Upbeat music plays >> Voice Over: TheCUBE presents Ignite 22, brought to you by Palo Alto Networks. >> Good morning everyone. Welcome to theCUBE. Lisa Martin here with Dave Vellante. We are live at Palo Alto Networks Ignite. This is the 10th annual Ignite. There's about 3,000 people here, excited to really see where this powerhouse organization is taking security. Dave, it's great to be here. Our first time covering Ignite. People are ready to be back. They.. and security is top. It's a board level conversation. >> It is the other Ignite, I like to call it cuz of course there's another big company has a conference name Ignite, so I'm really excited to be here. Palo Alto Networks, a company we've covered for a number of years, as we just wrote in our recent breaking analysis, we've called them the gold standard but it's not just our opinion, we've backed it up with data. The company's on track. We think to do close to 7 billion in revenue by 2023. That's double it's 2020 revenue. You can measure it with execution, market cap M and A prowess. I'm super excited to have the CEO here. >> We have the CEO here, Nikesh Arora joins us from Palo Alto Networks. Nikesh, great to have you on theCube. Thank you for joining us. >> Well thank you very much for having me Lisa and Dave >> Lisa: It was great to see your keynote this morning. You said that, you know fundamentally security is a data problem. Well these days every company has to be a data company. Grocery stores, gas stations, car dealers. How is Palo Alto networks making customers, these data companies, more secure? >> Well Lisa, you know, (coughs) I've only done cybersecurity for about four, four and a half years so when I came to the industry I was amazed to see how security is so reactive as opposed to proactive. We should be able to stop bad threats, right? as they're happening. But I think a lot of threats get through because we don't have the right infrastructure and the right tooling and right products in there. So I think we've been working hard for the last four and a half years to turn it around so we can have consistent data flow across an enterprise and then mine that data for threats and anomalous behavior and try and protect our customers. >> You know the problem, I wrote this, this weekend, the problem in cybersecurity is well understood, you put up that Optiv graph and it's like 8,000 companies >> Yes >> and I think you mentioned your keynote on average, you know 30 to 40 tools, maybe 50, at least 20, >> Yes. >> from the folks that I talked to. So, okay, great, but actually solving that problem is not trivial. To be a consolidator, I mean, everybody wants to consolidate tools. So in your three to four years and security as you well know, it's, you can't fake security. It's a really, really challenging topic. So when you joined Palo Alto Networks and you heard that strategy, I know you guys have been thinking about this for some time, what did you see as the challenges to actually executing on that and how is it that you've been able to sort of get through that knot hole. >> So Dave, you know, it's interesting if you look at the history of cybersecurity, I call them the flavor of the decade, a flare, you know a new threat vector gets created, very large market gets created, a solution comes through, people flock, you get four or five companies will chase that opportunity, and then they become leaders in that space whether it's firewalls or endpoints or identity. And then people stick to their swim lane. The problem is that's a very product centric approach to security. It's not a customer-centric approach. The customer wants a more secure enterprise. They don't want to solve 20 different solutions.. problems with 20 different point solutions. But that's kind of how the industry's grown up, and it's been impossible for a large security company in one category, to actually have a substantive presence in the next category. Now what we've been able to do in the last four and a half years is, you know, from our firewall base we had resources, we had intellectual capability from a security perspective and we had cash. So we used that to pay off our technical debt. We acquired a bunch of companies, we created capability. In the last three years, four years we've created three incremental businesses which are all on track to hit a billion dollars the next 12 to 18 months. >> Yeah, so it's interesting on Twitter last night we had a little conversation about acquirers and who was a good, who was not so good. It was, there was Oracle, they came up actually very high, they'd done pretty, pretty good Job, VMware was on the list, IBM, Cisco, ServiceNow. And if you look at IBM and Cisco's strategy, they tend to be very services heavy, >> Mm >> right? How is it that you have been able to, you mentioned get rid of your technical debt, you invested in that. I wonder if you could, was it the, the Cloud, even though a lot of the Cloud was your own Cloud, was that a difference in terms of your ability to integrate? Because so many companies have tried it in the past. Oracle I think has done a good job, but it took 'em 10 to 12 years, you know, to, to get there. What was the sort of secret sauce? Is it culture, is it just great engineering? >> Dave it's a.. thank you for that. I think, look, it's, it's a mix of everything. First and foremost, you know, there are certain categories we didn't play in so there was nothing to integrate. We built a capability in a category in automation. We didn't have a product, we acquired a company. It's a net new capability in instant response. We didn't have a capability. It was net new capability. So there was, there was, other than integrating culturally and into the organization into our core to market processes there was no technical integration needed. Most of our technical integration was needed in our Cloud platform, which we bought five or six companies, we integrated then we just bought one recently called cyber security as well, which is going to get integrated in the Cloud platform. >> Dave: Yeah. >> And the thing is like, the Cloud platform is net new in the industry. We.. nobody's created a Cloud security platform yet, so we're working hard to create it because we don't want to replicate the mistakes of the past, that were made in enterprise security, in Cloud security. So it's a combination of cultural integration it's a combination of technical integration. The two things we do differently I think, than most people in the industry is look, we have no pride of, you know of innovations. Like, if somebody else has done it, we respect it and we'll acquire it, but we always want to acquire number one or number two in their category. I don't want number three or four. There's three or four for a reason and there still leaves one or two out there to compete with. So we've always acquired one or two, one. And the second thing, which is as important is most of these companies are in the early stage of development. So it's very important for the founding team to be around. So we spend a lot of time making sure they stick around. We actually make our people work for them. My principle is, listen, if they beat us in the open market with all our resources and our people, then they deserve to run this as opposed to us. So most of our new product categories are run by founders of companies required. >> So a little bit of Jack Welch, a little bit of Franks Lubens is a, you know always deference to the founders. But go ahead Lisa. >> Speaking of cultural transformation, you were mentioning your keynote this morning, there's been a significant workforce transformation at Palo Alto Networks. >> Yeah >> Talk a little bit about that, cause that's a big challenge, for many organizations to achieve. Sounds like you've done it pretty well. >> Well you know, my old boss, Eric Schmidt, used to say, 'revenue solves all known problems'. Which kind of, you know, it is a part joking, part true, but you know as Dave mentioned, we've doubled or two and a half time the revenues in the last four and a half years. That allows you to grow, that allows you to increase headcount. So we've gone from four and a half thousand people to 14,000 people. Good news is that's 9,500 people are net new to the company. So you can hire a whole new set of people who have new skills, new capabilities and there's some attrition four and a half thousand, some part of that turns over in four and a half years, so we effectively have 80% net new people, and the people we have, who are there from before, are amazing because they've built a phenomenal firewall business. So it's kind of been right sized across the board. It's very hard to do this if you're not growing. So you got to focus on growing. >> Dave: It's like winning in sports. So speaking of firewalls, I got to ask you does self-driving cars need brakes? So if I got a shout out to my friend Zeus Cararvela so like that's his line about why you need firewalls, right? >> Nikesh: Yes. >> I mean you mentioned it in your keynote today. You said it's the number one question that you get. >> and I don't get it why P industry observers don't go back and say that's, this is ridiculous. The network traffic is doubling or tripling. (clears throat) In fact, I gave an interesting example. We shut down our data centers, as I said, we are all on Google Cloud and Amazon Cloud and then, you know our internal team comes in, we'd want a bigger firewall. I'm like, why do you want a bigger firewall? We shut down our data centers as well. The traffic coming in and out of our campus is doubled. We need a bigger firewall. So you still need a firewall even if you're in the Cloud. >> So I'm going to come back to >> Nikesh: (coughs) >> the M and A strategy. My question is, can you be both best of breed and develop a comprehensive suite number.. part one and part one A of that is do you even have to, because generally sweets win out over best of breed. But what, how do you, how do you respond? >> Well, you know, this is this age old debate and people get trapped in that, I think in my mind, and let me try and expand the analogy which I tried to do up in my keynote. You know, let's assume that Oracle, Microsoft, Dynamics and Salesforce did not exist, okay? And you were running a large company of 50,000 people and your job was to manage the customer process which easier to understand than security. And I said, okay, guess what? I have a quoting system and a lead system but the lead system doesn't talk to my coding system. So I get leads, but I don't know who those customers. And I write codes for a whole new set of customers and I have a customer database. Then when they come as purchase orders, I have a new database with all the customers who've bought something from me, and then when I go get them licensing I have a new database and when I go have customer support, I have a fifth database and there are customers in all five databases. You'll say Nikesh you're crazy, you should have one customer database, otherwise you're never going to be able to make this work. But security is the same problem. >> Dave: Mm I should.. I need consistency in data from suit to nuts. If it's in Cloud, if you're writing code, I need to understand the security flaws before they go into deployment, before they go into production. We for somehow ridiculously have bought security like IT. Now the difference between IT and security is, IT is required to talk to each other, so a Dell server and HP server work very similarly but a Palo Alto firewall and a Checkpoint firewall Fortnight firewall work formally differently. And then how that transitions into endpoints is a whole different ball game. So you need consistency in data, as Lisa was saying earlier, it's a data problem. You need consistency as you traverse to the enterprise. And that's why that's the number one need. Now, when you say best of breed, (coughs) best of breed, if it's fine, if it's a specific problem that you're trying to solve. But if you're trying to make sure that's the data flow that happens, you need both best of breed, you know, technology that stops things and need integration on data. So what we are trying to do is we're trying to give people best to breed solutions in the categories they want because otherwise they won't buy us. But we're also trying to make sure we stitch the data. >> But that definition of best of breed is a little bit of nuance than different in security is what I'm hearing because that consistency >> Nikesh: (coughs) Yes, >> across products. What about across Cloud? You mentioned Google and Amazon. >> Yeah so that's great question. >> Dave: Are you building the security super Cloud, I call it, above the Cloud? >> It's, it's not, it's, less so a super Cloud, It's more like Switzerland and I used to work at Google for 10 years, not a secret. And we used to sell advertising and we decided to go into pub into display ads or publishing, right. Now we had no publishing platform so we had to be good at everybody else's publishing platform >> Dave: Mm >> but we never were able to search ads for everybody else because we only focus on our own platform. So part of it is when the Cloud guys they're busy solving security for their Cloud. Google is not doing anything about Amazon Cloud or Microsoft Cloud, Microsoft's Azure, right? AWS is not doing anything about Google Cloud or Azure. So what we do is we don't have a Cloud. Our job in providing Cloud securities, be Switzerland make sure it works consistently across every Cloud. Now if you try to replicate what we offer Prisma Cloud, by using AWS, Azure and GCP, you'd have to first of all, have three panes of glass for all three of them. But even within them they have four panes of glass for the capabilities we offer. So you could end up with 12 different interfaces to manage a development process, we give you one. Now you tell me which is better. >> Dave: Sounds like a super Cloud to me Lisa (laughing) >> He's big on super Cloud >> Uber Cloud, there you >> Hey I like that, Uber Cloud. Well, so I want to understand Nikesh, what's realistic. You mentioned in your keynote Dave, brought it up that the average organization has 30 to 50 tools, security tools. >> Nikesh: Yes, yes >> On their network. What is realistic for from a consolidation perspective where Palo Alto can come in and say, let me make this consistent and simple for you. >> Well, I'll give you your own example, right? (clears throat) We're probably sub 10 substantively, right? There may be small things here and there we do. But on a substantive protecting the enterprise perspective you be should be down to eight or 10 vendors, and that is not perfect but it's a lot better than 50, >> Lisa: Right? >> because don't forget 50 tools means you have to have capability to understand what those 50 tools are doing. You have to have the capability to upgrade them on a constant basis, learn about their new capabilities. And I just can't imagine why customers have two sets of firewalls right. Now you got to learn both the files on how to deploy both them. That's silly because that's why we need 7 million more people. You need people to understand, so all these tools, who work for companies. If you had less tools, we need less people. >> Do you think, you know I wrote about this as well, that the security industry is anomalous and that the leader has, you know, single digit, low single digit >> Yes >> market shares. Do you think that you can change that? >> Well, you know, when I started that was exactly the observation I had Dave, which you highlighted in your article. We were the largest by revenue, by small margin. And we were one and half percent of the industry. Now we're closer to three, three to four percent and we're still at, you know, like you said, going to be around $7 billion. So I see a path for us to double from here and then double from there, and hopefully as we keep doubling and some point in time, you know, I'd like to get to double digits to start with. >> One of the things that I think has to happen is this has to grow dramatically, the ecosystem. I wonder if you could talk about the ecosystem and your strategy there. >> Well, you know, it's a matter of perspective. I think we have to get more penetrated in our largest customers. So we have, you know, 1800 of the top 2000 customers in the world are Palo Alto customers. But we're not fully penetrated with all our capabilities and the same customers set, so yes the ecosystem needs to grow, but the pandemic has taught us the ecosystem can grow wherever they are without having to come to Vegas. Which I don't think is a bad thing to be honest. So the ecosystem is growing. You are seeing new players come to the ecosystem. Five years ago you didn't see a lot of systems integrators and security. You didn't see security offshoots of telecom companies. You didn't see the Optivs, the WWTs, the (indistinct) of the world (coughs) make a concerted shift towards consolidation or services and all that is happening >> Dave: Mm >> as we speak today in the audience you will find people from Google, Amazon Microsoft are sitting in the audience. People from telecom companies are sitting in the audience. These people weren't there five years ago. So you are seeing >> Dave: Mm >> the ecosystem's adapting. They're, they want to be front and center of solving the customer's problem around security and they want to consolidate capability, they need. They don't want to go work with a hundred vendors because you know, it's like, it's hard. >> And the global system integrators are key. I always say they like to eat at the trough and there's a lot of money in security. >> Yes. >> Dave: (laughs) >> Well speaking of the ecosystem, you had Thomas Curry and Google Cloud CEO in your fireside chat in the keynote. Talk a little bit about how Google Cloud plus Palo Alto Networks, the Zero Trust Partnership and what it's enable customers to achieve. >> Lisa, that's a great question. (clears his throat) Thank you for bringing it up. Look, you know the, one of the most fundamental shifts that is happening is obviously the shift to the Cloud. Now when that shift fully, sort of, takes shape you will realize if your network has changed and you're delivering everything to the Cloud you need to go figure out how to bring the traffic to the Cloud. You don't have to bring it back to your data center you can bring it straight to the Cloud. So in that context, you know we use Google Cloud and Amazon Cloud, to be able to carry our traffic. We're going from a product company to a services company in addition, right? Cuz when we go from firewalls to SASE we're not carrying your traffic. When we carry our traffic, we need to make sure we have underlying capability which is world class. We think GCP and AWS and Azure run some of the biggest and best networks in the world. So our partnership with Google is such that we use their public Cloud, we sit on top of their Cloud, they give us increased enhanced functionality so that our customers SASE traffic gets delivered in priority anywhere in the world. They give us tooling to make sure that there's high reliability. So you know, we partner, they have Beyond Corp which is their version of Zero Trust which allows you to take unmanaged devices with browsers. We have SASE, which allows you to have managed devices. So the combination gives our collective customers the ability for Zero Trust. >> Do you feel like there has to be more collaboration within the ecosystem, the security, you know, landscape even amongst competitors? I mean I think about Google acquires Mandiant. You guys have Unit 42. Should and will, like, Wendy Whitmore and maybe they already are, Kevin Mandia talk more and share more data. If security's a data problem is all this data >> Nikesh: Yeah look I think the industry shares threat data, both in private organizations as well as public and private context, so that's not a problem. You know the challenge with too much collaboration in security is you never know. Like you know, the moment you start sharing your stuff at third parties, you go out of Secure Zone. >> Lisa: Mm >> Our biggest challenge is, you know, I can't trust a third party competitor partner product. I have to treat it with as much suspicion as anything else out there because the only way I can deliver Zero Trust is to not trust anything. So collaboration in Zero Trust are a bit of odds with each other. >> Sounds like another problem you can solve >> (laughs) >> Nikesh last question for you. >> Yes >> Favorite customer or example that you think really articulates the value of what Palo Alto was delivering? >> Look you know, it's a great question, Lisa. I had this seminal conversation with a customer and I explained all those things we were talking about and the customer said to me, great, okay so what do I need to do? I said, fun, you got to trust me because you know, we are on a journey, because in the past, customers have had to take the onus on themselves of integrating everything because they weren't sure a small startup will be independent, be bought by another cybersecurity company or a large cybersecurity company won't get gobbled up and split into pieces by private equity because every one of the cybersecurity companies have had a shelf life. So you know, our aspiration is to be the evergreen cybersecurity company. We will always be around and we will always tackle innovation and be on the front line. So the customer understood what we're doing. Over the last three years we've been working on a transformation journey with them. We're trying to bring them, or we have brought them along the path of Zero Trust and we're trying to work with them to deliver this notion of reducing their meantime to remediate from days to minutes. Now that's an outcome based approach that's a partnership based approach and we'd like, love to have more and more customers of that kind. I think we weren't ready to be honest as a company four and a half years ago, but I think today we're ready. Hence my keynote was called The Perfect Storm. I think we're at the right time in the industry with the right capabilities and the right ecosystem to be able to deliver what the industry needs. >> The perfect storm, partners, customers, investors, employees. Nikesh, it's been such a pleasure having you on theCUBE. Thank you for coming to talk to Dave and me right after your keynote. We appreciate that and we look forward to two days of great coverage from your executives, your customers, and your partners. Thank you. >> Well, thank you for having me, Lisa and Dave and thank you >> Dave: Pleasure >> for what you guys do for our industry. >> Our pleasure. For Nikesh Arora and Dave Vellante, I'm Lisa Martin, you're watching theCUBE live at MGM Grand Hotel in Las Vegas, Palo Alto Ignite 22. Stick around Dave and I will be joined by our next guest in just a minute. (cheerful music plays out)

>> Live from Las Vegas, it's theCube, covering AWS re:Invent 2018. Brought to you by Amazon Web Services, Intel, and their ecosystem partners. >> Well welcome back here at the Sands expos. We continue our coverage here on theCube of AWS re:Invent. We said about 40,000 attendees this week. We're just off the show floor, it is been jam packed, with a lot of energy, all day today. Justin Warren and John Walls we're joined up by Ramin Sayar who is the President, CEO of Sumo Logic. Ramin, how are you are doing. >> Good, thanks for having me back today. >> You bet, always good to have you back on theCube. You made some news, had an announcement yesterday that kind of takes your AWS linkage or partnership to a new level. Tell us a little bit about that. >> Yeah, so in short, you know we've been partnering with Amazon for well over eight years. We've been born and bred in the Cloud as a multi tenant service. And, over the years we've been working on a variety of ways to improve some operational best practices, not just innovations and products, and that's led us to really push Amazon to do more in security. Because, the security, posture, practices, understanding in the cloud world, is fundamentally different than that on prem in the traditional world. >> Yeah. So one of the key points of the announcement was some efforts that we're continuing with Amazon around security and bringing cloud first security posture, best practices as well as integrations, some things we've already announced, as well some things I may hypothetically be announced tomorrow. >> Okay, So tell us about that discussion. Alright, you say its been going on for some time. The need to bring a higher level of awareness or concern, however you want to word it, to security in the public cloud. I mean, how's that evolved and then where's that going to go? >> Well I guess, there's two ways looking at it. You know, one is, its really centered on the fact that there's a big movement right now for the lift and shift of workloads to the cloud. >> Yeah. >> And you can't bring along all the baggage that's associated with these workloads, because you're modernizing these applications, and fundamentally it requires different ways of instrumenting, collecting, analyzing and last and definitely not least, the tsunami of data that's being generated because of these distribute applications. You can't take the old way of writing rules to presuppose events and security issues in this new world. So we've been pushing Amazon really, really hard to build practices. So a competency was one of the things we first started with them, right? And that competency led us to understand it's not just about guard duty, it's not just about some simple best practices, but how we bring the broader community together. So, we're taking this on the road with them, bringing the MSPs or managed service providers, as well as managed security service providers together and building this integrated practice to them, and with them, so they can take it out as a channel. What are you expecting people to get out of this. So when you've this roadshow and you've taken this show on the road and you've got all this MSPs to sign up to this way of doing things. Where do you see them taking from where they are today and where they will end up at the end of this. >> Yes as simply put, managed service providers or managed security providers, are one vehicle. >> A lot of this is actually, teaching the practitioners, in terms of CSO's, security operations, and security analysts. Like what should you consider, what should you use in the cloud. So it's not just about VPC flow logs, it's not just about AWS config or guard duty, but the combination of what the Amazon does or AWS does, at the infrastructure level, coupled with what Sumo does at the security analytics level is what delivers that best in class cloud service for security. >> Right. >> And so it's educating 'em on that first. >> Second piece is, really pushing that responsibility not just as a security operations or a security analyst team, but upstream into the development teams. And so that's part of this whole notion that Sumo's been aggressively pushing called DevSecOps. It's a responsibility everybody in the organization, not just the people downstream that get the hangover when a breach happens. >> Right. >> Right? >> Feels like we've been talking about that idea of embedding bending security into, well, security is everyone's issue, and that we need to move it upstream, and you shift it left as a lot of people like to say. So, where we you think we are on that journey? So we've been talking about it for a little while. It feels like we still actually right at the beginning of that kind of movement. >> So, it's funny you say that, 'cause we're thinking about this before this event and categorically we see in born in the clouds types of companies, they have a security first principle mind already. And so, naturally as, they just look at it as another data source that they have to manage, not as a burden. And so, that's a difference with traditional security companies, the enterprise, who feel like, oh great my developers are going over there and now it's a burden for me to manage that. So, I think from the born and bred cloud perspective, adoption is super high. The ones that are doing the lift and shift now, we're trying to get the CSO's to be the champions. So we enter a lot of times there versus just the devops students. And so as a result, that's helping us educate the CSO's to take it down to the sock or the analyst so they can understand, what should I even use with Amazon and how does Sumo support that? >> Yeah, so it sounds like a lot of these more traditional companies are doing, in the same way that the cloud has changed the way developers actually write code and use infrastructure, it sounds like the security practices that have been born in the cloud are actually starting to make their way back up or upstream if you will into this more traditional companies and they're cloudifying the way they run things. Which is an interesting parallel to the what we're seeing with the infrastructure where it's becoming more hybrid. So we're kind of getting this hybrid security model of the old way of doing things and the cloud way of doing things. >> Yeah, and I think the interesting piece of that is, it's profoundly changing the operating model. Right, historically all this teams been siloed. They use their silo tools for security over here, for monitoring over there, for troubleshooting over here, right, for building and release systems over there. And this new way of deploying, building, running, securing workloads and more importantly cloud services now, it's fundamentally broke down those barriers. And so by nature, what's it done is, forced those team to either come together to collaborate, in a lot of cases what we say in accounts is also, there's a single throat to choke. Person that's owning that service owns and end to end. Right, and so our platform uniquely helps all those different constituents across the organization really share and collaborate, but also rely on one vendor, and one platform that spans not just obviously here with Amazon and Amazon Web Services, but also GCP, Azure, and 40% of the data we collect every day comes from on prem. We give them that single platform that spans everything that they need. >> What is the, if there is a fundamental problem that when somebody who has, they look at their migration and they say, okay public cloud that's where we're going, from a security stand point is it that, they are going to a space that they don't have total control over or they are going to a space, now this is the way we used to do it, and now you're going to, you're coming at it from a different side. I don't know if it that's by-end, I mean what is the kind of like the-- >> So I think it comes down to three things. I think one is mindset change. So we look for progressive CSO's that believe in the vision of fundamentally doing things different. Two is debunking the myth. And I say that because SIM has been a dirty word for years. Useless services and technology and vendors that have been pimping SIM for years and have not delivered on the value. >> Don't minse words, tell me what you think Ramin. >> No, been all seriousness, and so we have a job to clean up that dirty work. So with the cloud SIM and what we're doing on top of Amazon in supporting other cloud providers, we're trying to make it sexy again. But more importantly, make it real, deliver value through our cloud SIM. And the third is, we're trying to break down the silos. It's not just a security operations schemes anymore. And they understand that, in order for them to have that holistic control, because at the end of the day it's about control, they need to have accountability upstream and they need to be partnering with the devops teams. And so that's the value we bring because the devops team, the cyber liability engineers, the tech ops, platform engineering are all using Sumo. So now we can connect the CSO to them and they can have one unified way. Share it lights tiered model for data, they can have access control, predictable cost and then more importantly going forward allows them to start analyze data, different values, different sets as they need to through a consumption model. >> You say you're trying the SIM sexy again, which is an interesting way of putting it. What are you seeing customers using Sumo logic for that really gets your intent? What's something you think would be a thing that people here in this show should really pay attention to? Why should people use it? >> So are you a gamer? >> I have been known to game on occasion. >> Do you play Pokemon or Fortnite? >> No, I keep getting pestered to get Fortnite, but no, I'm an old schooler. I like Borderlands 2. >> So you do, okay. So I'll give two different contrasting examples in the gaming industry for example. So Pokemon, guess who their average age user is? >> About eight? >> No. >> No? >> Kids. Young kids. And so for them it's about protecting identity. Right, and protecting privacy of it's users, kids for parents. So we help them with privacy and controls. You compare that with Fortnight. We help fortify Fortnight because Fortnight needs to look at the metadata, what's going on in the game. Right, they're looking at all the actions from the chat, from the text, from the things that were unplanned in the game, to get a sense of how the real game experience is. They're both securing but in different ways. You compare/contrast that to outside of gaming, media, online retailers, what do we help them with? They have audit responsibilities because they take payments for PCI. They have health care responsibilities, because HIPAA compliance. They have regulatory responsibilities with GDPR. Right? And so we help all of them with the audit and compliance, but also we give them the threat and investigation capabilities when and if they have a breach or when they have an audit issue. >> So you are not a Pokemon player? >> I played Pokemon Go for a while, then I was like, I'm too busy hosting theCube. I don't have time for that. >> Ramin, thanks for being with us, we appreciate the story and wish you continued success. Sumo Logic just about 50 yards from our spot here on the floor, drawing a lot of attention in your booth. So, congratulations on that as well. >> Thanks for having me again, great seeing you guys. >> You bet. Alright, back with more here on theCube. We're at AWS re:Invent in Las Vegas. (soft alternative music)