(intense orchestral music) >> Hey, welcome back everybody, Jeff Frick here with theCUBE, we're at our Palo Alto studios for a CUBEConversation, and we're talking about startups today, which we don't often get to do but it's really one of the more exciting things that we get to do, because that's what really, what keeps Silicon Valley Silicon Valley; and this next new company is playing on a very hot space which is edge, you're all about cloud then the next big move is edge, especially with internet things and industrial internet things. So we're really happy to welcome Edgeworx here, fresh off the announcement of the new company and their funding. We got the, both Founders, we have Farah Papaioannou, and she is the President, and Kilton Hopkins, the CEO, both of Edgeworx, welcome. >> Thank you, >> Thanks. >> thanks for having us. >> So for those of us that aren't familiar, give us kind of the quick 101 on Edgeworx. >> So I've been looking at the space as a venture capitalist before I've joined up with Kilton, and I've been looking at edge computing for a long time because it just made intuitive sense to me. You're looking at all these devices that are now not just devices but they're compute platforms, or you know generating all this data; well how are we going to address all that data? If you think about sending all that back to the cloud, latency, bandwidth, and cost, you talk about breaking the internet, this is what's going to break the internet not Kim Kardashian's you know butt photo right? (guys laugh) So, how do you solve that problem? You know if you think about autonomous vehicles for example these are now computers on wheels, they're not just a transportation mechanism. If they're generating all this data, and they need to interact with each other, and make decisions in near realtime; how are they going to do that if they have to send all that data back to the cloud? >> Right, great. >> So that's where I came across Kilton's company, or actually the technology that he'd built, and we formed a company together. I looked at everything, and the technology that he'd developed, was far, leaps and bounds beyond anything anyone else had come to to date, so. >> So, Kilton, how did you start on that project? >> Yeah, so this actually goes way back, this goes way back to like about 2010. Back in Chicago I was looking at what architecture is going to allow us to do the types of processing that's really expensive, and do it close to where the data is? This architecture was in the back of my mind. When I came to the bay area, I jumped in with the city of San Francisco as an IOT Advisor; and everywhere I looked I saw the same problems. Nobody was doing secure processing at the edge in any kind of way that was manageable, so I started to solve it. Then, years later after doing, you know I did some deployments myself, and after seeing how was this stuff working, it finally arrived at an architecture that I thought: okay, this thing's passing all these trials, and now I think we've got this pretty well nailed, so. I basically got into it before the terms fog and edge computing were being thrown around, and just said this is what has to happen. And then of course, it turns out that the world catches up, and now of course there's terms for it, and everyone's talking about the edge. >> So it's an interesting problem, right, it's the same old problem we've been having forever, which is do you move the data to the compute or do you move the compute to the data? And then we've had these other things happening with suddenly this you know huge swell of data flow, and that's even before we start you know kind of the IOT connection on the data flow, luckily the networks are getting faster, 5G's around the corner, chips are getting faster and cheaper, memory's getting cheaper and faster. And then we had the development of the cloud and really the hyper growth of the public cloud. But that still doesn't help you with kind of these low latency applications that you have to execute on the edge. And obviously we've talked to GE a lot, and everyone wants to talk about turbines and you know harsh conditions and you know nasty weather, and it's not this pristine data center; how do you put compute, and how much compute do you put at the edge, and how do you manage kind of that data flow? What can you deal with there, what do you have to send up? And of course this pesky thing called physics and latency, which just prohibits, as you said, the ability to get stuff up to some compute and get it back in time necessarily to do something about it. So what is the approach that you guys are taking? What's a little bit different about what you've built with Edgeworx? >> Sure. >> So, in most cases, people think about the edge as like almost a lead into the cloud. They say: how can I pre-process the data, maybe curtail some of the bandwidth volume that I need in order to send data up to the cloud? But that doesn't actually solve the problem, you'll never get rid of cloud latency if you're sending just smaller packages. And in addition, you have done nothing to address the security issues of the edge, if you're just trying to package data, maybe reduce it a bit and send it to the cloud. So what's different about us is with us you can use the cloud, but you don't have to, we're completely at the edge. So you can run software with Edgeworx that stays within the four walls of a factory, if you so choose, and no data will ever leave the building; and that is a stark difference from the approaches that've been taken to date which've been tied to the cloud, but we do a little at the edge, it's like come on, this is real edge. >> Right, right. And so is it a software layer that sits on top of whatever kind of bios and firmware are on a lot of these dumb sensors, is that kind of the idea? >> Yeah, no actually it sits, exactly, it sits above the bios level, it sits above the firmware. It creates an application runtime, so it allows developers to write applications that are containerized, so we run containers at the edge, which allows our developers to run applications they've already developed for the cloud, to write new applications, but they don't have to learn an entirely new framework or an entirely new SDK, they can write using tools they already know: Java, C#, C++, Python, if you can write that language, we can run it, and at the edge. Which again allows people to use skillsets that they already know, they don't have to like learn specialized skillsets for the edge, why should they have to do that you know? >> I think, and you know good for you guys, to get Stacey Higginbotham to write a nice article about the company long before you launched, which is good. But I thought she had a really interesting breakdown on kind of edge computing, and she broke it down into four layers: the device, the sensors, as you said as dumb as it can be, right, you want a lot of these things. Then this gateway layer that collects the data. You know some level of compute close to the edge, not necessarily in the camera or in any of these sensors, but close, and then of course a connection back to the cloud. So you guys run in the sensor, or probably more likely in that gateway layer? Or do you see, in some of the early customers you're talkin' to, are they putting these like little micro data centers? I mean how are you actually seeing this stuff deployed in the field at scale? >> So we actually gave Stacey that four layer chart because were trying to explain people to the edge, to people who didn't understand what that was, and again, people refer to all these different layers at the edge. We actually think that the layer right above the sensors is actually the most difficult to solve for. And the reason we don't want to run on the sensor level is because sensors are becoming more and more commoditized, a customer would rather have a thousand dumb sensors where they could get more and more data, than have like 10 really smart sensors where they could run compute on them. So, unless there's special circumstances, like you know a case of a camera where we're actually working with a camera that has GPU capability, where they can actually run on the edge, we'd like to run at a level up there, and there's a couple of reasons for that. One is, if you run on the devices itself, you can't really aggregate each other's devices, you can't aggregate-- a temperature sensor cannot aggregate a pressure sensor's data, you need to set up a layer above. Also we're able to serve as a broker between low levels of you know Wi-Fi and Bluetooth, versus you know high levels of TCP/IP, right, which you also cannot do at the sensor level. If you were run at the sensor, you'd basically have to do what Amazon does, which is device-to-cloud; which doesn't really afford you the capability of running real software at the edge. >> Right. So, when you're out, let's just say the camera, we talked a little bit before we turned the cameras on about the surveillance and surveillance cameras, I mean where are those gateways, and where's the power and the connectivity to that gateway, what're you seeing in some of these early examples? >> So, you know, for cameras you've got basically two choices, either the camera is a dumb camera that puts a video feed to some kind of a compute box that's nearby, or is on a wired network, or wireless network that's private to it, so. In building cameras that are already in place, that are analog, you can put a box in the building that can take the feeds, but the better option than that even is to have smart cameras, so probably a new greenfield deploy would have smart cameras that have the ability to do the AI processing right there in the module. So the answer is: somewhere you have a feed of sensor data, whether it be video, audio, or just like a temperature, you know time series data, and then it hits a point of where you're still on the edge, but you can do compute. Sometimes they're in the same unit, sometimes they're a little spread out, sometimes they're over wireless; that first layer up is where we sit no matter how the compute is done. >> Okay. And I'm just curious on some of the early use cases. How do people see the opportunity now to have kind of a software-driven IOT device that's separate from the actual firmware that's in the in the sensor? What is that going to enable them to do that they're excited to do they couldn't do before? >> Yeah, so if you think about the older model, it's: how can I make this device, get it's sensor readings and somehow communicate that data, and I'm going to write low-level code, probably C code or whatever to operate that and it's how often do I pull the sensor? And you're really thinking about just jeez I need this data somewhere to make useable. And when you use us you think: okay, I have streams of data, what would I do if I wanted to run software right where the data is, I can increase my sampling frequency, I can undo everything we were going to do in the cloud, and do it right there for free once it's deployed there's no bandwidth cost. So it opens the world of, of thinking, we're now running software at the edge, instead of running firmware, so I can just move the data upstream. You stop moving the data, and you start moving the applications, and that's what's like the world changer for everybody. >> Right, right. >> Plus you can use the same skillsets you have for the cloud and up until now programming IOT devices has been a matter of saying oh, you know, if I know how to work the GPIO pins you know and you know I can write in C, maybe I can make it work. And now you say: I know Python, and I know how to do data analytics with Python, I can just move that into the sensor module, if it's smart enough, or the gateway right there, and I can pretty much push my code into the factory instead of waiting for the factory to wire the data to me. >> And we actually have a customer right now that's doing real-time surveillance at the edge, and they have smart city deployments and they're looking at an example of, border control for example. And what they want to be able to do is put these cameras out there and say: well, I've detected something on the maritime border here, is it a whale, is it debris, or is it a boat full of refugees, or is it a boat full of like pirates, or is it a boat full of migrants? Well before what they would have to do is okay well, as an edge device maybe I, at the basic level of processing I could run is to say let me compress that video data and send some of it back, right, and then do the analysis back there; well that's not really going to be that helpful, because if I have to send it back to some cloud and do some analysis, by the time I've recognized what's out there: too late. What we can do now with our software capability, because we have our platform running on these cameras is we can deploy software that says: okay well I can detect, right there, right at the edge, what we're seeing, and I can not just send back video data, which I don't really want to do, that's really you know heavy on bandwidth and latency, cost as well, is I can just send back text data and say: well, I've actually detected something, so let's take some sort of action on it, and say okay the next camera should be able to detect it or pick it up or send some notifications that we need to address it back here. If I'm sending textual data back, and say I've already done that processing right there and then, I can run thousands of cameras out there at the edge versus just 10 or you know, 10 or 12 because of the amount of cost and latency. And then the customer can decide, well you know what, I want to add another application that you know does target tracking of certain individual terrorists, right? Okay, well that's easy for me to deploy that software because our platform's already running. We can, you know, and just push it out there at the edge. Oh, you know what, I'm able to model train at the edge, and I can actually do better detection, I can go from 80% to 90%, well I can just push that data and do an upgrade right there at the edge as opposed to going out there and flashing that board, and you know upgrading that way, or sending out some sort of firmware upgrade; so it allows a lot of flexibility that we couldn't do before. >> Right. Well I just got to ask ya now, you got a pile of money, which is exciting, and congratulations. >> Thank you. >> I was going to say, kind of, where do you kind of focus on your go-to-market, you know within any particular vertical, or any specific horizontal application? But it sounds like, I think we've use cameras now three or four times (laughs) in the last three or four questions, so I'm guessin' that's a, that's a good-- >> That's been a strong one for us. >> You know kind of early early adopt to market for you guys. >> That one's been a strong one for us, yeah. We've had some real success with telco's, another use case that we've seen some real good traction is being able to detect quality-of-service issues on Wi-Fi routers, so, that's one that we're looking at as well that's had some adoption. Oil and gas has been pretty strong for us as well. So it seems to be kind of a horizontal play for us, and we're excited about the opportunity. >> Alright. Well thanks for comin' on and tellin' the story, and congratulations on your funding and launching the company, and, >> Thank you. >> And bringin' it to reality. >> Great, thanks. >> Alright, Kilton, Farah, I'm Jeff, you're watchin' theCUBE, thanks for watchin' we'll see ya next time. 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>>Hi there. Welcome to this cube conversation. I'm John Farah, your host of the queue here in Palo Alto, California in our studios for cube conversation and remotely drew showcase VP of product management at Dell technologies. This segment is about autonomous operations and moving beyond the hype into practice reality of what's going on in automation. Drew, thank you for coming on this cube conversation >>And great job. Thanks John. >>So, uh, uh, automation, autonomous operation, everyone sees the Tesla's a self-driving cars. We even heard words like self-driving store self-driving data center, self-driving cloud. It's kind of a buzz word. It's been hyped up a lot, but it's becoming much more of a reality as people start to think about how to automate a way the, the manual undifferentiated tasks and move the value into either writing better software or into operations. This is kind of a hot topic. Uh, why, why is it so hot right now? What's your take? >>Yeah, I think the answer to this lies really in the digital transformation that every company is having to embrace right now. And I use the word company, but everything I described here would apply to public entities as well. I have plenty of conversations with governments and universities and so forth. And the leverage that cost share that I've heard used before. If you're not a technology company and you don't think you need to become one, you're not going to be around for very long because every business to business, business to consumer, even consumer to consumer interaction is becoming digitized. And so, you know, making all those connections, digital based takes human talent. And that's really at the core of why this is a hot topic. You know, anybody who's going to try and hire that talent right now, or who's actively trying is going to tell you the competition is fierce. >>It's a sellers market, so to speak in terms of getting capable it talent. And so this topic of automation and autonomous operations has an incredibly pragmatic component to it because you can't hire your way through digital transformation. Uh, if you're an element of your strategy is going to have to involve making that talent more efficient. And so along with good business processes, automation is going to be a prerequisite to make any progress on your digital transformation within a finite set up of it talent. So, you know, to your question, why is it a hot topic? I, you know, look at every entities, digital transformation is going to dependent on, >>You know, you've been around, uh, seeing a lot of ways of innovation come and go. You know, every one has its own kind of like unique characteristics. Now we're seeing with this transformation, this digital transformation, a lot of things kind of coming together. So it's always been the classic people, process technologies, you know, the three kind of areas people talk about, but if you look at what cloud and now edge and distributed computing is bringing into the equation, companies are identifying competitive advantages to processes that can be software enabled or defined or automated and where their workflows are, the IP of company. So this is kind of like a new revelations. Like, I mean, Ross has always been great with your manufacturing, whatever that was in place, but now the scale of that in digital with the apps out there, this has been a big focus of the modernization of applications. What's your, what's your reaction to that? >>Yeah, no, no, very much so it's, um, you bring up an excellent point kind of all the focus and attention that corporations have given to these other processes for time now that you know, this, this whole, um, you know, online, digital digitize, modern operations model, if it's flowing into that as well. And you know, it's, you know, at the end of the day to, to the, some of the points that you made here, you know, are, are you and your whatever business or entity that you're supporting, you know, are you pushing out the lovers levels of features and capabilities that your internal customers or your external customers need at the pace and velocity that you need to that's, that's where competition is going to take place. That's where business is going to be won or lost. And so I think seeing an indexing of the processes around that and our customers starting to think more about that is critical. Just as much to your point, as you know, uh, you know, the, this technology strategy. Um, and, and how are you going to engage, you know, your customers through a, uh, uh, a modern, you know, digitize processes is important for the factory as the factory line for Ford motor company is in terms of how they're going to be interfacing with their customers. So, um, yeah, very, very timely. And certainly top of mind. >>Yeah. And a lot of CEO's and customers that you work with. I know you guys are having a lot of conversations. We've talked with you guys in the past, across all of Dale, actually Dell technologies, and it's the same conversation. It's distributed computing and automation, AI machine linear, all factoring in workflows becoming competitive advantage. Now we're into this autonomous phase, which is like self running or healing or all these new, new stuff. When customers think about this, and we've heard CEOs talk about strategies, don't touch the white hot core until you get to the edges first, put your toe in the water, different approaches to tackling autonomous operators. What sort of, um, strategies and results should customers expect as they go in and start jumping into the, into the, into the pool, if you will, you know, as they start, >>I'm glad you asked this question because the subject of automation gets lumped in with a lot of topics with similar, you know, buzzwords of AI and machine learning and self-healing, and self-driving while these technologies like that make autonomous operations. In reality, we run the risk of having the underlying technology, dominate the discussion, and that's not where it needs to go in, in, in my discussions with customers, they don't care if the underlying technology is machine learning or deep learning, you know, it doesn't really matter. They want to see tangible out. So, and so when we talk about the kind of results to expect, there's some pretty simple questions to ask is, you know, that I, you know, I engage with any CIO or any company, a person in an it operations capacity is, is my, is my team spending, you know, how much time is my team spending on updates or the updates taking place within tighten up windows? >>Is my team getting the root cause of issues faster? Is my team closing out tickets faster is my business deploying more applications per week, per month, per year. These are the kinds of things that really matter. I mean, this is where the rubber meets the road on this, and, you know, the way we approach this is as we deliver more capabilities and features in this space of autonomy, we're constantly engaging our customers in a before and after state to understand if we really moved the needle. And so we, we, we do collect data on this front to see if we are delivering tangible results. And you know, what we've seen just in the past year is when we do this and do it right, we're seeing issue resolution times dropping like 50 to 90%. We're seeing time spent on admin tasks reduced by like 85%. We're seeing operations cost dropped by a third, you know, applications being pushed out, almost doubling. So these are, these are the real benefits, right? If you, if you can free up and pull the human component out of some of these, you know, necessary, but not necessarily, um, you know, value added tasks, uh, in your day to day operations, this is the kind of results customers can see. >>I want to ask you about your recent event hosted by mark Hamill, but about the framework you guys announced. But before that, I want to ask you, I got your here about supply chain. I mean, honestly, Dell made, made its bones in supply chain and innovation going back to the early days, Michael's book is awesome and he talks about being successful. Um, but you started to hear words like software supply chain is starting to hear words like the word supply chain is now becoming lingua franca in business, not just on moving goods here and there. Digital supply chains are emerging and it's impacting developers because they have to secure them. And there's also mindset of an operational mindset, our systems thinking, uh, with as well as design thinking, but mainly systems thinking. So this is not for the, you know, supply chain geeks out there. This is like hitting me. And she, this notion of supply chain doesn't promise operations hit to the core of this. >>Yeah. It, um, yes, it should, because ideally what you're doing is your autonomous operations strategy is contemplating the fact that that supply chain is going to be fluid. Like, you know, and, and so, you know, just think about the, the, the, you know, the, the, the underlying infrastructure and the choices that you have being, um, on, um, on bare metal on VM, based on container-based, there's different distributions within that. We then start to think about, you know, how I might orchestrate that then the different platforms that we have there around configuration management or application orchestration, um, you're right. That supply chain does become pretty complex. And so, um, us as a, as a provider to customers that are having to do with that software supply chain, um, you, what we need to be cognizant of is the fact that, you know, we can't dictate that always, we have to assume there's going to be changes in there. And so that certainly does influence our approach and trying to make that as, um, you know, friendly to a heterogeneous environment that we know is going to change going forward. Awesome. >>And we're going to see more of that kind of thinking and apply into the people skill, skill development, and also software automation to offload that. But okay. Back to the event you guys had mark Hamill, who's, I'm a huge fan of star wars. Uh, the kid I master, um, represents the old guard, you know, let's do it now, looking at the cloud. Um, you guys announced that that event, this autonomous operations framework, could you talk about what that is and why is it important? >>Yeah, so to begin with, you know, if you had told me when I was watching mark Hamill as a child in a movie theater, that he would one day help me do my job, I would have gone insane. But anyways, um, that, that aside that, that autonomous operations framework, it's built around six levels of automation. And we can talk, take the cue from the society of automotive engineers and work that they had done around autonomous cars, but we believed that we needed something distinct for, for it. And, you know, it starts off with level zero, which is no automation, look at your there's a human doing absolutely everything. And you progress up through five subsequent levels of operator assisted, partial automation, conditional automation, level five, being full autonomy. There's a set of expectations with each of these. And look as you progress up the level of involvement of humans in the decision, and the reaction is decreased each and every step, and some might say, well, so what all you did is document a framework. >>Well, it's important to both our customers and then our internal teams that have to deliver this. And let me just elaborate on that a little bit. Why it's important to customers is that automation implies trust. As, as, as you know, you as my infrastructure provider Dell, do I trust you to automate something that is typically involved my own team, assessing what it is the problem to be and determining the remediation action. Am I willing to hand over the keys to that to you? Uh, you have to earn that and you earn that by progressing up through these different levels. And, you know, if I can't trust you with, you know, conditional automation, I'm not going to trust you with full autonomy. So the customer is, you know, there's a, there's a psychology that's involved here that they have to progress through these levels. And so you have to be deliberate, I'd say as well, you need to recognize that not all customers are going to progress through that at the same pace. >>So it's important that when we think about how we're going to provide this, yeah, we want to have an option for the highest level of autonomy as possible, but that doesn't mean all customers are going to be ready. So we need to think about, you know, how do you provide the N minus one and minus two levels of capabilities. So we're meeting customers where they are in terms of their comfort and, and embracing this idea of autonomous. And then, you know, for us internally, that's the customer's perspective for us. Then this is a, a great set of guideposts for our teams to think about how we advance. And so when we have a feature, um, that, that we're deploying and making available, let's say it's sort of a workload contention feature, right? We then think about that about, okay, how do we start to advance up through the different levels here? We know workload contention is an important problem, but how do we start to take the human out of that equation in a methodical way to advance them through these levels? So we give a suite of options to our customers to do without that. >>True. Talk to me about your reaction with customers. Cause I know there's a spectrum of customers that are leaning in, some are putting the toe in the water, so to speak somewhat more information, some are just looking at the architecture of how they're going to scale post COVID and then have a growth strategy for their business, what feedback you're getting, where are, how would you put the customer's mindset? Um, and, and can you describe the makeup of the customer profile for >>Yeah. You know, I would say, um, you know, there, you know, when we were talking about these six levels, there, there were about halfway up in general. If you, if you ask me to kind of do the bell curve, right. And in terms of comfort level, and we'll, we'll call it like partial or conditional automation there where it's like, you know, in general, it's like, okay, we, we, we know we need to take some of the humans out of this, but why don't we start by, you know, you recommending what the remediation is. I'll take a look at it and decide if I want to implement it or recommend the remediation and give me a button I can click to, to, to act upon it. So there's still some level of human checks and balances in there, but we've taken a lot of the grunt work out of it, so to speak, um, to do it. >>But that's where they are. They, they certainly aspire to move up again, back to this resource crunch, competing for talent than I can't keep hiring people to keep up with the work here and what they want to do is work with us to, okay, so how do I evolve this to start to prove it then? And this is where we can kind of go back to some of these things of the machine learning and so forth, where it's up to us as we think about how we design the systems around this is how can we start to observe how customers are responding to our recommendations? Are they always taking on, are they modifying them so we can get smarter in terms of what it is we're going to suggest and what we're just we're going to automate so that we're doing it around their values, not necessarily ours, that's a really important component here. This value based approach that we need to embrace, because, you know, you know, what, what might be considered an acceptable set of circumstances for a financial services company? You know, it might not be for a manufacturing company. And so that's something that we need to take into account in the overall design. >>Yeah. And also to your point earlier about meeting them where they are, is super important. And I think what's interesting, I've been watching over the past five Dell technology worlds, um, the tradition transition of Dell becoming much stronger and, and, and cohesive in each element of the end to end mix if you will, of hybrid. Um, and that's been a big boost. Um, and so as customers go, okay, I still got to get better. So they get, they're taking this way. And some, some customers, you know what I need to do more, but you guys are running these companies with your technology. So it's not like as easy, it's not a clean sheet of paper. In some cases, it is when you have new projects, they go cloud native and they just ended, they deploy, uh, and they have an edge and all that good stuff. But in terms of making autonomous operations real in terms of your roadmap, as you guys evolve, um, how close are you to having that secret formula? Or do you have the secret formula now? What is it? >>Yeah, so the short answer is, you know, do we have the, the, the secret sauce that we do? And, but that doesn't mean we're done like, so, so back to the framework, like nobody in the industry is at full autonomy. So let's just be really honest. There it's a, it's an aspirational north star that we, we all have to make progress to, but you know, what that means is you can take something that has a level of autonomy today. And let's take something like workload contention analysis that I brought up earlier, where, you know, we can identify where we've got workloads competing for shared resources that need to be redistributed. You know, today we flagged that contention and let the customer determine remediation. So, Hey, we're, we're letting you know you've got a problem. Um, you know, they're going to determine that remediation based upon their first hand knowledge of the environment and applying the values that they have to determine the best path, but, you know, our task is then to gain insight on that and how our customers are choosing to remediate, translate those into rule-based decisions for an explicit outcome that kind of advances you up one step, moving beyond rules. >>You start to understand more generalized outcome sot. That's a conditional automation. And then you move beyond that to get to a service level based objective, which would be high autonomy. So you're there, but this, this framework clearly calls out like this is a journey like there's no, you never really get to the end, so to speak. And that's fine, right? That, that Nirvana of full autonomy, we all should aspire to it, but we are going to be very, very deliberate in terms of how we take things like this and advance them up through the framework to make it more real. And again, give customers choice as they're willing to progress up through that trust will be there with an option for them when they, when they want to stay back with where they are, because that's where their comfort is. We'll be able to meet them there. >>Yeah. And I think also that be fair to anyone who may look at this as, you know, kind of like maybe future every, every customer you have is different operationally. I mean, you have, again, you mentioned financial FinTech, they're huge. If financial services area versus say, you know, classic enterprise, I mean, it could be insurance or whatever, a lot of legacy, and now new technologies coming in, this is all part of the, the opportunity is to kind of bring that together. Um, and it's not going to switch. >>Yeah, it is. And I'll just, you know, the one last plug for why I feel great about doing this as Dell technologies is I think about the, the breadth of what we cover in that environment, you know, with the, the breadth of our portfolio and the level of insights that we can have by kind of contemplating all the impacts across that typology that we span. Um, it's super exciting in terms of kind of what we can really unlock here in terms of value from an end date >>Drew. It's great to chat with you. I have one quick, more important question. Most important question is, did you get a selfie with mark Hamill Come on in every star wars? I mean, I'm a huge star wars fan, of course, star wars, star Trek are all on the same tier. Yeah. >>Uh, no, sorry. I missed out. I was, I was virtual for that one. So, um, although I probably could have done a screenshot on zoom or something like that and claimed it. So, but the >>Well great to have you on the queue. Thanks for your insight. I think this is a great area. Autonomous operations are moving beyond the hide, was seeing evidence in it. You seeing us the on clean sheet of paper, Greenfield opportunities, and then as it comes into the white hot core enterprise, um, even more trust is needed. Even more reliability track record you guys doing great work. Thank you so much for sharing on the cube. Great. Thank you, John. Okay. This is the cube. I'm Sean for your host for this cube conversation. Thanks for watching.

>>Okay. Okay. We're back on the cube here in cloud city. I'm John Farah, David latte. Thanks Adam. And guys in the studio. Awesome stuff. Dave mobile world Congress is happening. It's basically a hybrid show. Mostly virtual. Actually the physical action is a lot of booths. Cloud city is tricked out, big time made for TV. The cubes, obviously here, we've got the main stage with Adam and crew, Chloe and team, and it's pretty, pretty cool. Cloud cities, thematic John, we're going to see the next decade be about the cloudification of telco and major, major portions of telco. We're going to move to the cloud. It's very clear. And especially the front end stuff, a lot of the business support systems, some of the operational systems are going to go. When you're seeing that, you're seeing that with Amazon, you're seeing Microsoft, you're seeing Google. They're all moving in that direction. >>So it's inevitable. And I just love the fact that events are back. That's a game changing statement. Mobile world. Congress is not going to go away. There's no way they're going to let this event slide by. Even though we're coming out of the pandemic, clearly Bon Jovi was here. He said, quote, we met him last night, face to face. He's like, go Patriots. Hope they have a good season. This year. He's a big Patriots fan. He said, it's going to be better. This could be better. But he also said he it's the first time he's performed in a year and a half in front of all excited. He wasn't calm, small little intimate crowd. Again, look behind this. You can see the cloud city. This is really built out extremely well. A lot of executives here, but the content has been awesome here, but also remote. We've been bringing people in live remotes and we also had some prerecorded assets that we have. And we've got one here from Booz Allen, who I had a conversation with earlier in the month and grab some time to talk about the impact of 5g telecom and how it relates to national security for cover mints and society. And so let's take a look at that video right now. >>Hi, welcome to the cube conversation here in the cube studios in Palo Alto, California, I'm John for a, your host had a great conversation with two great guests gonna explore the edge, what it means in terms of commercial, but also national security. And as the world goes digital, we're going to have the deep dive conversation around, um, how it's all transforming. We've got Kate Lee, vice president Booz Allen's digital business. Kate. Great to have you, uh, John Paisano principal at Booz Allen's digital cloud solutions. Gentlemen, thanks for coming on. So one of the most hottest topics, obviously besides cloud computing, having the most refactoring impact on business and government and public sector has been the next phase of cloud growth and cloud scale, and that's really modern applications, um, and consumer, and then here, uh, for national security and for governments here in the U S is in the military impact. >>And as digital transformation starts to go to the next level, you starting to see the architectures emerge, where the edge, the IOT edge, the industrial IOT edge, or any kind of edge concept 5g is exploding, making that much more of a dense, more throughput for connectivity with wireless. You've got Amazon with snowballs, snowmobile, all kinds of ways to deploy technology. That's it like and operational technologies it's causing quite a cloud operational opportunity and disruption. So I want to get into it. Let's key. Let's start with you. I mean, we're looking at an architecture, that's changing both commercial and public sector with the edge. What are the key considerations that you guys see as people have to really move fast and this new architecture of digital, >>Which I think is a great question. And, um, if I could just, uh, share our observation on why we even started investing in edge, um, you mentioned cloud, um, but as we've reflected upon kind of the history of it on you to take a look from mainframes to desktops, to servers, to a cloud, to mobile, and now I have a T what we observed was that, um, industry investing in infrastructure led to kind of an evolution of, uh, uh, of it, right? So as you mentioned with industry spending billions on IOT and edge, um, we've just feel that that's going to be the next evolution. Um, if you've take a look at, um, you mentioned 5g, I think 5g will be certainly, um, an accelerator to edge, um, because of the, the resilience, the lower latency and so forth, but, um, taking a look at what's happening in space, you mentioned space earlier as well, right. >>Um, and, uh, what, uh, Starlink is doing by putting satellites to actually provide transport into the space. Um, we're thinking that that actually is going to be the next ubiquitous thing. Once transport becomes ubiquitous, just like cloud allows stores to be ubiquitous. We think that, you know, the next generation internet will be space-based. Um, so when you think about it, um, connected, it won't be connected servers per se. It will be connected devices. Um, so, uh, that's kind of, you know, some of the observations and why we've been really focusing on investing in, in edge. >>Awesome. I'd love to sh to, uh, continue the conversation on space and the edge, um, and super great conversation to have you guys on and really appreciate it. I do want to ask you guys about the innovation and the opportunities, uh, this new shift that's happening is the next big thing is coming quickly and it's here on us and that's cloud. I call it cloud 2.0, the cloud scale, modern software development environment, uh, edge with 5g changing the game. I key, I completely agree with you. And I think this is where people are focusing their attention from startups to companies that are transforming and repivoting, or refactoring their, their, uh, existing assets to be positioned. And you're starting to see clear winners and losers as a pattern emerge, right? You gotta be in the cloud, you gotta be leveraging data. You gotta be, uh, horizontally scalable, but you've gotta have AI machine learning in there with modern software practices that are secure. >>That's the playbook. Some people are it, some people are not getting there. So I got to ask you guys, you know, as telcos become super important and the ability to be a telco. Now, we just mentioned standing up a tactical edge, for instance, uh, launching a satellite couple of hundred K you're going to launch a cube set. Um, that could be good and bad, right? So, so, you know, the telco business is changing radically cloud telco cloud is emerging as an edge phenomenon with 5g, certainly business commercial benefits, more than consumer. How do you guys see the innovation and disruption happening with telco? >>Um, you know, as we think through, um, cloud to edge, um, one thing that we realized, because our definition of edge, John was actually at the point of data collection, right on the sensor themselves, others definition of edge is we're a little bit further back when we call it the edge of the it enterprise. Um, but you know, as we look at this, we realize that you need, you needed this kind of multi echelon environment, right? From your cloud to your tactical clouds, right. Where you can do some processing and then at the edge themselves, really at the end of the day, it's all about, I think, data, right? I mean, everything we're talking about is still all about the data, right? The AI needs to Dane, the telco is transporting the data. Right. And so, um, I think if you think about it from a data perspective, in relationship to telcos, right, one edge will actually enable a very different paradigm in a distributed paradigm for data processing. Right. So instead of bringing the data to some central cloud, right. Um, which takes bandwidth off your telcos, push the products to the data, right. So mitigate, what's actually being sent over to those telco lines to increase the efficiencies of them. Right. Um, so I think, you know, at the end of the day, uh, the telcos are gonna have a pretty big, uh, component to this, um, even from space down to ground station, right. How that works. Um, so, um, the, the network of these telcos, I think, are just going to expand >>John, what's your perspective. I mean, startups are coming out. The scalability speed of innovation is a big factor. The old telco days had like, I mean, you know, months and years, new towers go up and now you've got backbone. You've got, you know, it's kind of a slow glacier pace. Now it's under siege with rapid innovation. >>Yeah. So, um, I definitely echo the sentiments that Q would have, but I would also, if we go back and think about the digital battle space and what we've talked about, um, faster speeds being available, you know, in places it's not been before is great. However, when you think about basing an adversary, that's a near peer threat. The first thing they're going to do is make it contested congested, and you have to be able to survive. I, while yes, the, the pace of innovation is absolutely pushing comms. The places we've not had it before. Um, we have to be mindful to not get complacent and over rely on it, assuming it will always be there because I know in my experience wearing the uniform and even if I'm up against it adversary, that's the first thing I'm gonna do is I'm going to do whatever I can to disrupt your ability to communicate. So how do you take it down to that lowest level and still make that squad, the platoon, whatever that structure is, you know, continued some survivable and lethal. And so that's something I think, as we look at the innovations, we need to be mindful of that so low. And I talk about how do you architect it? What services do you use? Those are all those things that you have to think about. What if I lose it at this echelon? How could, how do I continue to mission? >>Yeah. It's interesting. Mean if you look at how companies have been procuring and consuming technology key, it's been like siloed. Okay. We've got a workplace workforce project, uh, and we have the tactical edge and we have the, you know, siloed it solution when really work in play, whether it's work here. And John's example is the war fighter. And so his concern is safety is his life. Right. And, and protection, the department has to manage the coms. And so they have to have countermeasures and contingencies ready to go. Right. So all this is integrate integrated. Now it's not like one department it's like, it's it's together. >>Yeah. Do you, I mean, you're, you're, uh, I love what you just said. I mean, we have to get away from this siloed siloed banking. Um, not only within a single organization, but across the enterprise. Right. Um, you know, from a digital battlefield perspective, you know, I, you know, it's a joint fight, right. So even across these enterprise of enterprises, right. So I think you're spot on. We have to look horizontally, uh, we have to integrate, we have to inter-operate. Um, and, and by doing that, that's where the innovation is also going to be accelerated too. Right. Not reinventing the wheel. >>Yeah. You know, I think the infrastructure edge is so key. It's going to be very interesting to see how the existing incumbents can handle themselves. Obviously the towers are important. Five GLC has much more, more deployments, not as centralized in terms of the, of the spectrum. Uh, it's more dense. It's gonna create more connectivity options. Um, how do you guys see that impacting? Because certainly more gear, like, obviously not, not the centralized tower from a backhaul standpoint, but now the edge, the radios themselves, the wireless, uh, uh, uh, transit is key. Um, that's the real edge here. How does, how do you guys see that evolving? >>So, um, you know, we're seeing, uh, we're seeing a lot of, um, innovations actually through small companies. We're really focused on very specific niche problems. I think it's a great starting point, um, because what they're doing is showing the art of the possible, right. Um, because again, we're in a different environment now there's different rules, there's different capabilities now, but then we're also seeing, you mentioned earlier on, um, uh, some of the larger companies, Amazon and Microsoft also investing, um, as well. Right. So, um, I think the merge of the, you know, are the unconstrained are the possible right by these small companies that are, you know, just kind of driving, you know, uh, innovations, uh, supported by the, the, the maturity and the, the, the heft of these large companies who are building out kind of these, um, pardoned kind of, uh, capabilities. Um, they're going to converge at some point, right. Um, and, and that's where I think they want to get further innovation. >>Well, I really appreciate you guys taking the time. Final question for you guys, as people are watching this, a lot of smart executives and teams are coming together to kind of put the battle plans together for their companies, as they transition from old to this new way, which is clearly cloud-scale role of data. We've got them, we hit out all the key points. I think here, as they start to think about architecture and how they deploy their resources, this becomes now the new boardroom conversation that trickles down and includes everyone, including the developers. You know, the developers are now going to be on the front lines. Um, mid-level managers are going to be integrated in as well. It's a group conversation. What are some of the advice that you would give to folks who are in this mode of planning, architecture, trying to be positioned to come out of this pandemic with a massive growth opportunity and, and to be on the right side of history? What's your advice? >>Um, this is a quick question. Um, so I think, um, you, you touched upon it. Um, one is take the holistic approach. Uh, you mentioned orchestras a couple of times, and I think that's, that's critical understanding, um, how your edge architectures will let you connect with your cloud architecture. So they're, they're not disjointed, right? They're not siloed, right. They're interoperable, they integrate. So you're taking that enterprise approach. Um, I think the second thing is be patient. Uh, it took us some time to really kind of, and we've been looking at this for, uh, about three years now. Um, and we were very intentional in assessing the landscape, how people were, you know, um, discussing around edge, um, and kind of pulling that all together, but it took us some time to even figure it out, kind of, Hey, what are the use cases? How can we actually apply this and get some ROI and value, um, out for our clients? Right. So being a little bit patient, um, in thinking through kind of how you can leverage this and potentially be a disruptor, >>John, your thoughts on advice to people watching as they try to put the right plans together to be positioned and not foreclose any future value. >>Yeah, absolutely. So, in addition to the points, the key res I would, number one, amplified the fact of recognize that you're going to have a hybrid environment of legacy and modern capabilities. And in addition to thinking, you know, open architectures and whatnot, think about your culture, the people, your processes, your techniques, and whatnot, and your governance. How do you make decisions when it needs to be closed versus open? Where do you invest in the workforce? What decisions are you going to make in your architecture that drive that, that hybrid world that you're going to live in? All those recipes, you know, patients open all that, that I think we often overlook the cultural people aspect of, you know, upskilling it, this is a very different way of thinking on modern software delivery. Like, how do you go through this lifecycle? How's security embedded. So making sure that's part of that boardroom conversation >>Back day, this is a great interview. We just had with Kaley for Booz Allen reason, why I wanted to bring that into the cube programming this week was because you heard him saying ivory cloud. You heard him say public cloud innovation, edge, all elements of the architecture. And he says, we are learning and it takes patience. And the other thing that he was hyper focused on was the horizontal scalability, not silos. And this is an architectural shift. Who's Alan again, premier firm, and they're doing like killer work. Those guys are amazing. So this brings up the whole theme here, which is you got to nail the architecture. If you don't know what checkmate looks like, don't play chess. That's what I always say. Well, you don't know what the game is, don't play it. And I think the telco story that we hear from Dr is that these guys don't know the game. >>Now I would question that Amazon and others think they do because as they're all partnering with them, yeah, Amazon's got great partnerships. Google just announced a partnership with Ericsson goes on and on. I think anything that can move into the hybrid cloud, Ken should and will that'll happen, but there's some stuff that's going to take some time. Maybe we'll never move. You see that with mainframes. But what they'll do is they'll put an abstraction layer around it and it's got to communicate. And I think the big question is, okay, is it going to be the cloud stack coming on prem, which I think is going to happen, or is it going to be the reverse? And I would bet on the former, well, you know, we've been covering the cloud from day one. We've been part of that wave. We've had all the top conversations with Andy Jassy when, and he was just breaking through the growth. All the cloud players we've been there. We talked to all their customers. We have our finger on the pulse of cloud and we are in cloud city. Main street of cloud city is where all the action is. And the main stage is up there. Adam and team take it from here.

>>Hi everyone, This system A fellow from the University of Tokyo before I thought that would like to thank you she and all the stuff of entity for the invitation and the organization of this online meeting and also would like to say that it has been very exciting to see the growth of this new film lab. And I'm happy to share with you today or some of the recent works that have been done either by me or by character of Hong Kong Noise Group indicating the title of my talk is a neuro more fic in silica simulator for the commenters in machine. And here is the outline I would like to make the case that the simulation in digital Tektronix of the CME can be useful for the better understanding or improving its function principles by new job introducing some ideas from neural networks. This is what I will discuss in the first part and then I will show some proof of concept of the game in performance that can be obtained using dissimulation in the second part and the production of the performance that can be achieved using a very large chaos simulator in the third part and finally talk about future plans. So first, let me start by comparing recently proposed izing machines using this table there is adapted from a recent natural tronics paper from the Village Back hard People. And this comparison shows that there's always a trade off between energy efficiency, speed and scalability that depends on the physical implementation. So in red, here are the limitation of each of the servers hardware on, Interestingly, the F p G, a based systems such as a producer, digital, another uh Toshiba purification machine, or a recently proposed restricted Bozeman machine, FPD eight, by a group in Berkeley. They offer a good compromise between speed and scalability. And this is why, despite the unique advantage that some of these older hardware have trust as the currency proposition influx you beat or the energy efficiency off memory sisters uh P. J. O are still an attractive platform for building large theorizing machines in the near future. The reason for the good performance of Refugee A is not so much that they operate at the high frequency. No, there are particle in use, efficient, but rather that the physical wiring off its elements can be reconfigured in a way that limits the funding human bottleneck, larger, funny and phenols and the long propagation video information within the system in this respect, the f. D. A s. They are interesting from the perspective, off the physics off complex systems, but then the physics of the actions on the photos. So to put the performance of these various hardware and perspective, we can look at the competition of bringing the brain the brain complete, using billions of neurons using only 20 watts of power and operates. It's a very theoretically slow, if we can see. And so this impressive characteristic, they motivate us to try to investigate. What kind of new inspired principles be useful for designing better izing machines? The idea of this research project in the future collaboration it's to temporary alleviates the limitations that are intrinsic to the realization of an optical cortex in machine shown in the top panel here. By designing a large care simulator in silicone in the bottom here that can be used for suggesting the better organization principles of the CIA and this talk, I will talk about three neuro inspired principles that are the symmetry of connections, neural dynamics. Orphan, chaotic because of symmetry, is interconnectivity. The infrastructure. No neck talks are not composed of the reputation of always the same types of non environments of the neurons, but there is a local structure that is repeated. So here's a schematic of the micro column in the cortex. And lastly, the Iraqi co organization of connectivity connectivity is organizing a tree structure in the brain. So here you see a representation of the Iraqi and organization of the monkey cerebral cortex. So how can these principles we used to improve the performance of the icing machines? And it's in sequence stimulation. So, first about the two of principles of the estimate Trian Rico structure. We know that the classical approximation of the Cortes in machine, which is a growing toe the rate based on your networks. So in the case of the icing machines, uh, the okay, Scott approximation can be obtained using the trump active in your position, for example, so the times of both of the system they are, they can be described by the following ordinary differential equations on in which, in case of see, I am the X, I represent the in phase component of one GOP Oh, Theo F represents the monitor optical parts, the district optical parametric amplification and some of the good I JoJo extra represent the coupling, which is done in the case of the measure of feedback cooking cm using oh, more than detection and refugee A then injection off the cooking time and eso this dynamics in both cases of CME in your networks, they can be written as the grand set of a potential function V, and this written here, and this potential functionally includes the rising Maccagnan. So this is why it's natural to use this type of, uh, dynamics to solve the icing problem in which the Omega I J or the Eyes in coping and the H is the extension of the rising and attorney in India and expect so. >>Not that this potential function can only be defined if the Omega I j. R. A. Symmetric. So the well known problem of >>this approach is that this potential function V that we obtain is very non convicts at low temperature, and also one strategy is to gradually deformed this landscape, using so many in process. But there is no theorem. Unfortunately, that granted convergence to the global minimum of there's even 20 and using this approach. And so this is >>why we propose toe introduce a macro structure the system or where one analog spin or one D o. P. O is replaced by a pair off one and knock spin and one error on cutting. Viable. And the addition of this chemical structure introduces a symmetry in the system, which in terms induces chaotic dynamics, a chaotic search rather than a >>learning process for searching for the ground state of the icing. Every 20 >>within this massacre structure the role of the ER variable eyes to control the amplitude off the analog spins to force the amplitude of the expense toe, become equal to certain target amplitude. A Andi. This is known by moderating the strength off the icing complaints or see the the error variable e I multiply the icing complain here in the dynamics off UH, D o p o on Then the dynamics. The whole dynamics described by this coupled equations because the e I do not necessarily take away the same value for the different, I think introduces a >>symmetry in the system, which in turn creates chaotic dynamics, which I'm showing here for solving certain current size off, um, escape problem, Uh, in which the exiled from here in the i r. From here and the value of the icing energy is shown in the bottom plots. And you see this Celtics search that visit various local minima of the as Newtonian and eventually finds the local minima Um, >>it can be shown that this modulation off the target opportunity can be used to destabilize all the local minima off the icing hamiltonian so that we're gonna do not get stuck in any of them. On more over the other types of attractors, I can eventually appear, such as the limits of contractors or quality contractors. They can also be destabilized using a moderation of the target amplitude. And so we have proposed in the past two different motivation of the target constitute the first one is a moderation that ensure the 100 >>reproduction rate of the system to become positive on this forbids the creation of any non tree retractors. And but in this work I will talk about another modulation or Uresti moderation, which is given here that works, uh, as well as this first, uh, moderation, but is easy to be implemented on refugee. >>So this couple of the question that represent the current the stimulation of the cortex in machine with some error correction, they can be implemented especially efficiently on an F B G. And here I show the time that it takes to simulate three system and eso in red. You see, at the time that it takes to simulate the X, I term the EI term, the dot product and the rising everything. Yet for a system with 500 spins analog Spain's equivalent to 500 g. O. P. S. So in f b d a. The nonlinear dynamics which, according to the digital optical Parametric amplification that the Opa off the CME can be computed in only 13 clock cycles at 300 yards. So which corresponds to about 0.1 microseconds. And this is Toby, uh, compared to what can be achieved in the measurements tobacco cm in which, if we want to get 500 timer chip Xia Pios with the one she got repetition rate through the obstacle nine narrative. Uh, then way would require 0.5 microseconds toe do this so the submission in F B J can be at least as fast as, ah one gear repression to replicate the post phaser CIA. Um, then the DOT product that appears in this differential equation can be completed in 43 clock cycles. That's to say, one microseconds at 15 years. So I pieced for pouring sizes that are larger than 500 speeds. The dot product becomes clearly the bottleneck, and this can be seen by looking at the the skating off the time the numbers of clock cycles a text to compute either the non in your optical parts, all the dog products, respect to the problem size. And and if we had a new infinite amount of resources and PGA to simulate the dynamics, then the non in optical post can could be done in the old one. On the mattress Vector product could be done in the low carrot off, located off scales as a low carrot off end and while the kite off end. Because computing the dot product involves the summing, all the terms in the products, which is done by a nephew, Jay by another tree, which heights scares a logarithmic any with the size of the system. But this is in the case if we had an infinite amount of resources on the LPGA food but for dealing for larger problems off more than 100 spins, usually we need to decompose the metrics into ah smaller blocks with the block side that are not you here. And then the scaling becomes funny non inner parts linear in the and over you and for the products in the end of you square eso typically for low NF pdf cheap P a. You know you the block size off this matrix is typically about 100. So clearly way want to make you as large as possible in order to maintain this scanning in a log event for the numbers of clock cycles needed to compute the product rather than this and square that occurs if we decompose the metrics into smaller blocks. But the difficulty in, uh, having this larger blocks eyes that having another tree very large Haider tree introduces a large finding and finance and long distance started path within the refugee. So the solution to get higher performance for a simulator of the contest in machine eyes to get rid of this bottleneck for the dot product. By increasing the size of this at the tree and this can be done by organizing Yeah, click the extra co components within the F p G A in order which is shown here in this right panel here in order to minimize the finding finance of the system and to minimize the long distance that the path in the in the fpt So I'm not going to the details of how this is implemented the PGA. But just to give you a new idea off why the Iraqi Yahiko organization off the system becomes extremely important toe get good performance for simulator organizing mission. So instead of instead of getting into the details of the mpg implementation, I would like to give some few benchmark results off this simulator, uh, off the that that was used as a proof of concept for this idea which is can be found in this archive paper here and here. I should result for solving escape problems, free connected person, randomly person minus one, spin last problems and we sure, as we use as a metric the numbers >>of the mattress Victor products since it's the bottleneck of the computation, uh, to get the optimal solution of this escape problem with Nina successful BT against the problem size here and and in red here there's propose F B J implementation and in ah blue is the numbers of retrospective product that are necessary for the C. I am without error correction to solve this escape programs and in green here for noisy means in an evening which is, uh, behavior. It's similar to the car testing machine >>and security. You see that the scaling off the numbers of metrics victor product necessary to solve this problem scales with a better exponents than this other approaches. So so So that's interesting feature of the system and next we can see what is the real time to solution. To solve this, SK instances eso in the last six years, the time institution in seconds >>to find a grand state of risk. Instances remain answers is possibility for different state of the art hardware. So in red is the F B G. A presentation proposing this paper and then the other curve represent ah, brick, a local search in in orange and center dining in purple, for example, and So you see that the scaring off this purpose simulator is is rather good and that for larger politicizes, we can get orders of magnitude faster than the state of the other approaches. >>Moreover, the relatively good scanning off the time to search in respect to problem size uh, they indicate that the FBT implementation would be faster than risk Other recently proposed izing machine, such as the Hope you know network implemented on Memory Sisters. That is very fast for small problem size in blue here, which is very fast for small problem size. But which scanning is not good on the same thing for the >>restricted Bosman machine implemented a PGA proposed by some group in Brooklyn recently again, which is very fast for small promise sizes. But which canning is bad So that, uh, this worse than the purpose approach so that we can expect that for promise sizes larger than, let's say, 1000 spins. The purpose, of course, would be the faster one. >>Let me jump toe this other slide and another confirmation that the scheme scales well that you can find the maximum cut values off benchmark sets. The G sets better cut values that have been previously found by any other >>algorithms. So they are the best known could values to best of our knowledge. And, um, or so which is shown in this paper table here in particular, the instances, Uh, 14 and 15 of this G set can be We can find better converse than previously >>known, and we can find this can vary is 100 times >>faster than the state of the art algorithm and cp to do this which is a recount. Kasich, it s not that getting this a good result on the G sets, they do not require ah, particular hard tuning of the parameters. So the tuning issuing here is very simple. It it just depends on the degree off connectivity within each graph. And so this good results on the set indicate that the proposed approach would be a good not only at solving escape problems in this problems, but all the types off graph sizing problems on Mexican province in communities. >>So given that the performance off the design depends on the height of this other tree, we can try to maximize the height of this other tree on a large F p g A onda and carefully routing the trickle components within the P G A. And and we can draw some projections of what type of performance we can achieve in >>the near future based on the, uh, implementation that we are currently working. So here you see projection for the time to solution way, then next property for solving this escape problems respect to the prime assize. And here, compared to different with such publicizing machines, particularly the digital and, you know, free to is shown in the green here, the green >>line without that's and, uh and we should two different, uh, prosthesis for this productions either that the time to solution scales as exponential off n or that >>the time of social skills as expression of square root off. So it seems according to the data, that time solution scares more as an expression of square root of and also we can be sure >>on this and this production showed that we probably can solve Prime Escape Program of Science 2000 spins to find the rial ground state of this problem with 99 success ability in about 10 seconds, which is much faster than all the other proposed approaches. So one of the future plans for this current is in machine simulator. So the first thing is that we would like to make dissimulation closer to the rial, uh, GOP or optical system in particular for a first step to get closer to the system of a measurement back. See, I am. And to do this, what is, uh, simulate Herbal on the p a is this quantum, uh, condoms Goshen model that is proposed described in this paper and proposed by people in the in the Entity group. And so the idea of this model is that instead of having the very simple or these and have shown previously, it includes paired all these that take into account out on me the mean off the awesome leverage off the, uh, European face component, but also their violence s so that we can take into account more quantum effects off the g o p. O, such as the squeezing. And then we plan toe, make the simulator open access for the members to run their instances on the system. There will be a first version in September that will >>be just based on the simple common line access for the simulator and in which will have just a classical approximation of the system. We don't know Sturm, binary weights and Museum in >>term, but then will propose a second version that would extend the current arising machine to Iraq off eight f p g. A. In which we will add the more refined models truncated bigger in the bottom question model that just talked about on the supports in which he valued waits for the rising problems and support the cement. So we will announce >>later when this is available, and Farah is working hard to get the first version available sometime in September. Thank you all, and we'll be happy to answer any questions that you have.

from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation run welcome to this cube conversation I'm John Fourier with the cube host the cube here in our Palo Alto office for remote interviews during this time of covin 19 we're here with the quarantine crew here in our studio we got a great guest here from Google we'll Grannis managing director head of the office of the CTO with Google cloud thanks for coming on we'll appreciate you you spend some time with me Oh John's great to be with you and as you said in these times more important than ever to stay connected yeah and I'm really glad you came on because a couple things one congratulations to Google cloud for the success you guys had so a lot of big wins under your belt both on the momentum side on the business side but also on the technical side meat is available now for folks anthos is doing very very well partner ecosystem is developing got some nice used cases in vertical marker so I want to get in and unpack with you but really the bigger story here is that the world has seen the future before was ready for it and that is the at scale challenge that the Cova 19 has shown everyone we're seeing you know the future has been pulled forward we're living in a virtualized environment it's funny to say that virtualization has a server virtualization is a tech term but that enabled a lot of things we're living in a virtualized world now because we have to but this is gonna set in motion a series of new realities that you guys have been experiencing and supporting for many many years but now as a provider of Google cloud you guys have to operate at scale you have and now the whole world realizes that scale is a big deal and so you guys have had some successes I want to get your thoughts on the this at scale problem that the world now realizes I mean everyone's at home that's a disruption that was unfortunate whether it's under provisioning VPNs NIT to a surface area for security to just work and play and activities are now confined so people aren't convening anymore and it's a huge issue what's your take on all this well I mean to your point just now the fact that we can have this conversation we can have it blue idli from our respective remote locations just goes to show you the power of information technology that underlies so many of the things that we say and for Google Cloud this is not a new thing and for Google this is not a new thing for Google cloud we add a mission of trying to help companies accelerate their transformation and enable them in these new digital environments and so many companies that we've been working with they've already been on the path to operating an environments that are digital that are fluid and you think about the cloud that's one of the great benefits loud is that scalability income with the business demand and it also helps the scale situation without having to you know do the typical what you need to find the procurement people we need to find server vendors we need to get the storage lined up it really allows a much more fluid response to unexpected and unfortunate situations whether that's customer demand or you know in this case the global endemic yeah one of the things I want to get in with you I want to get you have explained your job is there because I see Google's got a new CEO now for over a year Tom's Korean came from Oracle knows the enterprise up and down you had Diane Greene before that again another enterprise leader Google Cloud has essentially rebuilt itself from the original Google cloud to be very enterprise centric you guys have great momentum and and this is a world where cloud native is going to be required I mean everyone now sees it the the tide has been pulled out there everything's exposed all the gaps in business from a tech standpoint it's kind of exposed and so the smart managers and companies are looking at things and saying double down on that let's kill that we don't want to pay that supplier they're not core to our business this is going to be a very rapid acceleration of what I call a vetting of the new the new set of players that are going to emerge because the folks who don't adapt to this new cloud native reality whether it's app workloads for banking to whatever they're gonna have to have to reinvent themselves now and reset and tweek to come out of this crisis so it's gonna be very cloud native this is a big deal can you share your your reaction to that absolutely and so as you pointed out there are kind of two worlds that exist right now companies that are moving to become more digital and transform and you mentioned the momentum I mean in Google cloud just over the last year greater than 50 percent revenue growth and you know and I greater than 10 billion dollar run rate business and adding customers that are really quick flip you know including you know just yesterday slung and you know along the way Telecom Italia Major League Baseball Vodafone Lowe's Wayfarer Activision Blizzard's so this is not you this transformation and this digitization is not just for you know a few or just for any one industry it's happening across the board and then you add that to the implementations that have been happening across you know Shopify and the Spotify and HSBC which was a early customer of ours in the cloud and it you know already has a little bit of a head start of this transformation so you see these new companies coming in and seeing the value of digital transformation and then these other companies that have kind of lit the path for others to consider and you know Shopify is a really good example of how seeing you know drastic uptick in demand they're able to responding you know roughly half a million shops up and running you know during a period of time where many retailers are trying to figure out how to stay online or you can get online well what is your role at Google I see you're the managing director title is managing director ahead of the office of the CTO we've seen these roles before you know head of this CTO you're off see technical role is it partnering with the CEO on strategy is it you kick tire kicking new things are you overseeing any strategic initiatives what is what is your role so a little bit of all those things combined into one so I I spent the first couple decades of my career on the other side of the in the non-tech you know community no in the enterprise where we were still building technology and we were still you know digitally minded but not the way that people view technology in Silicon Valley and so you know spending a couple decades in that environment really gave me insights into how to take technology and apply them to a specific problem and when I came to Google five years ago yeah selfishly it was because I knew the potential of Google's technology having been on the other side and I was really interested in forming a better bridge between Google's technology and people like me who were CTOs of public companies and really wanted the leverage that technology for problems that I was solving whether it was aerospace public sector manufacturing what-have-you and so it's been great it's the it's the role of a lifetime I've been able to build the team that I wanted as an enterprise technologist for decades and the entire span of technologies at our disposal and we do two things one is we help our most strategic customers accelerate their path loud and 2 we create these signals by working with the top companies moving to the cloud and digitally transforming we learned so much John about what we need to build as an organization so it also helps balance out the Google driven innovation with our customer driven innovation yeah and I could I can attest that we didn't watching you guys from the from day one hired a lot of great enterprise people that I personally know so you getting the enterprise chops and staff and getting you seeing some progress I have to ask you though because I first of all a big fan of Google at the scale from knowing them from when they were just a little search engine to what they are now the there was an expression a few years ago I heard from enterprise customers it was goes along the lines like this I want to be like Google because you guys had a great network you had large-scale you've had all these things that were like awesome and then they realized what we can't be like Google we don't have that sorry we don't have large-scale data centers so there was a little bit of a translation and I want to say a little bit of a overplay of the Google hand and you guys had since realized that you didn't it wasn't just people gonna bang your doorstep and be adopting Google cloud because there was a little bit of a cultural disconnect from wanting to be like Google then leveraging Google in their business as they transform so as you guys have moved from that what's changed they still want to be like Google in the sense you have great security got a great network you got that scale and it prizes a little bit slower to adopt that which you're focused on now what is that the story there because I think that's kind of the theme that I'm hearing okay Google now understands me they know I'm not as fast as Google they got super great people we are training our people we're treating you know retrain them this is the transformation that they're going through so you might be a little bit ahead of them certainly but now they need to level up how do you respond to that well a lot of this is the transformation that Thomas has been enacting you know over the last year plus and it comes in kind of three very operation or technical pillars that I think the first we expanded our customer and we continue to expand our customer facing themes you know three times what they were before because we need to be there we need to be in those situations we need to hear from the customer mean to learn more about the problems they're trying to solve so we don't just take a theoretical principle and try to overlay it onto a problem we actually get very visceral understanding of what trying to solve but you have to be there the game that empathy and that understanding and so one is showing up and that you know has been mobilizing a much larger engine the customer facing out personnel from Google second it's also been really important that we evolve our own you know just as Google brought sre principles and principles of distributed systems and software design out for the world we also had a little bit to learn about transitioning from typical customer support and moving to more customer experience so you've seen you know that evolution under on this as well with cloud changing you know moving from talking about support to talking about customer experience that white glove experience that our customers get our partners get from the beginning of their journey with us all the way through and then finally making sure that our product roadmap has the solutions that are relevant across be priority industries for us and you know that's again that only comes from being present from having a focus in those industry and then developing the solutions that progress those companies so again not this isn't about taking you know a principle and trying to apply it blindly this is about adding that connection that really deep connections to our customers and our partners and letting that connection manifest the things that we have to do as a product company the best support them over a long period some of these deals we've been announcing these are 10-year five-year multi-year strategic partnerships they go across the campus of you know all of you and you know those are the really exciting scaled partnerships but you know to your point you can't just take SR re from Google and apply it to company X but you can take things like error budgets or how we think about the principles of sree and you can apply them over the course of developing technology collaborating innovating together yeah and I think cloud native is gonna be a key thing and yeah I think what it's just my opinion but I think one of those situations where the better mousetrap will win if your cloud native and you have api's and you have the kind of services that people will will know beaded to your doorstep so I have to ask you with Thomas Korean on board obviously we've been following his career as well at Oracle he knows what he's doing comes in to Google it's being built out it's like a rocket ship at this point what bet is he making and what bet are you guys making on behalf of your customers what's the if you have to boil it down to Google clouds big bet what is the bet on the technology side and what's the bet on the business side sure well I've already mentioned you know I've already Internet's you know the big strategy that Thomas is brought in and you know that is the that's again those three pillars making sure that we show up and that we're present by having a scaled customer facing organization and making sure that we transitioned from you know a typical support mindset into more of customer experience mindset and then making sure that those solutions are tailored and available for our priority industries if I was to add you know more color to that I think one of the most important changes that Thomas has personally been driving as he's been converting us to a partner LED is and a partner led organization and this means a lot of investments in large mobile systems integrators like Accenture and Deloitte but this also means that like the Splunk announcement from yesterday that isn't just the cell >> this is a partnership it goes deep across go-to-market product and self do and then we also bring in very specific partners like Temenos in Europe for financial services or a SATA or a rack space for migrations and as a result the already we're seeing really incredible lifts so for example nearly 200 percent year-over-year increase in partner influenced revenue Google cloud and almost like a 13 X year-over-year increase in new customers one-bite partners that's the kind of engine that builds a real hyper scale does it's just saying you mentioned Splunk I want to get that in a second but I also notice there was a deal with Dallas group on ECM subscriptions which kind of leads me into the edge piece there's a real edge component here with Google cloud and I think I'd Akashi edge with Jennifer Lynn a few years ago really digging into the built-in security and the value of the Google Network I mean a lot of the scuttlebutt around the valley and the industry is you know Google's got an amazing network store a software-defined networking is gonna be a hot program programmable area so you got programmable networking and you got edge and edge security these are killer areas that need innovation could you comment on what you guys are doing there and do you agree I'm out see with you have a killer Network and you're leveraging it what's the can you just give some insight into what's going on those those two areas network and then the edge yeah I think what you're seeing is the manifestation of an of the progression of cloud generally what do I mean by that you know started out as like get everything to the data center you know we kind of had this thought that maybe we could take all the workloads and we could get them to these centralized hubs and they could redistribute out the results and you know drive the latency down over time so we span the portfolio of applications and services that would be relevant over time and what we've seen over the last decade really in cloud is an evolution >> more of a layered architecture and that layered architecture includes you know poor data centers that includes CDN capacity points of presence that includes edge and just in that list of customers over the last year I there were at least three or four telcos in there and you've also probably heard and seen quite a bit of telco momentum coming from asks in recent announcements I think that's an indication that a lot of us are thinking about how can we pick big technology like anthos for example and how could we orchestrate workloads create a common control play and you know manage services across those three shells if you will of the architecture and that's a that's a very strategic and important area for us and I think generally for the cloud industry easy it was expanding beyond the data center as the place where everything happens and you can look at you know Google Phi you look at stadia you can look at examples within Google they go well beyond cloud as to how we think about new ways to leverage that kind of creature all right so we saw some earnings come out on Amazon side as Google both groups and Microsoft well all three clouds are crushing it on the cloud side that's a tailwind I get that but as it continues we're expecting post kovat some you know redistribution of development dollars and projects whether it's IT going cloud native or whatever new workloads we are predicting a Cambrian explosion of new things from core to edge and this is gonna create some lift so I want to get your thoughts on you guys strategy with go-to market as well as your customers as they now have the ability to build workloads and apps with ai and data there seems to be a trend towards the vertical ization of whether its sales and go to market and/or specialism because you have horizontal scalability with cloud and you now have data that has distinct value in these verticals so it really seems to be a I won't say ratification but in a way that seems to be the norm whether you come into a market you have specialization but the date is there so apps can be more agile do you are you guys seeing that and is that something that you guys are considering from from an organization standpoint and how do customers think about targeting vertical industries and their customers yeah I I bring this to and where you started going there at the end of the question is exactly the way that we think about it as well which is we've moved from you know here are storage offers for everybody and here's you know basic infrastructure everybody and now we've said how can we make sure that we have solutions that are tailored with very specific problems that customers are trying to solve and we're getting to the point now where your performance and variety of technologies are available to be able to compose very specific solutions and if you think about the substrate that has to be there you know we mentioned you have to have some really great partners and you have to have you know roadmap that is focused on priority solution area so for example at Google cloud you know we're very focused on six priority vertical areas so retail financial services health care manufacturing and industrials health care life sciences public sector and you know as a result of being very focused in those areas we can make more target investments and also align our entire go-to-market system and our entire partner ecosystem ecosystem around those beers specific priority areas so for example we worked with SATA and HDA Healthcare Rob very recently to develop and maintain a national response portal Berko vat19 and that's to help better inform communities and hospitals we can use looker to help with like a Commonwealth Care Alliance on nonprofit and that helps monitor patient system symptoms and risk factors so you know we're using you know a very specific focus in healthcare and a partner ecosystem - you know ferry tailored solutions you know you can also look at I mentioned Shopify earlier that's another great example of how in retail they can use something like Google meat inherent reliability scalability security to connect their employees during these interesting times but then they can also use GCP at Google cloud platform to scale out and as they come up with new apps and experiences for their shoppers for their shops they can rapidly deploy to your point and those you know those solutions and you know how the database performs and how those tiers perform you that's a very tight-knit feedback loop with our engineering teams yeah one of the things I'm seeing obviously with the virtualization of the kovat is that you know when the world gets back to normal it'll be hybrid and it'll be a hybrid between reality not physical and 100% virtual hybrid and that's going to impact events to media to everything every vertical will be impacted and I want to point out the Splunk team bring that back in because I want you to comment on the relevance of the Splunk to you and in context to Splunk has a cloud they got a great slogan data for every everywhere everywhere dated to everywhere I think it is but the cube we have a cloud every company will have a cloud scale at some level will progress to having some sort of cloud because they have data how are you guys powering those clouds because I think the Splunk deal is interesting their partner their stock price was up out on the news of the deal a nice bump their first Blunk shout out to those guys but they're a data company now they're cross-platform but they're not Google but they have a cloud so you know saying so they need to play in all the clouds but they need infrastructure they need support so how do you guys talk to that customer and that says hey the next pandemic that comes the next crisis that's going to cause some either social disruption or workflow disruption or work supply chain disruption I need to be agile I need have full cloud scale and so I need to talk to Google what do you say to them what's the pitch and as does a Splunk deal Samir some of those capabilities or tie that together for us the spunk deal and how it relates to sure for example proof themselves for the future sorry for example with the cloud deal you take a look at what Google is already really good at data processing at scale log analytics you take a look at what Splunk is doing you know with their events and security incident monitoring and the rest it a really great mashup because they see by platforming on Google cloud not only they get highly performant infrastructure but they also get the opportunity to leverage data tools data analytics tools machine learning and AI that can help them provide enhance services so not just about acity going up and down your periods of band but also enhancing services and continuing to offer more value to their customers and we see that you know it's a really big trend and you know this gets it something you know John a little bit bigger which is the two views of the world and we talked about very tailored focused solutions Splunk is an example of making a very methodical approach to a partnership developing a solution specifically you know with partners and you know in this case Splunk on the security event management side but we're always going to provide our data processing platform our infrastructure for companies across many different industries and I think that addresses one part of the topic which is you know how do we make sure that in periods of demand rapidly changing this deals back to the foundational elements of like AI infrastructure as a service and elasticity and we're gonna provide a platform infrastructure that can help companies move through periods of you know it's hard to forecast and/or demand may rise and fall you know in very interesting ways but then there's going to be funds where you know we we because they're not a necessarily a focused use case where it may just be generalized platform versus a focused solution so for example like in the oil and gas industry we don't develop custom AI ml solutions the facility upstream extraction for example but what we do do is work with renewable energy companies to figure out how they might be able to leverage some of our AI machine learning algorithms from our own data centers to make their operations more efficient and to help those renewable energy companies learn from what we've learned building out the but I consider to be a world leading renewable energy strategy and so classic and able mint model where you're enabling your platform for your customers okay so I got to ask the question I asked this to the Microsoft guys as well because Amazon you know has their own sass stuff but but really more of an tend the better products usually on the ecosystem side you guys have some killer sass cheap tree-sweet where customer if we use the g sqweep really deeply we also use some BigTable as well I want to build a cloud we have a cloud cube cloud but you guys have meat so I want to build my product on Google cloud how do I know you're not going to compete with me do you guys have those conversations around the trade-off between you know the pure Google services which provide great value for the areas where the ecosystem needs to develop those new areas that are gonna be great markets potentially huge markets that are out there well this is the power of partnership I mentioned earlier that one of the really big moves that Thomas is made has been developing a sense of partners and it kind of blurs the line between traditional what you would call a customer what you would call a partner and so having a really strong sense of which industries were in which we prioritize Plus having a really strong sense of where we want to add value and where you know our customers and partners want to add that value that's that's the foundational that's the beginning of that conversation that you just mentioned it's important that we have an ability to engage not just in a you know here's the cloud infrastructure piece of the puzzle but one of the things Thomas has also done in the East rata jia is has been to make sure that you know the Google cloud relationship is also a way to access all amazing innovation happening across all of Google and also help bring a strategic conversation in that includes multiple properties from across Google so that an HSBC and Google and have a conversation about how to move forward together that is comprehensive rather than you know having to wonder and have that uncertainty sit behind the projects that we're trying to get out and have high velocity on because they offer so much to retail bank for example well I got a couple more questions and then I'll let you go I know you got some other things going I really appreciate you digging the time sharing this great insight and updates as a builder you've been on the other side of the table now you're at Google heading up the CTO I was working with Thomas understanding them go to market across the board and the product mix as you talk to customers and they're thinking the good customers are thinking hey you know I want to come out of this Cove in on an upward trajectory and I want to use this opportunity to reset and realign for the future what advice do you have for those enterprises there could be small medium sized enterprises to the full large big guys and obviously cloud native we talked some of that already but what advice would you have for them as they start to really prioritize as some things are now exposed the collaboration the tooling the scale all these things are out there what have you seen and what advice would you give a CX o or C so or leader in the industry to think about and how they should come out of this thing how they should plan execute and move forward well I appreciate the question because this is the crux of most of my day job which is interacting with the c-suite and boards of you know companies and partners around the world and they're obviously very interested to learn or you know get a data point from someone at Google and the the advice generally goes in a couple of different directions out one collaboration is part of the secret sauce that makes Google what it is and I think you're seeing this right now across every industry and it you know whether you're a small medium-sized business or you're a large company if the ability to connect people with each other to collaborate in very meaningful ways to share information rapidly to do it securely with high reliability that that's the foundation that enables all of the projects that you might choose to you know applications to build services to enable actually succeed in production and over the long haul is that culture of innovation and collaboration so absolutely number one is you're having a really strong sense of what they want to achieve from a cultural perspective a collaboration perspective and the and the people because that's the thing that fuels everything else second piece of the you know advice especially in these times where there's so much uncertainty is where can you buy down uncertainty with vets that aren't you know that art you can you can learn without a high penalty and this is a this is why cloud I think is really really you know finding you know super scale it was our it was already on the rise but what you're seeing now and you know as you've linked back to me during this conversation we're seeing the same thing which is a high increase in demand of let's get this implemented now how can we do this more this is you know clearly one way to move through uncertainty and so look for those opportunities I'll give you a really good example mainframes one of the classic workloads of the you know on-premise enterprise and you know there's all sorts of there are all sorts of potential magic solves for getting mainframes to the cloud and getting out of mainframes but a practical consideration might be maybe you just front-end it with some Java or maybe you just get closer to other data centers within a certain amount of milliseconds that's required to have performant workload maybe you start chunking at a part and treat the workload a little bit differently rather than you know just one thing but there are a lot of years and investments in a workload that might run on a mainframe and that's a perfect example of out you know biting off too much it might be a little bit dangerous but there is a path to and so for example like we brought in a company called cornerstone to help with those migrations but we also have you know partnerships with you know data center providers and others globally from us our own built infrastructure to allow even you know a smaller stuff per site or more like post proximity location in the workload it's great you know everything had as a technical metaphor connection these days when you have a Internet digitally connected world we're living in you know the notion of a digital business was a research buzzword that's been kicked around for years but I think now kovat 19 you're seeing the virtual or digital it's really digital but you know virtual reality augmented reality is going to come fast to really get people to go WOW virtual virtualization of my business so you know we've been kind of kicking around this term business virtualization just almost as a joke but it's really more about okay this is about a new world a new opportunity to think about when we come out of this we're gonna still go back to our physical world now the hybrid now kicks in this kind of connects all aspects of business in every verticals not leahey I'm targeting like the this industry so there might be unique solutions in those industries but now the world is virtualized it's connected it's a digital environment these are huge concepts that I think has kind of been a fringe lunatic fringe idea but now it's brought mainstream this is gonna be a huge tailwind for you guys as well as developers and entrepreneurs and app application software this is gonna be we think a big thing what's your reaction to that which your based on your experience what do you see happening do you agree with it and you have any thing you might want to add maybe you know one kind of philosophical statement and then one more you know I bruised my shins a lot in this world and maybe share some of the black and blue coloration first from a philosophical standpoint the greater the crisis the more open-minded people become and the more creative people get and so I'm really excited about the creativity that I'm seeing you know with all of the customers that I work with directly plus our partners you know Googlers everybody's rallying together to think about this world differently and so to your point you know a shift in mindset you know there are there are very few moments where you get this pronounced a change and everyone is going through it all at the same time so that creates a you know an opportunity a scenario where the old thinking new strategies creativity you know bringing people in in new ways collaborating a new way and offer a lot of benefits more you know practically speaking and from my experience you know building technology for a couple decades you this is a it has an interesting parallel to you know building like tightly coupled really large maybe monoliths versus micro services and debate around you know do we build small things that can be reconfigured and you know built out by others or built on by others more easily or do we credit Golden Path and a more understood you know development environment and I'm not here to answer the question of which one's better is that's what's still a raging debate and I can tell you that the process of going through and taking a service or an application or a thing that we want to deliver the customer that one of our customers wants to deliver to their cost and thinking about it so comprehensively that you're able to think about it in its what its power its core functions and then thinking methodically about how to enable those core functions that is a you know that's a real opportunity and I think technology to your point is getting to the place where you know if you want to run across multiple clouds yeah this is the anthos conversation where you know recently g8 you know a global scale platform you know multi cloud platform that's a pretty big moment in technology and that opens up the aperture to think differently about architectures and that process of taking you know an application service and making it real well I think you're right on the money I think philosophically it's a flashpoints opportunity I think that's going to prove to be accelerating gonna see people win faster and lose faster you can see that quickly happen but to your point about the monolith versus you know service or decoupled based systems I think we allow a live in a world where it's a systems of you now you can have a monolith combined with decoupled systems that's distributed computing I think this is that the trend it's a system it's not one thing or the other so I think the debate will continue just like you know VI versus Emacs we know you don't know right so you know if people gonna have this debate but it's just if you think about as a system the use case defines the architecture that's the beautiful thing about the cloud so great insight I really appreciate it and how's everything going over there Google Cloud you got meat that's available how's your staff what's it like inside the Googleplex and the Google cloud team tell us what's going on over there people still working working remote how's everyone doing well as you can as you can tell from my scenario here my my backdrop yes still hard at work and we take this as a huge responsibility you know these moments is a huge responsibility because there are you know educators loved ones medical professionals you know critical life services that run on services that Google provides and so I can tell you were humbled by the opportunity to provide you know the backbone and the platform and the people and the curiosity and the sincere desire to help and I mentioned a couple of ways already just in this conversation where we've been able to leverage some of our investment in technology to help or people that really gets at the root of who we are so while we just like any other humans are going through a process of understanding our new reality what really fires us up and what really a chart is because is that this is a moment where what we do really well is very very important for the world in every geo in every vertical in every use case and every solution type so we're just take we're taking that responsibility very seriously and at the same time we're trying to make sure that you know all of our teams as well as all the teams that we work with our customers and partners are making it a human moment not just the technology moment well congratulations and thanks for spending the time great insight will appreciate will Grannis Managing Director head of Technology office of the CTO at Google cloud this certainly brings to the mainstream what we've been in the industry been into for a long time which is DevOps large-scale role of data and technology now we think it's going to be even more acute around societal benefits and thank God we have all those services for the frontline workers so thank you so much for all that way effort and thanks for spending the time here in the cube conversation appreciate it thanks for having John okay I'm John Farah here in Palo Alto Studios for remote cube conversation with Google cloud get in the update really looking at the future as it unfolds we are going to see this moment in time as an opportunity to move to the next level cloud native and change not only the tech industry but society I'm John Fourier thanks for watching

>>Live from Las Vegas, you covering splunk.com 19 brought to you by Splunk.. >>Okay. Welcome back everyone. That's the cubes live coverage in Las Vegas for Splunk's dot com user conference 10 years is their anniversary. It's cubes seventh year. I'm John Farah, your host with a great guest here. Joe Partlow, CTO of rely AQuESTT recently on the heels of vying thread care and Marcus, Carrie and team. Congratulations. They'd come on. Yeah. Yeah. It's been a been a fun month. So obviously security. We love it. Let's take a minute to talk about what you guys do. Talk about what your company does that I've got some questions for you. Yeah. So you know, obviously with the increasing cyber threats, uh, you know, uh, security companies had a lot or customers had a lot of tools. Uh, it's easy to get overwhelmed, um, really causes a lot of confusion. So really what we're trying to do is we have a platform called gray matter that is really kind of how we deliver security model management, which what that means is that's bringing together people, process technology in a way that's easy to kind of make sense of all the noise. >>Um, yeah, there's, there a, a lot of features in there that would help monitor the health, uh, the incident response, the hunt, um, any kind of features that you would need from a security. So you guys are a managed service, you said four? >> Yeah. Yeah, a different, a little different than a traditional MSSP. We um, you'll work very close with, uh, the customers. Uh, we work in their environment, we're working side by side with them, uh, in their tools and we're really maturing and getting better visibility in their environment to get that MSSP for newer. >> Right. That's where you guys are. M S S VP >> on steroids. A little bit different. >> Alright. Well you guys got some things going on. You got a partnership with Splunk for the dotcom sock. Oh yeah. Talk about that with set up out here. And what's it showing? Yeah, that's been a great experience. >>Uh, we, we work very close with the Splunk, uh, team. Uh, we monitored Splunk corporate, uh, from a work with skirt team monitoring them. Uh, so when.call came around, it was kind of a natural progression of Hey, uh, you know, Joel and team on their side said, Hey, how do we kind of build up the team and do a little bit extra and I'll see any way that we can help secure.com. Uh, it was really cool. I give credit to the team, both teams, uh, standing up a, uh, new Splunk install, getting everything stood up really in the last few weeks, uh, making sure that every, uh, everybody at the pavilion and the conference in general is protected and we're watching for any kind of threat. >> So it's, it's been great working with the Splunk team. So is that normal procedure that the bad guys want to target? >>The security congresses? This is gonna make a state visit more of graffiti kind of mentality. It's an act kind of lift, fun, malicious endpoints that they want to get out of here. Oh yeah. There's, there's a little bit of a, you know, let's do it for fun and mess with the conference a little bit. So we'll want to make sure that, that that's what happened. So is my end point protected here? My end points, my phone and my laptop. Uh, not the user specific but any of the conference provided demo stations. Okay. So or structure for the equipment, not me personally. You are not monitoring your personal okay. I give up my privacy years ago. Yes. This is a interesting thing to talk about working with spunk because you know, I hear all the time and again we're looking at this from an industry wide perspective. >>I hear we've got a sock, they got a slot. So these socks are popping up yesterday. Operation centers. What is, what is the state of the art for that now? Is it best practice to have a mega Monster's sock or is it distributed, is it decentralized? What's the current thinking around how to deploy Sox surgery operations center or centers? Yeah, we certainly grow with a decentralized model. We need to follow the sun. So we've got operations centers here in Vegas, Tampa and Dublin. Uh, really making sure that we've got the full coverage. Uh, but it is working very close with the Splunk socks. So they've got a phenomenal team and we work with them side by side. Uh, obviously we are providing a lot of the, uh, the tier one, tier two heavy lift, and then we escalate to Splunk team. They're obviously gonna know Splunk corporate better than we will. >>So, uh, we work very close hand in hand. So you guys acquired threat care and Marcus carries now in the office of CTO, which you're running. Yes. How is that going to shape rely a quest and the Europe business? >> Yeah, the acquisition has been extremely, uh, you know, uh, exciting for us. Uh, you know, after meeting Marcus, uh, I've known of Marcus, he's a very positive influence in the community, uh, but having worked with him, the vision for threat care and the vision for Lioncrest really closely aligned. So where we want to take, uh, the future of security testing, testing controls, making sure upstream controls are working, uh, where threats they're wanting to go for. That was very much with what we aligned more so it made sense to partner up. So, uh, very excited about that and I think we will roll that into our gray matter platform has another capability. >>Uh, gray matter, love the name by the way. I mean, first of all, the security companies have the best names or mission control gray matter, you know, red Canary, Canary in the coal mine. All good stuff. All fun. But you know, you guys work hard so I know the price gotta be good. I gotta ask you around the product vision around the customers and how they're looking at security because you know, it's all fun games. They'll, someone's hacking their business trash or this ransomware going on. Data protection has become a big part of it. What are customers telling you right now in terms of their, their fears and aspirations? What do they need? What's on the agenda? Guests for customers right now? Yeah. I think kind of the two biggest fears, um, and then the problems that we're trying to address is one, just a lack of visibility. >>Uh, customers have so many things on their network, a lot of mergers and acquisitions. So, uh, unfortunately with a lot of times the security team is the last one to know when something pops up. Uh, so anything that we can do to increase visibility and that and that, a lot of times we work very closely with Splunk or send that they have out to make sure that it happens. And then the other thing I think is, you know, most people want to get more proactive. Uh, you know, salmon logging by nature is very reactive. So when he tried to get out in front of those threats a little bit more, so anything that we can do to try to get more proactive, uh, may certainly going to be on their, their top of mind. Well, the machine learning toolkits, getting a lot of buzz here at the show, that's a really big deal. >>I think the other thing that I'm seeing I to get your reaction to is this concept of diverse data. That's my word, not Splunk's, but the idea of bringing in more data sets actually helps machine learning that's pretty much known by data geeks, but in making data addressable because data seems to be the one thing that is all doing a lot of the automation that's takes that headway heavy lift and also provides heavy lifting capabilities to set data up to look at stuff. So data is pretty critical. Data addressability data diversity, you got to have the data and it's gotta be addressable in real time and through tools like fabric search and other things. What's your reaction to that and thoughts around that? No, I agree 100%. Uh, you know, obviously most enterprise customers have a diverse set of data. So trying to search across those data sets, normalize that data, it's, it's a huge task. >>Um, but to get the visibility that we need, we really need to be able to search these multiple data sets and bring those into make sense. Whether you're doing threat hunting or responding to alerts. Um, or you need it from a compliance standpoint, being able to deal with those diverse data sets, uh, is is a key key issue. You know, the other thing I wanna get your thoughts on this one that we've been kind of commenting, I've kind of said a ticket position on this gonna from an opinion standpoint, but it's kind of obvious but it's not necessarily true. But my point is with the data volume going up so massive, that puts the tips, the scales and the advantage for the adversaries. Ransomware's a great example of it and you know, as little ransomware now is towns and cities, these ransomware attacks just one little vector, but with the data volume data is the surface area, not just devices. >>Oh yeah. So how is the data piece of it and the adversarial advantage, you think that that makes them stronger, more surface area? Yeah, definitely. And that's something that where we're leaning on machine learning for a lot is if you really kind of make sense of that data, a lot of times you want to baseline that environment and just find it what's normal in the environment, what's not normal. And once you to find that out, then we can start saying, all right, is this malicious or not? Uh, you know, some things that uh, yeah, maybe PowerShell or something and one environment is a huge red flag that Hey, we've been compromised in another one. Hey, that's just a good administrator automating his job. So making sense of that. Um, and then also just the sheer volume of data that we, that we see customers dealing with. >>Very easy to hide in if you're doing an attack, uh, from an adversary standpoint. So being able to see across that and make sure that you can at scale SyFy that data and find actionable event. You guys, I was just talking with a friend that I've known from the cloud, world, cloud native world. We're talking about dev ops versus the security operations and those worlds are coming together. There are more operational things than developer things, but yet CSOs that we talked to are fully investing in developer teams. So it's not so much dev ops dogma, if you will. But we gotta do dev ops, right? You know, see the CIC D pipeline. Okay, I get that. But developers play a critical role in this feature security architecture, but at the end of the day, it's still operations. So this is the new dev ops or sec ops or whatever it's called these days. >>What's your, how, how do customers solve this problem? Because it is operational, whether it's industrial IOT or IOT or cloud native microservices to on premise security practices with end points. I mean, I, the thing we see that, that kind of gets those teams the most success is making sure they're working with those teams. So having security siloed off by itself. Um, I think we've kind of proven in the past that doesn't work right? So get them involved with their development teams, get them involved with their net ops or, or, you know, sec ops teams, making sure they're working together so that security teams can be an enabler. Uh, they don't want to be the, uh, the team that says no to everything. Um, but at the end of the day, you know, most companies are not in the business of security. They're in the business of making widgets or selling widgets or whatever it is. >>So making sure that the security, yeah, yeah, that's an app issue. Exactly. Making sure that they're kind of involved in that life cycle so that, not that they can, you know, define what that needs to be, but at least be aware of, Hey, this is something we need to watch out for or get visibility into and, and keep the process moving. All right. Let's talk about Splunk. Let's set up their role in the enterprise. I'll see enterprise suite 6.0 is a shipping general availability. How are you guys deploying and optimizing Splunk for customers? What are some of the killer use cases that's there and new ones emerging? Yeah, we've, we provide, you know, really kind of three core areas. First one customers, you're one is obviously making sure that the platform is healthy. So a lot of times we'll go into a, a customer that, uh, you know, maybe they, they, there's one team has turned over or they rapidly expanded and, and in a quickly, you kind of overwhelming the system that's there. >>So making sure that the, the architecture is correct, maintained, patched, upgraded, and they're, they're really taking advantage of the power of Splunk. Uh, from an engineering standpoint. Uh, also another key area is building content. So as we were discussing earlier, making sure that we've got the visibility and all that data coming in, we've got to make sure that, okay, are we pursuing that data correctly? Are we creating the appropriate alerts and dashboards and reports and we can see what's going on. Um, and then the last piece is actually taking, you know, see you taking action on that. So, uh, from an incident response standpoint, watching those alerts and watching that content flyer and making sure that we're escalating and working with the customer security team, they'd love to get your thoughts. Final question on the, um, first of all, great, great insight. They'll, I love that. >>As customers who have personal Splunk, we buy our data is number one third party app for blogs work an app, work app workloads, and in cloud as well as more clients than you have rely more on cloud. AWS for instance, they have security hub, they're deploying some of this to lean on cloud providers, hyperscale cloud providers for security, but that doesn't diminish the roles flung place. So there's a lot of people that are debating, well, the cloud is going to eat Splunk's lunch. And so I don't think that's the case. I want to get your thoughts of it because they're symbionic. Oh yeah. So what's your thoughts on the relationship to the cloud providers, to the Splunk customer who's also going to potentially moves to the cloud and have a hybrid cloud environment? Yeah, and now I would agree there's, you know, there are going to exist side by side for a long time. >>Uh, most environments that we see are hybrid environments. While most organizations do have a cloud first initiative, there's still a lot of on premise stuff. So Splunk is still going to be a, a key cornerstone of just getting that data. Where I do see is maybe a, you know, in those platforms, um, kind of stretching the reach of Splunk of, Hey, let's, let's filter and parse this stuff maybe closer to the source and make sure that we're getting the actionable things into our Splunk ES dashboards and things like that so that we can really make sure that we're getting the good stuff. And maybe, you know, the stuff that's not actionable, we're, we've up in our AWS environment. Um, and that's, that's a lot of the technology that Splunk's coming out with. It's able to search those other environments is going to be really key I think for that where you don't have to kind of use up all your licensing and bring that non-actionable data in, but you still able to search across. >>But that doesn't sound like core Splunk services more. That's more of an operational choice there. Less of a core thing. You mentioned that you think splints to sit side by side for the clouds. What, what gives you that insight? What's, what's, uh, what's telling you that that's gonna happen? What's the, yeah, you still need the core functionality of Splunk running with spark provides is a, you know, it's a great way to bring data and it parses it, uh, extremely well. Um, having those, uh, you know, correlate in correlation engines and searches. Um, that's, that's very nice to have that prepackaged doing that from scratch. Uh, you can certainly, there's other tools that can bring data in, but that's a heavy riff to try to recreate the wheel so to speak. We're here with Joe Parlo, CTO, really a quest, a pardon with Splunk setting up this dotcom SOC for the exhibits and all the infrastructure. >>Um, final question, what's the coolest thing going on at dotcom this year? What's, what should customers or geeks look at that's cool and relevant that you think should be top line? Top couple of things. Yeah, I, I, uh, one of the things I like the most out of the keynote was, uh, the whole, uh, Porsche use case with that. The AR augmentation on my pet bear was really, really cool. Um, and then obviously the new features are coming out with, with VFS and some of another pricing model. So definitely exciting time to be a partner of Splunk. Alright, Joe, thanks for them. John furrier here with the cube live in Las Vegas day two of three days of coverage.com. Their 10th year anniversary, our seventh year covering the Silicon angle, the cube. I'm Sean furrier. Thanks for watching. We'll be right back.

(upbeat synthesized music) >> Announcer: Live from the Javits Center in New York City, it's The Cube, covering Inforum 2017. Brought to you by Infor. >> Welcome back to The Cube's live coverage of Inforum, I'm your host Rebecca Knight, along with my co-host, Dave Vellante. We're joined by Pam Murphy, she is the Infor COO, thanks so much for coming on the program-- >> Thank you for having us, thank you. >> So you're hosting for the third time, a special session devoted to WIN, the Women's Infor Network. Tell us a little bit about this session and who are the guests and what we can expect. >> Yes, absolutely, so as you said, it's our third year hosting it. It's a very popular session, it's the only non product session of the entire conference and open to everybody, men and women. We always have a fantastic lineup of speakers and this year is no different. So the way we work it is we do a combination of TED Talks and panel sessions so we've got Tan Lee, who's the founder of Emotiv brain augmentation technology. And then we've got Reshma Saujani who's the founder of Girls Who Code. She's done great stuff in terms of pioneering STEM and getting girls to code. So she's going to talk us through her work, if you will, in training so many girls to code and how she wants girls to adopt, and behaviors she wants them to exhibit in this industry. And then we've got what will be I'm sure a lively panel with Ambassador Susan Rice and Farah Pandith and we're going to be talking about the government's ability to manage the terrorism that we're seeing today and we're going to be talking counter terrorism, we're going to be talking about what lessons are we learning from what's going on in Europe and what is the role in technology in helping curb terrorism. So that's going to be an exciting and interesting session. And then we're going to have Dr. Jill Biden come in and hopefully lighten up the session and talk about resilience and leadership today, so very exciting, very much looking forward to it. It's 11 AM tomorrow morning in the Special Events Hall, and hopefully it will be good if not better than the last two years. >> Rebecca: And we're going to have many of those guests on our program >> Yes. >> after that too. So why, what is the purpose of it? It sounds like a great session and it's going to be enlightening and exciting to hear all those women talk, but what is your goal in gathering this group of women? >> I guess I should go back to the founding of WIN. So I started WIN probably over four or five years ago at this point and its purpose was to just galvanize and bring women together, allow forum in which they could mentor each other and where we could work on the advancement of women within the organization. It's something that as I traveled through the offices, people have been asking me a lot to create that forum, create that environment and so we've got hundreds of WIN chapters around the globe with thousands of women participating. So we have very regular sessions and we talk about topics that are relevant to women and also just about advancing their careers and given that at a forum we have so many thousands and thousands of not only our own Infor WIN members but also customers, we just thought it was a great opportunity to have one of our sessions at Inforum and invite inspiring female speakers to come and talk to us about their experiences, how they got to be where they are, the challenges that they met along the way. So what's interesting is that the only WIN or female aspect of the session is the fact that every speaker on stage is female. Outside of that, that's where the relevance ends in the sense that it really is talking to topics that is applicable to everyone. So that's why it is just a topic and an audience that appeals to everybody, men, female, old, and young. >> So these sessions are always interesting and inspiring. What kind of impact have they had? Can you share with us any results? >> Absolutely, so we have, first of all they're very inspirational for everybody attending and I've had customers, not only our own employees, but I've had customers reach out to me and say that they were inspired by a story and it caused them to take action and change in their life. And before they may have felt something but they heard from somebody else saying that how they overcame it and it caused them to honestly take change within their own lives and their own organizations. So for customers, partners, whoever's attending, it just, to hear from someone else, you often have the perception with these speakers that they have this fantastic upbringing, fantastic education, they're successful because it's a function of that. Well actually that's not often the case. People have had a hard upbringing or they've met a lot of challenges around the way and it's how they overcame those challenges and the resilience that they brought into the mix is what inspires people. So really that's what I would say people get out of it, and often spawning from that, we often end up as well tailoring programs or development techniques which we feel would be of benefit to folks beyond that. So one of our speakers last year prompted a big thought about diversity and how we should be dealing with ways in which we may be dismissive of certain topics or abrasive to people, so it's thought provoking and it inspires action, which is obviously what we want to get out of it. >> We funded a nonprofit initiative last year in partner with another journalism outfit, The GroundTruth, to study women in tech and we presented at the, we had The Cube at the Grace Hopper Conference and some of the things that came out of that, I wanted to comment, chief data officers actually have a disproportionately higher percentage of women, maybe it's 'cause it's such a thankless job and they're (laughing) wiling to take it on. And then we found cyber bullying had a very negative effect on the participation of women in tech which is about 17% of the women. And then of course the salary disparity, one of the areas that we found was most egregious was Cambridge, Mass, now this is supposed to be a progressive, relatively liberal area. >> Our hometown. >> And it was huge, our hometown, very high disparity of low participation of women in tech. Any thoughts on that data and what kind of progress you'd like to see us make as an industry? >> I'm hopeful of the fact that the next generation will look back on where technology is now from the perspective of the low representation of women and that whole diversity factor and look on it as being a non-issue. I'm hopeful in the sense that, I don't think it's going to be as pronounced as we have it now. I think we're doing a far better job of going out to colleges, to institutions, and enabling girls and providing girls with coding courses. So I'm hoping it's not going to be a longterm issue for us. From our perspective, to your point, we look at the various line of businesses and functions within our organization and we see where is the disparity arising and where do we need to focus? And so interestingly enough, if you look at G&A functions or if you look at marketing functions, it's 50/50, right, in terms of representation, but there's definitely certain functions where either the nature of what they're doing or if it's a high travel related function, meaning you're away for long periods of time, there are certainly the areas I think which don't have as equal distribution in terms of men, and for those really, we've been working on creating programs to ease those burdens that may be had, or else promote them positively where it literally is an unconscious bias, if you will. It's a long topic, for sure, that I could go on about for a long period of time but I just think it's constant, looking at unconscious biases, it's looking at ways in which we feel that there's fairness, if you will, into the equation. And a lot of the time I honestly feel that it's not conscious, if you will, and it therefore just needs to be looked at specifically at ways and means in which that could be addressed or tackled. >> So as a successful woman in technology, COO at a major technology company, what advice do you have for that young woman who wants to get into technology but is dispirited by the headlines and by what appears to be a very macho culture where there is vast salary discrepancies? >> Yeah, it's unfortunate that that has come out all too much more frequently and with volume in the last six months for the companies that we're aware of. But I would say, I personally haven't experienced that, and I'm personally of the view that, by the way, I never meant to end up in this industry, so I look back and think how on Earth did I actually get here, but I think you have to be willing to take risks and you have to be wiling to dismiss a lot of what you hear and look on the fact that there is a lot of very successful women, even within Infor. Since we started WIN, we have had a huge increase in the amount of SVPs and VPs within our organization. I think it's something like a 60% increase in terms of who we have. There is so much more women in very, very senior roles now than we've ever had before, so I'm hopeful that it is changing. I hope that some recent coverage and recent events have not, will not create a longterm impact, but I think people just need to look and see with the tech industry booming, with the way in which people are being compensated, that it's a good industry in which you can be very successful and do great things. >> Dave: And cloud helps. >> Yeah. >> It does. >> Yeah. >> There are far more women at application oriented shows than there are infrastructure oriented, 'cause hardware guys are hardware guys. I don't know why, like mechanics, other than Mona Lisa Vito, mostly hardware people. But let's shift gears a little bit and talk about the global alliances. You are running that initiative here. These are folks that we haven't typically seen at Inforum but they're coming out of the wood works, what's going on, what's driving that? >> Yeah first of all we have a fantastic base of existing partners who had great successes in implementing Infor applications for their customers and so but with the growth that we've been seeing, honestly, in our business, over the last number of years, we just need to have more and more delivery capacity to create more choice for our customers as to who they can go to to implement our software. And if you think about the move to the cloud and if you think about digitalization and the fact that every customer is becoming more consumed and obsessed with technology because it's changing their businesses so fundamentally, they do want the option and the choice of having the large global system integrators, digital integrators, that they can go to do massive transformation work and business process re-engineering and program management and change management. And so for us it was important to form good reliances with the Deloittes, the Accentures, the Caps, and the Grant Thorntons in order to provide that larger ecosystem of transformational services that we can offer to our customers. So it's great, they're all platinum sponsors here at Inforum this year and there's over a hundred very senior executives and managing directors from those four. And we're just very excited about the extent and pace to which they're building out Infor practices, so it's great. >> I have to ask you, so don't hate me for saying this, but those guys love to pig out on big complicated ERP implementations that take two and three years. Is that world just going away and it's moving toward more of a digital transformation and a whole new line of thinking and that's why there's a good fit with Infor or is it something else? >> I think they understand and know that the older days of a company spending $100 million on an ERP implementation are gone, that's really not acceptable anymore. It's absolutely not our strategy, as you know from being here at the conference, our strategy is around creating industry specific end to end suites which don't require modifications and which are purpose built for the cloud. And so that is very clear to them and they understand that and are embracing the concept because they realize that cloud is an enabler, it's just another deployment method, but fundamentally it's about helping the customers take advantage of that technology and transform their businesses and to do that, it requires a lot more than software. And so they're changing, our industry is changing. Steve talked to the point of the stage today that the cost of technology is becoming very low and that therefore the permeation of technology in everything we do is going to be so prevalent. So it's understood and for them, it's more about helping our customers get to that digital age and being able to transform their businesses to cope with the changing technology. >> Are you satisfied with the pace? >> Pace of? >> Of the change, of getting people to the cloud. Do you feel there is, is the momentum there? >> Well we've seen huge growth in our sector. We have completely tipped the balances. I would have said, obviously it's been coming, it's like Salesforce.com and companies who basically do certain applications in the cloud and for us, we're different because we have complete end to end suites in the cloud, mission critical applications. And so our business has grown enormously over the course of the last three years and I think now it's mainstream, if you will. And so we're very pleased and happy. We have a lot of customers who have made, obviously we have over 8,400 customers now already there. And the pace is increasing. And it's just a continuous effort for the customers who haven't gone already, helping them understand what they need to do to get there, and that's what we've been doing in spades for the last couple of years. >> Great, well Pam Murphy, thanks so much for joining us. >> Thank you. >> We really appreciate it. >> Thank you. >> I'm Rebecca Knight, for Dave Vallente, we will have more from The Cube's coverage of Inforum 2017 just after this. 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