzz that maybe didn't get buzz a year ago. What, what, what are you looking for as well? If you're out looking for people with skill sets right now, what are those skill sets you're hiring to? >>I don't hire engineers, right. I run the go to market organization. I hire marketers, salespeople, consultants, but, uh, so it's probably different. I'm maybe not the best person to ask from an engineering standpoint, but, uh, your question about the data layer, um, and how, you know, that's evolving trends that we see it's becoming increasingly strategic. You know, every, there's a couple of buzzwords out there that, you know, for years now, people have been talking about, um, modernization, digital transformation, stuff like that, but, you know, there's, there's a lot to it like digital, you know, every business kind of needs to become a digital business. And as that happens, the amount of data that's produced is, is just as mushrooming, right. You know, the amount of data on the planet doubles about every two years. And so for a lot of applications for a lot of enterprise mission-critical applications, data is the most expensive layer of the application. >>You know, much more expensive than delivering a front end, much more expensive than delivering a military when you just, when you factor in storage, um, uh, just the kind of moving data in and out, you know, data transfer fees, the cost of engineering resources that it's, it's incredibly expensive. So data layers are becoming strategic because organizations are looking at it and realizing, you know, the amount that they're spending on this is eye-popping. And so that's why it's becoming strategic. It's on the radar, just due to the, uh, the size of bills that organizations are looking at. Um, and we could drive those bills down. You know, our value proposition is really simpler. It's a better, faster, cheaper, and we eliminate the license fees. We can, you know, we are operational experts, so we can get people architected in the cloud more efficiently, and probably about a third of the time we save our customers cloud fees. Um, so it's, you know, it's a pretty simple model that some of those things that are strategically more, or are there, sorry, traditionally more tactical or becoming strategic, just because of the scope and scale of them. >>We, uh, we're having this conversation as part of the AWS startup showcase, which basically means that AWS said, Hey, Silicon angle, have your cube guys go talk to these people because we think they're cool. So, um, so why, why, why do they think you're cool? Are you a wholly owned subsidiary of AWS? Did you, did you and your family, uh, uh, exceed the 300 order, uh, Amazon threshold last year? Y what's your relationship with Amazon? >>I bought an elf on the shelf from, I don't know, I don't know why. Um, you know, we're, we're growing fast and we're, we're growing north of 50% last year in 21 and closer to 60%. Um, you know, we certainly, I think, uh, when our customers sign up for our services, you know, Amazon gets more workloads. That's, that's probably a positive thing for Amazon. Um, we're certainly not, you know, there's much, much, much bigger vendors and partners than us that they have, but, uh, but you know, they're, I think they're aware that there's, there's some, some of the smaller vendors like us will grow up to be, you know, the, you know, the bigger vendors of tomorrow. Um, but they've kind of, they've been a great partner. You know, we, we support multiple, we do support multiple clouds, and Amazon's cool with that. You know, we support GCP, we support Azure and kind of give our customers the choice of what clouds they want to run on. Uh, most of our customers do run an Amazon that seems to be sort of a defacto standard, but, um, they haven't been a great partner, >>But, but AWS, it's not a dependency. Uh, if you're, if you're working within the cluster, it doesn't mean that you must be in AWS. >>Nope. We can support customers. Uh, that's a great question. So we can support customers and multiple clouds, and we even support them on prem, right? If they, if organizations that have their own data center, we actually have an on-premise managed service offering. And if that's not a fit, we even have, um, we can offer support contracts, like if they want to do it themselves and do a lot of the heavy lifting and just need sort of a red phone for emergency situations. Uh, we offer 24 by 7, 365 support with 20 minutes service levels for urgent issues. >>So your chief revenue officer, that means that you write the code that runs operations in your system. I'm not smiling, but I'm at, but I'm, but I am actually joking. So that's what the dry sense of humor. Uh, but, but, but seriously, let's talk about the business end of this, right? We have, uh, we have a lot of folks who, uh, who tuned into the queue because of the technology aspect of it, but let's talk about your, your growth trajectory over time. Um, uh, this isn't a drill down. I'm not asking for your, your pipeline, Steve, but, uh, but, but, you know, give us an idea of what that trajectory has looked like. Um, what's going on. >>Yeah. I mean the most recent year, you know, we're, we're getting, uh, to be, um, I, I don't know what I'm permitted to share expect, but I, you know, we've, we've had a lot of growth, you know, if we've won a couple, a couple of hundred percent, our revenue has in the amount of time that I've been here, which is three years, and we're the point now, or pretty good size. Uh, and that gives us, uh, it's cool. It's exciting. You know, we're, we're noticing in the market is people who traded two years ago. People, no one knew who we were. And now we're beginning to talk to some partners, some resellers, some customers, and they will say things like, oh yeah, we've heard of you. We didn't know what you did, but we've heard of you. And, you know, that's, that's fun. That's a great place to be. Uh, you know, it becomes a little bit self-sustaining at that point. And, um, we, you know, we are about to launch, I, it's not a secret because this isn't public preview. So I think >>Was there, I noticed the pause where you're like, can I say this or not? Go ahead and say, go ahead and say, >>Really we, uh, I was trying to think, wait, am I revealing anything here? I shouldn't. But, uh, we did just go public preview, uh, probably a month ago with a project called Aiden's, uh, cadence workflow. Uh, you can actually, um, go to the Instaclustr website and look up cadence. Um, it's run their homepage, or you can, if you want to go to the open source project itself, you can go to cadence, workflow.io. Uh, this is a project that's trending pretty highly on Google. It's got a lot of important movers in the technology business that are using it and having a lot of success with it. Uh, and we're going to be first to market globally with a SAS offering for cadence, port flop. And, um, it's an incredibly exciting project. And it's exciting for us to specifically, because it's a little different, right? It's not, it's a middle tier project that is targeted at developers to increase developer productivity and developer velocity. >>Um, you joked about my being a CRO writing code, but I actually used to be a coder long time ago. I was not very good at it, but what I did enough of it to remember that a lot of what I did as a coder was right. Plumbing code, you know, rather than writing that code that makes the business application function a huge amount of my time as a developer was spent writing, you know, just the plumbing code to make things work and to make it secure and to make a transactional and just all that, you know, kind of nitty gritty code that you gotta do in a nutshell, cadence makes writing that code way easier. So especially for distributed applications that have workflow like capabilities requirements, uh, it's a massive productivity and PR increaser. So it's cool. Exciting for us is now we can, rather than just target data operators, we can actually target developers and engage, not just at the data layer, but kind of at that middle tier as well, and begin to, uh, identify and, um, uh, synergies between the different services that we have and, and our customers will obviously benefit from that. >>So that's a big part of our growth strategy. >>Yeah. So more, more on from a business perspective and a go to market perspective. Um, what is your, what is your go to market strategy or, uh, do you have, do you have a channel strategy? Are you working with partners? >>He is pretty nascent. You know, our go to market strategy for the most part has been, you know, we, uh, pay the Google gods and, and lots of people come to our website and say, they want to talk to us. You know, we talked to them and we get them signed up with, uh, uh, on our, our, our SAS platform or with a support contract or with our consulting team. Um, we also do outbound, you know, we do, we have an inside sales team that does outbound prospecting and we have, um, and we also have some self-service. We have some, some self service customers as well that just, you know, anyone can go to our website, swipe a credit card, sign up for one of our SAS offering and begin, literally get fired up in minutes and PR and using the platform. Uh, so, you know, it's a bit of a mix of high touch, low touch, I think are, you know, we have tons of big logos. >>We know lots and lots of our customers are household name, really big organizations solving big problems. And, um, that's kind of where the bulk of our businesses. And so I think we've been a little more focused there and go to market than we have sort of a know startup selling to startups and the people that just from super developer focused, wanting low touch. So, but I think we need to do better at that part of the market. And we are investing some resources there so that, you know, we're not so lopsided at the high end of the market. We want kind of a, more of a balanced approach because, you know, some of those, some of those, um, younger companies are going to grow up to be big massively successful companies. We've had that, you know, door dash is a tough class, has been a customer of ours for years, and they were not nearly, you know, we, there were a prepayment, there were custom bars, pre pandemic, and we all know what happened to them, uh, during the pandemic. And so, you know, we know there's other door dashes out there. >>Yeah. Yeah. Uh, uh, final question, geography, uh, you guys global. I, uh, I know you're in north America, but, um, what, what, what does that look like for you? Where are you at? >>We're super global. So, you know, in my go-to-market organization, we have sellers in, um, uh, AsiaPac and Europe, you know, multiple in Asia, multiple in Europe, uh, you know, lots of lots in the, in the states, uh, same with marketing, uh, same with engineering, same with our tech ops delivery team. We have most of them, uh, in Australia, which is where we were founded. Uh, but we also have a pretty good sized team, uh, out of Boston and, um, kind of a nascent team, uh, in India as well, to help to tell it, to help them out. So yeah, very much global and, um, you know, getting close to 300 employees, um, you know, when I started, I think we're about 85 to 90, >>That's it, that's an exciting growth trajectory. And, uh, I'm just going to assume, because it just feels awesome to assume it that since you're on a boat and since you were founded in Australia, that that's how you go back and forth to, uh, to visit the most. >>Yeah. Yeah. It takes a while. It takes a while. >>So with that, Steve, I want to say a smooth sailing and, uh, and, uh, thanks for joining us here on the cube. I'm Dave Nicholson. Uh, this has been part of the AWS startup showcase my conversation with Steve Francis of Instaclustr again. Thanks Steve. Stay tuned. >>Thanks very much to you, >>Your source for hybrid tech coverage.

>>Welcome back to the cubes, continuous coverage of AWS reinvent 2021. I'm Lisa Martin. We are winning one of the industry's most important in hybrid tech events this year with AWS and its enormous ecosystem of partners to life sets we have going on right now. There's a dueling set right across from me, two remote studios over 100 guests on the program. We'll be digging into really the next decade of cloud innovation. I'm pleased to welcome two guests that sit next to me here. We've got Aaron Arnold Santa's partner at BCG gamma and a diesel associate director of data science at BCG gamma guys. Welcome to the program. Thanks for having us. I D let's go ahead and start with you. Give us the low down what's going on at BCG gamma. >>We are focused on building responsible, sustainable, and efficient AI at scale to solve pressing business problems. >>Good. We're going to dig into that more. There was a lot of talk about AI this morning during the keynote yesterday as well. And you know, one of the things Aaron that we talked about the last day and a half is that every company, these days has to be a data company, but the volume of data is so great that we've got to have AI to be able to help all the humans process it, find all of the nuggets that are buried within these volumes of data for companies to be competitive. You talk about a sustainable efficient let's go ahead and talk about what do you mean by efficient AI? It sounds great, but help unpack what that actually means. And, and how does an organization in any industry actually achieving? >>Yeah. So when we talk about efficient AI, we're really talking about resilience, scale and adoption. So we all know that the environment in which AI tools and systems are deployed change and update very frequently, and those changes and updates can lead to errors, downtime, which erode user trust. And so when you're designing your AI, it's really critical to build it right and, and ensure it's resilient to those types of changes in the operational environment. And that really means designing it upfront to adhere to company standards around documentation, um, testing bias as well as approved model architecture. So, so that piece is really critical. The other piece about efficient AI is we're really talking about using better code structure to ensure that and enable that teams can search learn, um, and really clone AI IP to bring AI at scale across company silos. So what efficient AI does is it ensures that companies can go from proof of concept and exploration to deploying AI at scale. The final piece is really about solving the right business problems quickly in a way that ensures that users and customers will adopt and actually use the tool and capability >>That adoption there is absolutely critical. And >>You know, when we, when we're talking about AI, most of the time we're talking about three components and we call it like the ten twenty, seventy rule, 10% of the change is really about the better AI algorithms that are coming out. 20% is a better architecture, the technology, all of those components, but 70% of it is really about how are we influencing our business partners to make better decisions? How are we making sure AI is built right into the operational decision flow? And that's really, when we start talking about better AI, we move it away from kind of our pet project, buzzword bingo, into decision operational flows, you know, and, and there's, there's a journey there, there's a journey that we all are on. You see the evolution of AI right now. And I th and I liken it a lot to, um, myself when I'm, I'm a big football fan, right. And I've fantasy football is like my passion. I see. And when I look at the decision-makings, I've made 10 years ago versus now, now I actually have my own models. I'm running against it. I'm, I'm very much into the details of what is the data telling me, but, um, it's not until I bring that together with my decision making process, that really makes it so that I have bragging rights on Sundays. >>I wouldn't want to compete against Aaron. I mean, you know, I've got a lot of friends that do fantasy football, but I don't think they're taking, they're actually doing data-driven approaches as you are. One of the things I'm glad that you talked about the 10, 20, 70 formula for in dividing investments in AI. One of the things that really surprised me, and I'm looking at my notes here, because I was writing this down was that you said 10% AI and machine learning algorithms, 20% software and technology infrastructure, 70% though is also change management. That is hard, especially the speed with which every industry is operating today. What we've seen in the last 22 months, we've seen a massive acceleration to the cloud, every business pivoting, many times where our customers, in terms of understanding the challenges that they can solve with AI, given the fact that we're still in such a dynamic global environment, do what are you seeing? >>So I think it's actually quite, bi-modal some companies, including the public sector are really leaning in and exploring all the different applications and all the different solutions. Unfortunately, if they're not emphasizing that 70% on change management and the culture change and user adoption, those are substantial, but you don't get the return on the investment. Right. On the other hand, the other part of that bi-modal distribution is there are folks who are still really reluctant because they have made investments and it hasn't right. Brought about the change that they were hoping for. And so I think it's really critical to bring that holistic approach to bringing AI and advanced analytic tools to really change the way, you know, a company's attacking its problems and bringing solutions to its users and customers. >>Yeah. I like it a lot to us as us, as adults have when we teach our kids about math, right? Like less of my time with my own kids is focused on teaching them, the principles, the, and all those things, but it's more teaching them to be comfortable. Why are they learning math? What are they doing? How is that going to prepare them to be more competitive and, uh, later on in life. And so, and then the same thing's happening in this evolution in AI, right? There is this big tech and AI transformations that are happening. But the questions we need to ask ourselves within is are we taking the time to make sure our companies and our people are on the journey with us and that they understand that this is going to be better for them and give them a competitive advantage. >>That's critical. We know we've talked a lot in Alaska. We talk a lot about every show about people, process technologies and people as part of that. But I've definitely seen more of a focus. I think the last two and a half days of the people emphasis going, we have to have, we have to upskill our people. We have to train our people. We have to make sure that they're understand how this technology can partner with them and enable them rather than take things away. So it's nice to hear you talking about the big focus there being on the people that is because without that, then a deed to your point, a lot of those projects aren't successful >>And not only, I think the other piece there in terms of bringing the user along for the journey is you don't want them to feel like this is just another tool, right? Another part of their, in addition to their workflow, right? You want to take the burden away. You want it to really, um, not add, but to, to their, to their list of, of daily tasks, but subtract and make it easier. Right. And I think that that's really critical for a lot of companies as well. >>I think along with what you're talking about, we have to teach people to be responsible. So it's, it's one thing to do the job better, but it's another thing to be responsible because in today's world, we have to think about our responsibilities back to our communities, to our consumers, to our shareholders and into ultimately to the environment itself. And so responsive as we are thinking about AI, we need to think differently too, because let's face it. Data is fuel and we can accidentally make the wrong decisions for the globe by making the right decisions for stakeholders. We have to do a better job of understanding the why we're doing what we're doing, what we're doing, and not only the, the intended consequences of our decisions, but also the unintended consequences. And then we need to be responsible in the ways that we're using AI and that we're transparent in our use thereof. >>Yeah, Aaron, I think that's incredibly critical. I think responsible AI, um, has to be at the heart of, of AI transformation. And one of the interesting things that we have found is that organizations perceive their responsible AI maturity to be substantially higher than it actually is. Right. And less than 50% of organizations that have, you know, a fully implemented AI at scale, do not have a responsible AI, um, capability. And so at BCG, we've been working quite hard to integrate our gamma responsible AI program into the big AI transformations, because it's so critical. It's so absolutely important. And, and really that there's a lot of facets to that. But one of that, one of the critical ones is an ensures the goals and the outcomes of the AI systems are fair and unbiased and explainable, which is so critical. Um, I think it also ensures best that we follow best practices for data governance to protect user privacy, which I think is another critical, um, piece here, as well as minimizing any negative social or environmental impact, which again, I it's, it's just gotta be at the forefront of AI development. What about, >>And I think that there's a tech part to that too. So like one thing that we're working on called a gamma facet is really, you know, for the longest time in this AI transformation, AI was kind of a black box and it's kind of mystical, but we, we optimize our results. The transformation, when we talk about better, AI is, uh, the decision maker is in the center and knows the outcome. And so we make it a clear box. And so they're really, we're working a lot on, you know, the most common Python packages, uh, to make them more clear too, so that the business user and the data scientist understands the decisions that they're making and how it will impact the company and longer term society. >>What about the sustainability front? I mean, it's clear that I can understand why you have the 10 20, 70 approach that, that 70% is really important. There are companies that think they're much farther advanced in terms of responsible use of responsible AI responsibly than they really are. Um, but you know, we talk about sustainability all the time. It's a buzzword, but it's also something that's incredibly important to you to companies like AWS. I imagined a companies like yourself, where does, what does sustainable AI look like and how to organizations implemented along with responsible AI efficient AI? >>Yeah, I think it's the question in some ways right now, given everything that's happening around the world. And so AI for sustainability is, is really critical. I think we all have a part to play in this fight, um, to ensure our, our global environment. So I think we need to use the same AI expertise, the same AI technology that we bring to maximize revenue and minimize cost, um, to, to minimizing a company's footprint. Long-term I think that's really critical. One of the things we've seen is that 85% of companies want to reduce their emissions, but less than 10% of them know how to accurately measure right. Their footprint. And so we've been focusing on AI for sustainability across a couple of different pillars. The first is measuring the current impact from operations. The second is data mining, um, for optimal decisions to reduce that footprint. And the third is scenarios to plan better strategies to alter our impact. >>Excellent. Well, there's so much work to be done, guys. Thank you for joining me talking about what BCG is doing for responsible, efficient, ethical, and sustainable AI, a lot of opportunities. I'm sure for you guys with AWS and your list of clients, but we thank you for taking the time out to talk with us this morning. So much. I write for my guests. I'm Lisa Martin. You're watching the cube, the global leader in live tech coverage.

>>Hello and welcome today's cube presentation of eight of us startup showcase. I'm john for your host highlighting the hottest companies and devops data analytics and cloud management lisa martin and David want are here to kick it off. We've got a great program for you again. This is our, our new community event model where we're doing every quarter, we have every new episode, this is quarter three this year or episode three, season one of the hottest cloud startups and we're gonna be featured. Then we're gonna do a keynote package and then 15 countries will present their story, Go check them out and then have a closing keynote with a practitioner and we've got some great lineups, lisa Dave, great to see you. Thanks for joining me. >>Hey guys, >>great to be here. So David got to ask you, you know, back in events last night we're at the 14 it's event where they had the golf PGA championship with the cube Now we got the hybrid model, This is the new normal. We're in, we got these great companies were showcasing them. What's your take? >>Well, you're right. I mean, I think there's a combination of things. We're seeing some live shows. We saw what we did with at mobile world Congress. We did the show with AWS storage day where it was, we were at the spheres, there was no, there was a live audience, but they weren't there physically. It was just virtual and yeah, so, and I just got pained about reinvent. Hey Dave, you gotta make your flights. So I'm making my flights >>were gonna be at the amazon web services, public sector summit next week. At least a lot, a lot of cloud convergence going on here. We got many companies being featured here that we spoke with the Ceo and their top people cloud management, devops data, nelson security. Really cutting edge companies, >>yes, cutting edge companies who are all focused on acceleration. We've talked about the acceleration of digital transformation the last 18 months and we've seen a tremendous amount of acceleration in innovation with what these startups are doing. We've talked to like you said, there's, there's C suite, we've also talked to their customers about how they are innovating so quickly with this hybrid environment, this remote work and we've talked a lot about security in the last week or so. You mentioned that we were at Fortinet cybersecurity skills gap. What some of these companies are doing with automation for example, to help shorten that gap, which is a big opportunity >>for the job market. Great stuff. Dave so the format of this event, you're going to have a fireside chat with the practitioner, we'd like to end these programs with a great experienced practitioner cutting edge in data february. The beginning lisa are gonna be kicking off with of course Jeff bar to give us the update on what's going on AWS and then a special presentation from Emily Freeman who is the author of devops for dummies, she's introducing new content. The revolution in devops devops two point oh and of course jerry Chen from Greylock cube alumni is going to come on and talk about his new thesis castles in the cloud creating moats at cloud scale. We've got a great lineup of people and so the front ends can be great. Dave give us a little preview of what people can expect at the end of the fireside chat. >>Well at the highest level john I've always said we're entering that sort of third great wave of cloud. First wave was experimentation. The second big wave was migration. The third wave of integration, Deep business integration and what you're >>going to hear from >>Hello Fresh today is how they like many companies that started early last decade. They started with an on prem Hadoop system and then of course we all know what happened is S three essentially took the knees out from, from the on prem Hadoop market lowered costs, brought things into the cloud and what Hello Fresh is doing is they're transforming from that legacy Hadoop system into its running on AWS but into a data mess, you know, it's a passionate topic of mine. Hello Fresh was scaling they realized that they couldn't keep up so they had to rethink their entire data architecture and they built it around data mesh Clements key and christoph Soewandi gonna explain how they actually did that are on a journey or decentralized data >>measure it and your posts have been awesome on data measure. We get a lot of traction. Certainly you're breaking analysis for the folks watching check out David Landes, Breaking analysis every week, highlighting the cutting edge trends in tech Dave. We're gonna see you later, lisa and I are gonna be here in the morning talking about with Emily. We got Jeff Barr teed up. Dave. Thanks for coming on. Looking forward to fireside chat lisa. We'll see you when Emily comes back on. But we're gonna go to Jeff bar right now for Dave and I are gonna interview Jeff. Mm >>Hey Jeff, >>here he is. Hey, how are you? How's it going really well. So I gotta ask you, the reinvent is on, everyone wants to know that's happening right. We're good with Reinvent. >>Reinvent is happening. I've got my hotel and actually listening today, if I just remembered, I still need to actually book my flights. I've got my to do list on my desk and I do need to get my >>flights. Uh, >>really looking forward >>to it. I can't wait to see the all the announcements and blog posts. We're gonna, we're gonna hear from jerry Chen later. I love the after on our next event. Get your reaction to this castle and castles in the cloud where competitive advantages can be built in the cloud. We're seeing examples of that. But first I gotta ask you give us an update of what's going on. The ap and ecosystem has been an incredible uh, celebration these past couple weeks, >>so, so a lot of different things happening and the interesting thing to me is that as part of my job, I often think that I'm effectively living in the future because I get to see all this really cool stuff that we're building just a little bit before our customers get to, and so I'm always thinking okay, here I am now, and what's the world going to be like in a couple of weeks to a month or two when these launches? I'm working on actually get out the door and that, that's always really, really fun, just kind of getting that, that little edge into where we're going, but this year was a little interesting because we had to really significant birthdays, we had the 15 year anniversary of both EC two and S three and we're so focused on innovating and moving forward, that it's actually pretty rare for us at Aws to look back and say, wow, we've actually done all these amazing things in in the last 15 years, >>you know, it's kind of cool Jeff, if I may is is, you know, of course in the early days everybody said, well, a place for startup is a W. S and now the great thing about the startup showcases, we're seeing the startups that >>are >>very near, or some of them have even reached escape velocity, so they're not, they're not tiny little companies anymore, they're in their transforming their respective industries, >>they really are and I think that as they start ups grow, they really start to lean into the power of the cloud. They as they start to think, okay, we've we've got our basic infrastructure in place, we've got, we were serving data, we're serving up a few customers, everything is actually working pretty well for us. We've got our fundamental model proven out now, we can invest in publicity and marketing and scaling and but they don't have to think about what's happening behind the scenes. They just if they've got their auto scaling or if they're survivalists, the infrastructure simply grows to meet their demand and it's it's just a lot less things that they have to worry about. They can focus on the fun part of their business which is actually listening to customers and building up an awesome business >>Jeff as you guys are putting together all the big pre reinvented, knows a lot of stuff that goes on prior as well and they say all the big good stuff to reinvent. But you start to see some themes emerged this year. One of them is modernization of applications, the speed of application development in the cloud with the cloud scale devops personas, whatever persona you want to talk about but basically speed the speed of of the app developers where other departments have been slowing things down, I won't say name names, but security group and I t I mean I shouldn't have said that but only kidding but no but seriously people want in minutes and seconds now not days or weeks. You know whether it's policy. What are some of the trends that you're seeing around this this year as we get into some of the new stuff coming out >>So Dave customers really do want speed and for we've actually encapsulate this for a long time in amazon in what we call the bias for action leadership principle >>where >>we just need to jump in and move forward and and make things happen. A lot of customers look at that and they say yes this is great. We need to have the same bias fraction. Some do. Some are still trying to figure out exactly how to put it into play. And they absolutely for sure need to pay attention to security. They need to respect the past and make sure that whatever they're doing is in line with I. T. But they do want to move forward. And the interesting thing that I see time and time again is it's not simply about let's adopt a new technology. It's how do we >>how do we keep our workforce >>engaged? How do we make sure that they've got the right training? How do we bring our our I. T. Team along for this. Hopefully new and fun and exciting journey where they get to learn some interesting new technologies they've got all this very much accumulated business knowledge they still want to put to use, maybe they're a little bit apprehensive about something brand new and they hear about the cloud, but there by and large, they really want to move forward. They just need a little bit of >>help to make it happen >>real good guys. One of the things you're gonna hear today, we're talking about speed traditionally going fast. Oftentimes you meant you have to sacrifice some things on quality and what you're going to hear from some of the startups today is how they're addressing that to automation and modern devoPS technologies and sort of rethinking that whole application development approach. That's something I'm really excited to see organization is beginning to adopt so they don't have to make that tradeoff anymore. >>Yeah, I would >>never want to see someone >>sacrifice quality, >>but I do think that iterating very quickly and using the best of devoPS principles to be able to iterate incredibly quickly and get that first launch out there and then listen with both ears just >>as much >>as you can, Everything. You hear iterate really quickly to meet those needs in, in hours and days, not months, quarters or years. >>Great stuff. Chef and a lot of the companies were featuring here in the startup showcase represent that new kind of thinking, um, systems thinking as well as you know, the cloud scale and again and it's finally here, the revolution of deVOps is going to the next generation and uh, we're excited to have Emily Freeman who's going to come on and give a little preview for her new talk on this revolution. So Jeff, thank you for coming on, appreciate you sharing the update here on the cube. Happy >>to be. I'm actually really looking forward to hearing from Emily. >>Yeah, it's great. Great. Looking forward to the talk. Brand new Premier, Okay, uh, lisa martin, Emily Freeman is here. She's ready to come in and we're going to preview her lightning talk Emily. Um, thanks for coming on, we really appreciate you coming on really, this is about to talk around deVOPS next gen and I think lisa this is one of those things we've been, we've been discussing with all the companies. It's a new kind of thinking it's a revolution, it's a systems mindset, you're starting to see the connections there she is. Emily, Thanks for coming. I appreciate it. >>Thank you for having me. So your teaser video >>was amazing. Um, you know, that little secret radical idea, something completely different. Um, you gotta talk coming up, what's the premise behind this revolution, you know, these tying together architecture, development, automation deployment, operating altogether. >>Yes, well, we have traditionally always used the sclc, which is the software delivery life cycle. Um, and it is a straight linear process that has actually been around since the sixties, which is wild to me um, and really originated in manufacturing. Um, and as much as I love the Toyota production system and how much it has shown up in devops as a sort of inspiration on how to run things better. We are not making cars, we are making software and I think we have to use different approaches and create a sort of model that better reflects our modern software development process. >>It's a bold idea and looking forward to the talk and as motivation. I went into my basement and dusted off all my books from college in the 80s and the sea estimates it was waterfall. It was software development life cycle. They trained us to think this way and it came from the mainframe people. It was like, it's old school, like really, really old and it really hasn't been updated. Where's the motivation? I actually cloud is kind of converging everything together. We see that, but you kind of hit on this persona thing. Where did that come from this persona? Because you know, people want to put people in buckets release engineer. I mean, where's that motivation coming from? >>Yes, you're absolutely right that it came from the mainframes. I think, you know, waterfall is necessary when you're using a punch card or mag tape to load things onto a mainframe, but we don't exist in that world anymore. Thank goodness. And um, yes, so we, we use personas all the time in tech, you know, even to register, well not actually to register for this event, but a lot events. A lot of events, you have to click that drop down. Right. Are you a developer? Are you a manager, whatever? And the thing is personas are immutable in my opinion. I was a developer. I will always identify as a developer despite playing a lot of different roles and doing a lot of different jobs. Uh, and this can vary throughout the day. Right. You might have someone who has a title of software architect who ends up helping someone pair program or develop or test or deploy. Um, and so we wear a lot of hats day to day and I think our discussions around roles would be a better, um, certainly a better approach than personas >>lease. And I've been discussing with many of these companies around the roles and we're hearing from them directly and they're finding out that people have, they're mixing and matching on teams. So you're, you're an S R E on one team and you're doing something on another team where the workflows and the workloads defined the team formation. So this is a cultural discussion. >>It absolutely is. Yes. I think it is a cultural discussion and it really comes to the heart of devops, right? It's people process. And then tools deVOps has always been about culture and making sure that developers have all the tools they need to be productive and honestly happy. What good is all of this? If developing software isn't a joyful experience. Well, >>I got to ask you, I got you here obviously with server list and functions just starting to see this kind of this next gen. And we're gonna hear from jerry Chen, who's a Greylock VC who's going to talk about castles in the clouds, where he's discussing the moats that could be created with a competitive advantage in cloud scale. And I think he points to the snowflakes of the world. You're starting to see this new thing happening. This is devops 2.0, this is the revolution. Is this kind of where you see the same vision of your talk? >>Yes, so DeVOps created 2000 and 8, 2000 and nine, totally different ecosystem in the world we were living in, you know, we didn't have things like surveillance and containers, we didn't have this sort of default distributed nature, certainly not the cloud. Uh and so I'm very excited for jerry's talk. I'm curious to hear more about these moz. I think it's fascinating. Um but yeah, you're seeing different companies use different tools and processes to accelerate their delivery and that is the competitive advantage. How can we figure out how to utilize these tools in the most efficient way possible. >>Thank you for coming and giving us a preview. Let's now go to your lightning keynote talk. Fresh content. Premier of this revolution in Devops and the Freemans Talk, we'll go there now. >>Hi, I'm Emily Freeman, I'm the author of devops for dummies and the curator of 97 things every cloud engineer should know. I am thrilled to be here with you all today. I am really excited to share with you a kind of a wild idea, a complete re imagining of the S DLC and I want to be clear, I need your feedback. I want to know what you think of this. You can always find me on twitter at editing. Emily, most of my work centers around deVOps and I really can't overstate what an impact the concept of deVOPS has had on this industry in many ways it built on the foundation of Agile to become a default a standard we all reach for in our everyday work. When devops surfaced as an idea in 2008, the tech industry was in a vastly different space. AWS was an infancy offering only a handful of services. Azure and G C P didn't exist yet. The majority's majority of companies maintained their own infrastructure. Developers wrote code and relied on sys admins to deploy new code at scheduled intervals. Sometimes months apart, container technology hadn't been invented applications adhered to a monolithic architecture, databases were almost exclusively relational and serverless wasn't even a concept. Everything from the application to the engineers was centralized. Our current ecosystem couldn't be more different. Software is still hard, don't get me wrong, but we continue to find novel solutions to consistently difficult, persistent problems. Now, some of these end up being a sort of rebranding of old ideas, but others are a unique and clever take to abstracting complexity or automating toil or perhaps most important, rethinking challenging the very premises we have accepted as Cannon for years, if not decades. In the years since deVOps attempted to answer the critical conflict between developers and operations, engineers, deVOps has become a catch all term and there have been a number of derivative works. Devops has come to mean 5000 different things to 5000 different people. For some, it can be distilled to continuous integration and continuous delivery or C I C D. For others, it's simply deploying code more frequently, perhaps adding a smattering of tests for others. Still, its organizational, they've added a platform team, perhaps even a questionably named DEVOPS team or have created an engineering structure that focuses on a separation of concerns. Leaving feature teams to manage the development, deployment, security and maintenance of their siloed services, say, whatever the interpretation, what's important is that there isn't a universally accepted standard. Well, what deVOPS is or what it looks like an execution, it's a philosophy more than anything else. A framework people can utilize to configure and customize their specific circumstances to modern development practices. The characteristic of deVOPS that I think we can all agree on though, is that an attempted to capture the challenges of the entire software development process. It's that broad umbrella, that holistic view that I think we need to breathe life into again, The challenge we face is that DeVOps isn't increasingly outmoded solution to a previous problem developers now face. Cultural and technical challenge is far greater than how to more quickly deploy a monolithic application. Cloud native is the future the next collection of default development decisions and one the deVOPS story can't absorb in its current form. I believe the era of deVOPS is waning and in this moment as the sun sets on deVOPS, we have a unique opportunity to rethink rebuild free platform. Even now, I don't have a crystal ball. That would be very handy. I'm not completely certain with the next decade of tech looks like and I can't write this story alone. I need you but I have some ideas that can get the conversation started, I believe to build on what was we have to throw away assumptions that we've taken for granted all this time in order to move forward. We must first step back. Mhm. The software or systems development life cycle, what we call the S. D. L. C. has been in use since the 1960s and it's remained more or less the same since before color television and the touch tone phone. Over the last 60 or so odd years we've made tweaks, slight adjustments, massaged it. The stages or steps are always a little different with agile and deVOps we sort of looped it into a circle and then an infinity loop we've added pretty colors. But the sclc is more or less the same and it has become an assumption. We don't even think about it anymore, universally adopted constructs like the sclc have an unspoken permanence. They feel as if they have always been and always will be. I think the impact of that is even more potent. If you were born after a construct was popularized. Nearly everything around us is a construct, a model, an artifact of a human idea. The chair you're sitting in the desk, you work at the mug from which you drink coffee or sometimes wine, buildings, toilets, plumbing, roads, cars, art, computers, everything. The sclc is a remnant an artifact of a previous era and I think we should throw it away or perhaps more accurately replace it, replace it with something that better reflects the actual nature of our work. A linear, single threaded model designed for the manufacturer of material goods cannot possibly capture the distributed complexity of modern socio technical systems. It just can't. Mhm. And these two ideas aren't mutually exclusive that the sclc was industry changing, valuable and extraordinarily impactful and that it's time for something new. I believe we are strong enough to hold these two ideas at the same time, showing respect for the past while envisioning the future. Now, I don't know about you, I've never had a software project goes smoothly in one go. No matter how small. Even if I'm the only person working on it and committing directly to master software development is chaos. It's a study and entropy and it is not getting any more simple. The model with which we think and talk about software development must capture the multithreaded, non sequential nature of our work. It should embody the roles engineers take on and the considerations they make along the way. It should build on the foundations of agile and devops and represent the iterative nature of continuous innovation. Now, when I was thinking about this, I was inspired by ideas like extreme programming and the spiral model. I I wanted something that would have layers, threads, even a way of visually representing multiple processes happening in parallel. And what I settled on is the revolution model. I believe the visualization of revolution is capable of capturing the pivotal moments of any software scenario. And I'm going to dive into all the discrete elements. But I want to give you a moment to have a first impression, to absorb my idea. I call it revolution because well for one it revolves, it's circular shape reflects the continuous and iterative nature of our work, but also because it is revolutionary. I am challenging a 60 year old model that is embedded into our daily language. I don't expect Gartner to build a magic quadrant around this tomorrow, but that would be super cool. And you should call me my mission with. This is to challenge the status quo to create a model that I think more accurately reflects the complexity of modern cloud native software development. The revolution model is constructed of five concentric circles describing the critical roles of software development architect. Ng development, automating, deploying and operating intersecting each loop are six spokes that describe the production considerations every engineer has to consider throughout any engineering work and that's test, ability, secure ability, reliability, observe ability, flexibility and scalability. The considerations listed are not all encompassing. There are of course things not explicitly included. I figured if I put 20 spokes, some of us, including myself, might feel a little overwhelmed. So let's dive into each element in this model. We have long used personas as the default way to do divide audiences and tailor messages to group people. Every company in the world right now is repeating the mantra of developers, developers, developers but personas have always bugged me a bit because this approach typically either oversimplifies someone's career are needlessly complicated. Few people fit cleanly and completely into persona based buckets like developers and operations anymore. The lines have gotten fuzzy on the other hand, I don't think we need to specifically tailor messages as to call out the difference between a devops engineer and a release engineer or a security administrator versus a security engineer but perhaps most critically, I believe personas are immutable. A persona is wholly dependent on how someone identifies themselves. It's intrinsic not extrinsic. Their titles may change their jobs may differ, but they're probably still selecting the same persona on that ubiquitous drop down. We all have to choose from when registering for an event. Probably this one too. I I was a developer and I will always identify as a developer despite doing a ton of work in areas like devops and Ai Ops and Deverell in my heart. I'm a developer I think about problems from that perspective. First it influences my thinking and my approach roles are very different. Roles are temporary, inconsistent, constantly fluctuating. If I were an actress, the parts I would play would be lengthy and varied, but the persona I would identify as would remain an actress and artist lesbian. Your work isn't confined to a single set of skills. It may have been a decade ago, but it is not today in any given week or sprint, you may play the role of an architect. Thinking about how to design a feature or service, developer building out code or fixing a bug and on automation engineer, looking at how to improve manual processes. We often refer to as soil release engineer, deploying code to different environments or releasing it to customers or in operations. Engineer ensuring an application functions inconsistent expected ways and no matter what role we play. We have to consider a number of issues. The first is test ability. All software systems require testing to assure architects that designs work developers, the code works operators, that infrastructure is running as expected and engineers of all disciplines that code changes won't bring down the whole system testing in its many forms is what enables systems to be durable and have longevity. It's what reassures engineers that changes won't impact current functionality. A system without tests is a disaster waiting to happen, which is why test ability is first among equals at this particular roundtable. Security is everyone's responsibility. But if you understand how to design and execute secure systems, I struggle with this security incidents for the most part are high impact, low probability events. The really big disasters, the one that the ones that end up on the news and get us all free credit reporting for a year. They don't happen super frequently and then goodness because you know that there are endless small vulnerabilities lurking in our systems. Security is something we all know we should dedicate time to but often don't make time for. And let's be honest, it's hard and complicated and a little scary def sec apps. The first derivative of deVOPS asked engineers to move security left this approach. Mint security was a consideration early in the process, not something that would block release at the last moment. This is also the consideration under which I'm putting compliance and governance well not perfectly aligned. I figure all the things you have to call lawyers for should just live together. I'm kidding. But in all seriousness, these three concepts are really about risk management, identity, data, authorization. It doesn't really matter what specific issue you're speaking about, the question is who has access to what win and how and that is everyone's responsibility at every stage site reliability engineering or sorry, is a discipline job and approach for good reason. It is absolutely critical that applications and services work as expected. Most of the time. That said, availability is often mistakenly treated as a synonym for reliability. Instead, it's a single aspect of the concept if a system is available but customer data is inaccurate or out of sync. The system is not reliable, reliability has five key components, availability, latency, throughput. Fidelity and durability, reliability is the end result. But resiliency for me is the journey the action engineers can take to improve reliability, observe ability is the ability to have insight into an application or system. It's the combination of telemetry and monitoring and alerting available to engineers and leadership. There's an aspect of observe ability that overlaps with reliability, but the purpose of observe ability isn't just to maintain a reliable system though, that is of course important. It is the capacity for engineers working on a system to have visibility into the inner workings of that system. The concept of observe ability actually originates and linear dynamic systems. It's defined as how well internal states of a system can be understood based on information about its external outputs. If it is critical when companies move systems to the cloud or utilize managed services that they don't lose visibility and confidence in their systems. The shared responsibility model of cloud storage compute and managed services require that engineering teams be able to quickly be alerted to identify and remediate issues as they arise. Flexible systems are capable of adapting to meet the ever changing needs of the customer and the market segment, flexible code bases absorb new code smoothly. Embody a clean separation of concerns. Are partitioned into small components or classes and architected to enable the now as well as the next inflexible systems. Change dependencies are reduced or eliminated. Database schemas accommodate change well components, communicate via a standardized and well documented A. P. I. The only thing constant in our industry is change and every role we play, creating flexibility and solutions that can be flexible that will grow as the applications grow is absolutely critical. Finally, scalability scalability refers to more than a system's ability to scale for additional load. It implies growth scalability and the revolution model carries the continuous innovation of a team and the byproducts of that growth within a system. For me, scalability is the most human of the considerations. It requires each of us in our various roles to consider everyone around us, our customers who use the system or rely on its services, our colleagues current and future with whom we collaborate and even our future selves. Mhm. Software development isn't a straight line, nor is it a perfect loop. It is an ever changing complex dance. There are twirls and pivots and difficult spins forward and backward. Engineers move in parallel, creating truly magnificent pieces of art. We need a modern model for this modern era and I believe this is just the revolution to get us started. Thank you so much for having me. >>Hey, we're back here. Live in the keynote studio. I'm john for your host here with lisa martin. David lot is getting ready for the fireside chat ending keynote with the practitioner. Hello! Fresh without data mesh lisa Emily is amazing. The funky artwork there. She's amazing with the talk. I was mesmerized. It was impressive. >>The revolution of devops and the creative element was a really nice surprise there. But I love what she's doing. She's challenging the status quo. If we've learned nothing in the last year and a half, We need to challenge the status quo. A model from the 1960s that is no longer linear. What she's doing is revolutionary. >>And we hear this all the time. All the cube interviews we do is that you're seeing the leaders, the SVP's of engineering or these departments where there's new new people coming in that are engineering or developers, they're playing multiple roles. It's almost a multidisciplinary aspect where you know, it's like going into in and out burger in the fryer later and then you're doing the grill, you're doing the cashier, people are changing roles or an architect, their test release all in one no longer departmental, slow siloed groups. >>She brought up a great point about persona is that we no longer fit into these buckets. That the changing roles. It's really the driver of how we should be looking at this. >>I think I'm really impressed, really bold idea, no brainer as far as I'm concerned, I think one of the things and then the comments were off the charts in a lot of young people come from discord servers. We had a good traction over there but they're all like learning. Then you have the experience, people saying this is definitely has happened and happening. The dominoes are falling and they're falling in the direction of modernization. That's the key trend speed. >>Absolutely with speed. But the way that Emily is presenting it is not in a brash bold, but it's in a way that makes great sense. The way that she creatively visually lined out what she was talking about Is amenable to the folks that have been doing this for since the 60s and the new folks now to really look at this from a different >>lens and I think she's a great setup on that lightning top of the 15 companies we got because you think about sis dig harness. I white sourced flamingo hacker one send out, I oh, okay. Thought spot rock set Sarah Ops ramp and Ops Monte cloud apps, sani all are doing modern stuff and we talked to them and they're all on this new wave, this monster wave coming. What's your observation when you talk to these companies? >>They are, it was great. I got to talk with eight of the 15 and the amount of acceleration of innovation that they've done in the last 18 months is phenomenal obviously with the power and the fuel and the brand reputation of aws but really what they're all facilitating cultural shift when we think of devoPS and the security folks. Um, there's a lot of work going on with ai to an automation to really kind of enabled to develop the develops folks to be in control of the process and not have to be security experts but ensuring that the security is baked in shifting >>left. We saw that the chat room was really active on the security side and one of the things I noticed was not just shift left but the other groups, the security groups and the theme of cultural, I won't say war but collision cultural shift that's happening between the groups is interesting because you have this new devops persona has been around Emily put it out for a while. But now it's going to the next level. There's new revolutions about a mindset, a systems mindset. It's a thinking and you start to see the new young companies coming out being funded by the gray locks of the world who are now like not going to be given the we lost the top three clouds one, everything. there's new business models and new technical architecture in the cloud and that's gonna be jerry Chen talk coming up next is going to be castles in the clouds because jerry chant always talked about moats, competitive advantage and how moats are key to success to guard the castle. And then we always joke, there's no more moz because the cloud has killed all the boats. But now the motor in the cloud, the castles are in the cloud, not on the ground. So very interesting thought provoking. But he's got data and if you look at the successful companies like the snowflakes of the world, you're starting to see these new formations of this new layer of innovation where companies are growing rapidly, 98 unicorns now in the cloud. Unbelievable, >>wow, that's a lot. One of the things you mentioned, there's competitive advantage and these startups are all fueled by that they know that there are other companies in the rear view mirror right behind them. If they're not able to work as quickly and as flexibly as a competitor, they have to have that speed that time to market that time to value. It was absolutely critical. And that's one of the things I think thematically that I saw along the eighth sort of that I talked to is that time to value is absolutely table stakes. >>Well, I'm looking forward to talking to jerry chan because we've talked on the queue before about this whole idea of What happens when winner takes most would mean the top 3, 4 cloud players. What happens? And we were talking about that and saying, if you have a model where an ecosystem can develop, what does that look like and back in 2013, 2014, 2015, no one really had an answer. Jerry was the only BC. He really nailed it with this castles in the cloud. He nailed the idea that this is going to happen. And so I think, you know, we'll look back at the tape or the videos from the cube, we'll find those cuts. But we were talking about this then we were pontificating and riffing on the fact that there's going to be new winners and they're gonna look different as Andy Jassy always says in the cube you have to be misunderstood if you're really going to make something happen. Most of the most successful companies are misunderstood. Not anymore. The cloud scales there. And that's what's exciting about all this. >>It is exciting that the scale is there, the appetite is there the appetite to challenge the status quo, which is right now in this economic and dynamic market that we're living in is there's nothing better. >>One of the things that's come up and and that's just real quick before we bring jerry in is automation has been insecurity, absolutely security's been in every conversation, but automation is now so hot in the sense of it's real and it's becoming part of all the design decisions. How can we automate can we automate faster where the keys to automation? Is that having the right data, What data is available? So I think the idea of automation and Ai are driving all the change and that's to me is what these new companies represent this modern error where AI is built into the outcome and the apps and all that infrastructure. So it's super exciting. Um, let's check in, we got jerry Chen line at least a great. We're gonna come back after jerry and then kick off the day. Let's bring in jerry Chen from Greylock is he here? Let's bring him in there. He is. >>Hey john good to see you. >>Hey, congratulations on an amazing talk and thesis on the castles on the cloud. Thanks for coming on. >>All right, Well thanks for reading it. Um, always were being put a piece of workout out either. Not sure what the responses, but it seemed to resonate with a bunch of developers, founders, investors and folks like yourself. So smart people seem to gravitate to us. So thank you very much. >>Well, one of the benefits of doing the Cube for 11 years, Jerry's we have videotape of many, many people talking about what the future will hold. You kind of are on this early, it wasn't called castles in the cloud, but you were all I was, we had many conversations were kind of connecting the dots in real time. But you've been on this for a while. It's great to see the work. I really think you nailed this. I think you're absolutely on point here. So let's get into it. What is castles in the cloud? New research to come out from Greylock that you spearheaded? It's collaborative effort, but you've got data behind it. Give a quick overview of what is castle the cloud, the new modes of competitive advantage for companies. >>Yeah, it's as a group project that our team put together but basically john the question is, how do you win in the cloud? Remember the conversation we had eight years ago when amazon re event was holy cow, Like can you compete with them? Like is it a winner? Take all? Winner take most And if it is winner take most, where are the white spaces for Some starts to to emerge and clearly the past eight years in the cloud this journey, we've seen big companies, data breaks, snowflakes, elastic Mongo data robot. And so um they spotted the question is, you know, why are the castles in the cloud? The big three cloud providers, Amazon google and Azure winning. You know, what advantage do they have? And then given their modes of scale network effects, how can you as a startup win? And so look, there are 500 plus services between all three cloud vendors, but there are like 500 plus um startups competing gets a cloud vendors and there's like almost 100 unicorn of private companies competing successfully against the cloud vendors, including public companies. So like Alaska, Mongo Snowflake. No data breaks. Not public yet. Hashtag or not public yet. These are some examples of the names that I think are winning and watch this space because you see more of these guys storm the castle if you will. >>Yeah. And you know one of the things that's a funny metaphor because it has many different implications. One, as we talk about security, the perimeter of the gates, the moats being on land. But now you're in the cloud, you have also different security paradigm. You have a different um, new kinds of services that are coming on board faster than ever before. Not just from the cloud players but From companies contributing into the ecosystem. So the combination of the big three making the market the main markets you, I think you call 31 markets that we know of that probably maybe more. And then you have this notion of a sub market, which means that there's like we used to call it white space back in the day, remember how many whites? Where's the white space? I mean if you're in the cloud, there's like a zillion white spaces. So talk about this sub market dynamic between markets and that are being enabled by the cloud players and how these sub markets play into it. >>Sure. So first, the first problem was what we did. We downloaded all the services for the big three clowns. Right? And you know what as recalls a database or database service like a document DB and amazon is like Cosmo dB and Azure. So first thing first is we had to like look at all three cloud providers and you? Re categorize all the services almost 500 Apples, Apples, Apples # one number two is you look at all these markets or sub markets and said, okay, how can we cluster these services into things that you know you and I can rock right. That's what amazon Azure and google think about. It is very different and the beauty of the cloud is this kind of fat long tail of services for developers. So instead of like oracle is a single database for all your needs. They're like 20 or 30 different databases from time series um analytics, databases. We're talking rocks at later today. Right. Um uh, document databases like Mongo search database like elastic. And so what happens is there's not one giant market like databases, there's a database market And 30, 40 sub markets that serve the needs developers. So the Great News is cloud has reduced the cost and create something that new for developers. Um also the good news is for a start up you can find plenty of white speeds solving a pain point, very specific to a different type of problem >>and you can sequence up to power law to this. I love the power of a metaphor, you know, used to be a very thin neck note no torso and then a long tail. But now as you're pointing out this expansion of the fat tail of services, but also there's big tam's and markets available at the top of the power law where you see coming like snowflake essentially take on the data warehousing market by basically sitting on amazon re factoring with new services and then getting a flywheel completely changing the economic unit economics completely changing the consumption model completely changing the value proposition >>literally you >>get Snowflake has created like a storm, create a hole, that mode or that castle wall against red shift. Then companies like rock set do your real time analytics is Russian right behind snowflakes saying, hey snowflake is great for data warehouse but it's not fast enough for real time analytics. Let me give you something new to your, to your parallel argument. Even the big optic snowflake have created kind of a wake behind them that created even more white space for Gaza rock set. So that's exciting for guys like me and >>you. And then also as we were talking about our last episode two or quarter two of our showcase. Um, from a VC came on, it's like the old shelf where you didn't know if a company's successful until they had to return the inventory now with cloud you if you're not successful, you know it right away. It's like there's no debate. Like, I mean you're either winning or not. This is like that's so instrumented so a company can have a good better mousetrap and win and fill the white space and then move up. >>It goes both ways. The cloud vendor, the big three amazon google and Azure for sure. They instrument their own class. They know john which ecosystem partners doing well in which ecosystems doing poorly and they hear from the customers exactly what they want. So it goes both ways they can weaponize that. And just as well as you started to weaponize that info >>and that's the big argument of do that snowflake still pays the amazon bills. They're still there. So again, repatriation comes back, That's a big conversation that's come up. What's your quick take on that? Because if you're gonna have a castle in the cloud, then you're gonna bring it back to land. I mean, what's that dynamic? Where do you see that compete? Because on one hand is innovation. The other ones maybe cost efficiency. Is that a growth indicator slow down? What's your view on the movement from and to the cloud? >>I think there's probably three forces you're finding here. One is the cost advantage in the scale advantage of cloud so that I think has been going for the past eight years, there's a repatriation movement for a certain subset of customers, I think for cost purposes makes sense. I think that's a tiny handful that believe they can actually run things better than a cloud. The third thing we're seeing around repatriation is not necessary against cloud, but you're gonna see more decentralized clouds and things pushed to the edge. Right? So you look at companies like Cloudflare Fastly or a company that we're investing in Cato networks. All ideas focus on secure access at the edge. And so I think that's not the repatriation of my own data center, which is kind of a disaggregated of cloud from one giant monolithic cloud, like AWS east or like a google region in europe to multiple smaller clouds for governance purposes, security purposes or legacy purposes. >>So I'm looking at my notes here, looking down on the screen here for this to read this because it's uh to cut and paste from your thesis on the cloud. The excellent cloud. The of the $38 billion invested this quarter. Um Ai and ml number one, um analytics. Number two, security number three. Actually, security number one. But you can see the bubbles here. So all those are data problems I need to ask you. I see data is hot data as intellectual property. How do you look at that? Because we've been reporting on this and we just started the cube conversation around workflows as intellectual property. If you have scale and your motives in the cloud. You could argue that data and the workflows around those data streams is intellectual property. It's a protocol >>I believe both are. And they just kind of go hand in hand like peanut butter and jelly. Right? So data for sure. I. P. So if you know people talk about days in the oil, the new resource. That's largely true because of powers a bunch. But the workflow to your point john is sticky because every company is a unique snowflake right? Like the process used to run the cube and your business different how we run our business. So if you can build a workflow that leverages the data, that's super sticky. So in terms of switching costs, if my work is very bespoke to your business, then I think that's competitive advantage. >>Well certainly your workflow is a lot different than the cube. You guys just a lot of billions of dollars in capital. We're talking to all the people out here jerry. Great to have you on final thought on your thesis. Where does it go from here? What's been the reaction? Uh No, you put it out there. Great love the restart. Think you're on point on this one. Where did we go from here? >>We have to follow pieces um in the near term one around, you know, deep diver on open source. So look out for that pretty soon and how that's been a powerful strategy a second. Is this kind of just aggregation of the cloud be a Blockchain and you know, decentralized apps, be edge applications. So that's in the near term two more pieces of, of deep dive we're doing. And then the goal here is to update this on a quarterly and annual basis. So we're getting submissions from founders that wanted to say, hey, you missed us or he screwed up here. We got the big cloud vendors saying, Hey jerry, we just lost his new things. So our goal here is to update this every single year and then probably do look back saying, okay, uh, where were we wrong? We're right. And then let's say the castle clouds 2022. We'll see the difference were the more unicorns were there more services were the IPO's happening. So look for some short term work from us on analytics, like around open source and clouds. And then next year we hope that all of this forward saying, Hey, you have two year, what's happening? What's changing? >>Great stuff and, and congratulations on the southern news. You guys put another half a billion dollars into early, early stage, which is your roots. Are you still doing a lot of great investments in a lot of unicorns. Congratulations that. Great luck on the team. Thanks for coming on and congratulations you nailed this one. I think I'm gonna look back and say that this is a pretty seminal piece of work here. Thanks for sharing. >>Thanks john thanks for having us. >>Okay. Okay. This is the cube here and 81 startup showcase. We're about to get going in on all the hot companies closing out the kino lisa uh, see jerry Chen cube alumni. He was right from day one. We've been riffing on this, but he nails it here. I think Greylock is lucky to have him as a general partner. He's done great deals, but I think he's hitting the next wave big. This is, this is huge. >>I was listening to you guys talking thinking if if you had a crystal ball back in 2013, some of the things Jerry saying now his narrative now, what did he have a crystal >>ball? He did. I mean he could be a cuBA host and I could be a venture capital. We were both right. I think so. We could have been, you know, doing that together now and all serious now. He was right. I mean, we talked off camera about who's the next amazon who's going to challenge amazon and Andy Jassy was quoted many times in the queue by saying, you know, he was surprised that it took so long for people to figure out what they were doing. Okay, jerry was that VM where he had visibility into the cloud. He saw amazon right away like we did like this is a winning formula and so he was really out front on this one. >>Well in the investments that they're making in these unicorns is exciting. They have this, this lens that they're able to see the opportunities there almost before anybody else can. And finding more white space where we didn't even know there was any. >>Yeah. And what's interesting about the report I'm gonna dig into and I want to get to him while he's on camera because it's a great report, but He says it's like 500 services I think Amazon has 5000. So how you define services as an interesting thing and a lot of amazon services that they have as your doesn't have and vice versa, they do call that out. So I find the report interesting. It's gonna be a feature game in the future between clouds the big three. They're gonna say we do this, you're starting to see the formation, Google's much more developer oriented. Amazon is much more stronger in the governance area with data obviously as he pointed out, they have such experience Microsoft, not so much their developer cloud and more office, not so much on the government's side. So that that's an indicator of my, my opinion of kind of where they rank. So including the number one is still amazon web services as your long second place, way behind google, right behind Azure. So we'll see how the horses come in, >>right. And it's also kind of speaks to the hybrid world in which we're living the hybrid multi cloud world in which many companies are living as companies to not just survive in the last year and a half, but to thrive and really have to become data companies and leverage that data as a competitive advantage to be able to unlock the value of it. And a lot of these startups that we talked to in the showcase are talking about how they're helping organizations unlock that data value. As jerry said, it is the new oil, it's the new gold. Not unless you can unlock that value faster than your competition. >>Yeah, well, I'm just super excited. We got a great day ahead of us with with all the cots startups. And then at the end day, Volonte is gonna interview, hello, fresh practitioners, We're gonna close it out every episode now, we're going to do with the closing practitioner. We try to get jpmorgan chase data measures. The hottest area right now in the enterprise data is new competitive advantage. We know that data workflows are now intellectual property. You're starting to see data really factoring into these applications now as a key aspect of the competitive advantage and the value creation. So companies that are smart are investing heavily in that and the ones that are kind of slow on the uptake are lagging the market and just trying to figure it out. So you start to see that transition and you're starting to see people fall away now from the fact that they're not gonna make it right, You're starting to, you know, you can look at look at any happens saying how much ai is really in there. Real ai what's their data strategy and you almost squint through that and go, okay, that's gonna be losing application. >>Well the winners are making it a board level conversation >>And security isn't built in. Great to have you on this morning kicking it off. Thanks John Okay, we're going to go into the next set of the program at 10:00 we're going to move into the breakouts. Check out the companies is three tracks in there. We have an awesome track on devops pure devops. We've got the data and analytics and we got the cloud management and just to run down real quick check out the sis dig harness. Io system is doing great, securing devops harness. IO modern software delivery platform, White Source. They're preventing and remediating the rest of the internet for them for the company's that's a really interesting and lumbago, effortless acres land and monitoring functions, server list super hot. And of course hacker one is always great doing a lot of great missions and and bounties you see those success continue to send i O there in Palo alto changing the game on data engineering and data pipe lining. Okay. Data driven another new platform, horizontally scalable and of course thought spot ai driven kind of a search paradigm and of course rock set jerry Chen's companies here and press are all doing great in the analytics and then the cloud management cost side 80 operations day to operate. Ops ramps and ops multi cloud are all there and sunny, all all going to present. So check them out. This is the Cubes Adria's startup showcase episode three.

>>let's bring in jerry Chen from Greylock is he here? Let's bring him in there? He is. >>Hey john good to see you. >>Hey congratulations on an amazing talk and thesis on the castles on the cloud. Thanks for coming on. >>All right, well thanks for reading it. Um, always were being put a piece of work out out of the ether, not sure what the responses, but it seemed to resonate with a bunch of developers, founders, investors and folks like yourself. So smart people seem to gravitate to us. So thank you very much. >>Well, one of the benefits of doing the Cube for 11 years, Jerry's, we have videotape of many, many people talking about what the future will hold. You kind of are on this early, it wasn't called castles in the cloud, but you were all, I was, we had many conversations were kind of connecting the dots in real time, but you've been on this for a while it's great to see the work. I really think you nailed this. I think you're absolutely on point here. So let's get into it. What is castles in the cloud? New research come out from Greylock that you spearheaded? It's collaborative effort, but you've got data behind it. Give a quick overview of what is castle the cloud, The new modes of competitive advantage for companies. >>Yeah, it's as a group project that our team put together but basically john the question is how do you win in the cloud? Remember the conversation we had eight years ago when amazon re event was holy cow like can you compete with them? Like is it a winner? Take all, Winner take most. And if it is winner take most. Where are the white spaces for some starts to to emerge clearly the past eight years in the cloud this journey we've seen big companies data breaks, snowflakes, elastic mongo data robot. And so um they spotted the question is you know, why are the castles in the cloud? The big three cloud providers amazon google and as you're winning, you know, what advantage do they have? And then given their modes of scale network effects, how can you as a startup win? And so look, there are 500 plus services between all three cloud vendors but there are like 500 plus um startups, competing gets a cloud vendors and there's like almost 100 unicorn of private companies competing successfully against the cloud vendors, including public companies. So like Alaska Mongo snowflake, No data breaks. Not public yet. Hashtag or not public yet. These are some examples of the names that I think are winning and watch this space because you see more of these guys storm the castle if you will. >>Yeah. And you know one of the things that's a funny metaphor because it has many different implications. One, as we talk about security, the perimeter of the gates, the most being on land, but now you're in the cloud, you have also different security paradigm. You have a different um new kinds of services that are coming on board faster than ever before, not just from the cloud players, but from companies contributing into the ecosystem. So the combination of the big three making the market the main markets, you, I think you call it 31 markets that we know of that probably maybe more. And then you have this notion of sub market, which means that there's like, we used to call it white space back in the day. Remember how many whites? Where's the white space? I mean if you're in the cloud there's like a zillion white spaces. So talk about this sub market dynamic between markets and that are being enabled by the cloud players and how these sub markets play into it. >>Sure. So first, the first problem was what we did, we downloaded all the services for the big three clowns. Right. And you know what as recalls a database or database service, like a document dB and amazon is like Cosmo, dB and Azure. So first thing first is we had to like look at all three cloud providers and you? Re categorize all the services almost 500 Apples, Apples, Apples, # one. Number two, is you look at all these markets or sub markets and said, okay, how can we cluster these services into things that you know, you and I can rock. Right, That's what amazon as well. And google think about it is very different. And the beauty of the cloud is this kind of fat long tail of services for developers. So instead of like oracle as a single database for all your needs, they're like 20 or 30 different databases from time series um, analytics, databases we're talking rocks at later today, right? Um uh, document databases like mongo search database like elastic and so what happens is there's not one giant market like databases, there's a database market and 30 40 sub markets that serve the needs developers. So the Great News is cloud has reduced the cost and create something that new for developers. Um also the good uses for a start up, you can find plenty of white speech solving a pain point very specific to a different type of problem >>and you can sequence up the power law to this. I love the power of a metaphor, you know, used to be a very thin neck note no torso and then a long tail. But now as you're pointing out this expansion of the fat tail of services but also this big tam's and markets available at the top of the power law where you see coming like snowflake essentially take on the data warehousing market by basically sitting on amazon and re factoring with new services and then getting a flywheel completely changing the economic unit economics completely changing the consumption model completely changing the value proposition literally >>you snowflake has created like storm create a hole that mode or that castle wall against red shift. Then companies like rock set real time analytics, It's Russian right behind snowflakes saying, hey snowflake is great for data warehouse, but it's not fast enough for real time analytics. Let me give you something new to your, your parallel argument. Even the big optics snowflake have created kind of a wake behind them that created even more white space for Gaza rock set. So that's exciting for guys like media. >>And then also as we were talking about our last episode two or quarter two of our showcase, um, from a VC came on, it's like the old shelf where you didn't know if a company's successful until they had to return the inventory now with cloud. If you're not successful, you know it right away. It's like, it's like there's no debate. Like, I mean you're either winning or not. This is like that's so instrumented. So a company can have a good better mousetrap and win and fill the white space and then move up. >>It goes both ways. The cloud vendor, the big three amazon google and Azure for sure. They instrument their own class. They know john which ecosystem partners doing well in which ecosystems doing poorly and they hear from the customers exactly what they want. So it goes both ways they can weaponize that just as well as you started to weaponize that info >>and that's the big argument of do that snowflake still pays the amazon bills, they're still there. So again, repatriation comes back. That's a big conversation that's come up. Um, what's your quick take on that? Because if you're gonna have a castle in the cloud, then you're gonna bring it back to land. I mean, what's that dynamic? Where do you see that compete? Because on one hand is innovation, the other ones maybe cost efficiency. Is that a growth indicator? Slow down? What's your view on the movement from and to the cloud? >>I think there's probably three forces you're finding here. One is the cost advantage in the scale advantage of cloud. So that I think has been going for the past eight years. There's a repatriation movement for a certain subset of customers, I think for cost purposes makes sense. I think that's a tiny handful that believe they can actually run things better than a cloud. The third thing we're seeing around repatriation is not necessary against cloud, but you're gonna see more decentralized clouds and things pushed to the edge. Right? So you look at companies like Cloudflare Fastly or a company that we're investing in Cato networks. All ideas focus on secure access at the edge. And so I think that's not repatriation of my own data center, but it's kind of a disaggregated of cloud from one giant monolithic cloud, like AWS East or like a google region in europe to multiple smaller clouds for governance purposes, security purposes or legacy purposes. >>So I'm looking at my notes here, looking down on the screen here for this to read this because it's uh to cut and paste from your thesis on the cloud, the cloud. The of the $38 billion invested uh this quarter. Um uh Ai and ml number one um analytics number two, security number three. Actually security number one. But you can see the bubbles here. So all those are data problems I need to ask you. I see data is hot data as intellectual property. How do you look at that? Because we've been reporting on this and we just started the cube conversation around workflows as intellectual property. If you have scale and your motives in the cloud, you could argue that data and the workflows around those data streams is intellectual property, it's a protocol. >>I believe both are. And they just kind of go hand in hand like peanut butter and jelly. Right? So data for sure. I p So if you know people talk about days in the oil, the new resource. That's largely true because the powers a bunch. But the workflow to your point john is sticky because every company is a unique snowflake, right? Like the process used to run the cube and your business different how we run our business. So if you can build a workflow that leverages the data that's super sticky. So in terms of switching costs, if my work is very bespoke to your business then I think that's competitive advantage. >>Well certainly your workflow is a lot different than the cube. You guys. Just a lot of billions of dollars in capital. Uh, we're talking to all the people out here jerry. Great to have you on final thought on your thesis. Where does it go from here? What's been the reaction? Uh, no, you put it out there. Great, love the research. I think you're on point on this one. Where did, where's it go from here? >>We have to follow pieces. Um, in the near term one around, you know, deep diver on open source. So look out for that pretty soon. And how that's been a powerful strategy a second is this kind of disaggregated of the cloud be a Blockchain and you know, decentralized apps, be edge applications. So that's in the near term two more pieces of, of deep dive we're doing. And then the goal here is to update this on a quarterly and annual basis. So we're getting submissions from founders that wanted to say, hey, you missed us Or he screwed up here. We got the big cloud vendors saying, Hey jerry, we just lost his new things. So our goal here is to update this every single year and then probably do look back saying, okay, uh, were we wrong? We're right. And then let's say the castle clouds 2022 we'll see the difference were the more unicorns, were there more services were the IPO's happening. So look for some short term work from us on analytics, like around open source and clouds. And then next year we hope that all this forward saying, Hey, you have two year, what's happening? What's changing? >>Great stuff And, and congratulations on the Southern news. You guys put another half a billion dollars into early, early stage, which is your roots. Are you still doing a lot of great investments in a lot of unicorns? Congratulations that great luck on the team. Thanks for coming on And congratulations. You nailed this one. I think I'm gonna look back and say that this is a pretty seminal piece of work here. Thanks for for sharing. >>Thanks john, Thanks for having me as >>always.

>>Welcome to this IBM Watson health client conversation here. We're probing the dynamics of the relationship between IBM and its clients. And we're looking back, we're going to explore the present. We're going to discuss the future state of healthcare. My name is Dave Volante from the Cuban with me are Robert Stell horn. Who's associate director, H E O R at sukha, otherwise known as pharmaceuticals, America and Rena Felton. Who's with of course, IBM Watson health. Welcome folks. Great to have you. Hi, so like strong relationships, as we know, they're the foundation of any partnership. And of course over the past year, we've had to rely on both personal and professional relationships to get us through some of the most challenging times, if not the most challenging times of our lives. So let me start with you, Robert, how has the partnership with IBM helped you in 2020? >>I think it was just a continuation of the excellent relationship we have with Rena and IBM. Um, starting in March, we had really a shift to an all remote, uh, workplace environment. And I think that constant communication with Rina and IBM helped that situation because she kept us up to date with, uh, additional products and offerings. And basically we came up with some additional solutions towards the end of the year. So we're gonna watch >>Pick it up from here. Let's go, let's go a little bit deeper and maybe you can talk about some of the things that you've done with Robert and his team and, and maybe some of the accomplishments that you're most proud of in 2020. >>No, absolutely. And I have to kind of echo what you first said about the foundation and our partnerships being the foundation, um, of our past present and future. So I do want to take the opportunity to thank Rob again for joining us today. It is, um, I know, you know, with his kids home and remote learning, um, it's a lot, uh, to, to ask in addition to, you know, your day to day work. So, so thank you, Rob. Um, I guess the question that I have for you is what would be the greatest accomplishment, um, that Watseka and IBM Watson had in 2020? >>I would say it was the addition of the linked claims EMR data, the LDCD product that we were able to license in-house, uh, thanks to your attention and to show the advantages and the strengths of that data. We are able to license that in to our, uh, set up assets we have internally. And what that's gonna allow us to do is really find out more information about the patients. Uh, we're existing users of the Mark IBM, uh, market scan data. Um, this is going to allow us to tie into those same patients and find out more about them. Um, in particular, uh, a lot of our products are in the mental health space and a lot about standing questions we have are why are the patients getting different products? And with the notes are available in that link data. We're going to now be able to tap into more information about what is happening with the patient. >>Okay. Can I ask a question on that? Um, if you guys don't mind, I mean, you know, when you, when you hear about, you know, uh, EMR, uh, in the early days, it was a lot about meaningful use and getting paid. It sounds like you guys are taking it much deeper and as a, as a, you know, as an individual, right, you're, you're really happy to hear that this information is now going to be used to really improve, uh, healthcare is, do I have that right? Is that, you know, kind of the nature of where you guys are headed? >>Well, I think ultimately it's the, the, the, the main goal is to help the patients and provide the products that can really, um, help them in their daily lives. So, um, really with this data, now, we're going to be able to tap into more of the why, um, exist in claims data. We cannot really get that information, why VC information, about what diagnoses they incurred during their treatment history. And we also can see, uh, different prescriptions that are given to them, but now we're going to be able to tie that together and get more understanding to really see more focused treatment pattern for them. >>So, Reno, w w you sit down with Rob, do you have like a, sort of a planning session for 2021? Why don't you sort of bring us up to, uh, to what your thinking is there and how you guys are working together this year? >>Yeah, no, absolutely. Um, actually, before we get to that, I wanted to kind of add onto what Rob was saying as well. It's interesting given, you know, the pandemic in 2020 and what the LCD data is going to do, um, to really be able to look back. And as Rob mentioned, looking specifically at mental health, the ability to look back and start looking at the patients and what it's really done to our community and what it's really done to our country, um, and looking at patients, you know, looking back at, at sort of their, their patient journey and where we are today. Um, but Rob and I talk all the time, we talk all the time, we probably talk three or four times a day sometimes. So I would say, um, we, we text, uh, we do talk and have a lot of our strategic, um, sessions, uh, our outlook for 2021 and what the data strategy is for Otsuka. Um, in addition, additional data assets to acquire from IBM, as well as how can we sort of leverage brander IBM, um, assets like our red hat, our OpenShift, our cloud-based solutions. So, you know, Rob and I are constantly talking and we are, um, looking for new ways to bring in new solutions into Otsuka. Um, and you know, yeah, we, we, we talk a lot. What do you think, Rob? >>I think we have an excellent partnership. Uh, basically, um, I think their relationship there is excellent. Um, we have excellent communication and, you know, I find when there's situations where I may be a bind Reno's is able to help out instantly. Um, so it's, it's really a two way street and it's an excellent partnership. >>I wonder if I could double click on that. I mean, relative to maybe some of your, I mean, I'm sure you have lots of relationships with lots of different companies, but, but what makes it excellent specifically with regard to IBM? Is there, is there anything unique Rob, that stands out to you? >>It would be the follow-up, um, really, it's not just about, uh, delivering the data and say, okay, here you have your, your product work with it in basically the, the, the vendor disappears, it's the constant followup to make sure that it's being used in any way they can help and provide more information to really extract the full value out of it. >>So I'm gonna forget to ask you guys, maybe each of you, you know, both personally and professionally, I feel like, you know, 20, 20 never ended it just sort of blended in, uh, and, and, but some things have changed. We all talk about, geez, what's going to be permanent. How have you each been affected? Um, how has it helped you position for, for what's coming in in the years ahead, maybe Reena, you could start and then pick it up with, with Rob. >>Oh man. Um, you know, 2020 was definitely challenging and I think it was really challenging given the circumstances and in my position where I'm very much used to meeting with our customers and having lunch and really just kind of walking down the hallways and bumping into familiar faces and really seeing, you know, how we can provide value with our solutions. And so, you know, that was all stripped in 2020. Uh, so it's been, it's been quite challenging. I will say, working with Rob, working with some of my other customers, um, I've had, uh, I've had to learn the resilience and to be a little bit more relentless with phone calls and follow ups and, and being more agile in my communications with the customers and what their needs are, and be flexible with calendars because there's again, remote learning and, and, um, and the like, so I think, you know, positioned for 2021 really well. Um, I am excited to hopefully get back out there and start visiting our customers. But if not, I certainly learned a lot and just, um, the follow-up and again, the relentless phone calls and calling and checking up on our customers, even if it's just to say, hi, see how everyone's doing a mental check sometimes. So I think that's, that's become, um, you know, what 2020 was, and, and hopefully, you know, what, 2021 will be better and, uh, kind of continue on that, that relentless path. >>What do you think, Rob? Hi, how are you doing? >>I would echo a lot of Rina's thoughts and the fact of, yeah, definitely miss the in-person interaction. In fact, I will say that I remember the last time I was physically in the office that Scott, it was to meet with Rina. So I distinctively remember that they remember the date was March, I believe, March 9th. So it just shows how this year as has been sort of a blur, but at the same time, you remember certain milestones. And I think it's because of that relationship, um, we've developed with IBM that I can remember those distinctive milestones and events that took place. >>So Rob, I probably should have asked you upfront, maybe tell us a little bit about Alaska, uh, maybe, maybe give us the sort of quick soundbite on where you guys are mostly focused. Sure. >>Oh, it's guys, uh, a Japanese pharmaceutical company. The focus is in mental health and nephrology, really the two main business areas. Um, my role at guys to do the internal research and data analytics within the health economics and outcomes research group. Um, currently we are transitioned to a, uh, name, which is global value and real world evidence. Um, fact that transition is already happened. Um, so we're going to have more of a global presence going forward. Um, but my role is really to, uh, do the internal research across all the brands within the company. >>So, so Rena, I wonder this, thank you for that, Robert. I wonder if you could think, thinking about what you know about Scott and your relationship with Robin, your knowledge of, of the industry. Uh, there's so much that IBM can bring to the table. Rob was talking about data earlier, talking about EMR, you were talking about, you know, red hat and cloud and this big portfolio you have. So I wonder if you could sort of start a conversation for our audience just around how you guys see all those assets that you have and all the knowledge, all that data. How do you see the partnership evolving in the future to affect, uh, the industry and the, in the future of healthcare? >>Well, I would love to see, um, the entire, uh, uh, platform, um, shift to, to the IBM cloud, um, and certainly, you know, leverage the cloud pack and analytics that, that we have to offer, um, baby steps most definitely. Um, but I do think that there is, uh, the opportunity to really move, um, and transform the business into something a lot more than, than what it is. >>Rob has the pandemic effected sort of how you think about, um, you know, remote services and cloud services and the, like, were you already on the path headed there? Did accelerate things, have you, you know, have you not had time because things have been so busy or maybe you could comment? >>Yeah, I think it's really a combination. And so I think you hit on a, a fair point there, just the time, uh, aspect. Um, it's definitely been a challenge and your, um, I have two children and remote learning has definitely been a challenge from that perspective. So time has definitely been, uh, on the short side. Um, I do see that there are going to in the future be more and more users of the data. So I think that shift to a potential cloud environment is where things are headed. >>So we, I have a bunch more questions, but I want to step back for a second and see if there's anything that you'd like to ask Rob before I go onto my next section. Okay. So I wonder if you could think about, um, maybe both of you, the, the, when you think back on, on 2020 and all the, you know, what's transpired, what, what transitions did you guys have to make? Uh, maybe as a team together IBM and Alaska. Um, and, and, and what do you see as sort of permanent or semi-permanent is work from home? We're gonna going to continue at a higher rate, uh, are there new practice? I mean, I know just today I made an online appointment it's for a remote visit with my doctor, which never could have happened before the pandemic. Right. But are there things specific to your business and your relationship that you see as a transition that could be permanent or semi-permanent? >>Well, I, I think it's there, there's definitely a shift that's happened that will is here to stay, but I don't know if it's full, it's going to be a combination in the future. I think that in-person interactions, especially what Rena mentioned about having that face-to-face interaction is still going to be one things are in the right place and safe they're going to happen again. But I think the ability to show that work can happen in a virtual or a full remote workplace, that's going to just allow that to continue and really give the flex of people. The flexibility I know for myself, flexibility is key. Like I mentioned, with two small children, um, that, that, that becomes such a valuable addition to your work, your life and your work life in general, that I think that's here to stay. >>Okay. Um, so let me ask you this, uh, w one of the themes of this event is relentless re-invention. So what I'm hearing from you Rob, is that it kind of a hybrid model going forward, if you will, uh, maybe the option to work from home, but that face to face interaction, especially when you're creating things like you are in the pharmaceutical business and the deep R and D that collaborative aspect, you know, you, it's harder when you're, when, when, when you're remote. Um, but maybe you could talk about, you know, some of those key areas that you're, you're going to be focused on in 2021 and, and really where you would look for IBM to help. >>I think in 2021, the team I'm part of it, part of is, is growing. So I think there's going to be additional demand for internal research, uh, uh, capabilities for analysis done within the company. So I think I'm going to be looking to Rena to, uh, see what new data offerings are available and all what new products are going to be available. But beyond that, um, I think it's the potential that, you know, there's so much, uh, projects, um, that are going to be coming to the table. We may need to outsource some of that projects and IBM could be potentially be a partner there to do some of the analysis on to help out there. >>Anything you'd add. >>Uh, no, I think that, that sounds good. >>How would you grade IBM and your relationship with IBM Rob? >>Well, I have to be nice to Rina cause she's been very nice to me. I would say an a, an a plus >>My kids, I got kids in college. Several, they get A's, I'm happy. Oh, that's good. You know, you should be proud. So, congratulations. Um, anything else Reno, you give you, I'll give you a last word here before we wrap, >>You know, 2020 was, was a challenging. And, you know, we talked a little bit about, you know, what time in 2020, you know, Rob and I have always had a really good relationship. I think 2020, we got closer, um, with just both professionally and really diving in to key business challenges that they have, and really working with him to understand what the customer needs are and how we can help, not only from, you know, an HR perspective, but also how can we help Otsuka, um, as a company in, in totality. So, you know, we've been able to do that, but personally, I would say that I really appreciated the relationship. I mean, we can go from talking about work to talking about children, to talking about family, um, all in the same five minute conversation or 10 minute conversation, sometimes our conversation. So, you know, thank you, Rob 2020 was definitely super challenging. >>I know for you on so many levels. Um, but I have to say you've been really great at just showing up every time picked up the phone, asked questions. If I needed something I can call you, I knew you were going to pick up, I had an offering and be like, do you have 10 minutes? Can I share this with you? And you would pick up the phone, no problem, and entertain a call or set up a call with all your internal colleagues. And I, I appreciate that so much. And, you know, I appreciate our relationship. I appreciate the business and I, I do hope that we can continue on in 2021, we will continue on in 2021. Uh, but, um, but yeah, I thank you so much. >>Rain has been extremely helpful. I don't want to thank you for all the help. Um, just to add to that one point there, you know, we have, uh, also another product, which I forgot to mention that we licensed in from IBM, it's the treatment pathways, um, tool, which is an online tool. Um, and we have users throughout the globe. So there's been times where I've needed a new user added very quickly for someone in the home office in Japan. And Rena has been extremely helpful in getting things done quickly and very proactively. >>Well, guys, it's really clear that the depth of your relationship I'm interested that you actually got closer in 2020. Uh, the fact that you communicate, you know, several times a day is I think Testament to that relationship. Uh, I'm really pleased to hear what you're doing and the potential with the EMR data for patient outcomes. Uh, as I say in the early days, I used to hear all about how well you have to do that to get paid. And it's really great to see a partnership that's, that's really focused on, on, on patient health and, and changing our lives. So, and mental health is such an important area that for so many years was so misunderstood and the, and the data that we now have, and of course, IBM's heritage and data is key. Uh, the relationship and the follow-up and also the flexibility is, is something I think we all learned in 2020, we have to, we've kind of redefined, you know, resilience in our organizations and, uh, glad to see you guys are growing. Congratulations on the relationship. And thanks so much for spending some time with me. >>Thank you. Thank you, Dave. Thank you, Raina >>For watching this client conversation with IBM Watson health.

>>From around the globe. It's the cube presenting cube on cloud brought to you by Silicon angle. >>Welcome back to coupon cloud I'm Paul Gillan enterprise editor of Silicon angle. You know, as we look ahead at what is in store for the cloud this year, one of the intriguing possibilities that has emerged is the rise of vertical clouds. IBM has been a leader in this area with its launch in late 19 of the IBM financial services cloud. That's a services ready public cloud with exceptional security, as well as Polly, a policy framework for certifying compliance and services from the IBM subsidiary. Promintory now with the IBM financial services cloud, uh, that has been a major focus of our next guest, Hillary Hunter. She is the vice president and CTO of IBM cloud and IBM fellow and a veteran of, I believe, three previous appearances on the cube. Am I right Hillary? >>Yep. Sounds about right. Great to be back here today. >>Thanks for joining us. So let's start with getting an update on the IBM financial services cloud. What progress have you made in signing up customers and your ecosystem of partners? >>Yeah, you know, we've made really significant progress, uh, progress in advancing the IBM cloud for financial services since we last talked, you know, and, and we're really at that place of establishing a trusted platform for the industry, just in, you know, some specifics in addition to bank of America, which we had talked about as our us anchor partner for the program. Um, we've announced several global banks, um, that are partnering with us for the global expansion of the program, including BNP party, you know, which is one of Europe's largest banks. Um, more than 70 ASVs are signed up with us now as part of the program and adopting IBM cloud for financial services, this level of sort of ecosystem is, is exciting because it means that, you know, banks will have the opportunity to, to transform what they're doing, but do so in a way, which is driven by security and compliance, um, so that they can be confident in those deployments on IBM cloud for financial services. >>We also released the IBM cloud policy framework for financial services. This is both the sort of security and compliance posture of the environment, as well as, you know, guidance on controls, reference architectures automation to help people on board. And so both ISBNs and banks now are able to, um, onboard to this environment and offer their wares and deploy their workloads. So it's a really exciting state for us on the program. And we're really in a place where there'll be, you know, an ongoing cadence of, you know, additional releases and announcements of additional partnerships and clients. So it's an exciting time in the program. >>Uh, one of the distinctive features I think of this, uh, of this launch is that you're working actively with your customers. They're working with you on building policy frameworks, as well as I imagined the features that you're offering on the cloud. How do you orchestrate all of these different customers and get them involved and actually co-development >>Yeah. You know, it's the ecosystem conversation and the partnership conversation are two of the fundamental aspects of the program. Like you said, this isn't, you know, just us sitting off in a bubble, inventing the future. Um, you know, we're working internally with partners, uh, within IBM like IBM Promintory, um, which is a consultancy that has deep, deep regulatory expertise and in jurisdictions globally with IBM security services. And then with these individual partners and banks and clients, one of the ways that we bring everything together is through our councils. So our council, our cloud council for financial services, um, it's where we have global systemically important financial institutions partnered with us and, and working together with one another. And, and that covers, you know, CIO is it covers chief security officers, risk officers, et cetera. Um, so we have some formality around how we work with, um, all of these partners, uh, really as a body and as a group. >>And what have you learned from this experience? I mean, if you were to go into the, uh, into other vertical clouds, what have been the lessons >>Ecosystem is so important, right? It's as I look at this space, I see that, you know, everyone has an existing business, they have a platform they're running, they have clients they're trying to service. Um, but those, the software providers into this space are looking themselves to transform their they're looking to transform from being a software vendors, to being SAS providers, the banks and financial institutions themselves are looking to transform from working on their own premises to benefit from the Alaska city and the scale and the optionality of, you know, that being in public cloud provides. So there's a lot of, um, parties themselves that are trying to transform and a lot of vendors into the financial space that are looking to transform. And in that time of a lot of change ecosystem is, is absolutely key. And so, um, the ISE and SAS providers, you know, providing their wares on the cloud for financial services is, is really just as important as those financial services institutions so that everyone can make that transition together. Um, and so that banks that are looking to digitally transform can, can leverage partners that are really at the forefront of that change in that innovation and in platforms for the industry. >>Would you say that there are, is this the first of many, I mean, are there going to be other vertical financial or other vertical IBM clouds or is the range of industries that really need that kind of specificity limited? >>I think it's, it's actually not limited, you know, though, I will say that within the space of industries that are heavily regulated, there's obviously a deeper need for sort of specific cloud embodiments and cloud implementation. So regulated industries like insurance, like telco healthcare, et cetera. Um, these are the ones I think, where there's the greatest opportunity to do verticals that are specific to industry. Um, but you know, as we look at this, this is absolutely part of an IBM cloud strategy to deliver industry specific clouds. And, and, and this comes from our decades of expertise, right? Even in financial services, being able to leverage, you know, those other entities within IBM that I mentioned, right. You know, our, our regulatory, um, background with companies, you know, having helped them address regulatory needs for specific industries, and then translating that into cloud and cloud technologies. Right. And, and then coming up from the other side, you know, in terms of the technologies themselves, we've partnered with key industries, um, to deliver security and data protection and cryptography technologies and such on premises. And we're contextualizing that now for cloud and public cloud deployments. And so it kind of brings together the pieces of decades of expertise and platforms and technology and regulations and contextualizes it into cloud. And I absolutely think that's, you know, an opportunity for, for other industries as well. >>Can you give us a bit of a preview? I mean, do you have specific industries in mind? Is there a time? >>Yeah, so, so, uh, late last year we did announce a second industry specific cloud initiative and that was IBM cloud for telco. So we have in that ecosystem now over 40 partners that are announced, that are working with IBM and with red hat, especially with, um, clients and partners that are looking to help with that transition into 5g and increasing use of IOT. 5g is really this disruptive opportunity for that industry. And, and also just for many other different types of companies and institutions that are looking to deploy with more efficiency, better operational efficiency, deploy with AI capabilities, really being able to do things that like cellular network edge, um, and the places that they're doing business using IOT devices and 5g will enable much of that to really transform and flourish. So a couple of the partners, initially, in addition to that ecosystem that I mentioned in cloud for telco, um, you know, we've got Samsung working with us, Nokia ATNT, et cetera. Um, and so, you know, these, these partnerships and, and capabilities around network edge, um, and specific capabilities in cloud for telco, um, are sort of that second, you know, public announcement that we've made around industry specific cloud, >>As far as your competitive position is concerned. I mean, are, are you taking away business from your competitors when you partner with these, these telcos and these banks, or is this an entirely new line of business that was not previously in the cloud? >>Yeah. You know, these are really, I think in, by and large new opportunities as we look at, you know, for example, how we as customers expect to engage with, um, you know, our bank, right. You know, we are looking to increasingly engage with a bank in a digital way, use our applications, use mobile devices. We're looking for, you know, individual bank outlets, uh, branch outlets of, of a banking institution to be increasingly smart, to service our needs, you know, more quickly, et cetera. Um, and so as we look at, you know, 5g and telco edge, it's about delivery of sort of smarter capabilities and such. I think much of it really is about in this digital transformation space about, you know, creating new capabilities, creating new experiences, creating new ways of engagement, um, and engagement and an opportunity to customize and personalize. Um, I think most of those are sort of new experiences and new capabilities for most companies. >>So speak about IBM's positioning right now. I mean, you're not one of the big three cloud providers to, to become one. Uh, but you do have as a big cloud business and, uh, you've, you've got the verticals, you've got the multi-cloud, uh, I know IBM is big, has been a big champion of multi-cloud. I mean, how is IBM distinctively positioned in the cloud market right now? >>Yeah. You know, we are all in, on hybrid cloud and AI. And if you listened to our CEO and chairman, you'll hear that it is a really consistent message. And he, since he came into his role as, as our CEO, um, so being all in, on hybrid cloud and AI, you know, we really are looking to help our clients transform into holistic cloud architecture. Right? So, so when I say all in, on hybrid cloud, I mean that, you know, it's, there's been a lot of sort of, I jokingly say random acts of cloud usage, right? People have ended up using cloud because there's some SAS function that they want, or some particular line of business has been highly motivated to pursue some service on a particular cloud. And hybrid cloud is really about taking a step back, having a holistic architecture for cloud consumption. And in that sense, you know, uh, clouds, uh, are IBM's partners. >>Um, and we're really looking to enable our clients to have consistency in their deployments to consolidate across their it estate and across their cloud deployments so that they can have, um, a common platform, so they can have efficiency in how their developers to like capabilities. So they can deploy more quickly with security and compliance patterns and have oversight over everything that's going on in a consistent way that really enables them to have that velocity in their business. And so when we then, you know, positioned things like industry cloud, we're leveraging IBM specific technologies to deliver differentiated capabilities and data privacy, data protection, security compliance, where these industries in public cloud. Yes. But it's in the context of helping our clients overall across all the different things. Some of which may not need all of that data privacy or, or, or be leveraging particular SAS content we're looking to help them really have cloud architecture have a holistic conversation across hybrid cloud. Um, and yet to still be able to choose particular cloud deployments on our cloud for industries, um, that enables data protection and policy for the most sensitive and, and enterprise grade things that they're looking to do at the core of their business. >>So speaking of hybrid hybrid cloud, I mean the major cloud providers, Amazon, Microsoft, Google, Oracle, and other one all have on premises offerings right now. Uh, several of them are working with telcos to expand their reach out into, uh, into co-location and into telecom, uh, data centers. Uh, all of these things were to enable is this distributed cloud fabric kind of a hybrid cloud fabric what's, IBM's play in this area. Uh, do you have a similar strategy or is it different? >>I really think, and I think you maybe wanted to get a little bit into sort of, you know, trends and predictions here in this conversation and, and, and, you know, we, we absolutely see that need for distributed cloud for cloud to really kind of be alive in all the places where it needs to be in, in all the places that someone is doing business and in a consistent way across cloud environments, um, to be one of those major trends, that's emerging as a really hot conversation. We have introduced IBM cloud satellite, um, that is IBM's hybrid cloud as a service platform, um, and enables our clients to leverage, um, uh, OpenShift and Kubernetes environments, developer tooling, uh, consistency in a cloud catalog, visibility and control over all their resources, um, across different environments. And to be able to run end, to end with consistency from on-premises to edge to different public cloud providers. >>Um, and this is absolutely something that across industries, but, you know, within also those industries that we're focused on in particular, um, that we're seeing a lot of interesting conversations emerge because if cloud is sort of everywhere, if cloud is distributed and can be on premises and in public cloud, it enables this consistency in this parody, um, really that sort of brings together that, that seamlessness, not just the random acts cloud usage, right? I mean, it means that using cloud, um, can be something that, that drives, you know, speed of release of new product. It means that you can deliver more capability and functionality into, you know, a retail outlet where you're doing business or a banking, you know, brick and mortar location. Um, you can have, you know, AI for it ops and understand what's going on across those different environments and ensure things are kept secure and patched and updated, and you're responding to incidents in efficient ways. Um, and so really having a consistent cloud environment and a distributed cloud environment across different locations, um, it's really key to leveraging the promises of what everyone had originally hoped to get out of out of cloud computing. >>Of course, one of IBM's distinctive, uh, advantages of this area is you've got a huge hardware install base out there. I mean, how do all those three 60 mainframes figuring it out, figure into this, >>Um, with the OpenShift capabilities in our Clara operations with red hat in this area, we are able to actually help our clients leverage Kubernetes and Linux and all those things, even on the mainframe. So across the mainframe family, the IBM power family, um, you know, where folks may also have AIX or IBMI deployments, people can now do Lennox, they can do open shifts, they can do Coopernetti's. Um, and we have core technologies that enable that really to be stitched together. And I think that's one of the unique perspectives that IBM has in this whole conversation about hybrid cloud. Um, there are many different definitions of hybrid cloud, but we really view it as stretching from the traditional enterprise. It, like you said, there's a lot of it out there and being able to also incorporate OpenShift and Kubernetes in a common cloud platform, um, on traditional enterprise, it on private cloud, on fresh deployments, on private cloud, Amazon public cloud, that really is the whole it estate. So when we talk about hybrid cloud, when we talk about distributed cloud, really talking about the entirety of VIT state, not just sort of new deployments of, of SAS or something like that. >>So as someone who's on the front lines of, you know, what customers are asking about cloud, do you see customer the questions that they're asking changing? Are they, are they their decision criteria changing for how they choose a cloud provider? >>Yeah. You know, I think that, um, there's definitely a lot more conversation, especially in this current era where there's an accelerated rate of cloud adoption. Um, there's a lot more conversation around things like security, um, data protection, data, privacy, being able to run in an environment that you trust, not just is it a cloud and what does it do, but can I trust it? Do I understand how my data is protected, how my workloads are secured? Um, you know, that's really why we started cloud for financial services because that industry shepherds such vital data, right? So the reason that they are highly regulated is because of the importance of what they are stewarding very important data and financial information. Um, so, you know, we began there with the cloud for regulated industries there with, with financial services, but I see that across all industries, I was participating on a panel, um, that was, uh, with a bunch of CEOs. >>And I was there interviewing some CEOs who were from a much more sort of consumer facing and also from, from foods industry, et cetera. And their conversation was exactly the same as I have with many other clients, which is that their cloud choices, their efficiency and cloud deployment now are largely driven by the ability to get to a secure posture and the ability to demonstrate their, to their internal security and risk teams that they understand their data protection, data, privacy posture. So we are seeing lots of pickup and, and conversation opportunity around confidential competing specifically. Um, and you know, that's really about enabling, uh, our clients to have full authority and privacy in their computing, in their code and their data, even when running in a cloud environment. And so I do see a shift everyone's more concerned about security, and I think we have great technologies and we've been working with core partners to establish and harden and, and create, um, generations of technology that can really answer those questions. >>I have to ask you about that term confidential computing. I haven't heard that before. What, what does that involve? >>Yeah. You know, it's, it is a buzzword to watch out here for an in 2021. So confidential computing means being able to run in an environment where there are others in a, in a cloud computing environment, for example, um, but still have full privacy and authority over what you're doing. So you are effectively in an enclave, uh, imagine yourself sort of protected and secured. And so our confidential competing technologies, um, we're actually on basically our fourth generation of, of, of the hardware and software technologies to create that strong degree of isolation. Um, this enables us to deliver a really rich portfolio. Um, frankly, the, the, the richest portfolio in the industry of actuals services delivered, um, using confidential, competing and secure enclaves. And so we can enable our customers to solution things in a way, for example, where their data, you know, can not even be visible to our cloud operators or where they, uh, retain, you know, full control over, you know, a database and have full privacy as they're running in that environment. Um, these are really great, um, you know, considerations, but they impact everything from health care financial services. Uh, we have other partners and clients who are working to protect consumer data, um, you know, through these means et cetera. And so, um, across different industries, everyone's really looking at this topic of data, privacy, data protection. Um, and so we have a whole suite and whole family of confidential competing based, uh, services that we're able to offer to, uh, offer those assurances and that privacy to them in their cloud competing. >>I do have to ask you about the multi-cloud because this is a topic of constant debate in the industry of whether customers want to move shift workloads across multiple clouds to protect themselves from lock-in. I mean, is that a fantasy? Is that real? Is that a too restrictive? Uh, this has been a key part of IBM strategy is enabling the multi-cloud. How do you see customer attitudes developing right now? How do they want to use multiple clouds or in fact, do they, are they, are they, uh, concentrating perhaps more of their workloads in one or two? >>Yeah. You know, we believe vendor locking goes against the true spirit of hybrid cloud, right. Um, that desire to have consistency across environments, um, that desire to, uh, and the business need to have, you know, continuity and resiliency and operations, et cetera. Um, and so I do see this as a really important topic, um, from the perspective of, you know, managing environments, I think in multi-cloud, um, I think folks are starting to realize that multicloud isn't necessarily a strategy. It's a reality. Um, people have deployments in lots of different cloud environments, um, that happened somewhat organically in many cases. And so the key question is how to then get to visibility and control over those resources. Um, I think kind of two of the, the, the core topics in that are multicloud management, um, you know, being able to understand, you know, clusters and virtual machines and other things that are deployed across different environments and manage them with a common set of policies, for example. >>Um, and then in addition to multicloud management, um, I, for it, operations is another really important topic in, in multi-cloud being able to respond to incidents, understand and analyze and leverage AI, um, for what's going on for understanding what's going on across those environments, um, is another really core topic. And then as you said, you know, distributed cloud is a means of getting that consistency, having a common, you know, control and deployment plane across those different environments, um, can help it not just be sort of accidental usage of multiple cloud environments, but very intentional deployment based on the needs of particular workloads to the environment that they're best suited to. Um, and, and that's really what you want to aim for. Um, not that multi-cloud is necessarily, um, you know, uh, uh, I guess I would say is, is it is a, um, it is a complexity that is manageable, um, through these, you know, new types of technologies and multicloud management and such like that, and cloud >>Well, uh, Hillary TIS, the season for predictions is January, uh, everyone's prognostic table of what the future will look like. What do you think are going to be the main trend lines in cloud this year? Yeah, >>You know, I, I sort of sprinkled a few in there as we were talking, but I really do think that, um, the conversation around hybrid cloud number one, how to have an open innovation ecosystem for cloud, where, um, you have a consistency across environments, you know, not just random acts of cloud usage, but intentional and holistic architecture. Um, I really see that as the transition to sort of the second wave of, of cloud adoption. Um, and then secondly, as we were talking earlier about security, right, everyone is wondering about data policy and data privacy. Um, we've always taken a strong stance that, you know, our client's data is, is, is their data. We are not going to be using their data to, you know, further develop our, um, you know, AI services on our cloud or something. Um, we have deployed technologies and confidential computing that enabled them to keep full control over their keys so that, you know, even our caught operators center have access to data, um, competing in secure enclaves, where they have a strong degree of isolation and full privacy and authority over their workload. >>I really think, you know, these two topics open and secure hybrid computing and with consistency across environments, but distributed cloud technology. Um, and secondly, security, I think these are really important topics for 2021, and they may seem a little bit obvious, but I think it's important as people look at this to look for technologies that are multiple generations into this journey, right. Um, you know, partner with, um, folks who, um, are, you know, committed, uh, very clearly to an open ecosystem and open source innovation on the one hand. Um, and secondly, you know, um, when we talk about security and data protection, you want to know that that provider is several generations into that journey. Um, you know, so you really know that that technology has been vetted out is that production scale and has the stable basis. And so I think this is the year when folks are transitioning from cloud adoption, uh, to consistency in cloud and security and privacy in cloud >>Final question. And it has nothing to do with cloud. You're an IBM fellow. And I see that term, uh, turn up occasionally with other other people I've spoken to from IBM, what is it? IBM fellow, how do you become one and what right. Privileges and responsibilities as an entail. >>Yeah. You know, it's an exciting opportunity to be an IBM fellow. There's about a hundred active IBM fellows, um, right now. Um, so there aren't too many of us, but there is a small community of us. Um, IBM fellow is IBM's highest technical designation within our technical population. Um, so I do have a role within our cloud business. Um, but as one of our technical leaders, um, get to interact with the other fellows, um, you know, work on strategy for IBM in technology overall as a company. Um, and I also get to sort of be a trusted advisor to many of our clients. And so, um, I get to with CTOs and CEOs and VP of application development, um, you know, kind of, kind of profiles and VP of, of it and things like that, um, in our different clients and really help them wrestle through those struggles, um, of, you know, future it transformation. >>And so, um, you know, part of what I enjoy most about sort of the role and, and the fellow role is, is being able to kind of be that trusted advisor to many of our clients. There's been so much change in this last year for everyone. Um, and being able to, you know, also, you know, help our technical population through that, you know, in various means and then help our clients, um, through all of that change and really being able to take and grasp onto the opportunities, um, that this last year has had in the way that we work has changed. And the way that companies are looking to deliver capabilities has changed. Um, so that's, for me, the exciting part of, of the role, >>Or you're wondering a hundred then, and you do a great job of articulating the IBM strategy and also the, uh, the cloud landscape, Hillary Hunter, VP and CTO, excuse me, CTO of IBM cloud. Thank you so much for joining us today on Cuban cloud. >>Thanks so much for having me. It was a pleasure. >>I'm Paul Gillan stick with us.

>> Narrator: From around the globe, It's theCUBE! Covering the Upgrade 2020, the NTT Research Summit presented by NTT Research. >> Hey, welcome back everybody, Jeff Frick here with theCUBE. Welcome back to our ongoing coverage of Upgrade 2020. It's the NTT Research Summit covering a lot of really deep topics around a lot of the basic core research that NTT is sponsoring. Kind of like the old days of Mobell or some of the other kind of core research. And we're excited to have our next guest to go. A little bit beyond the core research and actually talk about working with people today. So we'd like to welcome in Alex Bennett. He is the global senior vice president of the intelligent workplace for NTT. Alex, good morning? >> Good morning, Jeff. How are you doing. >> Terrific. So I think for a lot of people, you know, probably know the NTT name, certainly in the States, but are not familiar with, I think, you know, the degree of which you guys have this huge business around services and workplace collaboration, I wonder if you can give us kind of a high level summary of the services angle at NTT, you know, beyond just putting in communications infrastructure equipment. >> Yeah, definitely. I mean, the NTT, as you said, is it's a huge organization, Very well known in Japan and growing in last year that we brought together about 32 different brands under the entity limited brand and we have NTT data services as well. So our role is really to look at the client requirements, the business needs that they have and be able to provide end to end solutions and wrap them with our services to make sure they've got, you know, efficiency gains, but also improving employee experience and experience around, you know, improving how they connect to their customers as well. >> Right, right. So obviously COVID-19, what was, you know, kind of a light switch moment back in March has now turned into, you know, kind of an ongoing, a new normal here we are six months plus into this, into this thing, really no end in sight in the immediate term. So, you know, people were thrown into the situation where work from home, work from anywhere had to happen with no prep. You've been in the business for a long time working on solutions. So there's the obvious things like security and access, but what are some of the less obvious things that people should be thinking about when they think about supporting their employees that are not now coming into the office? >> Well, I mean, it's been interesting, right. I said I have been in the sector for a long time and a lot of the themes have been the same for the last 10, 15 years, you know, how do we improve employee experience? How do we start to look at things like wellbeing? You know, how does it have an impact on productivity? And how do you make sure that we make it simple for people to carry out their tasks? Now, something I get asked a lot is this idea of how do we make it frictionless? A lot of the time, people don't really care about the brand or the technology. They just want to be able to carry out their role from whatever industry sector they aren't doing it efficiently and do it well, but also to be able to interact. I think it's been really important. And this pandemic has brought about this view, that people haven't been able to socialize in the same way they have in the past and work is really about people, you know, the workplace is also about people and how you connect those people into customers and provide efficiencies in that area. So the conversations I've been having in the last, you know, six to seven months, it's been quite interesting that the programs they were taking 18 months, 24 months, 36 months over, have had to be accelerated and really deployed in about three months. And then that's brought about the lows of operation on policy concerns. So as you mentioned, as you start to have this new, what we're calling, you know, distributed workforce, especially those organizations which have been perhaps more enterprise specific, you know, which are going into carpeted office environments, they've been requested by governments to only work from home. And that's brought about a huge impact to how people work, but also socialize. So from a technology standpoint, you've asked people, right, you're going to work from home, actually, do you have network connectivity? Can you actually connect with a technology tool? Like, you know, collaboration to be able to speak to your customers, to speak to your GOPs. Now what device are you actually working on? So we saw this real drive around what is this sort of immediate business continuity requirement for a secure remote worker. >> Right. And that brought about other concerns as well. >> Right. So there's so many layers to this conversation. I'm psyched to dig into it. But one of the ones I want to dig in is kind of tools overload, you know, this idea of collaboration and, you know, trying to get your work done and trying to get bears removed. At the same time though, it just can't seems like we just keep getting more tools added to the palette that we have to interact with every day, whether it's lack or a sauna or Salesforce or box, or you know, the list goes on and on and on. And the other thing that just seems strange to me is that right, all of these things have a notification component. So it's almost like the noise is increasing. I don't hear a lot of people ripping out old tooling or ripping out old systems. So how do you help guide people to say, that there's all these great collaboration tools, there's all these great communication tools, but you can't have all of them firing all the time and expect people to actually have time to get work done. >> Yeah. And it's also, you know, some people are used to that, you might have a digital native who's used to using multiple tools, but you don't have others that actually haven't been taught or a learning program about how to use different tools for different applications. And that becomes that person becomes frustrated and their productivity levels can go down. I think that what we'd really try and do is understand what are the business requirements by the persona? And also if you think of that distributed worker, that's now having to work from home and go into the office for specific tasks that are allowed, are they a sales person? No. Are they actually working in HR? What do they need and what are the tasks they need? And that start to provide the right types of tools and technology specifically for them and make sure they have a learning path that's driven around how they actually enable that technology. But you're right though. I think one of the thing that COVID founder's that doesn't happen overnight, you know, that's an engagement process. COVID hit and everyone was at home straight away. So we did see this huge transition from what may have been a legacy on premise application to starting to use more cloud based applications. And almost everyone was thrown in at the deep pant. Right? Well, here you go, just get on and use it. And at the same time they had WeChat or they had no other types of applications like WhatsApp and there were all these channels were happening. And they always had an impact on things like compliance and security, because all of a sudden, you're not using a corporately approved platform and solution. And you're starting to talk about perhaps confidential information. That's not in a way that is actually retained inside of a corporate network for the compliance and regulatory components. Right. So it's been a really interesting time in the last few months. >> Right. Well, so let's just touch on security for a minute. 'Cause obviously security is a huge concern. As you said, there's a whole bunch of security. You get kind of new security issues. One is just, everybody's working from home, whether they've got to VPN or not, or they're on their... You know, whatever their cable provider. You don't know what devices they're on, right? There's so many different devices and too as these apps have proliferated all over all these devices, whether access Salesforce on my phone or on my laptop or on my computer at work. Right. All very different. So when you look at the kind of security challenge that has come from distributed workforce with this super acceleration, you know, how many customers are ready for it, it's just caused a complete, you know, kind of fire, a hair on fire reaction to get up to speed, or, you know, are a lot of the systems of the monitored system relatively well locked down. So it wasn't a giant, you know, kind of adjustment back in March. >> Really. It depends on the type of company culture it was before. You know, what we've actually seen from some research we've done very recently across 1500 different companies, those organizations that have really invested become more digital disruptors. Now that they've embedded an idea of agility, they've actually already got a distributed workforce. They've already started to move a lot of their platforms and applications to the cloud. They've started to think about these IT policies and security. Previously, they've been very successful in how they've been able to pivot and drive this business continuity. I think for others that have been, no have large installed base of employees, no have set policies in place it's been harder for them to transition. And what we've seen is that they're the organizations that have really tried to integrate some of the new technologies into the old and that that's quite difficult sometimes. So, you know, around security, out of those 1500 organizations, nearly 70% of them said that they have a higher level of risk and concern about this. You're already in compliance today than they had prior to the pandemic. >> Right. >> What also is brought about is this idea of moving from a sort of perimeter security now where you'd come into an office and you have this perimeter where the network's secure, the physical location, and security, containerize the applications. And you've got to empower employees more now because you know, people are going to be mobile. They're going to be using multiple devices in different locations, all around the world. So we're seeing this transition as people move to cloud based platform, security is starting to get embedded into the application and it goes back to that persona aspect. So you can start to initiate things like you know, data loss protection and rights management about the content an individual has based on their location or the confidentiality of that document or piece of information. So that's where we're seeing this move is sort of really accelerating to the group, take the stress away from the employee embedded into an actual system and an application. And that has the intelligence to work out the security and the compliance on behalf of the individual. >> Right. You know, where I was going to go is, you know, there's a lot of conversations now about certain companies announcing that people can just work from home for the foreseeable future, especially here in Silicon Valley. And you mentioned that, you know, for some people that were already kind of down at digital transformation path, they're in good shape. Other people, you know, weren't that far, and of course all the means on social media are, you know, what drove your digital transformation, the CEO, the CMO, or COVID. And we all know the answer to the question. So I just want to get, you know, kind of a longterm perspective. You've been in this space for a long time. I think there's going to be, you know, a significantly increased percentage of people that are working from home. A significantly increased percentage of the time, if not a hundred percent of the time. How do you see this kind of, you know, extending out and how will it impact the way that people motivate? 'Cause at the end of the day, you've written a ton of blog posts on this, you know, motivation equals profitability. And a motivated engaged people do better work and do get better results on the bottom line. How do you see this as this as (indistinct) rules for six months, 12 months, 24 months, when there's some mishmash of combination of work from home and work from the office? >> I think probably the first thing to say is that from the research we've done, we think that's going to differ by different geographies. I mean, it's interesting when you look at areas like India and perhaps South Africa where the network connectivity home is actually not as good as in Northern Europe or North America, and actually it becomes quite hard to carry out your role and task at home. And it can become really frustrating. There's also sort of health and safety components to also working at home. Now we've had a lot of people, especially the younger generation who are in shared home, shared facilities. Now who's going to pay for the internet, the bundles, you know, and actually you only have your bedroom and is it healthy to work at your bedroom all day? So when you really sort of peel back the layers of this, this is a really complex environment, and it's also dependent on the industry sector you are. You're actually driving. But at a high level, one thing we're really seeing is most people still want to have a level of human interaction. That we as humans like to like to work together and engage together. And in fact, about 80% of the respondents of our report actually said, they want to come back to the office. Now this, this speaks to this idea of choice and flexibility. 'Cause it's not just about coming back for five days a week, eight to five, it's about going actually I've got a task to carry out. It'd be really helpful if I was with my team face to face. >> Right. >> And I can come in for four hours, book my time in that physical space, carry that out, and then I can go home and do that sort of really the research based work which I can do in the safety of my own environment. So that's what we're seeing across the industry whereas before. Now, I think everyone's trying to build these really nice big offices that looked fantastic, more huge and talked about your brand. Most organizations now are repurposing space 'cause they're not going to have as many people inside of those physical locations, but they're motivating for them to come in for creative work, you know, to be social, to think about how they do cross agile team development. >> Jeff: Right. >> And that's what we're starting to see today. >> Yeah. It's really interesting you think of some young engineer that just graduated from school, gets a job at Google and you know, you get all your food there and they'll do your dry cleaning and they'll change the oil in your car and they'll, you know, take care of everything. And, and so there's this little growth in these little micro houses. Well guess what, now you don't have any of that stuff anymore. The micro house with no kitchen or kitchen that does look so attractive. And I want to shift gears a little bit more detail on NTT. You know, we've talked to lots of people about new ways to work. IBM, Citrix, you know, VM-ware has a solution and you work with big company. So how does NTT fit in, you know, kind of a transformation process big and that on the big scale, but more kind of an employee engagement and a work from anywhere type of engagement. How do you guys fit within, you know, big system integrators, like a center that are driving organizational change and, you know, kind of all this other suite of technology that they might already have in place. >> Yeah. I mean, we sort of sit in that role of a service delivery organization as well as systems integrator. So our role is to actually go into those clients and sit down with them, which is now virtually, rather than in person a lot of the time. And really understand what are those business KPIs they have and help them shape that strategy. And to do that, you've got to understand what they have today, that view of the assets. And that goes across multiple components as you said, from, you know, desktop application, security, inclusive of culture, property assets, network. And what we do is really take a holistic view of those areas that go for you to reach that business goal, that KPI, you know, this is the project that you're going to have to do. And anything around employee engagement ultimately is fed also by how good your network is and how secure that network is to deliver those applications efficiently for that employee to carry out their task in that frictionless way. So we have a very holistic view about how we then deliver Upgrade. That the core infrastructure, we do that secure by design is our sort of policy and everything we do, you know, security is embedded into what we do, and then we deliver that outcome. But then we erupt things like adoption services. I think one thing in the past, you know, people say here's a technology, go on and do it. Especially nowadays, you've got quite complex platforms. You've got to really understand how do you give information to people to self serve them, that sort of nudge technology, so they can understand how to carry it out on that idea of adoption training. Change of management is becoming ever increasingly important for our clients. >> Right. So I wan shift gears again, Alex, and talk about the show Upgrade 2020. Lot of (laughs) a lot of really heavy science going on here in healthcare, in IT, in a whole bunch of areas. Pretty exciting stuff, you know, we've talked to some other guests about some of the real details and I'm definitely going to attend some sessions and have my brain exploded I'm sure. But I'm just curious of how it fits with what your doing, you know, you've been involved, as you said, not necessarily the NTT, but you've been involved in kind of workplace collaboration tools for a long, long time. You know, how do you see, you know, kind of basic research and some of this really fundamental research, you know, kind of helping you and your customers and your solutions, you know, as we kind of moved down the road. >> Alright, hold at that. The main conversation we're having with executives today is this idea of employee wellbeing and experience is fundamental to the success of their business. 'Cause it drives customer centricity productivity gains. You've got to think about how technology can underpin that and deliver insights to you. So, you know, the new currency is data. And what I find really interesting around and what we're talking about with Upgrade 2020 is this ideas of digital twins. So when you think of this concept of a digital twin, it all is based on this idea of extensibility. So all your decisions that you're making right to today, you know, these short term decisions you having to do for business continuity, you've got to think about the longterm impact of how you're going to be able to ingest that data from all those systems into a central area, to give you insight. Now, from that insight, you've then got the, you know, the power of machine learning and artificial intelligence to actually say right, for this component how many of my employees really are? Then well, are they doing well in the productivity gains? And from my property estate, you know, how many of my properties are actually reducing the energy consumption? And are we adhering to our sustainability goals? Are they well? So the actual physical environment is safe for those employees. So all of those disparate platforms have to come together into that one area and give you insight. So that the marrying of physical space with the how humans interact all into a digital twin, I think is really interesting and something I'm speaking to clients about day in, day out. >> I love that, that is awesome. You know, we're first exposed to the digital twin concept years ago, doing some work with general electric, because they were doing a lot of digital twin work around, you know, engines on airplanes and, you know, simulate an airplane engine that's running on a plane in the Middle East, it's going to act very different than a plane that's running in Alaska. And then, you know, I love the concept of digital twin around the context of people in medicine, right. And modeling a heart or modeling a behavior system or cardiovascular system. How are you talking about digital twins? 'Cause it sounds like you're talking about kind of a combination between, you know, kind of individual people and how they're doing versus some group of people as a unit or organization. And then you even mentioned, you know, sustainability goals and buildings. So when you're talking about digital twin in this context, what are the boundaries? How are you organizing that thing that you can then do, you know, kind of tests and kind of predictive exercises to see how the real thing is going to do relative to what the digital twin did. >> Yeah. But it goes back to defining those business outcomes. And most of the discussions we're having is, yeah, obviously increased productivity, but it's also a reducing costs. A big one we've seen in my area is attraction retention of talent. You know, intellectual property is going to differentiate organizations in the future as technology sort of standardizes. But sustainability again from the research we've done is really high up on the executives agenda. You know, the idea that we, as NTT as well, we have a duty to society to actually start giving back a view of how technology can improve the sustainability goal. And in fact, we've just become the business Avenger for the UN sustainability goal, number 11, around the idea of communities and smart cities. So the clients that I'm speaking to when they're looking at those business objectives are no 10, 15% of my, my actual costs associated to my property. We've now got a new distributed workforce, but I've got a huge amount of energy going into those properties. Now we can actually connect now building management systems into now that digital twin. We can also start to look at the other platforms such as lifts, you know, also all the heating and air ventilation. And start to get the data that allows us to model and predict when certain issues may occur. So, you know, as less people start coming in, you'll have occupancy data. You'll be able to say, you're actually, this location has only been used 30% capacity. We could reduce the amount of space we have, or in fact, we don't need that space at all. And in that space, we know that we're running an HVAC system and air conditioning a hundred percent of the time. You start to actually reduce that and you can reduce energy consumption by 30%. Now goes back to this whole idea of extensibility on one building that can have a big impact, but across 500 buildings that we're NTT have, that's a significant amount of energy that we can change. >> Jeff: Right. >> And also you can then start to think about the idea of, you know, more different type of power purchasing agreement with sustainable energy going into those environments. >> So many, you know, kind of so many interesting twists and turns on this journey since, you know, that COVID hit. And it is going to be really fascinating to see kind of what sticks and, you know, and the longterm ramifications. 'Cause we're not going back to the way that it was. I think that's not even a question. Just the last thing on kind of the data, you know, we saw some really, I think not such great things early on in this thing where, you know, you get put us basically a sniffer on and you know, our people sitting in front of their computer all day. I saw some nasty thing on Twitter the other day. My boss wants me to be on Zoom calls all day long. I mean, do people get it that, you know, there's an opportunity to increase motivation, not decrease motivation by, you know, a responsible use and a good use of this data versus, you know, a potential perception of, well now they're just big brothering me to death. >> It's such a hot topic, right? I mean, even before COVID we had, you know, the GDPR compliance in Europe. But that ultimately is a global compliance and the West coast America also got a similar one now about what data you're actually keeping about me as an individual. And I should have access to that and I can not speak to my company about it. And is it big brother or actually using that data to help inform me as an individual ways of improving the way I work or working in a way that has a better balance for me as an individual. And we're having these conversations with our clients right now about how we do this, because they having to work with workers counselors in countries like Germany. Because track and trace does have that view of that sort of big brother. What, where are you? What are you doing? And how long have you been on your computer? I think it's down to the culture of your business and the purpose that you have and how you engage with your employees, that you show that data to be about all benefiting them as an individual. Now, I'm going back to that digital twin, that the view of ingesting data, then from perhaps platforms like, you know, Cisco WebEx or Office 365, and you can see how long they are actually in front of their screen. You can then start to predict and see where you may have burnout or in fact affect change where you say RHR policy should dictate, you shouldn't be working 14 hours a day. That's not good for you. It's not good for us. And actually nudge them and teach them about taking no time away from the desk and actually having a better work balance. And that's important because it all goes back to increases the productivity longterm, but it's great brand association and it's good for attraction and retention of talent. >> Right, Right. Well, I think the retention and attraction is a huge thing. You keep talking about productivity and obviously in your blog post talking about engagement, right. And engagement is such a direct tie to that. And then at the bottom line (giggles) it's kind of like diversity of opinion. It actually makes good business sense. And you actually put more money in the bank at the end of the day, when you do some of these more progressive, you know, kind of approaches to how you manage the people. 'Cause they're not machines, they're people. >> Yeah. And you should allow them to make decisions. You know, that again, distributed working, you've got to think of how to empower them with the tools that gives them the choice to make decisions. And you know, that that decision making is more democratized inside of organizations that are successful. But if you don't have the technology that allows them to do that, it goes back to a hierarchical decision making. And that takes time, it's slower to market, and then you know, you're not as successful as your competition. So we're really trying to prove that this idea of thinking about people first using the data that backs it up you know, with empirical data to show the benefits, is the way forward for organizations today. >> Yeah. Alex, great conversation. Certainly nothing but opportunity (laughs) I had for you and what you do in this really fast evolving and transformative space, which is so important. Which is how do people work? How do they feel good? How are they engaged? How are they productive and really contribute? And at the end of the day, it is good business. So exciting times, good luck on the show and some of this crazy research coming out of it on the digital twin, and we look forward to continuing to watch the story unfold. >> Thank you very much, Jeff. >> Alright. He's Alex. I'm Jeff. You're watching Upgrade 2020. The continuous coverage from theCUBE. Thanks for watching. We'll see you next time.

(water running) (upbeat music) (electric buzzing) >> Fuel up! (upbeat music) (audience clapping) (upbeat music) >> Announcer: From around the globe. It's the queue with digital coverage of DockerCon live 2020, brought to you by Docker and its ecosystem partners. >> Hello everyone, welcome to DockerCon 2020. I'm John Furrier with theCUBE I'm in our Palo Alto studios with our quarantine crew. We have a great lineup here for DockerCon 2020. Virtual event, normally it was in person face to face. I'll be with you throughout the day from an amazing lineup of content, over 50 different sessions, cube tracks, keynotes, and we've got two great co-hosts here with Docker, Jenny Burcio and Bret Fisher. We'll be with you all day today, taking you through the program, helping you navigate the sessions. I'm so excited. Jenny, this is a virtual event. We talk about this. Can you believe it? Maybe the internet gods be with us today and hope everyone's having-- >> Yes. >> Easy time getting in. Jenny, Bret, thank you for-- >> Hello. >> Being here. >> Hey. >> Hi everyone, so great to see everyone chatting and telling us where they're from. Welcome to the Docker community. We have a great day planned for you. >> Guys great job getting this all together. I know how hard it is. These virtual events are hard to pull off. I'm blown away by the community at Docker. The amount of sessions that are coming in the sponsor support has been amazing. Just the overall excitement around the brand and the opportunities given this tough times where we're in. It's super exciting again, made the internet gods be with us throughout the day, but there's plenty of content. Bret's got an amazing all day marathon group of people coming in and chatting. Jenny, this has been an amazing journey and it's a great opportunity. Tell us about the virtual event. Why DockerCon virtual. Obviously everyone's canceling their events, but this is special to you guys. Talk about DockerCon virtual this year. >> The Docker community shows up at DockerCon every year, and even though we didn't have the opportunity to do an in person event this year, we didn't want to lose the time that we all come together at DockerCon. The conversations, the amazing content and learning opportunities. So we decided back in December to make DockerCon a virtual event. And of course when we did that, there was no quarantine we didn't expect, you know, I certainly didn't expect to be delivering it from my living room, but we were just, I mean we were completely blown away. There's nearly 70,000 people across the globe that have registered for DockerCon today. And when you look at DockerCon of past right live events, really and we're learning are just the tip of the iceberg and so thrilled to be able to deliver a more inclusive global event today. And we have so much planned I think. Bret, you want to tell us some of the things that you have planned? >> Well, I'm sure I'm going to forget something 'cause there's a lot going on. But, we've obviously got interviews all day today on this channel with John and the crew. Jenny has put together an amazing set of all these speakers, and then you have the captain's on deck, which is essentially the YouTube live hangout where we just basically talk shop. It's all engineers, all day long. Captains and special guests. And we're going to be in chat talking to you about answering your questions. Maybe we'll dig into some stuff based on the problems you're having or the questions you have. Maybe there'll be some random demos, but it's basically not scripted, it's an all day long unscripted event. So I'm sure it's going to be a lot of fun hanging out in there. >> Well guys, I want to just say it's been amazing how you structured this so everyone has a chance to ask questions, whether it's informal laid back in the captain's channel or in the sessions, where the speakers will be there with their presentations. But Jenny, I want to get your thoughts because we have a site out there that's structured a certain way for the folks watching. If you're on your desktop, there's a main stage hero. There's then tracks and Bret's running the captain's tracks. You can click on that link and jump into his session all day long. He's got an amazing set of line of sleet, leaning back, having a good time. And then each of the tracks, you can jump into those sessions. It's on a clock, it'll be available on demand. All that content is available if you're on your desktop. If you're on your mobile, it's the same thing. Look at the calendar, find the session that you want. If you're interested in it, you could watch it live and chat with the participants in real time or watch it on demand. So there's plenty of content to navigate through. We do have it on a clock and we'll be streaming sessions as they happen. So you're in the moment and that's a great time to chat in real time. But there's more, Jenny, getting more out of this event. You guys try to bring together the stimulation of community. How does the participants get more out of the the event besides just consuming some of the content all day today? >> Yes, so first set up your profile, put your picture next to your chat handle and then chat. John said we have various setups today to help you get the most out of your experience are breakout sessions. The content is prerecorded, so you get quality content and the speakers and chat so you can ask questions the whole time. If you're looking for the hallway track, then definitely check out the captain's on deck channel. And then we have some great interviews all day on the queue. So set up your profile, join the conversation and be kind, right? This is a community event. Code of conduct is linked on every page at the top, and just have a great day. >> And Bret, you guys have an amazing lineup on the captain, so you have a great YouTube channel that you have your stream on. So the folks who were familiar with that can get that either on YouTube or on the site. The chat is integrated in, So you're set up, what do you got going on? Give us the highlights. What are you excited about throughout your day? Take us through your program on the captains. That's going to be probably pretty dynamic in the chat too. >> Yeah, so I'm sure we're going to have lots of, stuff going on in chat. So no cLancaerns there about, having crickets in the chat. But we're going to be basically starting the day with two of my good Docker captain friends, (murmurs) and Laura Taco. And we're going to basically start you out and at the end of this keynote, at the end of this hour and we're going to get you going and then you can maybe jump out and go to take some sessions. Maybe there's some stuff you want to check out and other sessions that you want to chat and talk with the instructors, the speakers there, and then you're going to come back to us, right? Or go over, check out the interviews. So the idea is you're hopping back and forth and throughout the day we're basically changing out every hour. We're not just changing out the guests basically, but we're also changing out the topics that we can cover because different guests will have different expertise. We're going to have some special guests in from Microsoft, talk about some of the cool stuff going on there, and basically it's captains all day long. And if you've been on my YouTube live show you've watched that, you've seen a lot of the guests we have on there. I'm lucky to just hang out with all these really awesome people around the world, so it's going to be fun. >> Awesome and the content again has been preserved. You guys had a great session on call for paper sessions. Jenny, this is good stuff. What other things can people do to make it interesting? Obviously we're looking for suggestions. Feel free to chirp on Twitter about ideas that can be new. But you guys got some surprises. There's some selfies, what else? What's going on? Any secret, surprises throughout the day. >> There are secret surprises throughout the day. You'll need to pay attention to the keynotes. Bret will have giveaways. I know our wonderful sponsors have giveaways planned as well in their sessions. Hopefully right you feel conflicted about what you're going to attend. So do know that everything is recorded and will be available on demand afterwards so you can catch anything that you miss. Most of them will be available right after they stream the initial time. >> All right, great stuff, so they've got the Docker selfie. So the Docker selfies, the hashtag is just DockerCon hashtag DockerCon. If you feel like you want to add some of the hashtag no problem, check out the sessions. You can pop in and out of the captains is kind of the cool kids are going to be hanging out with Bret and then all they'll knowledge and learning. Don't miss the keynote, the keynote should be solid. We've got chain Governor from red monk delivering a keynote. I'll be interviewing him live after his keynote. So stay with us. And again, check out the interactive calendar. All you got to do is look at the calendar and click on the session you want. You'll jump right in. Hop around, give us feedback. We're doing our best. Bret, any final thoughts on what you want to share to the community around, what you got going on the virtual event, just random thoughts? >> Yeah, so sorry we can't all be together in the same physical place. But the coolest thing about as business online, is that we actually get to involve everyone, so as long as you have a computer and internet, you can actually attend DockerCon if you've never been to one before. So we're trying to recreate that experience online. Like Jenny said, the code of conduct is important. So, we're all in this together with the chat, so try to be nice in there. These are all real humans that, have feelings just like me. So let's try to keep it cool. And, over in the Catherine's channel we'll be taking your questions and maybe playing some music, playing some games, giving away some free stuff, while you're, in between sessions learning, oh yeah. >> And I got to say props to your rig. You've got an amazing setup there, Bret. I love what your show, you do. It's really bad ass and kick ass. So great stuff. Jenny sponsors ecosystem response to this event has been phenomenal. The attendance 67,000. We're seeing a surge of people hitting the site now. So if you're not getting in, just, Wade's going, we're going to crank through the queue, but the sponsors on the ecosystem really delivered on the content side and also the sport. You want to share a few shout outs on the sponsors who really kind of helped make this happen. >> Yeah, so definitely make sure you check out the sponsor pages and you go, each page is the actual content that they will be delivering. So they are delivering great content to you. So you can learn and a huge thank you to our platinum and gold authors. >> Awesome, well I got to say, I'm super impressed. I'm looking forward to the Microsoft Amazon sessions, which are going to be good. And there's a couple of great customer sessions there. I tweeted this out last night and let them get you guys' reaction to this because there's been a lot of talk around the COVID crisis that we're in, but there's also a positive upshot to this is Cambridge and explosion of developers that are going to be building new apps. And I said, you know, apps aren't going to just change the world, they're going to save the world. So a lot of the theme here is the impact that developers are having right now in the current situation. If we get the goodness of compose and all the things going on in Docker and the relationships, this real impact happening with the developer community. And it's pretty evident in the program and some of the talks and some of the examples. how containers and microservices are certainly changing the world and helping save the world, your thoughts. >> Like you said, a number of sessions and interviews in the program today that really dive into that. And even particularly around COVID, Clement Beyondo is sharing his company's experience, from being able to continue operations in Italy when they were completely shut down beginning of March. We have also in theCUBE channel several interviews about from the national Institute of health and precision cancer medicine at the end of the day. And you just can really see how containerization and developers are moving in industry and really humanity forward because of what they're able to build and create, with advances in technology. >> Yeah and the first responders and these days is developers. Bret compose is getting a lot of traction on Twitter. I can see some buzz already building up. There's huge traction with compose, just the ease of use and almost a call for arms for integrating into all the system language libraries, I mean, what's going on with compose? I mean, what's the captain say about this? I mean, it seems to be really tracking in terms of demand and interest. >> I think we're over 700,000 composed files on GitHub. So it's definitely beyond just the standard Docker run commands. It's definitely the next tool that people use to run containers. Just by having that we just buy, and that's not even counting. I mean that's just counting the files that are named Docker compose YAML. So I'm sure a lot of you out there have created a YAML file to manage your local containers or even on a server with Docker compose. And the nice thing is is Docker is doubling down on that. So we've gotten some news recently, from them about what they want to do with opening the spec up, getting more companies involved because compose is already gathered so much interest from the community. You know, AWS has importers, there's Kubernetes importers for it. So there's more stuff coming and we might just see something here in a few minutes. >> All right, well let's get into the keynote guys, jump into the keynote. If you missing anything, come back to the stream, check out the sessions, check out the calendar. Let's go, let's have a great time. Have some fun, thanks and enjoy the rest of the day we'll see you soon. (upbeat music) (upbeat music) >> Okay, what is the name of that Whale? >> Molly. >> And what is the name of this Whale? >> Mobby. >> That's right, dad's got to go, thanks bud. >> Bye. >> Bye. Hi, I'm Scott Johnson, CEO of Docker and welcome to DockerCon 2020. This year DockerCon is an all virtual event with more than 60,000 members of the Docker Community joining from around the world. And with the global shelter in place policies, we're excited to offer a unifying, inclusive virtual community event in which anyone and everyone can participate from their home. As a company, Docker has been through a lot of changes since our last DockerCon last year. The most important starting last November, is our refocusing 100% on developers and development teams. As part of that refocusing, one of the big challenges we've been working on, is how to help development teams quickly and efficiently get their app from code to cloud And wouldn't it be cool, if developers could quickly deploy to the cloud right from their local environment with the commands and workflow they already know. We're excited to give you a sneak preview of what we've been working on. And rather than slides, we thought we jumped right into the product. And joining me demonstrate some of these cool new features, is enclave your DACA. One of our engineers here at Docker working on Docker compose. Hello Lanca. >> Hello. >> We're going to show how an application development team collaborates using Docker desktop and Docker hub. And then deploys the app directly from the Docker command line to the clouds in just two commands. A development team would use this to quickly share functional changes of their app with the product management team, with beta testers or other development teams. Let's go ahead and take a look at our app. Now, this is a web app, that randomly pulls words from the database, and assembles them into sentences. You can see it's a pretty typical three tier application with each tier implemented in its own container. We have a front end web service, a middle tier, which implements the logic to randomly pull the words from the database and assemble them and a backend database. And here you can see the database uses the Postgres official image from Docker hub. Now let's first run the app locally using Docker command line and the Docker engine in Docker desktop. We'll do a Doc compose up and you can see that it's pulling the containers from our Docker organization account. Wordsmith, inc. Now that it's up. Let's go ahead and look at local host and we'll confirm that the application is functioning as desired. So there's one sentence, let's pull and now you and you can indeed see that we are pulling random words and assembling into sentences. Now you can also see though that the look and feel is a bit dated. And so Lanca is going to show us how easy it is to make changes and share them with the rest of the team. Lanca, over to you. >> Thank you, so I have, the source code of our application on my machine and I have updated it with the latest team from DockerCon 2020. So before committing the code, I'm going to build the application locally and run it, to verify that indeed the changes are good. So I'm going to build with Docker compose the image for the web service. Now that the image has been built, I'm going to deploy it locally. Wait to compose up. We can now check the dashboard in a Docker desktop that indeed our containers are up and running, and we can access, we can open in the web browser, the end point for the web service. So as we can see, we have the latest changes in for our application. So as you can see, the application has been updated successfully. So now, I'm going to push the image that I have just built to my organization's shared repository on Docker hub. So I can do this with Docker compose push web. Now that the image has been updated in the Docker hub repository, or my teammates can access it and check the changes. >> Excellent, well, thank you Lanca. Now of course, in these times, video conferencing is the new normal, and as great as it is, video conferencing does not allow users to actually test the application. And so, to allow us to have our app be accessible by others outside organizations such as beta testers or others, let's go ahead and deploy to the cloud. >> Sure we, can do this by employing a context. A Docker context, is a mechanism that we can use to target different platforms for deploying containers. The context we hold, information as the endpoint for the platform, and also how to authenticate to it. So I'm going to list the context that I have set locally. As you can see, I'm currently using the default context that is pointing to my local Docker engine. So all the commands that I have issued so far, we're targeting my local engine. Now, in order to deploy the application on a cloud. I have an account in the Azure Cloud, where I have no resource running currently, and I have created for this account, dedicated context that will hold the information on how to connect it to it. So now all I need to do, is to switch to this context, with Docker context use, and the name of my cloud context. So all the commands that I'm going to run, from now on, are going to target the cloud platform. So we can also check very, more simpler, in a simpler way we can check the running containers with Docker PS. So as we see no container is running in my cloud account. Now to deploy the application, all I need to do is to run a Docker compose up. And this will trigger the deployment of my application. >> Thanks Lanca. Now notice that Lanca did not have to move the composed file from Docker desktop to Azure. Notice you have to make any changes to the Docker compose file, and nor did she change any of the containers that she and I were using locally in our local environments. So the same composed file, same images, run locally and upon Azure without changes. While the app is deploying to Azure, let's highlight some of the features in Docker hub that helps teams with remote first collaboration. So first, here's our team's account where it (murmurs) and you can see the updated container sentences web that Lanca just pushed a couple of minutes ago. As far as collaboration, we can add members using their Docker ID or their email, and then we can organize them into different teams depending on their role in the application development process. So and then Lancae they're organized into different teams, we can assign them permissions, so that teams can work in parallel without stepping on each other's changes accidentally. For example, we'll give the engineering team full read, write access, whereas the product management team will go ahead and just give read only access. So this role based access controls, is just one of the many features in Docker hub that allows teams to collaboratively and quickly develop applications. Okay Lanca, how's our app doing? >> Our app has been successfully deployed to the cloud. So, we can easily check either the Azure portal to verify the containers running for it or simpler we can run a Docker PS again to get the list with the containers that have been deployed for it. In the output from the Docker PS, we can see an end point that we can use to access our application in the web browser. So we can see the application running in clouds. It's really up to date and now we can take this particular endpoint and share it within our organization such that anybody can have a look at it. >> That's cool Onka. We showed how we can deploy an app to the cloud in minutes and just two commands, and using commands that Docker users already know, thanks so much. In that sneak preview, you saw a team developing an app collaboratively, with a tool chain that includes Docker desktop and Docker hub. And simply by switching Docker context from their local environment to the cloud, deploy that app to the cloud, to Azure without leaving the command line using Docker commands they already know. And in doing so, really simplifying for development team, getting their app from code to cloud. And just as important, what you did not see, was a lot of complexity. You did not see cloud specific interfaces, user management or security. You did not see us having to provision and configure compute networking and storage resources in the cloud. And you did not see infrastructure specific application changes to either the composed file or the Docker images. And by simplifying a way that complexity, these new features help application DevOps teams, quickly iterate and get their ideas, their apps from code to cloud, and helping development teams, build share and run great applications, is what Docker is all about. A Docker is able to simplify for development teams getting their app from code to cloud quickly as a result of standards, products and ecosystem partners. It starts with open standards for applications and application artifacts, and active open source communities around those standards to ensure portability and choice. Then as you saw in the demo, the Docker experience delivered by Docker desktop and Docker hub, simplifies a team's collaborative development of applications, and together with ecosystem partners provides every stage of an application development tool chain. For example, deploying applications to the cloud in two commands. What you saw on the demo, well that's an extension of our strategic partnership with Microsoft, which we announced yesterday. And you can learn more about our partnership from Amanda Silver from Microsoft later today, right here at DockerCon. Another tool chain stage, the capability to scan applications for security and vulnerabilities, as a result of our partnership with Sneak, which we announced last week. You can learn more about that partnership from Peter McKay, CEO Sneak, again later today, right here at DockerCon. A third example, development team can automate the build of container images upon a simple get push, as a result of Docker hub integrations with GitHub and Alaska and Bitbucket. As a final example of Docker and the ecosystem helping teams quickly build applications, together with our ISV partners. We offer in Docker hub over 500 official and verified publisher images of ready to run Dockerized application components such as databases, load balancers, programming languages, and much more. Of course, none of this happens without people. And I would like to take a moment to thank four groups of people in particular. First, the Docker team, past and present. We've had a challenging 12 months including a restructuring and then a global pandemic, and yet their support for each other, and their passion for the product, this community and our customers has never been stronger. We think our community, Docker wouldn't be Docker without you, and whether you're one of the 50 Docker captains, they're almost 400 meetup organizers, the thousands of contributors and maintainers. Every day you show up, you give back, you teach new support. We thank our users, more than six and a half million developers who have built more than 7 million applications and are then sharing those applications through Docker hub at a rate of more than one and a half billion poles per week. Those apps are then run, are more than 44 million Docker engines. And finally, we thank our customers, the over 18,000 docker subscribers, both individual developers and development teams from startups to large organizations, 60% of which are outside the United States. And they spend every industry vertical, from media, to entertainment to manufacturing. healthcare and much more. Thank you. Now looking forward, given these unprecedented times, we would like to offer a challenge. While it would be easy to feel helpless and miss this global pandemic, the challenge is for us as individuals and as a community to instead see and grasp the tremendous opportunities before us to be forces for good. For starters, look no further than the pandemic itself, in the fight against this global disaster, applications and data are playing a critical role, and the Docker Community quickly recognize this and rose to the challenge. There are over 600 COVID-19 related publicly available projects on Docker hub today, from data processing to genome analytics to data visualization folding at home. The distributed computing project for simulating protein dynamics, is also available on Docker hub, and it uses spirit compute capacity to analyze COVID-19 proteins to aid in the design of new therapies. And right here at DockerCon, you can hear how Clemente Biondo and his company engineering in Gagne area Informatica are using Docker in the fight with COVID-19 in Italy every day. Now, in addition to fighting the pandemic directly, as a community, we also have an opportunity to bridge the disruption the pandemic is wreaking. It's impacting us at work and at home in every country around the world and every aspect of our lives. For example, many of you have a student at home, whose world is going to be very different when they returned to school. As employees, all of us have experienced the stresses from working from home as well as many of the benefits and in fact 75% of us say that going forward, we're going to continue to work from home at least occasionally. And of course one of the biggest disruptions has been job losses, over 35 million in the United States alone. And we know that's affected many of you. And yet your skills are in such demand and so important now more than ever. And that's why here at DockerCon, we want to try to do our part to help, and we're promoting this hashtag on Twitter, hashtag DockerCon jobs, where job seekers and those offering jobs can reach out to one another and connect. Now, pandemics disruption is accelerating the shift of more and more of our time, our priorities, our dollars from offline to online to hybrid, and even online only ways of living. We need to find new ways to collaborate, new approaches to engage customers, new modes for education and much more. And what is going to fill the needs created by this acceleration from offline, online? New applications. And it's this need, this demand for all these new applications that represents a great opportunity for the Docker community of developers. The world needs us, needs you developers now more than ever. So let's seize this moment. Let us in our teams, go build share and run great new applications. Thank you for joining today. And let's have a great DockerCon. >> Okay, welcome back to the DockerCon studio headquarters in your hosts, Jenny Burcio and myself John Furrier. u@farrier on Twitter. If you want to tweet me anything @DockerCon as well, share what you're thinking. Great keynote there from Scott CEO. Jenny, demo DockerCon jobs, some highlights there from Scott. Yeah, I love the intro. It's okay I'm about to do the keynote. The little green room comes on, makes it human. We're all trying to survive-- >> Let me answer the reality of what we are all doing with right now. I had to ask my kids to leave though or they would crash the whole stream but yes, we have a great community, a large community gather gathered here today, and we do want to take the opportunity for those that are looking for jobs, are hiring, to share with the hashtag DockerCon jobs. In addition, we want to support direct health care workers, and Bret Fisher and the captains will be running a all day charity stream on the captain's channel. Go there and you'll get the link to donate to directrelief.org which is a California based nonprofit, delivering and aid and supporting health care workers globally response to the COVID-19 crisis. >> Okay, if you jumping into the stream, I'm John Farrie with Jenny Webby, your hosts all day today throughout DockerCon. It's a packed house of great content. You have a main stream, theCUBE which is the mainstream that we'll be promoting a lot of cube interviews. But check out the 40 plus sessions underneath in the interactive calendar on dockercon.com site. Check it out, they're going to be live on a clock. So if you want to participate in real time in the chat, jump into your session on the track of your choice and participate with the folks in there chatting. If you miss it, it's going to go right on demand right after sort of all content will be immediately be available. So make sure you check it out. Docker selfie is a hashtag. Take a selfie, share it. Docker hashtag Docker jobs. If you're looking for a job or have openings, please share with the community and of course give us feedback on what you can do. We got James Governor, the keynote coming up next. He's with Red monk. Not afraid to share his opinion on open source on what companies should be doing, and also the evolution of this Cambrin explosion of apps that are going to be coming as we come out of this post pandemic world. A lot of people are thinking about this, the crisis and following through. So stay with us for more and more coverage. Jenny, favorite sessions on your mind for people to pay attention to that they should (murmurs)? >> I just want to address a few things that continue to come up in the chat sessions, especially breakout sessions after they play live and the speakers in chat with you, those go on demand, they are recorded, you will be able to access them. Also, if the screen is too small, there is the button to expand full screen, and different quality levels for the video that you can choose on your end. All the breakout sessions also have closed captioning, so please if you would like to read along, turn that on so you can, stay with the sessions. We have some great sessions, kicking off right at 10:00 a.m, getting started with Docker. We have a full track really in the how to enhance on that you should check out devs in action, hear what other people are doing and then of course our sponsors are delivering great content to you all day long. >> Tons of content. It's all available. They'll always be up always on at large scale. Thanks for watching. Now we got James Governor, the keynote. He's with Red Monk, the analyst firm and has been tracking open source for many generations. He's been doing amazing work. Watch his great keynote. I'm going to be interviewing him live right after. So stay with us and enjoy the rest of the day. We'll see you back shortly. (upbeat music) >> Hi, I'm James Governor, one of the co-founders of a company called RedMonk. We're an industry research firm focusing on developer led technology adoption. So that's I guess why Docker invited me to DockerCon 2020 to talk about some trends that we're seeing in the world of work and software development. So Monk Chips, that's who I am. I spent a lot of time on Twitter. It's a great research tool. It's a great way to find out what's going on with keep track of, as I say, there's people that we value so highly software developers, engineers and practitioners. So when I started talking to Docker about this event and it was pre Rhona, should we say, the idea of a crowd wasn't a scary thing, but today you see something like this, it makes you feel uncomfortable. This is not a place that I want to be. I'm pretty sure it's a place you don't want to be. And you know, to that end, I think it's interesting quote by Ellen Powell, she says, "Work from home is now just work" And we're going to see more and more of that. Organizations aren't feeling the same way they did about work before. Who all these people? Who is my cLancaern? So GitHub says has 50 million developers right on its network. Now, one of the things I think is most interesting, it's not that it has 50 million developers. Perhaps that's a proxy for number of developers worldwide. But quite frankly, a lot of those accounts, there's all kinds of people there. They're just Selena's. There are data engineers, there are data scientists, there are product managers, there were tech marketers. It's a big, big community and it goes way beyond just software developers itself. Frankly for me, I'd probably be saying there's more like 20 to 25 million developers worldwide, but GitHub knows a lot about the world of code. So what else do they know? One of the things they know is that world of code software and opensource, is becoming increasingly global. I get so excited about this stuff. The idea that there are these different software communities around the planet where we're seeing massive expansions in terms of things like open source. Great example is Nigeria. So Nigeria more than 200 million people, right? The energy there in terms of events, in terms of learning, in terms of teaching, in terms of the desire to code, the desire to launch businesses, desire to be part of a global software community is just so exciting. And you know, these, this sort of energy is not just in Nigeria, it's in other countries in Africa, it's happening in Egypt. It's happening around the world. This energy is something that's super interesting to me. We need to think about that. We've got global that we need to solve. And software is going to be a big part of that. At the moment, we can talk about other countries, but what about frankly the gender gap, the gender issue that, you know, from 1984 onwards, the number of women taking computer science degrees began to, not track but to create in comparison to what men were doing. The tech industry is way too male focused, there are men that are dominant, it's not welcoming, we haven't found ways to have those pathways and frankly to drive inclusion. And the women I know in tech, have to deal with the massively disproportionate amount of stress and things like online networks. But talking about online networks and talking about a better way of living, I was really excited by get up satellite recently, was a fantastic demo by Alison McMillan and she did a demo of a code spaces. So code spaces is Microsoft online ID, new platform that they've built. And online IDs, we're never quite sure, you know, plenty of people still out there just using the max. But, visual studio code has been a big success. And so this idea of moving to one online IDE, it's been around that for awhile. What they did was just make really tight integration. So you're in your GitHub repo and just be able to create a development environment with effectively one click, getting rid of all of the act shaving, making it super easy. And what I loved was it the demo, what Ali's like, yeah cause this is great. One of my kids are having a nap, I can just start (murmurs) and I don't have to sort out all the rest of it. And to me that was amazing. It was like productivity as inclusion. I'm here was a senior director at GitHub. They're doing this amazing work and then making this clear statement about being a parent. And I think that was fantastic. Because that's what, to me, importantly just working from home, which has been so challenging for so many of us, began to open up new possibilities, and frankly exciting possibilities. So Alley's also got a podcast parent-driven development, which I think is super important. Because this is about men and women rule in this together show parenting is a team sport, same as software development. And the idea that we should be thinking about, how to be more productive, is super important to me. So I want to talk a bit about developer culture and how it led to social media. Because you know, your social media, we're in this ad bomb stage now. It's TikTok, it's like exercise, people doing incredible back flips and stuff like that. Doing a bunch of dancing. We've had the world of sharing cat gifts, Facebook, we sort of see social media is I think a phenomenon in its own right. Whereas the me, I think it's interesting because it's its progenitors, where did it come from? So here's (murmurs) So 1971, one of the features in the emergency management information system, that he built, which it's topical, it was for medical tracking medical information as well, medical emergencies, included a bulletin board system. So that it could keep track of what people were doing on a team and make sure that they were collaborating effectively, boom! That was the start of something big, obviously. Another day I think is worth looking at 1983, Sorania Pullman, spanning tree protocol. So at DEC, they were very good at distributed systems. And the idea was that you can have a distributed system and so much of the internet working that we do today was based on radius work. And then it showed that basically, you could span out a huge network so that everyone could collaborate. That is incredibly exciting in terms of the trends, that I'm talking about. So then let's look at 1988, you've got IRC. IRC what developer has not used IRC, right. Well, I guess maybe some of the other ones might not have. But I don't know if we're post IRC yet, but (murmurs) at a finished university, really nailed it with IRC as a platform that people could communicate effectively with. And then we go into like 1991. So we've had IRC, we've had finished universities, doing a lot of really fantastic work about collaboration. And I don't think it was necessarily an accident that this is where the line is twofold, announced Linux. So Linux was a wonderfully packaged, idea in terms of we're going to take this Unix thing. And when I say package, what a package was the idea that we could collaborate on software. So, it may have just been the work of one person, but clearly what made it important, made it interesting, was finding a social networking pattern, for software development so that everybody could work on something at scale. That was really, I think, fundamental and foundational. Now I think it's important, We're going to talk about Linus, to talk about some things that are not good about software culture, not good about open source culture, not good about hacker culture. And that's where I'm going to talk about code of conduct. We have not been welcoming to new people. We got the acronyms, JFTI, We call people news, that's super unhelpful. We've got to find ways to be more welcoming and more self-sustaining in our communities, because otherwise communities will fail. And I'd like to thank everyone that has a code of conduct and has encouraged others to have codes of conduct. We need to have codes of conduct that are enforced to ensure that we have better diversity at our events. And that's what women, underrepresented minorities, all different kinds of people need to be well looked off to and be in safe and inclusive spaces. And that's the online events. But of course it's also for all of our activities offline. So Linus, as I say, I'm not the most charming of characters at all time, but he has done some amazing technology. So we got to like 2005 the creation of GIT. Not necessarily the distributed version control system that would win. But there was some interesting principles there, and they'd come out of the work that he had done in terms of trying to build and sustain the Linux code base. So it was very much based on experience. He had an itch that he needed to scratch and there was a community that was this building, this thing. So what was going to be the option, came up with Git foundational to another huge wave of social change, frankly get to logical awesome. April 20 April, 2008 GitHub, right? GiHub comes up, they've looked at Git, they've packaged it up, they found a way to make it consumable so the teams could use it and really begin to take advantage of the power of that distributed version control model. Now, ironically enough, of course they centralized the service in doing so. So we have a single point of failure on GitHub. But on the other hand, the notion of the poll request, the primitives that they established and made usable by people, that changed everything in terms of software development. I think another one that I'd really like to look at is Slack. So Slack is a huge success used by all different kinds of businesses. But it began specifically as a pivot from a company called Glitch. It was a game company and they still wanted, a tool internally that was better than IRC. So they built out something that later became Slack. So Slack 2014, is established as a company and basically it was this Slack fit software engineering. The focus on automation, the conversational aspects, the asynchronous aspects. It really pulled things together in a way that was interesting to software developers. And I think we've seen this pattern in the world, frankly, of the last few years. Software developers are influences. So Slack first used by the engineering teams, later used by everybody. And arguably you could say the same thing actually happened with Apple. Apple was mainstreamed by developers adopting that platform. Get to 2013, boom again, Solomon Hikes, Docker, right? So Docker was, I mean containers were not new, they were just super hard to use. People found it difficult technology, it was Easter Terek. It wasn't something that they could fully understand. Solomon did an incredible job of understanding how containers could fit into modern developer workflows. So if we think about immutable images, if we think about the ability to have everything required in the package where you are, it really tied into what people were trying to do with CICD, tied into microservices. And certainly the notion of sort of display usability Docker nailed that, and I guess from this conference, at least the rest is history. So I want to talk a little bit about, scratching the itch. And particularly what has become, I call it the developer authentic. So let's go into dark mode now. I've talked about developers laying out these foundations and frameworks that, the mainstream, frankly now my son, he's 14, he (murmurs) at me if I don't have dark mode on in an application. And it's this notion that developers, they have an aesthetic, it does get adopted I mean it's quite often jokey. One of the things we've seen in the really successful platforms like GitHub, Docker, NPM, let's look at GitHub. Let's look at over that Playfulness. I think was really interesting. And that changes the world of work, right? So we've got the world of work which can be buttoned up, which can be somewhat tight. I think both of those companies were really influential, in thinking that software development, which is a profession, it's also something that can and is fun. And I think about how can we make it more fun? How can we develop better applications together? Takes me to, if we think about Docker talking about build, share and run, for me the key word is share, because development has to be a team sport. It needs to be sharing. It needs to be kind and it needs to bring together people to do more effective work. Because that's what it's all about, doing effective work. If you think about zoom, it's a proxy for collaboration in terms of its value. So we've got all of these airlines and frankly, add up that their share that add up their total value. It's currently less than Zoom. So video conferencing has become so much of how we live now on a consumer basis. But certainly from a business to business perspective. I want to talk about how we live now. I want to think about like, what will come out all of this traumatic and it is incredibly traumatic time? I'd like to say I'm very privileged. I can work from home. So thank you to all the frontline workers that are out there that they're not in that position. But overall what I'm really thinking about, there's some things that will come out of this that will benefit us as a culture. Looking at cities like Paris, Milan, London, New York, putting a new cycling infrastructure, so that people can social distance and travel outside because they don't feel comfortable on public transport. I think sort of amazing widening pavements or we can't do that. All these cities have done it literally overnight. This sort of changes is exciting. And what does come off that like, oh there are some positive aspects of the current issues that we face. So I've got a conference or I've got a community that may and some of those, I've been working on. So Katie from HashiCorp and Carla from container solutions basically about, look, what will the world look like in developer relations? Can we have developer relations without the air miles? 'Cause developer advocates, they do too much travel ends up, you know, burning them out, develop relations. People don't like to say no. They may have bosses that say, you know, I was like, Oh that corporates went great. Now we're going to roll it out worldwide to 47 cities. That's stuff is terrible. It's terrible from a personal perspective, it's really terrible from an environmental perspective. We need to travel less. Virtual events are crushing it. Microsoft just at build, right? Normally that'd be just over 10,000 people, they had 245,000 plus registrations. 40,000 of them in the last day, right? Red Hat summit, 80,000 people, IBM think 90,000 people, GitHub Crushed it as well. Like this is a more inclusive way people can dip in. They can be from all around the world. I mentioned Nigeria and how fantastic it is. Very often Nigerian developers and advocates find it hard to get visas. Why should they be shut out of events? Events are going to start to become remote first because frankly, look at it, if you're turning in those kinds of numbers, and Microsoft was already doing great online events, but they absolutely nailed it. They're going to have to ask some serious questions about why everybody should get back on a plane again. So if you're going to do remote, you've got to be intentional about it. It's one thing I've learned some exciting about GitLab. GitLab's culture is amazing. Everything is documented, everything is public, everything is transparent. Think that really clear and if you look at their principles, everything, you can't have implicit collaboration models. Everything needs to be documented and explicit, so that anyone can work anywhere and they can still be part of the team. Remote first is where we're at now, Coinbase, Shopify, even Barkley says the not going to go back to having everybody in offices in the way they used to. This is a fundamental shift. And I think it's got significant implications for all industries, but definitely for software development. Here's the thing, the last 20 years were about distributed computing, microservices, the cloud, we've got pretty good at that. The next 20 years will be about distributed work. We can't have everybody living in San Francisco and London and Berlin. The talent is distributed, the talent is elsewhere. So how are we going to build tools? Who is going to scratch that itch to build tools to make them more effective? Who's building the next generation of apps, you are, thanks.

>> Announcer: From the Cube studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCube Conversation. >> Hi, I'm Stu Miniman. And welcome to this special presentation. We have a launch from Dell Technologies updates from the VxRail family. We're going to do things a little bit different here. We actually have a launch video Shannon Champion, of Dell Technologies. And the way we do things a lot of times, is, analysts get a little preview or when you're watching things. You might have questions on it. So, rather than me just wanting it, or you wanting yourself I actually brought in a couple of Dell Technologies expertS two of our Cube alumni, happy to welcome you back to the program. Jon Siegal, he is the Vice President of Product Marketing, and Chad Dunn, who's the Vice President of Product Management, both of them with Dell Technologies. Gentlemen, thanks so much for joining us. >> Good to see you Stu. >> Great to be here. >> All right, and so what we're going to do is we're going to be rolling the video here. I've got a button I'm going to press, Andrew will stop it here and then we'll kind of dig in a little bit, go into some questions when we're all done. We're actually holding a crowd chat, where you will be able to ask your questions, talk to the experts and everything. And so a little bit different way to do a product announcement. Hope you enjoy it. And with that, it's VxRail. Taking HCI to the extremes is the theme. We'll see what that means and everything. But without any further ado, let's let Shannon take the video away. >> Hello, and welcome. My name is Shannon Champion, and I'm looking forward to taking you through what's new with VxRail. Let's get started. We have a lot to talk about. Our launch covers new announcements addressing use cases across the Core, Edge and Cloud and spans both new hardware platforms and options, as well as the latest in software innovations. So let's jump right in. Before we talk about our announcements, let's talk about where customers are adopting VxRail today. First of all, on behalf of the entire Dell Technologies and VxRail teams, I want to thank each of our over 8000 customers, big and small in virtually every industry, who've chosen VxRail to address a broad range of workloads, deploying nearly 100,000 nodes today. Thank you. Our promise to you is that we will add new functionality, improve serviceability, and support new use cases, so that we deliver the most value to you, whether in the Core, at the Edge or for the Cloud. In the Core, VxRail from day one has been a catalyst to accelerate IT transformation. Many of our customers started here and many will continue to leverage VxRail to simply extend and enhance your VMware environment. Now we can support even more demanding applications such as In-Memory databases, like SAP HANA, and more AI and ML applications, with support for more and more powerful GPUs. At the Edge, video surveillance, which also uses GPUs, by the way, is an example of a popular use case leveraging VxRail alongside external storage. And right now we all know the enhanced role that IT is playing. And as it relates to VDI, VxRail has always been a great option for that. In the Cloud, it's all about Kubernetes, and how Dell Technologies Cloud platform, which is VCF on VxRail can deliver consistent infrastructure for both traditional and Cloud native applications. And we're doing that together with VMware. VxRail is the only jointly engineered HCI system built with VMware for VMware environments, designed to enhance the native VMware experience. This joint engineering with VMware and investments in software innovation together deliver an optimized operational experience at reduced risk for our customers. >> Alright, so Shannon talked a bit about, the important role of IT Of course right now, with the global pandemic going on. It's really, calling in, essential things, putting, platforms to the test. So, I really love to hear what both of you are hearing from customers. Also, VDI, of course, in the early days, it was, HCI-only-does-VDI. Now, we know there are many solutions, but remote work is putting that back front and center. So, Jon, why don't we start with you as the what is (muffled speaking) >> Absolutely. So first of all, Stu, thank you, I want to do a shout out to our VxRail customers around the world. It's really been humbling, inspiring, and just amazing to see The impact of our VxRail customers around the world and what they're having on on human progress here. Just for a few examples, there are genomics companies that we have running VxRail that have rolled out testing at scale. We also have research universities out in the Netherlands, doing the antibody detection. The US Navy has stood up a floating hospital to of course care for those in need. So we are here to help that's been our message to our customers, but it's amazing to see how much they're helping society during this. So just just a pleasure there. But as you mentioned, just to hit on the VDI comments, so to your points too, HCI, VxRail, VDI, that was an initial use case years ago. And it's been great to see how many of our existing VxRail customers have been able to pivot very quickly leveraging VxRail to add and to help bring their remote workforce online and support them with their existing VxRail. Because VxRail is flexible, it is agile, to be able to support those multiple workloads. And in addition to that, we've also rolled out some new VDI bundles to make it simpler for customers more cost effective cater to everything from knowlEdge workers to multimedia workers. You name it, you know from 250, desktops up to 1000. But again, back to your point VxRail, HCI, is well beyond VDI, it crossed the chasm a couple years ago actually. And VDI now is less than a third of the typical workloads, any of our customers out there, it supports now a range of workloads that you heard from Shannon, whether it's video surveillance, whether it's general purpose, all the way to mission critical applications now with SAP HAN. So, this has changed the game for sure. But the range of work loads and the flexibility of the actual rules which really helping our existing customers during this pandemic. >> Yeah, I agree with you, Jon, we've seen customers really embrace HCI for a number of workloads in their environments, from the ones that we sure all knew and loved back in the initial days of HCI. Now, the mission critical things now to Cloud native workloads as well, and the sort of the efficiencies that customers are able to get from HCI. And specifically, VxRail gives them that ability to pivot. When these, shall we say unexpected circumstances arise? And I think that that's informing their their decisions and their opinions on what their IP strategies look like as they move forward. They want that same level of agility, and ability to react quickly with their overall infrastructure. >> Excellent. Now I want to get into the announcements. What I want my team actually, your team gave me access to the CIO from the city of Amarillo, so maybe they can dig up that footage, talk about how fast they pivoted, using VxRail to really spin up things fast. So let's hear from the announcement first and then definitely want to share that that customer story a little bit later. So let's get to the actual news that Shannon's going to share. >> Okay, now what's new? I am pleased to announce a number of exciting updates and new platforms, to further enable IT modernization across Core, Edge and Cloud. I will cover each of these announcements in more detail, demonstrating how only VxRail can offer the breadth of platform configurations, automation, orchestration and Lifecycle Management, across a fully integrated hardware and software full stack with consistent, simplified operations to address the broadest range of traditional and modern applications. I'll start with hybrid Cloud and recap what you may have seen in the Dell Technologies Cloud announcements just a few weeks ago, related to VMware Cloud foundation on VxRail. Then I'll cover two brand new VxRail hardware platforms and additional options. And finally circle back to talk about the latest enhancements to our VxRail HCI system software capabilities for Lifecycle Management. Let's get started with our new Cloud offerings based on VxRail. VxRail is the HCI foundation for Dell Technologies, Cloud Platform, bringing automation and financial models, similar to public Cloud to On-premises environments. VMware recently introduced Cloud foundation for Delta, which is based on vSphere 7.0. As you likely know by now, vSphere 7.0 was definitely an exciting and highly anticipated release. In keeping with our synchronous release commitment, we introduced VxRail 7.0 based on vSphere 7.0 in late April, which was within 30 days of VMware's release. Two key areas that VMware focused on we're embedding containers and Kubernetes into vSphere, unifying them with virtual machines. And the second is improving the work experience for vSphere administrators with vSphere Lifecycle Manager or VLCM. I'll address the second point a bit in terms of how VxRail fits in in a moment for VCF 4 with Tom Xu, based on vSphere 7.0 customers now have access to a hybrid Cloud platform that supports native Kubernetes workloads and management, as well as your traditional VM-based workloads. So containers are now first class citizens of your private Cloud alongside traditional VMs and this is now available with VCF 4.0, on VxRail 7.0. VxRail's tight integration with VMware Cloud foundation delivers a simple and direct path not only to the hybrid Cloud, but also to deliver Kubernetes at Cloud scale with one complete automated platform. The second Cloud announcement is also exciting. Recent VCF for networking advancements have made it easier than ever to get started with hybrid Cloud, because we're now able to offer a more accessible consolidated architecture. And with that Dell Technologies Cloud platform can now be deployed with a four-node configuration, lowering the cost of an entry level hybrid Cloud. This enables customers to start smaller and grow their Cloud deployment over time. VCF and VxRail can now be deployed in two different ways. For small environments, customers can utilize a consolidated architecture which starts with just four nodes. Since the management and workload domains share resources in this architecture, it's ideal for getting started with an entry level Cloud to run general purpose virtualized workloads with a smaller entry point. Both in terms of required infrastructure footprint as well as cost, but still with a Consistent Cloud operating model. For larger environments where dedicated resources and role-based access control to separate different sets of workloads is usually preferred. You can choose to deploy a standard architecture which starts at eight nodes for independent management and workload domains. A standard implementation is ideal for customers running applications that require dedicated workload domains that includes Horizon, VDI, and vSphere with Kubernetes. >> Alright, Jon, there's definitely been a lot of interest in our community around everything that VMware is doing with vSphere 7.0. understand if you wanted to use the Kubernetes piece, it's VCF as that so we've seen the announcements, Dell, partnering in there it helps us connect that story between, really the VMware strategy and how they talk about Cloud and where does VxRail fit in that overall, Delta Cloud story? >> Absolutely. So first of all Stu, the VxRail course is integral to the Delta Cloud strategy. it's been VCF on VxRail equals the Delta Cloud platform. And this is our flagship on prem Cloud offering, that we've been able to enable operational consistency across any Cloud, whether it's On-prem, in the Edge or in the public Cloud. And we've seen the Dell tech Cloud Platform embraced by customers for a couple key reasons. One is it offers the fastest hybrid Cloud deployment in the market. And this is really, thanks to a new subscription offer that we're now offering out there where in less than 14 days, it can be still up and running. And really, the Dell tech Cloud does bring a lot of flexibility in terms of consumption models, overall when it comes to VxRail. Secondly, I would say is fast and easy upgrades. This is what VxRail brings to the table for all workloads, if you will, into especially critical in the Cloud. So the full automation of Lifecycle Management across the hardware and software stack across the VMware software stack, and in the Dell software and hardware supporting that, together, this enables essentially the third thing, which is customers can just relax. They can be rest assured that their infrastructure will be continuously validated, and always be in a continuously validated state. And this is the kind of thing that those three value propositions together really fit well, with any on-prem Cloud. Now you take what Shannon just mentioned, and the fact that now you can build and run modern applications on the same VxRail infrastructure alongside traditional applications. This is a game changer. >> Yeah, I love it. I remember in the early days talking with Dunn about CI, how does that fit in with Cloud discussion and the line I've used the last couple years is, modernize the platform, then you can modernize the application. So as companies are doing their full modernization, then this plays into what you're talking about. All right, we can let Shannon continue, we can get some more before we dig into some more analysis. >> That's good. >> Let's talk about new hardware platforms and updates. that result in literally thousands of potential new configuration options. covering a wide breadth of modern and traditional application needs across a range of the actual use cases. First up, I am incredibly excited to announce a brand new Dell EMC VxRail series, the D series. This is a ruggedized durable platform that delivers the full power of VxRail for workloads at the Edge in challenging environments or for space constrained areas. VxRail D series offers the same compelling benefits as the rest of the VxRail portfolio with simplicity, agility and lifecycle management. But in a lightweight short depth at only 20 inches, it's adorable form factor that's extremely temperature-resilient, shock resistant, and easily portable. It even meets milspec standards. That means you have the full power of lifecycle automation with VxRail HCI system software and 24 by seven single point of support, enabling you to rapidly react to business needs, no matter the location or how harsh the conditions. So whether you're deploying a data center at a mobile command base, running real-time GPS mapping on the go, or implementing video surveillance in remote areas, you can ensure availability, integrity and confidence for every workload with the new VxRail ruggedized D series. >> All right, Chad we would love for you to bring us in a little bit that what customer requirement for bringing this to market. I remember seeing, Dell servers ruggedized, of course, Edge, really important growth to build on what Jon was talking about, Cloud. So, Chad, bring us inside, what was driving this piece of the offering? >> Sure Stu. Yeah, yeah, having been at the hardware platforms that can go out into some of these remote locations is really important. And that's being driven by the fact that customers are looking for compute performance and storage out at some of these Edges or some of the more exotic locations. whether that's manufacturing plants, oil rigs, submarine ships, military applications, places that we've never heard of. But it's also about extending that operational simplicity of the the sort of way that you're managing your data center that has VxRails you're managing your Edges the same way using the same set of tools. You don't need to learn anything else. So operational simplicity is absolutely key here. But in those locations, you can take a product that's designed for a data center where definitely controlling power cooling space and take it some of these places where you get sand blowing or seven to zero temperatures, could be Baghdad or it could be Ketchikan, Alaska. So we built this D series that was able to go to those extreme locations with extreme heat, extreme cold, extreme altitude, but still offer that operational simplicity. Now military is one of those applications for the rugged platform. If you look at the resistance that it has to heat, it operates at a 45 degrees Celsius or 113 degrees Fahrenheit range, but it can do an excursion up to 55 C or 131 degrees Fahrenheit for up to eight hours. It's also resistant to heat sand, dust, vibration, it's very lightweight, short depth, in fact, it's only 20 inches deep. This is a smallest form factor, obviously that we have in the VxRail family. And it's also built to be able to withstand sudden shocks certified to withstand 40 G's of shock and operation of the 15,000 feet of elevation. Pretty high. And this is sort of like wherever skydivers go to when they want the real thrill of skydiving where you actually need oxygen to, to be for that that altitude. They're milspec-certified. So, MIL-STD-810G, which I keep right beside my bed and read every night. And it comes with a VxRail stick hardening package is packaging scripts so that you can auto lock down the rail environment. And we've got a few other certifications that are on the roadmap now for naval shock requirements. EMI and radiation immunity often. >> Yeah, it's funny, I remember when we first launched it was like, "Oh, well everything's going to white boxes. "And it's going to be massive, "no differentiation between everything out there." If you look at what you're offering, if you look at how public Clouds build their things, but I called it a few years or is there's a pure optimization. So you need to scale, you need similarities but you know you need to fit some, very specific requirements, lots of places, so, interesting stuff. Yeah, certifications, always keep your teams busy. Alright, let's get back to Shannon to view on the report. >> We are also introducing three other hardware-based additions. First, a new VxRail E Series model based on where the first time AMD EPYC processors. These single socket 1U nodes, offer dual socket performance with CPU options that scale from eight to 64 Cores, up to a terabyte of memory and multiple storage options making it an ideal platform for desktop VDI analytics and computer aided design. Next, the addition of the latest Nvidia Quadro RTX GPUs brings the most significant advancement in computer graphics in over a decade to professional work flows. Designers and artists across industries can now expand the boundary of what's possible, working with the largest and most complex graphics rendering, deep learning and visual computing workloads. And Intel Optane DC persistent memory is here, and it offers high performance and significantly increased memory capacity with data persistence at an affordable price. Data persistence is a critical feature that maintains data integrity, even when power is lost, enabling quicker recovery and less downtime. With support for Intel obtain DC persistent memory customers can expand in memory intensive workloads and use cases like SAP HANA. Alright, let's finally dig into our HCI system software, which is the Core differentiation for VxRail regardless of your workload or platform choice. Our joining engineering with VMware and investments in VxRail HCI system software innovation together deliver an optimized operational experience at reduced risk for our customers. Under the covers, VxRail offers best in class hardware, married with VMware HCI software, either vSAN or VCF. But what makes us different stems from our investments to integrate the two. Dell Technologies has a dedicated VxRail team of about 400 people to build market sell and support a fully integrated hyper converged system. That team has also developed our unique VxRail HCI system software, which is a suite of integrated software elements that extend VMware native capabilities to deliver seamless, automated operational experience that customers cannot find elsewhere. The key components of VxRail HCI system software shown around the arc here that include the extra manager, full stack lifecycle management, ecosystem connectors, and support. I don't have time to get into all the details of these elements today, but if you're interested in learning more, I encourage you to meet our experts. And I will tell you how to do that in a moment. I touched on the LCM being a key feature to the vSphere 7.0 earlier and I'd like to take the opportunity to expand on that a bit in the context of VxRail Lifecycle Management. The LCM adds valuable automation to the execution of updates for customers, but it doesn't eliminate the manual work still needed to define and package the updates and validate all of the components prior to applying them. With VxRail customers have all of these areas addressed automatically on their behalf, freeing them to put their time into other important functions for their business. Customers tell us that Lifecycle management continues to be a major source of the maintenance effort they put into their infrastructure, and then it tends to lead to overburden IT staff, that it can cause disruptions to the business if not managed effectively, and that it isn't the most efficient economically. Automation of Lifecycle Management and VxRail results in the utmost simplicity from a customer experience perspective, and offers operational freedom from maintaining infrastructure. But as shown here, our customers not only realize greater IT team efficiencies, they have also reduced downtime with fewer unplanned outages, and reduced overall cost of operations. With VxRail HCI system software, intelligent Lifecycle Management upgrades of the fully integrated hardware and software stack are automated, keeping clusters and continuously validated states while minimizing risks and operational costs. How do we ensure Continuously validated states for VxRail. VxRail labs execute an extensive, automated, repeatable process on every firmware and software upgrade and patch to ensure clusters are in continuously validated states of the customers choosing across their VxRail environment. The VxRail labs are constantly testing, analyzing, optimizing, and sequencing all of the components in the upgrade to execute in a single package for the full stack. All the while VxRail is backed by Dell EMC's world class services and support with a single point of contact for both hardware and software. IT productivity skyrockets with single click non disruptive upgrades of the fully integrated hardware and software stack without the need to do extensive research and testing. taking you to the next VxRail version of your choice, while always in a continuously validated state. You can also confidently execute automated VxRail upgrades. No matter what hardware generation or node types are in the cluster. They don't have to all be the same. And upgrades with VxRail are faster and more efficient with leapfrogging simply choose any VxRail version you desire. And be assured you will get there in a validated state while seamlessly bypassing any other release in between. Only VxRail can do that. >> All right, so Chad, the lifecycle management piece that Shannon was just talking about is, not the sexiest, it's often underappreciated. There's not only the years of experience, but the continuous work you're doing, reminds me back the early vSAN deployments versus VxRail jointly developed, jointly tested between Dell and VMware. So bring us inside why, 2020 Lifecycle Management still, a very important piece, especially in the VM family line. >> Yes, Stu, I think it's sexy, but, I'm pretty big nerd. (all laughing) Yeah, this is really always been our bread and butter. And in fact, it gets even more important, the larger the deployments come, when you start to look at data centers full of VxRails and all the different hardware software, firmware combinations that could exist out there. It's really the value that you get out of that VxRail HCI system software that Shannon was talking about and how it's optimized around the VMware use case. Very tightly integrated with each VMware component, of course, and the intelligence of being able to do all the firmware, all of the drivers, all the software all together in tremendous value to our customers. But to deliver that we really need to make a fairly large investment. So as Shannon mentioned, we run about 25,000 hours of testing across Each major release for patches, express patches, that's about 7000 hours for each of those. So, obviously, there's a lot of parallelism. And we're always developing new test scenarios for each release that we need to build in as we as we introduce new functionality. And one of the key things that we're able to do, as Shannon mentioned, is to be able to leapfrog releases and get you to that next validated state. We've got about 100 engineers just working on creating and executing those test cases on a continuous basis and obviously, a huge amount of automation. And we've talked about that investment to execute those tests. That's one worth of $60 million of investment in our lab. In fact, we've got just over 2000 VxRail units in our testbed across the US, Shanghai, China and Cork, Ireland. So a massive amount of testing of each of those components to make sure that they operate together in a validated state. >> Yeah, well, absolutely, it's super important not only for the day one, but the day two deployments. But I think this actually a great place for us to bring in that customer that Dell gave me access to. So we've got the CIO of Amarillo, Texas, he was an existing VxRail customer. And he's going to explain what happened as to how he needed to react really fast to support the work-from-home initiative, as well as we get to hear in his words the value of what Lifecycle Management means. So Andrew, if we could queue up that customer segment, please? >> It's been massive and it's been interesting to see the IT team absorb it. As we mature, I think they embrace the ability to be innovative and to work with our departments. But this instance, really justified why I was driving progress. So fervently why it was so urgent today. Three years ago, the answer would have been no. We wouldn't have been in a place where we could adapt With VxRail in place, in a week we spun up hundreds of instant balls. We spun up a 75-person call center in a day and a half, for our public health. We rolled out multiple applications for public health so they could do remote clinics. It's given us the flexibility to be able to roll out new solutions very quickly and be very adaptive. And it's not only been apparent to my team, but it's really made an impact on the business. And now what I'm seeing is those of my customers that work, a little lagging or a little conservative, or understanding the impact of modernizing the way they do business because it makes them adaptable as well. >> Alright, so great, Richard, you talked a bunch about the the efficiencies that that the IT put in place, how about that, that overall just managed, you talked about how fast you spun up these new VDI instances. need to be able to do things much simpler? So how does the overall Lifecycle Management fit into this discussion? >> It makes it so much easier. And in the old environment, one, It took a lot of man hours to make change. It was very disruptive, when we did make change, it overburdened, I guess that's the word I'm looking for. It really overburdened our staff to cause disruption to business. That wasn't cost efficient. And then simple things like, I've worked for multi billion dollar companies where we had massive QA environments that replicated production, simply can't afford that at local government. Having this sort of environment lets me do a scaled down QA environment and still get the benefit of rolling out non disruptive change. As I said earlier, it's allowed us to take all of those cycles that we were spending on Lifecycle Management because it's greatly simplified, and move those resources and rescale them in other areas where we can actually have more impact on the business. It's hard to be innovative when 100% of your cycles are just keeping the ship afloat. >> All right, well, nothing better than hearing it straight from the end user, public sector reacting very fast to the COVID-19. And, if you heard him he said, if this is his, before he had run this project, he would not have been able to respond. So I think everybody out there understands, if I didn't actually have access to the latest technology, it would be much harder. All right, I'm looking forward to doing the CrowdChat letting everybody else dig in with questions and get follow up but a little bit more, I believe one more announcement he can and got for us though. Let's roll the final video clip. >> In our latest software release VxRail 4.7.510, We continue to add new automation and self service features. New functionality enables you to schedule and run upgrade health checks in advance of upgrades, to ensure clusters are in a ready state for the next upgrade or patch. This is extremely valuable for customers that have stringent upgrade windows, as they can be assured the clusters will seamlessly upgrade within that window. Of course, running health checks on a regular basis also helps ensure that your clusters are always ready for unscheduled patches and security updates. We are also offering more flexibility and getting all nodes or clusters to a common release level with the ability to reimage nodes or clusters to a specific VxRail version, or down rev one or more nodes that may be shipped at a higher rate than the existing cluster. This enables you to easily choose your validated state when adding new nodes or repurposing nodes in a cluster. To sum up all of our announcements, whether you are accelerating data sets modernization extending HCI to harsh Edge environments, deploying an on-premises Dell Technologies Cloud platform to create a developer ready Kubernetes infrastructure. VxRail is there delivering a turn-key experience that enables you to continuously innovate, realize operational freedom and predictably evolve. VxRail provides an extensive breadth of platform configurations, automation and Lifecycle Management across the integrated hardware and software full stack and consistent hybrid Cloud operations to address the broadest range of traditional and modern applications across Core, Edge and Cloud. I now invite you to engage with us. First, the virtual passport program is an opportunity to have some fun while learning about VxRail new features and functionality and sCore some sweet digital swag while you're at it. Delivered via an augmented reality app. All you need is your device. So go to vxrail.is/passport to get started. And secondly, if you have any questions about anything I talked about or want a deeper conversation, we encourage you to join one of our exclusive VxRail Meet The Experts sessions available for a limited time. First come first served, just go to vxrail.is/expertsession to learn more. >> All right, well, obviously, with everyone being remote, there's different ways we're looking to engage. So we've got the CrowdChat right after this. But Jon, give us a little bit more as to how Dell's making sure to stay in close contact with customers and what you've got for options for them. >> Yeah, absolutely. So as Shannon said, so in lieu of not having done Tech World this year in person, where we could have those great in-person interactions and answer questions, whether it's in the booth or in meeting rooms, we are going to have these Meet The Experts sessions over the next couple weeks, and we're going to put our best and brightest from our technical community and make them accessible to everyone out there. So again, definitely encourage you. We're trying new things here in this virtual environment to ensure that we can still stay in touch, answer questions, be responsive, and really looking forward to, having these conversations over the next couple of weeks. >> All right, well, Jon and Chad, thank you so much. We definitely look forward to the conversation here and continued. If you're here live, definitely go down below and do it if you're watching this on demand. You can see the full transcript of it at crowdchat.net/vxrailrocks. For myself, Shannon on the video, Jon, Chad, Andrew, man in the booth there, thank you so much for watching, and go ahead and join the CrowdChat.

>> Announcer: From the Cube studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCube Conversation. >> Hi, I'm Stu Miniman. And welcome to this special presentation. We have a launch from Dell Technologies updates from the VxRail family. We're going to do things a little bit different here. We actually have a launch video Shannon Champion, of Dell Technologies. And the way we do things a lot of times, is, analysts get a little preview or when you're watching things. You might have questions on it. So, rather than me just wanting it, or you wanting yourself I actually brought in a couple of Dell Technologies expertS two of our Cube alumni, happy to welcome you back to the program. Jon Siegal, he is the Vice President of Product Marketing, and Chad Dunn, who's the Vice President of Product Management, both of them with Dell Technologies. Gentlemen, thanks so much for joining us. >> Good to see you Stu. >> Great to be here. >> All right, and so what we're going to do is we're going to be rolling the video here. I've got a button I'm going to press, Andrew will stop it here and then we'll kind of dig in a little bit, go into some questions when we're all done. We're actually holding a crowd chat, where you will be able to ask your questions, talk to the experts and everything. And so a little bit different way to do a product announcement. Hope you enjoy it. And with that, it's VxRail. Taking HCI to the extremes is the theme. We'll see what that means and everything. But without any further ado, let's let Shannon take the video away. >> Hello, and welcome. My name is Shannon Champion, and I'm looking forward to taking you through what's new with VxRail. Let's get started. We have a lot to talk about. Our launch covers new announcements addressing use cases across the Core, Edge and Cloud and spans both new hardware platforms and options, as well as the latest in software innovations. So let's jump right in. Before we talk about our announcements, let's talk about where customers are adopting VxRail today. First of all, on behalf of the entire Dell Technologies and VxRail teams, I want to thank each of our over 8000 customers, big and small in virtually every industry, who've chosen VxRail to address a broad range of workloads, deploying nearly 100,000 nodes today. Thank you. Our promise to you is that we will add new functionality, improve serviceability, and support new use cases, so that we deliver the most value to you, whether in the Core, at the Edge or for the Cloud. In the Core, VxRail from day one has been a catalyst to accelerate IT transformation. Many of our customers started here and many will continue to leverage VxRail to simply extend and enhance your VMware environment. Now we can support even more demanding applications such as In-Memory databases, like SAP HANA, and more AI and ML applications, with support for more and more powerful GPUs. At the Edge, video surveillance, which also uses GPUs, by the way, is an example of a popular use case leveraging VxRail alongside external storage. And right now we all know the enhanced role that IT is playing. And as it relates to VDI, VxRail has always been a great option for that. In the Cloud, it's all about Kubernetes, and how Dell Technologies Cloud platform, which is VCF on VxRail can deliver consistent infrastructure for both traditional and Cloud native applications. And we're doing that together with VMware. VxRail is the only jointly engineered HCI system built with VMware for VMware environments, designed to enhance the native VMware experience. This joint engineering with VMware and investments in software innovation together deliver an optimized operational experience at reduced risk for our customers. >> Alright, so Shannon talked a bit about, the important role of IT Of course right now, with the global pandemic going on. It's really, calling in, essential things, putting, platforms to the test. So, I really love to hear what both of you are hearing from customers. Also, VDI, of course, in the early days, it was, HCI-only-does-VDI. Now, we know there are many solutions, but remote work is putting that back front and center. So, Jon, why don't we start with you as the what is (muffled speaking) >> Absolutely. So first of all, Stu, thank you, I want to do a shout out to our VxRail customers around the world. It's really been humbling, inspiring, and just amazing to see The impact of our VxRail customers around the world and what they're having on on human progress here. Just for a few examples, there are genomics companies that we have running VxRail that have rolled out testing at scale. We also have research universities out in the Netherlands, doing the antibody detection. The US Navy has stood up a floating hospital to of course care for those in need. So we are here to help that's been our message to our customers, but it's amazing to see how much they're helping society during this. So just just a pleasure there. But as you mentioned, just to hit on the VDI comments, so to your points too, HCI, VxRail, VDI, that was an initial use case years ago. And it's been great to see how many of our existing VxRail customers have been able to pivot very quickly leveraging VxRail to add and to help bring their remote workforce online and support them with their existing VxRail. Because VxRail is flexible, it is agile, to be able to support those multiple workloads. And in addition to that, we've also rolled out some new VDI bundles to make it simpler for customers more cost effective cater to everything from knowlEdge workers to multimedia workers. You name it, you know from 250, desktops up to 1000. But again, back to your point VxRail, HCI, is well beyond VDI, it crossed the chasm a couple years ago actually. And VDI now is less than a third of the typical workloads, any of our customers out there, it supports now a range of workloads that you heard from Shannon, whether it's video surveillance, whether it's general purpose, all the way to mission critical applications now with SAP HAN. So, this has changed the game for sure. But the range of work loads and the flexibility of the actual rules which really helping our existing customers during this pandemic. >> Yeah, I agree with you, Jon, we've seen customers really embrace HCI for a number of workloads in their environments, from the ones that we sure all knew and loved back in the initial days of HCI. Now, the mission critical things now to Cloud native workloads as well, and the sort of the efficiencies that customers are able to get from HCI. And specifically, VxRail gives them that ability to pivot. When these, shall we say unexpected circumstances arise? And I think that that's informing their their decisions and their opinions on what their IP strategies look like as they move forward. They want that same level of agility, and ability to react quickly with their overall infrastructure. >> Excellent. Now I want to get into the announcements. What I want my team actually, your team gave me access to the CIO from the city of Amarillo, so maybe they can dig up that footage, talk about how fast they pivoted, using VxRail to really spin up things fast. So let's hear from the announcement first and then definitely want to share that that customer story a little bit later. So let's get to the actual news that Shannon's going to share. >> Okay, now what's new? I am pleased to announce a number of exciting updates and new platforms, to further enable IT modernization across Core, Edge and Cloud. I will cover each of these announcements in more detail, demonstrating how only VxRail can offer the breadth of platform configurations, automation, orchestration and Lifecycle Management, across a fully integrated hardware and software full stack with consistent, simplified operations to address the broadest range of traditional and modern applications. I'll start with hybrid Cloud and recap what you may have seen in the Dell Technologies Cloud announcements just a few weeks ago, related to VMware Cloud foundation on VxRail. Then I'll cover two brand new VxRail hardware platforms and additional options. And finally circle back to talk about the latest enhancements to our VxRail HCI system software capabilities for Lifecycle Management. Let's get started with our new Cloud offerings based on VxRail. VxRail is the HCI foundation for Dell Technologies, Cloud Platform, bringing automation and financial models, similar to public Cloud to On-premises environments. VMware recently introduced Cloud foundation for Delta, which is based on vSphere 7.0. As you likely know by now, vSphere 7.0 was definitely an exciting and highly anticipated release. In keeping with our synchronous release commitment, we introduced VxRail 7.0 based on vSphere 7.0 in late April, which was within 30 days of VMware's release. Two key areas that VMware focused on we're embedding containers and Kubernetes into vSphere, unifying them with virtual machines. And the second is improving the work experience for vSphere administrators with vSphere Lifecycle Manager or VLCM. I'll address the second point a bit in terms of how VxRail fits in in a moment for VCF 4 with Tom Xu, based on vSphere 7.0 customers now have access to a hybrid Cloud platform that supports native Kubernetes workloads and management, as well as your traditional VM-based workloads. So containers are now first class citizens of your private Cloud alongside traditional VMs and this is now available with VCF 4.0, on VxRail 7.0. VxRail's tight integration with VMware Cloud foundation delivers a simple and direct path not only to the hybrid Cloud, but also to deliver Kubernetes at Cloud scale with one complete automated platform. The second Cloud announcement is also exciting. Recent VCF for networking advancements have made it easier than ever to get started with hybrid Cloud, because we're now able to offer a more accessible consolidated architecture. And with that Dell Technologies Cloud platform can now be deployed with a four-node configuration, lowering the cost of an entry level hybrid Cloud. This enables customers to start smaller and grow their Cloud deployment over time. VCF and VxRail can now be deployed in two different ways. For small environments, customers can utilize a consolidated architecture which starts with just four nodes. Since the management and workload domains share resources in this architecture, it's ideal for getting started with an entry level Cloud to run general purpose virtualized workloads with a smaller entry point. Both in terms of required infrastructure footprint as well as cost, but still with a Consistent Cloud operating model. For larger environments where dedicated resources and role-based access control to separate different sets of workloads is usually preferred. You can choose to deploy a standard architecture which starts at eight nodes for independent management and workload domains. A standard implementation is ideal for customers running applications that require dedicated workload domains that includes Horizon, VDI, and vSphere with Kubernetes. >> Alright, Jon, there's definitely been a lot of interest in our community around everything that VMware is doing with vSphere 7.0. understand if you wanted to use the Kubernetes piece, it's VCF as that so we've seen the announcements, Dell, partnering in there it helps us connect that story between, really the VMware strategy and how they talk about Cloud and where does VxRail fit in that overall, Delta Cloud story? >> Absolutely. So first of all Stu, the VxRail course is integral to the Delta Cloud strategy. it's been VCF on VxRail equals the Delta Cloud platform. And this is our flagship on prem Cloud offering, that we've been able to enable operational consistency across any Cloud, whether it's On-prem, in the Edge or in the public Cloud. And we've seen the Dell tech Cloud Platform embraced by customers for a couple key reasons. One is it offers the fastest hybrid Cloud deployment in the market. And this is really, thanks to a new subscription offer that we're now offering out there where in less than 14 days, it can be still up and running. And really, the Dell tech Cloud does bring a lot of flexibility in terms of consumption models, overall when it comes to VxRail. Secondly, I would say is fast and easy upgrades. This is what VxRail brings to the table for all workloads, if you will, into especially critical in the Cloud. So the full automation of Lifecycle Management across the hardware and software stack across the VMware software stack, and in the Dell software and hardware supporting that, together, this enables essentially the third thing, which is customers can just relax. They can be rest assured that their infrastructure will be continuously validated, and always be in a continuously validated state. And this is the kind of thing that those three value propositions together really fit well, with any on-prem Cloud. Now you take what Shannon just mentioned, and the fact that now you can build and run modern applications on the same VxRail infrastructure alongside traditional applications. This is a game changer. >> Yeah, I love it. I remember in the early days talking with Dunn about CI, how does that fit in with Cloud discussion and the line I've used the last couple years is, modernize the platform, then you can modernize the application. So as companies are doing their full modernization, then this plays into what you're talking about. All right, we can let Shannon continue, we can get some more before we dig into some more analysis. >> That's good. >> Let's talk about new hardware platforms and updates. that result in literally thousands of potential new configuration options. covering a wide breadth of modern and traditional application needs across a range of the actual use cases. First up, I am incredibly excited to announce a brand new Dell EMC VxRail series, the D series. This is a ruggedized durable platform that delivers the full power of VxRail for workloads at the Edge in challenging environments or for space constrained areas. VxRail D series offers the same compelling benefits as the rest of the VxRail portfolio with simplicity, agility and lifecycle management. But in a lightweight short depth at only 20 inches, it's adorable form factor that's extremely temperature-resilient, shock resistant, and easily portable. It even meets milspec standards. That means you have the full power of lifecycle automation with VxRail HCI system software and 24 by seven single point of support, enabling you to rapidly react to business needs, no matter the location or how harsh the conditions. So whether you're deploying a data center at a mobile command base, running real-time GPS mapping on the go, or implementing video surveillance in remote areas, you can ensure availability, integrity and confidence for every workload with the new VxRail ruggedized D series. >> All right, Chad we would love for you to bring us in a little bit that what customer requirement for bringing this to market. I remember seeing, Dell servers ruggedized, of course, Edge, really important growth to build on what Jon was talking about, Cloud. So, Chad, bring us inside, what was driving this piece of the offering? >> Sure Stu. Yeah, yeah, having been at the hardware platforms that can go out into some of these remote locations is really important. And that's being driven by the fact that customers are looking for compute performance and storage out at some of these Edges or some of the more exotic locations. whether that's manufacturing plants, oil rigs, submarine ships, military applications, places that we've never heard of. But it's also about extending that operational simplicity of the the sort of way that you're managing your data center that has VxRails you're managing your Edges the same way using the same set of tools. You don't need to learn anything else. So operational simplicity is absolutely key here. But in those locations, you can take a product that's designed for a data center where definitely controlling power cooling space and take it some of these places where you get sand blowing or seven to zero temperatures, could be Baghdad or it could be Ketchikan, Alaska. So we built this D series that was able to go to those extreme locations with extreme heat, extreme cold, extreme altitude, but still offer that operational simplicity. Now military is one of those applications for the rugged platform. If you look at the resistance that it has to heat, it operates at a 45 degrees Celsius or 113 degrees Fahrenheit range, but it can do an excursion up to 55 C or 131 degrees Fahrenheit for up to eight hours. It's also resistant to heat sand, dust, vibration, it's very lightweight, short depth, in fact, it's only 20 inches deep. This is a smallest form factor, obviously that we have in the VxRail family. And it's also built to be able to withstand sudden shocks certified to withstand 40 G's of shock and operation of the 15,000 feet of elevation. Pretty high. And this is sort of like wherever skydivers go to when they want the real thrill of skydiving where you actually need oxygen to, to be for that that altitude. They're milspec-certified. So, MIL-STD-810G, which I keep right beside my bed and read every night. And it comes with a VxRail stick hardening package is packaging scripts so that you can auto lock down the rail environment. And we've got a few other certifications that are on the roadmap now for naval shock requirements. EMI and radiation immunity often. >> Yeah, it's funny, I remember when we first launched it was like, "Oh, well everything's going to white boxes. "And it's going to be massive, "no differentiation between everything out there." If you look at what you're offering, if you look at how public Clouds build their things, but I called it a few years or is there's a pure optimization. So you need to scale, you need similarities but you know you need to fit some, very specific requirements, lots of places, so, interesting stuff. Yeah, certifications, always keep your teams busy. Alright, let's get back to Shannon to view on the report. >> We are also introducing three other hardware-based additions. First, a new VxRail E Series model based on where the first time AMD EPYC processors. These single socket 1U nodes, offer dual socket performance with CPU options that scale from eight to 64 Cores, up to a terabyte of memory and multiple storage options making it an ideal platform for desktop VDI analytics and computer aided design. Next, the addition of the latest Nvidia Quadro RTX GPUs brings the most significant advancement in computer graphics in over a decade to professional work flows. Designers and artists across industries can now expand the boundary of what's possible, working with the largest and most complex graphics rendering, deep learning and visual computing workloads. And Intel Optane DC persistent memory is here, and it offers high performance and significantly increased memory capacity with data persistence at an affordable price. Data persistence is a critical feature that maintains data integrity, even when power is lost, enabling quicker recovery and less downtime. With support for Intel obtain DC persistent memory customers can expand in memory intensive workloads and use cases like SAP HANA. Alright, let's finally dig into our HCI system software, which is the Core differentiation for VxRail regardless of your workload or platform choice. Our joining engineering with VMware and investments in VxRail HCI system software innovation together deliver an optimized operational experience at reduced risk for our customers. Under the covers, VxRail offers best in class hardware, married with VMware HCI software, either vSAN or VCF. But what makes us different stems from our investments to integrate the two. Dell Technologies has a dedicated VxRail team of about 400 people to build market sell and support a fully integrated hyper converged system. That team has also developed our unique VxRail HCI system software, which is a suite of integrated software elements that extend VMware native capabilities to deliver seamless, automated operational experience that customers cannot find elsewhere. The key components of VxRail HCI system software shown around the arc here that include the extra manager, full stack lifecycle management, ecosystem connectors, and support. I don't have time to get into all the details of these elements today, but if you're interested in learning more, I encourage you to meet our experts. And I will tell you how to do that in a moment. I touched on the LCM being a key feature to the vSphere 7.0 earlier and I'd like to take the opportunity to expand on that a bit in the context of VxRail Lifecycle Management. The LCM adds valuable automation to the execution of updates for customers, but it doesn't eliminate the manual work still needed to define and package the updates and validate all of the components prior to applying them. With VxRail customers have all of these areas addressed automatically on their behalf, freeing them to put their time into other important functions for their business. Customers tell us that Lifecycle management continues to be a major source of the maintenance effort they put into their infrastructure, and then it tends to lead to overburden IT staff, that it can cause disruptions to the business if not managed effectively, and that it isn't the most efficient economically. Automation of Lifecycle Management and VxRail results in the utmost simplicity from a customer experience perspective, and offers operational freedom from maintaining infrastructure. But as shown here, our customers not only realize greater IT team efficiencies, they have also reduced downtime with fewer unplanned outages, and reduced overall cost of operations. With VxRail HCI system software, intelligent Lifecycle Management upgrades of the fully integrated hardware and software stack are automated, keeping clusters and continuously validated states while minimizing risks and operational costs. How do we ensure Continuously validated states for VxRail. VxRail labs execute an extensive, automated, repeatable process on every firmware and software upgrade and patch to ensure clusters are in continuously validated states of the customers choosing across their VxRail environment. The VxRail labs are constantly testing, analyzing, optimizing, and sequencing all of the components in the upgrade to execute in a single package for the full stack. All the while VxRail is backed by Dell EMC's world class services and support with a single point of contact for both hardware and software. IT productivity skyrockets with single click non disruptive upgrades of the fully integrated hardware and software stack without the need to do extensive research and testing. taking you to the next VxRail version of your choice, while always in a continuously validated state. You can also confidently execute automated VxRail upgrades. No matter what hardware generation or node types are in the cluster. They don't have to all be the same. And upgrades with VxRail are faster and more efficient with leapfrogging simply choose any VxRail version you desire. And be assured you will get there in a validated state while seamlessly bypassing any other release in between. Only VxRail can do that. >> All right, so Chad, the lifecycle management piece that Shannon was just talking about is, not the sexiest, it's often underappreciated. There's not only the years of experience, but the continuous work you're doing, reminds me back the early vSAN deployments versus VxRail jointly developed, jointly tested between Dell and VMware. So bring us inside why, 2020 Lifecycle Management still, a very important piece, especially in the VM family line. >> Yes, Stu, I think it's sexy, but, I'm pretty big nerd. (all laughing) Yeah, this is really always been our bread and butter. And in fact, it gets even more important, the larger the deployments come, when you start to look at data centers full of VxRails and all the different hardware software, firmware combinations that could exist out there. It's really the value that you get out of that VxRail HCI system software that Shannon was talking about and how it's optimized around the VMware use case. Very tightly integrated with each VMware component, of course, and the intelligence of being able to do all the firmware, all of the drivers, all the software all together in tremendous value to our customers. But to deliver that we really need to make a fairly large investment. So as Shannon mentioned, we run about 25,000 hours of testing across Each major release for patches, express patches, that's about 7000 hours for each of those. So, obviously, there's a lot of parallelism. And we're always developing new test scenarios for each release that we need to build in as we as we introduce new functionality. And one of the key things that we're able to do, as Shannon mentioned, is to be able to leapfrog releases and get you to that next validated state. We've got about 100 engineers just working on creating and executing those test cases on a continuous basis and obviously, a huge amount of automation. And we've talked about that investment to execute those tests. That's one worth of $60 million of investment in our lab. In fact, we've got just over 2000 VxRail units in our testbed across the US, Shanghai, China and Cork, Ireland. So a massive amount of testing of each of those components to make sure that they operate together in a validated state. >> Yeah, well, absolutely, it's super important not only for the day one, but the day two deployments. But I think this actually a great place for us to bring in that customer that Dell gave me access to. So we've got the CIO of Amarillo, Texas, he was an existing VxRail customer. And he's going to explain what happened as to how he needed to react really fast to support the work-from-home initiative, as well as we get to hear in his words the value of what Lifecycle Management means. So Andrew, if we could queue up that customer segment, please? >> It's been massive and it's been interesting to see the IT team absorb it. As we mature, I think they embrace the ability to be innovative and to work with our departments. But this instance, really justified why I was driving progress. So fervently why it was so urgent today. Three years ago, the answer would have been no. We wouldn't have been in a place where we could adapt With VxRail in place, in a week we spun up hundreds of instant balls. We spun up a 75-person call center in a day and a half, for our public health. We rolled out multiple applications for public health so they could do remote clinics. It's given us the flexibility to be able to roll out new solutions very quickly and be very adaptive. And it's not only been apparent to my team, but it's really made an impact on the business. And now what I'm seeing is those of my customers that work, a little lagging or a little conservative, or understanding the impact of modernizing the way they do business because it makes them adaptable as well. >> Alright, so great, Richard, you talked a bunch about the the efficiencies that that the IT put in place, how about that, that overall just managed, you talked about how fast you spun up these new VDI instances. need to be able to do things much simpler? So how does the overall Lifecycle Management fit into this discussion? >> It makes it so much easier. And in the old environment, one, It took a lot of man hours to make change. It was very disruptive, when we did make change, it overburdened, I guess that's the word I'm looking for. It really overburdened our staff to cause disruption to business. That wasn't cost efficient. And then simple things like, I've worked for multi billion dollar companies where we had massive QA environments that replicated production, simply can't afford that at local government. Having this sort of environment lets me do a scaled down QA environment and still get the benefit of rolling out non disruptive change. As I said earlier, it's allowed us to take all of those cycles that we were spending on Lifecycle Management because it's greatly simplified, and move those resources and rescale them in other areas where we can actually have more impact on the business. It's hard to be innovative when 100% of your cycles are just keeping the ship afloat. >> All right, well, nothing better than hearing it straight from the end user, public sector reacting very fast to the COVID-19. And, if you heard him he said, if this is his, before he had run this project, he would not have been able to respond. So I think everybody out there understands, if I didn't actually have access to the latest technology, it would be much harder. All right, I'm looking forward to doing the CrowdChat letting everybody else dig in with questions and get follow up but a little bit more, I believe one more announcement he can and got for us though. Let's roll the final video clip. >> In our latest software release VxRail 4.7.510, We continue to add new automation and self service features. New functionality enables you to schedule and run upgrade health checks in advance of upgrades, to ensure clusters are in a ready state for the next upgrade or patch. This is extremely valuable for customers that have stringent upgrade windows, as they can be assured the clusters will seamlessly upgrade within that window. Of course, running health checks on a regular basis also helps ensure that your clusters are always ready for unscheduled patches and security updates. We are also offering more flexibility and getting all nodes or clusters to a common release level with the ability to reimage nodes or clusters to a specific VxRail version, or down rev one or more nodes that may be shipped at a higher rate than the existing cluster. This enables you to easily choose your validated state when adding new nodes or repurposing nodes in a cluster. To sum up all of our announcements, whether you are accelerating data sets modernization extending HCI to harsh Edge environments, deploying an on-premises Dell Technologies Cloud platform to create a developer ready Kubernetes infrastructure. VxRail is there delivering a turn-key experience that enables you to continuously innovate, realize operational freedom and predictably evolve. VxRail provides an extensive breadth of platform configurations, automation and Lifecycle Management across the integrated hardware and software full stack and consistent hybrid Cloud operations to address the broadest range of traditional and modern applications across Core, Edge and Cloud. I now invite you to engage with us. First, the virtual passport program is an opportunity to have some fun while learning about VxRail new features and functionality and sCore some sweet digital swag while you're at it. Delivered via an augmented reality app. All you need is your device. So go to vxrail.is/passport to get started. And secondly, if you have any questions about anything I talked about or want a deeper conversation, we encourage you to join one of our exclusive VxRail Meet The Experts sessions available for a limited time. First come first served, just go to vxrail.is/expertsession to learn more. >> All right, well, obviously, with everyone being remote, there's different ways we're looking to engage. So we've got the CrowdChat right after this. But Jon, give us a little bit more as to how Dell's making sure to stay in close contact with customers and what you've got for options for them. >> Yeah, absolutely. So as Shannon said, so in lieu of not having done Tech World this year in person, where we could have those great in-person interactions and answer questions, whether it's in the booth or in meeting rooms, we are going to have these Meet The Experts sessions over the next couple weeks, and we're going to put our best and brightest from our technical community and make them accessible to everyone out there. So again, definitely encourage you. We're trying new things here in this virtual environment to ensure that we can still stay in touch, answer questions, be responsive, and really looking forward to, having these conversations over the next couple of weeks. >> All right, well, Jon and Chad, thank you so much. We definitely look forward to the conversation here and continued. If you're here live, definitely go down below and do it if you're watching this on demand. You can see the full transcript of it at crowdchat.net/vxrailrocks. For myself, Shannon on the video, Jon, Chad, Andrew, man in the booth there, thank you so much for watching, and go ahead and join the CrowdChat.

>> from San Matteo. It's the Cube covering scaler. Innovation Day. Brought to You by Scaler >> Ron Jon Furry with the Cube. We're here for an innovation day at Scale ER's headquarters in San Mateo, California Profile in the hot startups, technology leaders and also value problems. Our next guest is Casey Clark, whose chief customer officer for scale of great to See You See >> you as well. >> Thanks for having us. >> Thanks for coming in. >> So what does it talk about the customer value proposition? Let's get right to it. Who are your customers? Who you guys targeting give some examples of what they're what they're doing with >> you. We sell primarily to engineering driven companies. So you know, the top dog is that the CTO you know, their pride born in the cloud or moving heavily towards the cloud they're using, you know, things like micro services communities may be starting to look at that server list. So really kind of forward thinking, engineering driven businesses or where we start with, you know, some of the companies that we work with, you know, CareerBuilder, scripts, networks, Discovery networks, a lot of kind of modern e commerce media B to B B to C types of sass businesses as well. >> I want it. I want to drill down that little bit later. But, you know, basically born the cloud that seems to be That's a big cloud. Native. Absolutely. All right, So you guys are startup. Siri's a funded, which is, you know, Silicon Valley terms. You guys were right out of the gate. Talk about the status of the product. Evolution of the value proposition stages. You guys are in market selling two customers actively. What's the status of the products? Where Where is it from a customer's standpoint? >> Sure, Yeah, we've got, you know, over 300 customers and so fairly mature in terms of, you know, product market status. We were very fortunate to land some very large customers that pushed us when we were, you know, seven. So on employees, maybe three or four years ago, and so that that four system mature very quickly. Large enterprises that had anyway, this one customers alando in Germany. They're one of the largest commerce businesses in Europe and they have 23 1,000 engineers. He's in the product on the way basis, and we landed them when it was seven employees, you know, three or four years ago. And so that four system insurance it was very easy for us to go to other enterprises and say, Yeah, we can work with you And here's the proof points on how we've helped >> this business >> mature, how they've improved kind of their their speed to truth there. Time to answer whenever they have issues. >> And so the so. The kind of back up the playbook was early on, when had seven folks and growing beta status was that kind of commercially available? When did it? When was the tipping point for commercially available wanted that >> that probably tipped. When I joined about a little under four years ago, I had to convince Steve that he was ready to sell this product, right, as you'd expect with a kind of technical founder. He never thought the product was ready to go, but already had maybe a dozen or so kind of friends and family customers on DH. So I kind of came in and went on my network and started trying to figure out who are the right fit for this. Andi, we immediately found Eun attraction, the product just stood up and we started pushing. And so >> and you guys were tracking some good talent. Just looking. Valley Tech leaders are joining you guys, which is great sign when you got talent coming in on the customer side. Lots changed in four years. I'll see the edge of the network on digital transformation has been a punchline been kind of a cliche, but now I think it's more real. As people see the power of scale to cloud on premises. Seeing hybrid multi cloud is being validated. What is the current customer profile when you look at pure cloud versus on premise, You guys seeing different traction points? Can you share a little bit of color on that? >> Yeah, So I talked a little bit about our ideal customer profile being, you know, if he's kind of four categories e commerce, media BTB, sas B to see sass. You know, most of these companies are running. Some production were close in the cloud and probably majority or in the cloud. When we started this thing and it was only eight of us and Jesus has your were never talked about. We're seeing significant traction with azure and then specific regions. Southeast Asia G C. P. Is very hot. Sourcing a high demand there and then with the proliferation of micro services communities has absolutely taken off. I mean, I'll raise my hand and say I wasn't sure if it was going to communities and bases two years ago. I was say, I think Mason's going to want to bet the company on. Thank God we didn't do that. We want with communities on DH, you know? So we're seeing a lot more of kind of these distributed workloads. Distributed team development. >> Yeah, that's got a lot of head room now. The Cube Khan was just last week, so it's interesting kind of growth of that whole. Yet service measures right around the corner. Yeah, Micro Service is going to >> be a >> serviceman or data. >> Yeah, for sure it's been, and that's one of the big problems that we run in with logs that people just say that they're too voluminous. It's either too hard to search through it. It's too expensive. We don't know what to deal with it. And so they're trying to find other ways to kind of get observe ability and so you see, kind of a growth of some of the metrics companies like data dog infrastructure monitoring, phenomenal infrastructure, modern company. You've got lots of tracing companies come out and and really, they're coming out because there's just so many logs that's either too expensive, too hard, too slow to search through all that data. That's where your answers live on DH there, just extracting, summarizing value to try to kind of minimize the amount of search. You have to >> talk about the competition because you mentioned a few of them splunk ce out there as well, and there public a couple years ago and this different price point they get that. But what's why can't they scale to the level of you guys have because and how do you compare to them? Because, I mean, I know that is getting larger, but what's different about you guys visited the competition? >> Absolutely. This is one of the reasons why I joined the company. What excites me the most is I got to go talk to engineers and I could just talk shop. I don't really talk about the business value quite as much. We get there at some point, obviously, but we made some very key decisions early on in the company's history. I mean, really, before the company started to kind of main back and architectural decisions. One we don't use elastics search losing any sort of Cuban indexing, which is what you know. Almost every single logging tool use is on the back end. Keyword indexes. Elastic search are great for human legible words. Relatively stale lists where you're not looking through, you know, infinite numbers of high carnality kind of machine data. So we made an optimized decision to use no sequel databases Proprietary column in our database. So that's one aspect of things. How we process in store. The data is highly efficient. The other pieces is worse, asked business, But we're true. SAS were true multi tenant. And so when you put a query into the scaler, every CP corn every server is executing on just that quarry is very similar way. Google Search works. So not only do we get better performance, we get better costume better scalability across all of our customers, >> and you guys do sail to engineering led buyer, and you mentioned that a lot of sass companies that are a lot of time trying to come in and sell that market bump into people who want to build their own. Yeah, I don't need your help. I think I might get fired or it might make me look good. That seems to be a go to market dynamic or and or consumption peace. What's your response to that? How does that does that fared for you guys? >> Engineers want to engineer whether it's the right thing or not, right? And so that is always hard. And I can't come in and tell your baby's ugly right because your baby is beautiful in your eyes and so that is a hard conversation have. But that's why I kind of go back to what I was saying. If we just talk shop, we talk about, you know, the the engineering decisions around, you know, is that the right database? Is this the right architecture? And they think that they started nodding and nodding, nodding, And then we say, And the values are going to be X y and Z cost performance scale ability on dso when you kind of get them to understand that like Elastics, which is great for a lot of things. Product search Web search. Phenomenal, but log management, high card. Now that machine did. It's not what it's designed for. Okay. Okay, okay. And then we start to get them to come around and say, Not only can you reallocate I mean, we talked about how getting talent is. It's hard. Well, let's put them back on mission critical business, You know, ensuring objectives. And we get, you know, service that this is all we do. Like you gonna have a couple people in there part time managing a long service. This is all we do. And so you get things like like tracing that were rolling out this quarter, you know, better cost optimization, better scalability. Things you would never get with an >> open. So the initial reaction might be to go in and sell on hey, cheaper solution. And is an economic buyer. Not really for these kinds of products, because you're dealing with engineers. Yeah. They want to talk shop first. That seems to be the playbook. >> Are artists is getting that first meeting and the 1st 1 is hard because that, you know, they're busy. Everybody's busy, They just wave you off. They ignore the email, the calls in and we get that. But once we get in, we have kind of this consultation, you know, conversation around. Why, why we made these technology decisions. They get it. >> Let's do a first meeting right now. People watching this video, What's the architectural advantages? Let's talk shop. Yeah, why, you guys? >> Yeah, absolutely so kind of too technical differentiators. And then three sort of benefits that come from those two technical choices. One is what I mentioned this proprietary, you know, columnar. No sequel database specifically designed for kind of high card in ality machine, right? There is no indexes that need to be backed up or tuned. You know, it's it's It's a massively parallel grab t its simplest form. So one pieces that database. The other piece is that architecture where we get, you know, one performance benefits of throwing every CP corn every several unjust trickery. Very someone way. Google Search works If I go say, How do I make a pizza and Google? It's not like it goes like Casey server in a data center in Alaska and runs for a bit. They're throwing a tonic and pure power every query. So there's the performance piece. There is the scale, ability piece. We have one huge massive pool of shared compute resource is And so you're logged, William. Khun, Spike. But relative to the capacity we have, it means nothing. Right? But all these other services, they're single tenant, you know, hosted services. You know, there's a capacity limit. And you a single customer. If you're going, you know, doubles. Well, it wasn't designed to handle that log falling, doubling. And then, you know, the last piece is the cost. There is a huge economies of scale shared services. We we run the system at a significantly lower cost than what anybody else can. And so you get, you know, cost, benefits, performance by defense and scale, ability >> and the life of the engineer. The buyer here. What if some of the day in the life use case pain in the butt so they have a mean its challenges. There's a dead Bob's is basically usually the people who do Dev ups are pretty hard core, and they they love it and they tend to love the engineering side of it. But what of the hassles with them? >> Yeah, Yeah, >> but you saw >> So you know, kind of going back to what we're all about were all about speed to truth, right? In kind of a modern environment where you're deploying everyday multiple times per day. Ah, lot of times there's no que es your point directly to the production, right? And you're kind of but is on the line. When that code goes live, you need to be able to kind of get speed to truth as quickly as possible, right? You need to be able to identify one of problem went wrong when something went wrong immediately, and they needed to be able to come up with a resolution. Right? There's always two things that we always talk about. Meantime, to restore it meantime, to resolution right there is. You know, maybe the saris are responsible for me. Time to restore. So they're in scaler. They get alert there, immediately diving through the logs to regret. Okay, it's this service. Either we need to restart it. Or how do we kind of just put a Band Aid on top? It's to make sure customers don't see it right. And then it gets kicked over to developer who wrote the code and say, Okay, now. Meantime, the resolution, How long until we figure out what went wrong and how do we fix it to make sure it doesn't happen again? And that's where we help. >> You know, It's interesting case he mentioned the resolution piece. A lot of engineers that become operationalized prove your service, not operations. People just being called Deb ops is that they have to actually do this as an SL a basis when they do a lot of AP AP and only gets more complicated with service meshes right now with these micro services framework, because now you have service is being stood up and torn down and literally, without it, human intervention. So this notion of having a path of validation working with other services could be a pain in the butt time. >> Yeah, I mean, it's very difficult. We've, you know, with some of the large organizations we work with you worked with. They've tried to build their own service, mashes and they, you know, got into a massive conference room and try to write out a letter from services that are out there in the realities they can't figure out. There's no good way for them to map out like, who talks toe what? When and know each little service knows, like Okay, well, here's the downstream effects, and they kind of know what's next to them. They know their Jason sees, but they don't really know much further than that on the nice thing about, you know, logs and all kind of the voluminous data that is in there, which makes it very difficult to manage. But the answers are are in there, right? And so we provide a lot of value by giving you one place to look through all of >> that cube con. This has been a big topic because a lot of times just to be more hard core is that there could be downtime on the services They don't even know about >> it. Yeah. Yeah, That's exactly >> what discovering and visualizing that are surfacing is huge. Okay, what's the one thing that people should know about scaler that haven't talked you guys or know about? You guys should know about you guys Consider. >> Yeah. I mean, I think the reality is everybody's trying to move as quickly as possible. And there is a better way, you know, observe, ability, telemetry, monitoring, whatever you call your team Is court of the business right? Its core to moving faster, its core to providing a better user experience. And we have, you know, spent a significant amount of time building. You need technology to support your business is growth. Andi, I think you know you can look at the benefits I've talked about them cost performance, scalability. Right? But these airline well, with whatever you're looking at it, it's PML. If it's, you know, service up time. That's exactly what we provide. Is is a tool to help you give a better experience to your own customers. >> Casey. Thanks for spend the time. Is sharing that insight? Of course. We'd love speed the truth. It's our model to Cuba. Go to the events and try to get the data out there. We're here. The innovation dates scales Headquarters. I'm John for you. Thanks for watching

(upbeat music) >> Hey, welcome back everybody, Jeff Frick here with theCube. We're at San Francisco International Gate 54B, at the Alaska Elevated Experience Event. It's pretty exciting, they're really used the opportunity on the Virgin integration, to kind of rebrand everything. Redo the planes, add a lot of new technology, and we're really happy to have our next guest , she's Annabel Chang, she's the vice president of the Bay area for Alaska. Annabelle great seeing you. >> Thank you for having me. >> So congratulations on the event,-- >> Yes. >> I'm sure there's a lot of work that went into this thing. >> Just to say the least, yes. >> So in your remarks during the pressor you spent a lot of time talking about the community involvement >> Yes >> I think you said that you guys invested over a million dollars in kind of local community >> Yes >> Types of activity. So highlight a couple of those organizations and why is it important for Alaska to play in the community that has nothing to do with me getting on an airplane and flying to Seatag. >> Ah, well it actually has everything to do with that. For example, last year we partnered up with the San Jose Mayor's office and the San Jose Public Library Foundation to offer the first ever free coding camp for girls. It was a week long coding camp. Parents didn't have to worry about providing breakfast or lunch. We had it all taken care of. Why does it matter to Alaska Airlines? We also need engineers to help create the apps, to help run the planes and it is super important that we have a diverse workforce that represents our community. Whether we fly and all of the focus that are onboard, as well. >> Right, so that's pretty interesting. Cause I don't think most people would think of you doing that, right? That's a little bit outside the seat mile, kind of calculation and really investing in the community. >> Yes >> A lot of conversation too about the investment in this terminal. You guys are at all 3 Bay Area airports thank you very much. I like to be able to hop on a plane if I'm delayed. >> Yeah >> But you guys are making a big investment here at SFO. >> Yes, so actually I will add a couple of things. We actually are at 6 Northern California airports. So in addition to our big Bay Area airports, we have flights out of Santa Rosa, right into wine country, Monterey and Sacramento. >> Flights out of Santa Rosa? >> Yes. You can bring that wine right onboard. Not, not a problem. Which is really exciting. But last week we just announced that we are going to be opening up a San Francisco lounge. 8500 sq ft. in 2020 on the third floor. You'll have stunning views of the runway. It'll be like nothing else. It'll be the highest domestic lounge at SFO. >> Right. I was wondering if you could just talk about, a little bit about, thinking about the entire customer experience. I had really interesting interview at GE Aviation. >> Yes >> Years ago, where even GE was thinking about kind from the time you leave your door at your house to the arrive at your destination, and all kind of that whole experience between. When you guys talk about lounges, and terminals, and gates, you really are trying to take a much more wholistic view then simply the travel of actual miles in the air. >> 100 percent. It is all about the guest experience. We are trying to be your favorite airline. And we have to earn that loyalty. So from the moment that you are thinking about booking the flight, we already want that to be as easy of a process as possible. From the moment that you deplane and get your bags. And hopefully, we are always looking for ways to be innovative. So, you know many years ago, Alaska Airlines was the first ever to have the kiosks and mobile check-in. And we continue to look for ways to be top in the field. And actually in flight, I'm proud to share that we have the most free movies in the sky, of any airlines. All I tend to watch a few of the same movies over and over again But literally you could scroll, scroll, scroll. It goes from A to Z. Most people kind of get stuck in like the Gs. >> They don't make it past the Gs. >> Yeah, but I promise there's some goodies in the back of the alphabet. >> Right, to just kind of close. You know you talk about WiFi, and you talked about movies, about kind of the role of technology and how Alaska continues to be innovative, leveraging technology with that, with the lounge, with the new C configurations. >> Yeah >> How important to you guys to be able to execute your vision. >> So we want to be your top west coast airline. And the west coast is obviously the tech hub of the entire world. So we know that our travelers care very much about technology. So we're looking ways creative, to make sure that everyone has power. As I always say ABC, always be charging. >> Right, right. >> So we want to make sure your tablets, your phone, your laptop is always available to charge. And we are looking for ways to be creative. So, for example, we know that everyone has personal mobile phones or laptops now. And we're looking for ways to make sure we can take advantage of that technology and offer it to you. >> Right. >> I know, number 1, fast WiFi is going to be key to our success. >> Well Annabel, thanks for taking a few minutes. We look forward to getting on the plane here >> Yeah. >> In a few minutes and >> We're going to have some ice cream aren't we. >> Oh we're going to have ice cream? Yes >> Salt and straw, you don't have to wait in line hopefully. >> Yeah, thank you. >> She's Annabel, I'm Jeff >> Thank you. >> You're watching theCube, we're here at SFO, Gate 54B. Soon we'll be at 35,000 feet. Thanks for watching. >> Awesome >> Catch you next time >> (upbeat music)

(upbeat music) >> Hey welcome back, Jeff Rick here with theCUBE. We're in San Francisco International, actually at gate 54B if you're trying to to track us down. It's the Alaska Airlines improved flight experience launch event. A lot of vendors here, they're rebranding their planes, they've rebranded all the Virgin Airbus planes, and they've taken that opportunity to add a lot of new innovations. So we're excited to be here, to talk to some of the people participating, and our first guest. It's Rene Donkworth, he is the general manager of Aircraft Seating America's for Recaro. Rene, great to see you. >> Thank you, great to be here. >> So I've seen a lot of people are familiar with the Recaro seats, we think of them as racing seats or, you know, upgrading our cars when we were kids, everybody wanted a Recaro seat. I had no idea you guys played such a major role in aviation. >> Absolutely. And we are since the early 70s already in the aircraft seating business, and really a major player, a global player in this business and you know it's a very long term experience and people are often flying and they're sitting on an aircraft and to be comfortable in traveling is very important and it's our mission. >> Right, it's funny because people probably usually don't think of the seat specifically until they're uncomfortable or, you know, they're in it. But you've got a lot of technology and a lot of innovation in the past but also some of these new seats that you're showing here today. >> Right. So we are showing the seat for first class here that we have displayed for Alaska Airlines, and we developed together in a very intensive process, a lot of thing on the seat here. We have a memory foam cushion with netting, a six way head rest which overall comes to a very comfortable seating experience for the passenger, and that's really one step ahead of other products, and we went through a very intensive process with Alaska and we are proud to present it and to see the roll out now because it's exciting. If you've worked all the time on such a project to see it's flying now. >> So there's a couple components to this seat, right? There's obviously the safety, its' got to stay bolted on, but you've got kind of this limited ergonomic space in terms of what the pitch is from one seat to the other. What are some of the unique challenges there and what are some of the things you guys have done to operate, you know, in kind of a restrained space? >> Of course it's always to optimize everything with the given conditions that you have. But really looking into the small details. Reduced pressure points on the body, we are using kind of pressure mapping methods to develop that together with the customer, looking into a cushy experience for the passenger, optimizing it so that you have really kinds of luxury feeling on the seat. But in addition it's also important to look into solutions like content. How is content provided and what kind of tablet integration is there, so we have very smart solutions there that we are showing today with the right viewing angles there's the right power, the high power USB which support the power, so the overall package needs to be optimized, and that's what we are working with. >> And that's where I was going to go next, is when you're sitting there for 2 hours, 5 hours, 10 hours now we're talking about 20 hour flights, right, some of these crazy ones, people are doing things in their seat. They're not just sitting, as you said. They want power, they want connectivity, they want to watch their movie on their laptop or their tablet or their phone. So you guys have really incorporated kind of that next gen entertainment experience into this new seat. >> Right. So as I explained, there is a lot about tablet integration, not only for the first class as well also for the economy class that you can see today that you can experience. But there's also a lot about stowage in total. You know, stowage is always a big topic. Where do you stow your belongings? And there you will also see here smart solutions, lots of stowage options. For example also on the coach class seat you can use the tablet, you have the right viewing angle. In addition you can fold or unfold the table, you can use the stowages, so everything is really optimized in the details. >> And this is a huge kind of change in thought process when you think of the entertainment world, right, where it used to be you have a projector TV and then they put individual seat screens, but the airlines woke up and figured out everyone's already packing their screen of choice so how do we support that experience versus putting our own screen on that seat. >> Yeah, that's where we are going, and if you look into today's passengers almost everybody has his own tablet or iPhone or whatever with him, so it's important to be able to stow everything, to connect every kind of device, to have the power. But I think then the content is really important to be provided. The integrated solutions are not so important anymore. >> Right, well Rene congratulations and enjoy the flight and seeing all your hard work up in the air. >> Thank you very much. >> Alright, he's Rene, I'm Jeff, we're at the San Fransisco International Gate 54B at the Alaska Airlines Elevated Flight Experience. Thanks for watching.

(upbeat music) >> Hey welcome back everybody. Jeff Frick here with theCUBE. We're at San Francisco International at Gate 54B if you want to stop by and say hello. We're here for Alaska's Elevated Flying Experience launch. It's really an interesting opportunity. Alaska took advantage of the purchase of Virgin to kind of rethink the brand, rethink the branding of the planes, and add a bunch of new amenities. This is the one that you're going to care about more than any of the others, and we're really excited to have the founder and CEO of Salt & Straw the ice cream, Kim Malek. >> Hi! >> Great to meet you! >> Thank you! >> I am a huge fan! >> Aw! I appreciate that. >> I don't know how many hours I've stood in line and burned, waiting to get into your restaurant in Portland. >> Aw, thank you so much! >> So for folks that haven't stood in line for their Salt & Straw, give us a quick update on Salt & Straw, who you guys are, what you're all about. >> Yeah, so we started actually in 2011 as a little push cart which is a big deal in Portland, and we've grown now to 19 shops up and down the West Coast. We make all of our ice cream in 5 gallon batches, so we savor the smallest and we're the largest small batch ice cream company in the world and we're excited to have this new partnership with Alaska. >> Right, so I don't know kind of what the official industry categories are, but you would certainly be like in the super rich premium category. (laughter) Right. Really, really rich ingredients, fresh ingredients >> Yeah >> crazy flavors. >> So, each city that we operate in we make a different menu, so it reflects that city's local flavors, what's going on with the food scene and we make everything in house, so whether it's a brownie or rendering bone marrow, or making gummy bears ourselves, it's all made in house with great great care and love. >> I'm just curious if you have a feel for, you know, what is the formula for your success? Right, it's ice cream. There's a lot of ice cream choices, of course Farrell's was one of my favorite back at Portland >> Aw, I love Farrell's. Yeah. >> and they don't have that anymore at the zoo. But, what are some of the secrets to have, you know, "a commodity product" if you will, it's ice cream, but to build such a passionate following and really have people that are so connected to the product and the brand? >> Yeah, well we feel so fortunate to have this loyal following and I think it's really, you know we invest a lot in earning people's business and earning that attention, and so like I said, we have a different menu in every city that we operate in, we change our menu every 4 weeks, so it's reflective of what's happening locally and seasonally, and then when you come into our store, we try to offer a pretty special experience, so from the store design to the way we take care of people, they can sample through the whole menu. I was just at one of our stores and a customer said this is like a wine tasting, I mean I'm tasting all of these flavors, hearing the stories behind how they were made, and the collaborations that went into it, so we pack a lot into the experience. >> Right and so it's interesting that we are here at Alaska because Ben and the opening talked about really the culture and about people because the seat, it's kind of the same thing, a seat mile is a seat mile, so how do you differentiate your product and your offering, and he talked about values and wanting to work with companies that reflect the similar values. You're here, so tell the people why are you here at the Alaska event? >> I love that he talked about values. I noticed that as well and you know I think that's definitely one thing that we share, is a care for the people first and foremost. I mean, we scoop ice cream, but you know we offer people I think four days of training before they show up to actually start scooping ice cream, and that's all about you know, how to create connections with people, how to have a really special experience when someone is standing in front of you and how to connect. So, you know, we invest a lot in our team and I think that really shines through in the way that they take care of customers and I definitely see that when I fly with Alaska Airlines and it was one of the reasons I was so excited to be able to partner with them. >> Right, so we got to tell the people, so you can now get Salt & Straw on Alaska Airlines. >> Yeah, that's right, so just for a couple of months now we've been offering a little single serve container that we actually developed in conjunction with Alaska Airlines, so they helped us design the packaging, so that it would really fit with the experience that they were offering and then we launched it in the air and we don't really sell ice cream outside of our stores very much, so it was really a big deal to work with them on this project. >> Yeah and I would imagine in terms of the packaging and the experience, you're so dialed into that, that is such a part of your brand that you probably have a lot of, I would imagine initial concerns about making sure that was consistent with the brand that you guys represent. >> Yeah, definitely, I mean we had a lot of conversations about how they were going to handle the product, how they were going to educate their team about the ice cream so they can be communicating it with the people who were flying and they were of course there in spades and it was a really easy conversation to have. >> Alright, well Kim, thanks for, thanks for the ice cream earlier. >> Aw, thank you. >> And thanks for taking a few minutes. Congratulations and safe flying back to Portland. >> Awesome! I appreciate being here. Thank you! >> You're welcome! She's Kim, I'm Jeff, you're watching theCUBE. We're at San Francisco Gate 54B at the Alaska Airlines Better Experience. Thanks for watching. (upbeat music)

>> Hey, welcome back already, Jefe Rick here with the Q word. San Francisco International gauge fifty for being. We're not flying anywhere today, which is kind of nice. It's the Alaska Airlines events really talking about their elevated experience, and it's everything it's flying. But it's also before you get to the plane lounges, etcetera, and we're really excited. Have somebody who's really important to your flight experience. And he's the guy responsible for the food. So we're excited to welcome Joshua Wrap report. He's the executive chef meal designed for LSG food provided for Alaska Airlines. Great to see Joshua. >> Thanks a lot. Great to be here. >> So food is something that probably people don't really think about unless something goes either really bad >> or really good. So you think about it every day. >> What? One of the key things you think about in delivering >> a better experience for people in planes. >> Well, you know, for me, the biggest thing is freshness. And I think one of the most common misconceptions that people have about airline food is that it can't be fresh and way actually have flight kitchens and every locations. Alaska flies out food that you're eating on board. It was prepared within hours of when you took off >> within hours, literally within >> hours, literally. And we have a small army of people in these kitchens ensuring that you're getting the freshest food possible. The best meal experience possible. Before I started doing this, the logistics involved in getting fresh food onto an airplane where something that had never occurred to me before me, they're layers of complexity that really kind of mind blowing at times. But when you do everything right when you plan well, when you design effectively for that space, you could provide a great fresh experience for your passengers. First class in Maine, >> right? It's a really more of a logistic >> challenge to get through before you get to the culinary challenge. And it can you get a fresh tomato from the farm to your facility, packaged up it onto the plane? >> Exactly. It's almost equal parts culinary and problem solving, and that's part of what I love about, right? You know, I've been a chef my whole life. I've done fine dining, hotels, restaurants, corporate dining. But this is the most fun I've ever had, because there's that added component of trying to solve for how you provide just absolutely elevated experience for your passengers, right within restrictions >> and especially with >> all the distributed kitchens all over the place. Even if it's the same company, you know you've got different suppliers. You've got different different food suppliers, different local food. So do you incorporate the local food at the different locations? Do you try to be >> consistent across? How do you >> deal with you know so many kitchens, loading planes at so many locations? >> I spend a lot of time traveling toe are different kitchens to make sure that food is being executed consistently. That's a big part of my job. Is just managing the menus once they're actually and flight. It doesn't end when the designs were approved on food is flying. I work a lot with local vendors and individual cities to make sure that the product that we're getting is up to standard and exactly what we need. And because Alaska is leaning in so hard trying to feature great West Coast producers on our flight, I work a lot with distributor's trying to get hyper regional product from San Francisco, Seattle L. A. Distributed nationwide so we can feature those great local flavors are menu >> right and then just kind >> of philosophy for feeding people in airplanes is there is a certain things that you know you always want to do or certain things that you want to avoid, just in terms of the comfort and kind of the experience that they're gonna have. >> I try to avoid anything that's going to be too polarizing, or that's maybe going toe scare people off is something unfamiliar. A challenge for me is to try to introduce really great innovative on trend flavors. But to do it in a recognizable in approachable way, we like to say, adventurous but approachable, ous kind of our catchphrase. And so I might take something like za'atar Russell, who knew? That's a spice. That's very much on trend right now in West Coast restaurants. But I'll incorporated into a chicken dish that people can recognize it, something familiar. And then they'll find that they're really enjoying this cool new flavor that they never had before. >> All right, well, Josh, thanks for for taking a few minutes. We look forward to seeing what you're gonna have for us >> on the plane in a few minutes. >> Well, my pleasure. Thanks a lot. Great talking. >> Alright. He's Josh from Jeff. You're watching the Cube with San Francisco International Gate fifty four B for the elevated Alaska flight experience. Thanks for watching. See you next time.

>> We'll come back here ready. Geoffrey here with the Cube were at San Francisco International Airport, Gate fifty four d. If you want to stop by for getting ready to go on a little Alaska flight because it's an exciting day, they took advantage of the opportunity after the Virgin merger to kind of rebrand everything. We look at the technology of everything from the seats to the WiFi, everything in between. We're excited at the guy who's responsible for everything. He's Brett Catlin, the managing director >> of alliances and product. Bret, great to see you. >> Thanks for having my job. I really appreciate it. >> So first off, congratulations. You're a whole lot of work. Went into this day absolutely the >> team effort over the past few years, and we're just thrilled to see it all come together to deliver a better experience for our guests. >> So it's pretty interesting because I think you know, you guys are obviously thinking about this. I don't know if people are is aware that when you think of the total experience, the engagement that I have, when I'm taking a flight from San Francisco to Seattle, it's a lot more than just the air miles with my butt in a seat and moving down down the road. You guys really think that >> whole experience absolutely. Look at the entire journey from when you arrive at the airport to your lounge experience. When you walk on board, what's the Jet Jeffords feel like? The lighting, the music. When you enter the aircraft, the configuration, the seats, comfort and then ultimately, a big thing crosses food and beverage. So making sure that it's healthy local speaks to the West Coast values that we're so proud of. >> And how do you how do you kind of get input from the customers >> is toe, You know, these are things that you guys spend a lot of time on, and there are a lot of little things that add up to a total experience. How where customers are, kind of are they get in, Or do they suddenly like, Wow, you know, I feel a little bit more arrested because of a particular type of sound or a particular type of configuration on the seat. >> How do you get feedback >> on all these different things? >> Absolutely great questions on the front end. We obviously quite a bit of guest research, both kind of online quantitative studies, but then also in person with focus groups. Now that we have a lot of product and market, our focus is kind of elevating and improving. What we have and how we get that feedback is every guest receives a survey after every flight. And so we look. >> Every guest receives a survey after every flight. >> Exactly. And so we have hundreds of thousands of response as every year, which allows us to make small tweaks around the margin, but also more material changes. >> That's pretty wild. So I'm just curious some of the more crazy things that have come come through that either good things that you could actually execute on that maybe never thought about or just just funny things to make put a smile on your face and tell you it really is a mixture >> of to tell you the truth, and a lot of things are items that we want action. So certain health restrictions where maybe we didn't realize a certain kind of food wasn't hitting the mark with a wide section of our guests. We could make tweets there, but also, when you think about maybe our in flight entertainment. Do we have the right content? Are the movies that people watch resonating? So we look at all that data to say, Well, look, this kind of movie. It does really well in flight. So people love thrillers when you think about movies and flight, for whatever reason. So we try and put more thrillers onboard. >> I thought they go, Mort. The romantic comedies in the airplane. I don't know that. What a swell. But the suspense people love, right? Right. And it really goes to this bigger question of this total experience. An engagement with the airline. So I wonder you can speak to about technology in the role of technology and how you guys are using that across all these various product. Absolutely. So being >> a West Coast airline technologies critically important for us, one of the things we're focused on is offering high spider highspeed WiFi and offer a mainline aircraft. We have about a dozen done right now, by the end of twenty nineteen will have one hundred twenty five. And so the key there is you'll be all the stream entertainment on board our aircraft. Your outlook for your core, Primo will be zippy, The real basics. When you're flying coast to coast or to Hawaii, You're super excited about that. Then we look at a couple other things as well. Mobile order and one great example. So before you board your flight, you can reserve your meal in first class with the main cabin to make sure you get exactly what you want. So there's some basics like that. Then we're also looking longer term. How do we improve the technology experience in our lounge is to maybe being ableto order a barista beverage while you're still approaching the AARP point. >> Pretty thing. And a lot of that's got to be through your mobile app, right? Absolutely. Has this very significant point of contact between you and your customers? >> That's exactly right. >> Excellent. Well, thanks for taking a few minutes of your time. Way. Looked forward to drop it on the plane and get to experience some of this. And again, congratulations on the Integrative X when it's my pleasure. Thank you, Jeffrey. Really appreciate it. All right. >> He's Brad. I'm Jeff. You're watching the Cube. Where at San Francisco International Gave fifty four b. Thanks for watching. We'll catch you next time.

(energizing music) >> Hey welcome back, everybody! Jeff Frick here with theCUBE. We are at San Francisco International, Gate 54B if you want to stop by. We're here for the big Alaska Elevated Flying Experience event. They basically took advantage of this opportunity with the Virgin merger to kind of rebrand, rethink, and re-execute the travel experience. We're excited to have with us Ben Minicucci, the President and CEO of Alaska. First off, congratulations on a big event. >> Thank you, thank you so much Jeff. >> And I think you said you're two years into this merger. >> Two-- >> You're getting through it? >> We are. Two years into it, it's been a great experience bringing two great brands together and really, ya know, amplifying the flying experience. Getting a great product. We're unveiling our Airbus with new seating, new first class, premium class main cabin and we're so excited. And more than that, it's just bringing our people together and just enhancing our culture. >> Right, so you talked a lot about people and culture in your opening remarks. >> Right. >> What is it about the culture of Alaska, 85 or 86 year old airline, that makes it special? >> Yeah, you know it's a wonderful culture built on strong values. And what I'll say is, for people who know Alaska, the culture is built on kindness. People who fly us will say, "Your people are kind." And they're empowered to do the right thing. It's two of our biggest values and that's what I love about our people. And when you combine that with a great product on board. 'Cause people really feel great, they're comfortable where they're sitting and, but if our people connect with them, make them feel welcome, and they show kindness then the brand just comes to life. >> That's really interesting 'cause kindness is not something that you necessarily think about. >> With airlines. >> When you're rushing through airports. >> No. >> And you know, grinding on corporate travel, right. >> Right. >> It's tough. So that's pretty interesting. The other thing I thought was interesting in your remarks is really your focus on your partner brands. >> Right. >> Both in the community but as well as Recaro the seat manufacturer who's doing your seats. And even to the wine and Salt and Straw, we were jokin'. >> Right. >> So, you guys are really paying attention to these little details that maybe people don't notice individually but in aggregate really make for a different experience. >> No, and I think what we want to do is partner with brands that share our same values, that share our same values for you know, producing a great product, you know. And their employees love working for them. And they just love the spirit of partnership and doing something good for the community. So we always look for companies and brands that share our own values as well. >> Right, which is interesting 'cause it's such a hyper competitive space. Airline industry's a tough space you got. >> Right. >> Tough margins, you got fuel volatility but a lot of people, a lot more people are flying all the time. >> Right. >> So it's a growing business. So, you know, how do you kind of keep it balan-- >> That's a great question though. >> and compete when a seat mile is a seat mile, right, at the end of the day. >> Yeah, no, it is. >> That's what the wall street guys would tell you. >> You know, the one thing about Alaska, we've been in business for almost 87 years and ya know we're in it for the long haul. So we make decisions based on long-term returns and we do have, we know that price is important. So we do work hard keeping our cost structure low so we can offer low fares but also a product where if people want to pay a little more, they can get into premium class or first class. But we're really an airline that want to make sure that we appeal to all sorts of travelers. From people who are just starting out just traveling in their teens or twenties, or if you're retired, we want to appeal to a wide range of demographic. >> Alright, well Ben, it looks like we're boarding the-- >> Okay good, yes enjoy! >> We're boarding the new airbus so I will let you go. >> Well thank you Jeff, it was a pleasure. >> Thanks for inviting us. >> Okay, thank you so much. >> Alright he's Ben, I'm Jeff. You're watching The Cube! We're at San Francisco International, at the Alaska Airlines Elevated Flight Experience. Thanks for watching, we'll see ya next time. (mellow music)