>>from around the globe. It's the cue with digital coverage of active Eo data >>driven 2020 >>brought to you by activity. Okay, Ash, tell us what's in it for me as an attendee of active FiOS data driven day. What's what's in it for you at Data Driven is very, very simple. You have probably one of the most unique events that is completely customer driven. The presentations, the discussions, the shading of talks, the platforms, the topics. They're all decided by the costumers act. If he was fortunate enough to have the opportunity to host this, provide a platform and there's a reason why recorded data doing we didn't call it active. Yo next or active, feel something else. It is truly about being able to share, learn, and you'll not hear a single presentation that talks about our road map. Our new lunch. We could have all the time talk about that at some point in future. But the ability to have this concentrated time you have some of the most notable industry executives talk about should listen. So what they have done to change their business things have done in terms of people technologies. Fascinating. I would not miss it. Oh, sure,

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

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

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven to you by activity. >> Hi, everyone. Welcome back to Boston. This is the Cube, the leader, and on the ground tech coverage. My name is David. Want a stupid woman. And John for you have been here. Uh, all day we've been plowing through some great interviews. This is active FiOS data driven 19 conference, the second conference. They've had this kind of about 500 people here in Boston. Shaheen peruses here. He's the chief technical officer and chief information security officer at data endure Cuba. LEM, good to see you. Thanks very much for coming back on. >> Thank you. Thanks for having me. >> You're very welcome. So, um, let's talk about backup. Gave a talk today. What is your backup done for you lately? Essentially. You know, so interesting question, right? You look at the data. A lot of customers air rethinking their backup. We sort of saw this with the ascendancy of virtual ization. We're seeing again with cloud and digital transformation. What's that? What was the theme of your talk? What was the catalyst behind the thoughts there? >> I really walk through the concept that storage has continued to evolve so aggressively and so fast with Moore's law and everything else and what has really proliferated. Part of that is that our data keeps growing and growing fast, and a very big contributor of that is copy data management. So we take a backup of something, but we don't ever use that backup. We restore it, and now we have a second copy of production so that development could do work in it. Then we restore it somewhere else so that analytics can happen against that. Then we restored another place, and pretty soon you have 45456 ten 10 20 copies of the exact same data and that proliferation keeps growing and growing. And it's time to think about backup differently. And almost all traditional backup players have not changed the way they operate have not changed the way they deal with backups. They continue to do it the same way, and their programs were written to go to tape versus to Cloud or to do copy data management >> properly. So it's That's a color today, if you would, sir, you said to do it the same way it was meant to go to take meeting. What? It's just a designed to be essentially a serial process. Exactly designed. Maybe maybe recovery is sort of a hope. We never have to recover kind of kind of thought, and that's it. Back up and no other additional value >> and file it somewhere. So just in case something, it's an insurance policy. >> So how should be done >> so before I get into how it should be done, One of the other attributes that makes backup a challenge with traditional players is they convert the data into their proprietary format, so you can't use the data unless you rehydrate it and put it back into its native format. Then you can start doing analytics or a I, or whatever you wanna do against that. So what activity was done differently, which is what I feel is that how you should do it is they keep the data in native format, and then when you need to access that copy of that data, they create a virtual copy of that data. So you're not taking a penny dis space, but its performance, because the underlying this subsystem that you assigned to active fio is have whatever performance, you want to assign it. So now you can spend up 10 copies of the same server without ever taking up 10 copies of storage and give the give all of your constituents that development team, the analytics team, whatever teams the ability to access it in real time. >> Why did the traditional vendors do it that way? Because they want to reduce it to save cost is they wanna optimize on on performance or they want to have control. From a catalog standpoint, Wise >> said, the popular if you go back to tape tape, was really slow. And it was a serial right, like you were saying earlier. And so you had to write software that would know how to take advantage of that slow speed and not make any mistakes and then be able to recover from it. So they were converting it to a format that was easier to write, easier to read. But that format doesn't play anymore in today's world, however, they haven't really adopted their king technologies to today's world and what I 50 0 did differently when they came out 10 years ago, they said. We need to reshape this whole backup landscape on DH. They created this copy data management space and all other backup players. Air tryingto ad copy data management to compete. But active Theo isn't a backup solution. It's a copy data management solution and backup is a nice artifact. >> Okay, so you deliver services on top of this and other technologies, right? Maybe talk a little bit more about your business and what you're going to market >> way help companies that our whole go to market is around this concept of digital resilient. So the ability to survive and thrive in the middle of an attack and whether that be Mother Nature or that be a cyber attack, or that your system's crashing on you and the in order to do that, let's just pick security. Let's parts that for a second. If you have a ransomware attack, for example, you can have the best controls. However, if a foothold gets into your environment and encrypts your data, your only choices recovery. And if you can't recover, you have to pay the ransom to get the encryption back way had a customer who had challenges on their their backups were on the virtual ization platform, which got encrypted and they weren't able to recover. So their only option was to pay ransom ware and, uh, fair to say they weren't the customer until after that happened. But the But the reality is that solutions like after Theo in by nature of the way they act, the way they store the data off promises in cloud or the way they store it s so that it's not easily it's immutable. It makes it a lot easier for a organization to leverage it and be able to recover quickly from it and have offsite copies or multiple data center copies. So that's the That's the challenge. I would say that a solution like activity of >> Psalms, where our customers I've got to take a little change for second and ask you CTO and a C. So I was taking a little security knowledge servant, test your security knowledge, and I actually did really well. I was like, 90% on. But what I got wrong was, you know, if you get hit with ransom where it said you should should pay it, and I said, Well, yeah, I guess so. They said, Nah, you're wrong, like, well, how else would I get my data back? If that's the way you know, I could avoid it if I were. I work with numbers like yours, but should people pay the ransom? >> So the odds of getting an encryption key that allows you to recover your data are minimal there. What usually happens is they don't want to get caught, so they don't want to send you the encryption key. They get the money and run because the more interactions they have with you, the more opportunity for somebody to trail them and figure out how >> to. So you shouldn't pay. You shouldn't, because your chances of infant testable that you're going to get your data back. >> The only way to pay in this customer they happen to have cyber insurance. And so their actual out of pocket expense was a fraction of the ransom. But not all cyber insurance covers all ransomware scenario. So it's They're not all kind of like, so it's a really it's a really complex question. Actually, I was >> wondering if you could do a smart contract. Yeah. Wait. What? >> You get the keys >> and you could be right. Yeah, on, then, then that's the challenge. right. It's leased like who's Who's way >> got to do it at the same time. But yeah, it's it's typically my recommendation is don't pay, but ideally, if you have, if you don't have a backup, then you really don't have an option. >> So part of your your job is obviously information security, which is the fast moving. I mean, that market is exploding. It feels like it's a big do over, You know that's going on. Um, you know, we all know the narrative. It's you know, there is no perimeter. All the money has been spent, you know, sort of hardening, you know, the perimeter building that moat. But now the queen leaves the castle so the whole paradigm changes. So how are you addressing that for your customers? >> So a couple ways Number one, the endpoint is the perimeter now, So the device that's sitting in front of here is an example is where you have to to treat the security, you need to monitor the activity of the behavior that's happening on that device. And if there's something that moves away from baseline, so if you're capturing a baseline of how you operate, what you do day today, and if all of a sudden you start encrypting your files and you never did before, the flag should go off. And those flags need to be able to get back to a central location, which is the business we operate. We offer a sock is a service. We deployed tools on the end points. We collect data from the perimeter, the firewalls around hers, the switches So we see the health of the network. But then we also monitor the end point to make sure if something's happening at that end point, we want to know we want to stop it before it spreads to anywhere else. >> It is a manage service. So another question around, you know, this is the buzz words of multi Cloud. It's a hot space, but it looks legit. I mean, multi cloud, I've always said, is the son of almost a symptom of multi vendor right versus a strategy. But increasingly, people are saying, Okay, we need a strategy. There's horses for courses, certain clouds or better for certain things, and that's where we're going. We're going, maybe rain in the shadow it in the line of business, or at least support them. So we need a strategy. Their So what? Your thoughts on multi cloud. How are you participating in that space? Is there any role for active fio? There >> absolutely is active fio supports all of before the major clouds out there. So they support a WS czar, G, C, P and IBM. And having that strategy allows a customer who's leveraging activity to protect their data to be able to spin up workloads in any of those clouds. And, for example, GP is known for better. Aye, Aye. And analytics. So spin up a copy of your data in G C. P. Do your analytics and then shut it down. Um uh, a czar is known integrate better with any Microsoft platform so spent up your Microsoft workloads and his whore and used them for whatever purposes, whether it's analytics or other and shut him down. Andi, each cloud does have its attributes and benefits that are better >> universes just good. Yeah, well, >> they have a lead, right? They've done a lot of application ecosystem, right? And then IBM, with Watson is kind of taking a lead in the Aye aye space. So, really, it's you as a company. As a architect cloud architect, you need to decide what cloud has the benefits you need and the ability to move between them with a technology like Octavio is pretty key >> thoughts on, uh, security. The cloud In the early days that was a real blocker. You know, people were concerned about security of Cloud, and today it's almost becoming an advantage. Do you buy that? >> So sort of. I've been I've been a c T O N C So for the last 15 years, and early clouds start ups and number one objection I always got was security in the cloud. You can't put your data there. The reality is, the cloud is no different than another data center. It's You can't abdicate your responsibility to secure your infrastructure just because it's in somebody else's data center, it's You still have to do what you would do. Apply your security policies, apply your security controls and manages if it's another one of your polos, for example, and that's where people forget. They think just because it's somewhere else I'm protected. The only benefit that the cloud gives us from a security perspective is the physical security. So nobody can get into that data center because they have great security controls. But that doesn't mean electronically people can't get it. That you're still you. You haven't really gained anything by going to cloud other than reliability and availability. >> Yeah, your point about endpoint security before a bad user behavior is going to trump great security every single time. Exactly. Okay, final thoughts on this event, your business, your partnership, the marketplace take us home. >> I think I think is a great event. Lots of great topics are covered some great partnerships. Way heard some great information about analytics from IBM. I think that active FiOS uniquely positioned where you can take that one, back up your data and then be able to use it in so many different facets of your business rather than, like I said, creating the copies and exploding your data growth. And so because of that, you're seeing the partnership in the ecosystem coming together. The other attributes that makes it powerful is that they've got the AP integration. Anything you could do in the user interface, you can do the FBI, so that allows third party companies to come in and do integrations. That extend the capability and leverage that data even better on DH. So I think this event is good to help show people some of those capabilities and how some of those integration >> support that's here. It's all about creating incremental value with data as opposed to just below one out copies. So great. Appreciate it. Should you? Thanks very much for coming on the Q. Thank you. Good to see you again. Good to see you. All right. Thanks for watching everybody. We'll be back with our next guest right after this short break. You watching the Cube from data driven 19.

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> We're back with the Cuban active FiO Data driven day one day Volante with student a man you're watching The Cube. Steve Duplessis here is the, uh, let's see. Uh, I'm going to say benevolent. Dictator of Enterprise Strategy Group. Chief analyst, Founder Welcome. Welcome back to the Cube. >> Thanks. Nice friend. Nice to be here, you fellows, and we don't Great. Congratulations. Newly newly closed. That's awesome. I want Yeah, thank you very much. >> Great. Looking good. You're here for your honeymoon. >> He said this is it? After a few marriages. This is the honeymoon. >> Yeah. That's good to know that the honeymoon's not over. So let's talk data, Tio. It's happening. >> That is a terrible question, Dave. >> So yeah, Data. Okay, everybody talks. Data you here, bro. My data is the new oil. Fate is a competitive advantage. And >> you like that. >> You do like what Data's in oil. >> So it's funny because we're I think I'm way older than you. You look better. >> God, no. >> But if you go back in time as long as we were doing this, it's been kind of hilarious, really. In retrospect, when you watch way watch these massive industries get created like the AMC just created because all they were about building bigger buckets to put data, zeros and ones. But no context, completely useless, just big buckets. So we valued Wow, you built a big fast bucket. Then IBM and her tachy whoever was gonna leap frog your next built a faster, bigger bucket. And that was with the world considered valuable. And it's now fast forward to the modern day and oh, maybe with the thing that's really valuable with those zeros and he's in contact. Maybe it's not really the bucket. It's, uh so valuable anymore. So >> So, do you think the with the bucket builders still bucket builders air they actually becoming data Insite creators? Or is it just still build a better bucket? That's cheaper. Faster >> till it's a great question. I think >> that we're first of all, you You still have to have the buckets, right? It's a relative who's going to make a smarter bucket builder. I don't know. >> You need someplace to put it, so >> you're gonna have to put it some place and you're gonna have to deliver it in the good news, you know, storage and or infrastructural say is the most brilliant business ever. From a capacity demand perspective, no one ever needs less, right. You always need Mauritz justa matter what you're gonna do with it, how you're going to address that. So it's we've propagated for 50 years and infrastructure business that build a bigger, faster bucket. Build a bigger, faster processor, build a bigger, faster. And every time you you solve one of those particular problems as long as data doesn't abate and it never does, is only is there's more versus Les. It's just every time we fix one problem way, you stick your finger in the dike and another poll springs out. So right now we're at the we've got more processing capabilities that week, ever possible. Use not true, right? We'll figure out a way to use it so that the last five years of and for the >> next five years waiting talk about analytics, wouldn't talk about io ti. We didn't talk about any of those things that are all just precursors to folk crap. We could make a whole bunch more NATO and do stuff with >> so So computers. Kind of a similar dynamic. It's sort of sensational. But is the relatively crappy business compared to storage rights? Storage is 60% plus gross margin. Business servers. I don't know. You're lucky if you get in in a low twenty's. Um, why is that? >> Hello, Number one. It's essentially monogamous. So 20% is wonderful if your intel and you get it. All right. Well, it sells. Got great gross margins, right? Everybody else's does it. You go down the supply chain. That's where you're gonna add value. So that's difficult for anything. Hard to get gross margins out of like spending. She had a box. >> So, Steve Yes, she's now 20 years old. >> I know >> when I think back 20 years ago. You know, short. You know this capacity price per dollar price per gigabyte. You know, all that stuff has changed a lot. The other thing, You know, I think back 20 years talk about automation and intelligent infrastructure. We were using those terms back that sure, one of things that they did. That that's right. Well, that's what I wanted to ask you about is like, right back then when you talked about well, how intelligent wasn't what could it do? And automation was There was a lot of times, you know, I'm just building a little script. I'm doing something like that. At least you know, from what we see, it feels like, you know, today's automation and intelligence is light times away from what we were talking about. 20 years. Sure, and it's true. What do you see in that? Well, >> so remember where we came from When we were talking originally about automation and orchestration, we were talking about how to manage a box, how to expand a box, how to manage infrastructure. Now it's data operations. Right now it's that that's the whole point of activity. Right to be in with is all right, if you are good enough and smart enoughto have the data sort of everything. What kind of matters? There you've gotta have the data and what can you up? What can you automate an orchestra from a data out perspective? Not from a box, not from a Let's scale out or scale up or something like that again, that's just a bigger bucket. It's a better bucket, but to be able to actually take data and say, You know what? I don't even know necessarily what I'm going to want to use this for, but I know that I gotta have. It's gotta be You have to be able to go click, click, click and get it. If if and when I figure out who I want to find out how lowering the price of Sharman and Seattle at a Wal Mart is going to affect my revenue or my supply chain or whatever. >> So one of the things I've talked with you in the past about is the pace of change of the industry. And, you know, I've said, you know, we know things are changing rather fast, but the average company, how much were they? Actually are they good at adopting change? And you've called me on stupid enterprises slow getting any faster, you know? Are they Are they open to change? Mohr. You know, what do you see in 2019? Is is it any different than it was in, You know, two thousand nine? >> That's a great question. So thie answer is yes, they're getting better. We are finally getting better. Problem, though, is a CZ industry insider watcher or a Boyar is ur is you see it and know what should happen 10 years. It takes 10 years in general for the world to actually catch upto the stuff that we're talking about. So it's not really that helpful to the poor schlub that's running on operation that build sneakers in Kansas, right? That's not really that helpful that we're talking about. This is what you could be doing and should be doing. The pace of change is much faster now because and give the em where most of the credit. Because once that went into place, all of the sudden and that you gotta remember there, everyone thinks vm where was an instant home run? It was 10 years of the same cold sitting in the corner in a queue, a environment before. Finally, we ran out of room in the data center, and that's the only reason they were able to come out. But once it was there, and it enabled you to stop associating the physical to the to the logical once, we could just just dis aggregate that stuff that I think opened up a tidal wave of kind of what else can we do? And people have adopted now. Now it's pervasive. So VM where's everywhere? Now? We're moving in the next level of kind of woman. Why can't I just build a containerized app that I can execute anywhere? No matter of fact, I don't even want it in my data center on. No one has to know that necessarily. So as modernization exercises have started to take off, they just they pick up, they actually pick up steam. So what we know empirically is those that are are halfway down. Call it the transformation or the modernization curve are going three times faster than those just starting. And those guys are going three times faster than the ones that are sitting there in idle doing stuff. The same >> city with the inertia going on. What do you make of this Bubblicious Back up market. Let's talk about that a little bit. You got these big install bases? The veritas, Conmebol, Delhi emcee, IBM, Tivoli install base. Everybody wants a piece of that action. Well, I guess cohesive rubric also want a piece of each other. Sure, which is kind of, you know, they get that urinary Olympics going on. I'd like to say And then you got these guys, which is kind of, you know, playing. Uh, I said to Ashleigh kind of East Coast, West Coast, There's no no, it's not East Coast, West Coast, but there's definitely more conservativism on this side of the of the flyover states. What's your take on what's going on in the landscape right now? >> So back up is awesome from the again, still probably the single most consistently line item budget thing for five decades. It's a guaranteed money in and out, and by and large it still sucks. My general rule is still it's crazy that we haven't been able to solve that particular problem. But regardless, the reason that it's so important is, besides the obvious. Yeah, you need to protect stuff, case. Something goes away and something bad happened good. But really, it's That's the inn. Just point for everything you do, you create data today. I'm backing it up on our later so that backup becomes the injust engine and it also is kicking off point. So at tapioca it started as wow, this is a better backup, most trap for lack of a better term. But really what? It was is didn't matter what with was back up or something else. It's I need tohave the data in order to do other stuff with it, and back up is just a natural, easiest way to be able to do that. So I think what's finally happening is we're moving from Christophe Would would say it's really about intelligence intelligence more so than just capturing those bits and being able to assemble and put it back together. It's understanding the context of those bits so that I can say stew in test. Dev has a different use case than Dave in whatever analytics, etcetera, etcetera. But they both need a copy of the exact scene data, the exact same state at the exact same point in time, etcetera. So if lungs backup's going to be kind of a tip of the spear in terms of going from what I will say, production or live data to the first copy, there's almost always back up. It's gonna matter. >> Christoph, Christoph Bertrand want your analyst? And so we saw, uh, c'mon, Danni Allen put a slideshow $15,000,000,000 tam and back up being a big chunk of that, probably half of it um, how does that jibe with your gut feel in terms of the opportunity beyond backup Dev ops? You know, I don't know. Ransomware insights. So you think that's low? High? Makes sense. >> I think I could justify the number. And what history has taught me is that it's probably low because we we're only talking about a handful of use cases that we've all glommed onto. But there will be remembered, like 11 years ago, there was no iPhone. You know what? How bad that changed. Everything that we do over there. And when did you know at some point during that particular journey, the phone became Who gives a shit about the phone? Excuse. But it's a text machine and it's an instagram thing, and it's a video production facility and all these other things, and the phone's almost dead. I only use it when my mom calls me kind of thing. So, you know, really, it's difficult to imagine. I certainly don't have the mental capabilities to imagine what the next 10 things after Dev Ops and this that and the other. But it's still all predicated on the same you got Somebody's gonna have a copy of that data and you're gonna be able to access it. You've got to be able to put it where you need it for whatever the reason again, a disaster is an important thing to recover from. But so is being ableto farm That data for nuggets of gold. >> Well, I guess I asked the question because, you know, it's a logical question is, is the market big enough to support all these companies that are in, You know, that gardener thing that they do? And I hope so because we love competition. >> I think I >> can answer it >> this way. Everything. Even the oldest guard Veritas, for God's sakes, 1000 years old, t sm 1000 years old con vault code base, 1000 years old. You're all big companies, right? And they're not perishing anytime soon. And I don't run. Love the startup Love the active FiOS or the cohesive sees coming in. But what they're really trying to do is not, you know, they might have started, as in a common ground, backup is a common warzone, but because there's money there like this consistent money there go get. But they soon turn in Teo other value propositions. And that's not is true with the incumbent back up guys because of their own legacy, right? It's hard to turn 1,000,000 year 1,000,000 lines of code into something. It wasn't designed, innit? >> Yeah, and it's not trivial to disrupt that base. But I guess if you get, you know, raising I don't know how much the industry is raised, but it's well over $1,000,000,000 now. I mean, activity has raised 200,000,000 and that's like chump change. Compared to some of the other races that you've seen. Cody City was to 60 and their last rubric was even, you know, crazy, crazy, even >> count the private money that beam God is that, you know, that was half 1,000,000,000 >> right? Well, that's a That's an off camera discussion. All right, we gotta go. So, Steve, thanks so much for for coming. Thank you. Great to >> have you. All right. All right, everybody. We'll be back with our next guest. You wanted the Cube from active field data driven from Boston, right on the harbor. Right back

(upbeat music) >> From Washington, D.C., it's theCUBE, covering ScienceLogic Symposium 2019. Brought to you by ScienceLogic. >> Hi, I'm Stu Miniman, and you're watching theCUBE's exclusive coverage of ScienceLogic Symposium 2019 here at the Ritz Carlton in Washington, D.C. Happy to welcome to the program first-time guest but a long-time customer of ScienceLogic, Karl Fosburg, who's the senior director of systems integration at Hughes. Thanks so much for joining us. >> Thanks for having me. >> Alright, so we're here in D.C., and that's important 'cause first of all, you're based down here, and ScienceLogic is based down here. >> Yup. Bring us back a little bit. You said you'd been a customer a long time as to... maybe give us a little bit of the before picture, if you could. >> Sure, so yeah, we've been a customer for 12 years now, and we picked ScienceLogic for a big list of reasons, actually wrote the RFI itself, and probably 20 pages long. Lots of people came back and gave us responses. ScienceLogic was one of the short-listed candidates that we picked out. We did a bake-off with a couple other vendors, and ScienceLogic was the clear winner. >> All right. So Karl, lets zoom out for a second here >> Okay. and just give us a level set on Hughes, what Hughes is today. You know, I'm familiar with what Hughes was back in the day and there's certain pieces that are no longer there so give us a level set on the company in the business. >> Yeah, sure. So, Hughes is formally known as Hughes Network Systems, were owned by EchoStar Corporation and we're a managed service provider. We have a consumer business where we provide broadband internet to folks that live really out in the countryside and can't get cable, or DSL, or FIOS, things like that. We have about 1.4 million subscribers in our consumer business. We've also launched consumer services in South America, Brazil, Ecuador, Columbia, places like that. Really serving under-served areas for giving them broadband. We also have an enterprise business where we sell to credit card processing, gas and oil, pipelines, fast foods, places like that. >> Okay. So Karl, is it safe to say you use satellites but no longer put them into space? >> We use satellites, that's correct. We contract that out now. Yeah, we are the last remaining Hughes company. >> Yeah. So, service providers are always fascinating to me because we talk about enterprise IT and how fast things are changing. At least for my entire career, when I talk to service providers, change and growth is really just baked into the DNA. >> Yep. I need to move fast. When you talk about scale, it means something very different and living in that complex world, and just give us a little bit about what things are like in 2019 for you. >> Sure, yeah. The scale is always our challenge. Like I like to say, we have sales people too and they're out there selling new products and services constantly. So we needed to be able to grow with those sales. We started out with a couple thousand devices that needed monitor in applications. Now we're up to almost 30 thousand Nox systems that we monitor. Also, we're keeping track of nearly 2 million terminals and the status of them and things like that. So, yeah, scale is super important to us. >> Okay. So, bring us inside, where ScienceLogic fits into your equation. >> Sure. So when we put out our FI to industry years ago, we were trying to replace a whole bunch of different tools. We had other vendor products and things like that. We really wanted to consolidate tools as much as possible into a single platform. Traditional ICNP, SNMP monitoring is how we originally started. Now we have lots and lots of integration with other tools, APM products, different streaming media products. We're integrating more and more with streaming services now in terms of getting data into the platform. So, yeah ... >> Yeah. Karl, I'd love to get your viewpoint. Something that came through to me in the keynote is on the one hand the years like, oh, well AIOps is going to replace things like some of the traditional players here, but then you see onto the stage it's like, oh okay, we're actually going to have integrations with a number of these tools. So yes, there's overlap but it needs to be integrated. How do you look at that as, is this the primary product? Is this a piece of the product? How do data collection between all these various tools go together? Well, that's a great question 'cause that's exactly what we and lots of other folks are grappling with right now. We've got data producers all over the place now, and we're really focused on the data production and high quality data back at the source into a real pub-sub type of architecture of which we believe that ScienceLogic will be both a producer and consumer of that pub-sub architecture, and whether it's the one tool to rule them all or not? Probably not, no ones going to be that, and we've got lots of vendors that purport to be the one tool to rule them all. But really, we're focused on ScienceLogic at this point to be really the focus, especially for our operations folks. We've got 24/7 staff. They use ScienceLogic as their main tool that they go to. So that's really where we want the data to end. That's where we want as much intelligence to end as possible. >> So, I'd be curious... You've been using the tool for a dozen years now. 12 years ago the discussion of data wasn't no where near what it was today. >> Correct. Can you bring us through a little bit of that journey, and you mentioned data a bunch, but how important is that? Where are you in your journey for... There was that maturity model that was put up there, the role of data today, and where do you see it going? >> Well, data is everything today. 12 years ago we were grappling with things like naming conventions and simple firewall rules and whatnot. Those days are long, long past. Now, the data quality and the pipeline is what we're focused on right now 'cause like Dave said in the keynote, "Garbage in, garbage out". We're really really focused on trying to get good quality data by focusing on the source of the data. As opposed to fixing it after it's been moved into whatever platform it ends up in. So we're using proper scheme of management and trying to bake-day the governance into the actual engineered products, and if it's not governed data then you don't get to look at it. And that's really our focus. We're an engineering company at heart so we actually write most of our own software. So we're kind of in control of our own destiny there, and we're really focused on pushing that back because we think the benefits in the long run are going to be worth that investment to get clean data all the way back to the source. >> Yeah. So Karl, one of the big shifts I've seen in the last few years... When you talked about managing and monitoring, I used to as the administrator or controller, used to be able to go and touch all of those pieces. Today, there's more and more some of those pieces I need to manage not just the stuff that's in my environment or my hosted environment, but outside of my environment and doing public clouds. >> Yep. >> Bring us up to speed as to where does Cloud fit? What's your Cloud strategy? >> Sure. We're actually launching some of our first applications in GCP right now. So we're working with our Google partners in this particular case to integrate the data that they can collect natively in their systems, bring it back in as actionable events into ScienceLogic platform, while keeping the vast majority of the data native to their platform. No need to bring back application specific data unless we're actually going to do something with it, or if we need to cross-correlate it with other information. The data sources live in our data centers, not in GCP. So we need to combine it with information we know about, our on-prem equipment, plus the applications running there. So that's the data we'll bring back to cross correlate. >> How do you decide what lives where, and where does ScienceLogic fit in the whole discussion? >> Yeah, that's a good question. What lives where... We kind of go back to license models and cost models. We're pretty good sticklers about focus on doing proper upfront analysis to make sure we don't end up with some six or seven figure bill at the end of the year from a Cloud provider. We also tend to do a lot of stuff on-prem because a lot of our systems have to run in one of our data centers. If you've ever driven past our building you'll see these large large dish's antennas outside. A lot of our equipment has to be within milliseconds or microseconds even of those dishes. So we actually have a large data center presence kind of scattered around the country and around the world. So, we have the compute resources to do it ourselves. >> Yeah, and even I would think edge computing something that plays into what you're doing. What do you see as some of the main challenges as the kind of footprint for what you're doing and things to spread out more? >> Yeah. Keeping, let's say pet projects, and shadow IP projects, keeping them in check is a really big focus right now, and also with DevOps sort of the "I'll do everything, I'm going to be my own IP department" philosophy is a new challenge that we're facing. So integrating with what the DevOps guys are building into our overall monitoring strategy, that's when a new challenge has really creeped up or it last, lets say six months or a year. >> Okay. Is there an intersection between your use of the ScienceLogic in the DevOps team yet? >> Not a big one yet. I think we're still learning DevOps at this point. I consider it a lifestyle change, not really a thing that you go get. So, I think we're still kind of early adoption for DevOps, and really only greenfield projects at this point in time. >> Okay. How about the term of the show is AIOps, so what's your act in the AIOps? Where do things like machine learning and automation fit into your environment? >> Yeah. We actually have quite a few used cases where we really think that machine learning is going to help us a lot. Cross-correlation is a big area for us. We have lots of information, but figuring it out, feeding like the APMs and Cisco ACI software defined networking, and those bits of information all into one product, we've been challenging ScienceLogic on this for quite a while. It's like, okay, you guys know about everything now. Tell us something that we didn't know before, and that's kind of where we're at, and seeing the announcements from this morning was really encouraging that we're finally see the horizon at this point. >> Yeah. If you can, (mumble), but how has ScienceLogic been doing on the roadmap? What helps between ScienceLogic and your vendor ecosystem out there? What more could they be doing to make your life easier? >> Yeah, that's a good question. So, if you would ask me that a year ago I probably wouldn't have been as encouraged as I am today. It was a challenge and they're engineering company, we're an engineering company. Sometimes you have to focus on foundation, and it's not cool, it's not sexy, it's not shiny, but you have to do it. And I think they've been focused a lot on their foundational aspects of the product which will actually enable doing things like machine learning. There's no point in doing machine learning if you have bad data or if you have a platform that doesn't support very very fast queries, and the graph QL database. We think that we're going to use that extensively and through the API, not even through the UIs. So, I think foundation is important. I think they focused on it for the last couple of years. I think we're finally going to start to see the benefits of it. Both single factor sort of machine learning, anomaly detection, but we really want to see it on a cross domain. I want to be able to see in ScienceLogic impacted by in our full stack environment. >> Yeah. I'd expect you probably had some visibility into what was coming up in the Big Ben release. Is there anything that jumped out at you, or that you're ready to use day one? >> The automations, for sure. We'll use that definitely day one. The way they've gone through and really made it a lot easier to use. You don't have to be a python developer anymore to actually get a lot of benefits out of the product. So I can turn that over to some of our junior engineers to actually handle those things, and we get a lot more sophisticated with them now. Primarily we used to focus on, "oh, let's send an email" type of thing. Now we can actually execute back-end actions without having to have a programmer to do it. So that right away we're going to use out of box. >> Okay. And in that forward looking piece, without breaking any visibility you have into their roadmap, what would you like to see more? >> I'd like to see more getting performance data into their real scalable, laterally scalable back end. And that's certainly an area that I'd love to see as much progress as fast as possible on. Also the Pub-Sub subscribing to streams coming out of our Kafka cluster. We want that to be in the product as soon as possible 'cause we really believe that that's where the majority of our data of the future is going to come from. Also, new applications, they come and go. Docker containers spin up, spin down. So the state of something is no longer fixed and we need to be able to integrate with Kubernetes and our open shift platform to be able to know, "Well what should be running right now?" So, those are the things that are on our roadmap that we need out of the product as soon as possible. >> Yeah. So it definitely came to me that ScienceLogic's listening. Are they moving fast enough for you? >> No. No ones ever moved fast enough. So, yeah, they're moving so that's good, but yeah, I could use it today if they had it. >> All right. Karl, last thing, you've been to a few of the ScienceLogic events in the past. You've been to other industry shows, what's special about the show? What brings you and your team to ScienceLogic symposiums? >> One of the things that ScienceLogic does a really good job is they bring a lot of resources here, and actual resources that actually know stuff. It's not just telling me, "Oh, that shiny new object is going to be in the platform at some indeterminate time in the future." It's the actual engineers, people writing code, product managers, things like that. So having access directly to the people who actually do the platform updates and changes is super valuable. The new sensor where we can touch and feel, take attires on new things has been excellent this year. So I think that's probably the thing, just quick access to all the resources. We have a bit of an advantage, we're only 45 minutes up the road. We can come down here as need be to visit their headquarters but having everyone here at one time is great. >> All right. Well Karl Forsberb, really appreciate you sharing your history and experience in future direction as to where things are going on your end. >> All right. >> I'm Stu Miniman. We'll be back with lots more coverage here from ScienceLogic 2019. Thanks for watching theCube. (upbeat music)

>> From Las Vegas, it's theCUBE. Covering Open Systems, the future is crystal clear with security and SD-WAN. Brought to you by Open Systems. >> Welcome back to Las Vegas everybody, you're watching the CUBE, the leader in live tech coverage. We're here covering the open systems networking event. Two Gardner events this week in Las Vegas. Big month. Last week, of course, was AWS re:Invent, 53,000 people. Talking security, cloud, all kinds of cool stuff going here at the Cosmopolitan Hotel. Matt Creeg is here, he's the chief revenue officer at Open Systems. 36 hours in Matt-- >> 36 hours in. >> You're an expert. >> And I'm in Vegas. >> Like, lay down the plutonium. Thanks for coming on theCUBE, it's good to see you. >> Thanks for having me, thanks for having me. >> So, first question. Why did you join Open Systems? >> You know, that's a great question. I asked myself that a lot over the past three months in discussions with the Open team. And really, it's a different offering. It's a complete offering. It's not a product, it's really a solution and a service. And I really feel like it's something that the market really needs and really wants and has really been asking for from a SD-WAN perspective, from a security perspective, from a sock perspective. It's really a solution or an offering that the market has demanded. So when I started in discussions with the Open team, it became clear, it became compelling to me, that this was something that customers wanted, customers needed, and customers have been asking for for five, eight, 10 years, really. >> Awesome. We're going to come back and unpack some of those things-- >> Okay. >> A little bit. But before we do, a little bit on your background. You're brand new here. >> 36 hours. >> Just left Cisco via the Vintela acquisition. The company we've tracked closely for V Nacarazhu, good friend of theCUBE. Tell us about your journey. >> Yeah, so-- >> Who is Matt Creeg? >> Matt Creeg was, I will claim I was the first field sales guy of Vintela. The VP of sales hired me just prior just pre-product launch. So I really started Vintela from zero customers, zero revenue, SD-WAN didn't exist when I started there, to an acquisition by Cisco and 18 months with Cisco post-acquisition continuing to build that team, continue to build that market. >> So Cisco is pretty renowned for its acquisitions, it certainly chambers big part of him building Cisco was through acquisitions. >> Absolutely. >> Made a lot of good ones, they weren't all great, but most were really quite good. The Vintela acquisition, as I understand it, when you guys plugged in to the Cisco model, you really scale to me. First of all, you had to get to the point where you were an interesting acquisition target. You had to prove some success. And then my understanding is things exploded. So you were part of that? >> It was a crazy ride. It was four and a half years later, I can't believe it's been four and a half years. It was simultaneously the longest and shortest time of my life. It was the blink of an eye. >> Awesome. So you're obviously trying to bring some of that magic to Open Systems. Let's come back to the differentiation. So, you gave us some sort of high level overview of what was different. When you look at the market, what are some of the trends that you see that this company is vectoring into that attracted you? >> So, there's a very clear trend around network architecture, WAN architecture, WAN traffic patterns changing, based on everything moving to the cloud. Really based on workloads moving around, workloads moving out of corporate data centers into AWS. You said you were at re:Invent last week. >> Yep. >> AWDS as your GCP. So we're really seeing workloads move around. We're seeing workloads move out of a corporate data center, which has changed traffic patterns substantially. That's what SD-WAN really came to the market to address those changes in traffic patterns. What Open offers over a traditional SD-WAN player is really a fully managed, full white glove network solution. So it's not just, as I said earlier, it's not just a product, it's not just an SD-WAN product. It's really a true solution and a true white glove offering. >> So one of the things we talk about a lot is the transition from north/south traffic to east/west, what people are talking about, as you just described, moving from various clouds, on-prem, SaaS is another major force. I heard a stat the other day, the average company, average global 2,000 has eight clouds. Siglo Media has eight clouds. And when you throw in SaaS, >> Eight might be a little low. >> 80, right. As I was saying, it's small companies. So, you have all this data that's now distributed. So SD-WAN helps what? Fill in the blank. >> Helps connect securely and seamlessly connect to all of those different clouds. To all of those different areas of data. And really gives customers the ability, gives IT departments the ability to provide a rich, very high user experience for connectivity to all of those different types of clouds. >> Well we used to be, we didn't realize at the time, but it used to be relatively simple. Secure the perimeter, build a moat, and we'll be good. >> And everything was in your data center. Just protect that data center and you don't have to worry. >> Control it all, I could see it all. Now that notion of perimeter is gone. Security has to be fundamental to what you do. If you're moving workloads around and data around, security is paramount. So talk about the ethos of security. Why is it a priority for you guys? And what is it about Open Systems that makes you guys qualified to be that leader? >> So it's interesting. I don't know where I heard it, but somebody quoted, or somebody said a while ago, our generation work has become something we do, rather than somewhere we go. And that really speaks to that moat experience. That everything is within those corporate walls, right? So, as we move outside of that, as we work from the Cosmopolitan Hotel in Las Vegas, security becomes paramount. Securing that workstation, securing that endpoint that your customer, that your end user is leveraging to connect to all of your data becomes paramount. So making sure that not only is that end station secure, but the connectivity in between that end station and all of your different sources, all of your different applications, all of your your different data sources is encrypted, is authenticated. Everything is secured and controlled is key. The other thing that we're seeing is with the move to SaaS, with the move to O365, with the move to Workday and Salesforce, the ability to securely connect directly to those applications becomes key. Not traversing through a corporate data center or a corporate DMZ to get to those services is key. So really extending security all the way down to that edge or to that endpoint becomes key. And providing a full service, a full manage service, a full monitoring service around all of those endpoints becomes key. >> So performance becomes critical. And so, again, I know you're early in, but in the conversations that you had leading up to you taking this position, you probably talked to some customers, you're at the Gardner event today. What kinds of things, performance, et cetera, are customers asking for in this space? >> That's a great question. That's a very good question. So everybody is asking for the best performance, the best user experience that they can possibly get. Right? And interestingly enough it's almost become corporate IT is getting compared to consumer IT. How come when I'm at home and I'm on my Verizon Fios connection, access to Office 365 is so much better than when I'm in the corporate office? So really we're being compared to that kind of metric. We're really being compared to that always on, always accessible, instant access type of user experience. >> In a manage service though, it's almost like you bring in the cloud experience to wherever your data lives. Whether it's in a public cloud, in a SaaS, on-prem, we were just talking to hill & brand, might be IoT at the edge at some point in time. And it sounds like, if I understand it correctly, that you want to be the most secure, the highest performance, the best user experience, fully managed for those different types of installation environments. >> That's a very good, yeah, you got it. You need a job? >> I got one, but thank you. (both chuckling) Thanks so much for coming to theCUBE. >> My pleasure. >> Best of luck. We'll be watching. High expectations, but you've done it before. Good luck in doing it again. >> Good to do it again. >> Alright, take care. >> Thanks for the time. >> Keep it right there, everybody. We'll be back with our next guest. You're watching theCUBE from Cosmopolitan Hotel at the Open Systems networking event. We'll be right back.