>> Live from San Diego, California It's the queue covering Sisqo Live US 2019 Tio by Cisco and its ecosystem. Barker's >> back to San Diego. Everybody watching the Cube, the leader and live tech coverage. My name is Dave Volante, and I'm with my co host, Steuben. Amanda, this is Day two for Sisqo. Live 2019. We're in the definite. So still. I was walking around earlier in the last interview, and I think I saw Ron Burgundy out there. Stay classy Sleeping Gow is here. He's the founder and CEO of Met Net Brain Technology's just outside of Boston. Thanks very much for coming on the Q. Thank you there. So you're very welcome. So I want to ask you, I always ask Founders passion for starting companies. Why did you start? >> Well, maybe tired of doing things, Emmanuel. Well, that's alongside the other side of Yes, I used Teo took exam called a C C. I a lot of folks doing here. I failed on my first try. There was a big blow to my eagle, so I decided that we're gonna create a softer help them the past. This is actually the genesis of nettle. I met a friend help people three better doing their network management. >> That's a great story. So tell us more about that brain. What do you guys all about? >> Sure, we're the industry. First chasing time. Little confirmations after our mission is to Democrat ties. Merrick Automation. Every engineer, every task. They should've started with automation before human being touched. This task, >> you know, way go back. Let's say, 10 years ago people were afraid of automation. You know, they thought I was going to take away their jobs. They steal and they still are. We'll talk about that. You get this and I want to ask you about the blockers. They were fearful they wanted the touch thing. But the reality is people talk about digital transformation. And it's really all about how you use data, how your leverage data. And you can't be spending your time doing all this stuff that doesn't add value to your business. You have to automate that and move up to more valuable test. But so people are still afraid of automation. Why, what's the blocker there? >> They have the right reason to be afraid. Because so many automation was created a once used exactly wass right. And then you have the cost ofthe tradition automation. You have the complexity to create in their dark automation. You guys realize that middle confirmation You cannot have little gotta measure only work on a portion of your little way. You have to walk on maturity if not all of your narrow right. So that's became very complex. Just like a You wanna a self driving car? 10 You can't go buy a Tesla a new car. You can drive on a song. But if you want to your Yoder Puta striving always song Richard feared it. That's a very complex Well, let's today, Netto. Condemnation had to deal with you. Had a deal with Marty Venna Technology Marty, years of technology. So people spent a lot of money return are very small. There's so they have a right to a fair afraid of them. But the challenges there is what's alternative >> way before you're there. So there, if I understand it, just playing back there, solving a very narrow problem, they do it once, maybe twice. Maybe a rudimentary example would be a script. Yeah, right, right. And then it breaks or it doesn't afford something else in the network changes, and it really doesn't affect that, right? >> Yeah. I mean, you know, I think back to money network engineers. It's like, Well, I'm sitting there, I've got all my keep knobs and I get everything done and they say, No, don't breathe on it because it's just the way I want it less. It can't be that doesn't scale. It doesn't respond to the business. I need to be able to, you know, respond fast what is needed. And things are changing in every environment. So it's something that I couldn't, as you know, a person or a team keep up with myself, and therefore I need to have more standardized components, and I need to have intelligence that can help me. >> Let's sit and let's >> s so we've laid out the generalized way that we've laid out the problem. What's what's the better approach? >> Well, give you looking out of the challenge today is you have to have Dave ups, which a lot of here they have not engineer know howto script and the mid off the engineer who know how little cooperates walk together. So there's a date, a part of it. There's a knowledge. A part of this too has to meet to create a narrow coordination and that Ned Ogata may have to be a scale. So the challenge traditional thoracotomy here, why is for short lie on if you're going down? Technical level is wise A terra, too many data and structure and the otherwise Our knowledge knowledge cannot be codified. So you have the knowledge sitting people's head, right, Eh Programa had to walk in with a narrow canyon near together. You make it a cost hire. You make it a very unskilled apple. So those are the challenge. So how fast Motor way have to do so neither brand for last 15 years You decide to look differently that we created some saying called operating system off total network and actually use this to manage over 1,000 of mental models technology. And he threw problem. You can't continually adding new savings into this problem. So the benefit of it is narrow. Canyon near anybody can create automation. They don't have to know how to writing a code. Right? And Deborah, who knows the code can also use this problem. All the people who are familiar with technology like and people they can integrate that never >> pray. Okay, so you have all this data I wish I could say is unstructured So he doesn't have any meaning. Data's plentiful insights aren't, uh And then you have this what I call tribal knowledge. Joe knows how to do it, but nobody else knows how to do it. So you're marrying those two. How are you doing that? Using machine intelligence and and iterating building models, can you get that's amore colors? Tow How you go about that? What's the secret sauce >> way? Took a hybrid approach. First call on you have to more than the entire network. With this we'll kind of operating system called on their own way have about 20 12,000 valuables modeling a device and that 12,000 valuable adults across your let's say 1,000 known there or there will be 12,000,000 valuables describing your medal. That's that's first. Zang on top of 12,000,000 valuables will be continually monitored. A slow aye aye, and the machine learning give something called a baseline data. But on top of it, the user, the human being will have the knowledge young what is considered normal what is considered abnormal. They can add their intelligence through something called excludable rumble on couple of this system, and their system now can be wrong at any time. Which talking about where somebody attacking you when that OK is un afford all you through a human being, all our task Now the automation can be wrong guessing time. So >> this the expert, the subject matter expert, the main expert that the person with the knowledge he or she can inject that neck knowledge into your system, and then it generates and improves overtime. That's right, >> and it always improve, and other people can open the hood. I can't continue improving. Tell it so the whole automation in the past, it was. Why is the writer wants only used once? Because it's a colossal? It's a script. You I you input and output just text. So it wasn't a designer with a company, has a motive behind it. So you do it, You beauty your model. You're writing a logical whizzing a same periods off, we decided. We think that's you. Cannot a scale that way. >> OK, so obviously you can stop Dave from inputting his lack of knowledge into the system with, you know, security control and access control. Yeah, but there must be a bell curve in terms of the quality of the knowledge that goes into the system. You know, Joe might be a you know, a superstar. And, you know, stew maybe doesn't know as much about it. No offense, too. Student. So good. So how do you sort of, you know, balance that out? Do you tryto reach an equilibrium or can you wait? Jos Knowledge more than Stu's knowledge. How does that work? >> So the idea that this automation platform has something called excludable Rambo like pseudo Rambo can sure and implacably improved by Sri source One is any near themselves, right? The otherwise by underlying engine. So way talk about a I and the machine learning we have is that we also have a loo engine way. Basically, adjusting that ourselves certainly is through Claverie Partner, for example, Sisko, who run many years of Qatar where they have a lot of no house. Let's attack that knowledge can be pushed to the user. We actually have a in our system that a partnership with Cisco attack South and those script can be wrong. slow. Never prayer without a using woman getting the benefit of without talking with attack. Getting the answer? >> Yes, I think you actually partially answered. The question I have is how do you make sure we don't automata bad process? Yeah. So And maybe talk a little bit about kind of the training process to your original. Why of the company is to make things easier. You know, What's the ramp up period for someone that gets in giving me a bit of a how many engineers you guys have >> worked with? The automatic Allied mission. Our mission statement of neda prayer is to Democrat ties. Network automation, you know, used to be network automation on ly the guru's guru to it. Right, Dave off. Send a satchel. And a young generation. My generation who used come, Ally, this is not us, right? This is the same, you know. But we believe nowadays, with the complicity of middle with a cloud, computing with a cybersecurity demand the alternative Genetic automation is just no longer viable. So way really put a lot of starting to it and say how we can put a network automation into everyone's hand. So the things we tell as three angle of it, while his other missions can be created by anyone, the second meaning they've ofthe net off. Anyone who know have knowledge on metal can create automation. Second piece of automation can lunched at any time. Somebody attacking you middle of the night. They don't tell you Automation can lunch to protect Theo, and they're always out. You don't have people the time of the charter. Automation can lunch the tax losses, so it's called a lunch. Any time certain want is can adapt to any work follow. You have trouble shooting. You have nettle changes. You have compliance, right? You have documentation workflow. The automation should be able to attack to any of this will clothe topping digression tomorrow. We have when service now. So there's a ticket. Human being shouldn't touches a ticket before automation has dies, she'll write. Is a human should come in and then use continually use automation. So >> So you talk about democratizing automation network automation. So it's so anybody who sees a manual process that's wasting time. I can sort of solve that problem is essentially what you're >> doing. That's what I did exactly what we >> know So is there, uh, is there a pattern emerging in terms of best practice in terms of how customers are adopting your technology? >> Yes. Now we see more animal customer creating This thing's almost like a club, the power user, and we haven't caught it. Normal user. They have knowledge in their heads. Pattern immunity is emergent. We saw. Is there now work proactively say, How can I put that knowledge into a set of excludable format so that I don't get escalate all the time, right? So that I can do the same and more meaningful to me that I be repeating the same scene 10 times a month? Right? And I should want it my way. Caught a shift to the left a little while doing level to the machine doing the Level one task level two. Level three are doing more meaningful sex. >> How different is what you're doing it net brain from what others are doing in the marketplace. What's the differentiation? How do you compete? >> Yeah, Little got 1,000,000 so far has being a piecemeal, I think, a fragment. It's things that has done typical in a sweeping cracker. Why is wholesale Hardaway approach you replace the hardware was esti N S P. Where's d? Let there's automation Capitol Building Fifth, I caught a Tesla approached by a Tesla, and you can drive and a self driving. The second approaches softer approach is as well. We are leading build a model of your partner or apply machine learning and statistics and was behind but also more importantly, open architecture. Allow a human being to put their intelligence into this. Let's second approach and insert approaches. Actually service little outsourcer take you, help you We're moving way or walk alone in the cloud because there's a paid automation there, right so way are focusing on the middle portion of it. And the landscaper is really where we have over 2,000 identifies customer and they're automating. This is not a just wall twice a week, but 1,000 times a day. We really excited that the automation in that escape scale is transforming how metal and is being managed and enable things like collaboration. But I used to be people from here. People from offshore couldn't walk together because knowledge, data and knowledge is hard to communicate with automation. We see collaboration is happening more collaboration happening. So we've >> been talking about automation in the network for my entire career. Feels like the promise has been there for decades. That site feels like over the last couple of years, we've really seen automation. Not just a networking, but we've been covering a lot like the robotic process automation. All the different pieces of it are seeing automation. Bring in, gives a little bit look forward. What? What do you predict is gonna happen with automation in I t over the next couple of years? A >> future that's great Way have a cloud computing. We have cyber security. We have the share of scale middle driving the network automation to the front and center as a solution. And my prediction in the next five years probably surrounded one izing automation gonna be ubiquitous. Gonna be everywhere. No human being should touch a ticket without automation through the first task. First right second way. Believe things called a collaborative nature of automation will be happy. The other was a local. Automation is following the packet from one narrow kennedy to the other entity. Example would be your manager service provider and the price they collaborated. Manager Nettle common little But when there's something wrong we don't know each part Which part? I have issues so automation define it by one entity Could it be wrong Across multiple So is provider like cloud provider also come Automation can be initiated by the Enterprise Client way also see the hado A vendor like Cisco and their customer has collaborated Automation happening So next five years will be very interesting The Manu away to manage and operate near Oca will be finally go away >> Last question Give us the business update You mentioned 2,000 customers You're hundreds of employees Any other business metrics you Khun, you can share with us Where do you want to take this company >> way really wanted behind every enterprise. Well, Misha is a Democrat. Eyes network automation way Looking at it in the next five years our business in a girl 10 times. >> Well, good luck. Thank you. Thanks very much for coming on the queue of a great story. Thank you. Thank you for the congratulations For all your success. Think Keep right! Everybody stew and I will be back. Lisa Martin as well as here with an X guest Live from Cisco Live 2019 in San Diego. You watching the cube right back

>> Announcer: Live from San Francisco. It's theCUBE. Covering Flink Forward, brought to you by data Artisans. >> Hi, this is George Gilbert, we're with theCUBE today at Flink Forward, data Artisans conference, annual conference here in San Francisco for the Apache Flink community and we're joined by Andrew Gao from Capital One. Capital One's always doing bleeding edge use cases with the latest technology. Andrew, good to have you. >> Thank you, it's good to be here. >> So, tell us about your latest, most bleeding edge use case with Apache Flink. What are you guys trying to enable? >> Yeah, sure, for the last year and a half, me and a couple teams have been working on developing a fraud decisioning platform on Kubernetes. We've been running in production since September, and we have three use cases on it now. >> Okay, so tell me about, let's pick one use case, and tell me what is it about steam processing to start with that makes it better and then let's talk about the Apache Flink tooling that's coming out to make it even more accessible. >> Sure, in terms of what we're using Apache Flink for, the use case I worked on specifically was the one where customers go to a bank and they either cash their check or try to withdraw cash and we deployed a defense there to make real time decisions on their past transactions. >> And again, just to be clear, the defense is to make sure it should be authorized. That this is fraud or not fraud. >> Whether they should call their fraud operators or not, pretty much. >> Okay, so tell us how Flink made that better relative to what you were doing before. >> Sure, at Capital One, we're definitely sold on the idea of a stream processing throughout the company where moving towards copper related architecture. We've had a pretty good experience just like, building up features in real time using Flink and then sending them off to our models, our machine learning models to return a result. >> Oh, so, okay so here the use case is sort of continuous learning for the models and to keep the application going live. >> Well we're not so far to the point of continuously training models, though that is probably the end goal. But we will have our models that we developed offline and then we'll use the transactions that are coming in through our streams to calculate these features and send those features to the models which will tell us whether it's fraud or not fraud. >> Okay, so now, Capital One and a few other companies are really sophisticated and have been able to take the open source code, you know, and then put the, sort of, infrastructure around it to make it easy to operate. Easier for your dev-ops teams. What is it that you see coming from the data Artisans folks that might make that job much easier? >> So, unfortunately we started developing our Kubernetes platform before any of this data Artisans platform was announced. So we're excited to, we've already done some work with deploying Flink applications on Kubernetes but we're definitely excited to see what the original contributors have to offer with their data Artisans platform. >> And in addition to the resource management, what about orchestrating, you know, what's essentially a very distributed application, where you have the compute and state management co-located on notes, and in fact, highly integrated. So, things like, have you been able to do elastic scaling and repartitioning of the data and check points, you know, for distributed state and then restoring that for rolling out new versions, things like that? >> So, so far, at least for Flink, we generally provision our clusters ahead of time, so there's no re-scaling at the Flink cluster level. We actually have multiple Flink clusters running on, like a single Kubernetes cluster. In terms of state management, so far, I won't say our experience has been painless, but it's been pretty good to us in terms of restoring from failures. >> Restoring from? >> Failures, like if we have task managers that die, Kubernetes can just let them die and it will recreate, it'll auto heal pretty much and recover from the checkpoint by itself. >> Okay, and have you guys been monitoring the capabilities rolling out with the DA platform? >> Yeah, especially with the resource manager. So right now as I said, we do have multiple Flink clusters on the Kubernetes platform, and that was pretty much to address the issue of resource sharing and that being a problem. Some apps, if one app died on the same Flink cluster, it could impact the other apps. So, we, our approach so far was to separate that, like have multiple Flink clusters and separate them by name spaces. But it seems like the resource manager could offer some a similar feature. >> And so what are some of the things that you'd like to add that either your additional tooling might help with or where additional, sort of applications, support framework in the form of the DA platform might make some of your wishlist easier. >> That's a hard one. >> I didn't mean to stump you, yeah. >> That's a hard. >> 'Cause you have to weigh between what's coming from the vendor and what you're doing. >> Yeah exactly. We do have. There's a lot of things internally that we want to do and so far we've pretty much dealt with our problems and ourselves and just did work arounds however much so we haven't had too much experience directing that type of work towards the Flink contributors. >> Okay, okay. Well it sounds like you're definitely pushing the envelope on production and I imagine you see lots more use cases coming down the road. >> Yeah, we have three use cases right now that are running in production but this fraud platform we're trying to build is supposed to handle pretty much all the bank fraud. >> All fraud, ultimately. >> Ideally. >> Ideally, wow okay. On that note, Andrew, we should end it and hopefully we'll see you back next year and you can tell us how far you've gone. >> All right sounds good. >> So this is George Gilbert with Andrew Gao of Capital One and we will be back after this short break with more from Flink Forward in San Francisco.

>> From Cambridge, Massachusetts, it's The Cube, covering MIT Chief data Officer and Information Quality Symposium 2019. Brought to you by SiliconANGLE Media. >> Welcome back to Cambridge, everybody. We're here at Tang building at MIT for the MIT CDOIQ Conference. This is the 13th annual MIT CDOIQ. It started as a information quality conference and grew through the big data era, the Chief Data Officer emerged and now it's sort of a combination of those roles. That governance role, the Chief Data Officer role. Critical for organizations for quality and data initiatives, leading digital transformations ans the like. I'm Dave Vallante with my cohost Paul Gillin, you're watching The Cube, the leader in tech coverage. Mark Chrisco is here, the deputy, sorry, Principle Deputy Director for Enterprise Information at the Department of Defense. Good to see you again, thanks for coming on. >> Oh, thank you for having me. >> So, Principle Deputy Director Enterprise Information, what do you do? >> I do data. I do acquisition data. I'm the person in charge of lining the acquisition data for the programs for the Under Secretary and the components so a strong partnership with the army, navy, and air force to enable the department and the services to execute their programs better, more efficiently, and be efficient in the data management. >> What is acquisition data? >> So acquisition data generally can be considered best in the shorthand of cost schedule performance data. When a program is born, you have to manage, you have to be sure it's resourced, you're reporting up to congress, you need to be sure you have insight into the programs. And finally, sometimes you have to make decisions on those programs. So, cost schedule performance is a good shorthand for it. >> So kind of the key metrics and performance metrics around those initiatives. And how much of that is how you present that data? The visualization of it. Is that part of your role or is that, sort of, another part of the organization you partner with, or? >> Well, if you think about it, the visualization can take many forms beyond that. So a good part of the role is finding the authoritative trusted source of that data, making sure it's accurate so we don't spend time disagreeing on different data sets on cost schedule performance. The major programs are tremendously complex and large and involve and awful lot of data in the a buildup to a point where you can look at that. It's just not about visualizing, it's about having governed authoritative data that is, frankly, trustworthy that you can can go operate in. >> What are some of the challenges of getting good quality data? >> Well, I think part of the challenge was having a common lexicon across the department and the services. And as I said, the partnership with the services had been key in helping define and creating a semantic data model for the department that we can use. So we can have agreement on what it would mean when we were using it and collecting it. The services have thrown all in and, in their perspective, have extended that data model down through their components to their programs so they can better manage the programs because the programs are executed at a service level, not at an OSD level. >> Can you make that real? I mean, is there an example you can give us of what you mean by a common semantic model? >> So for cost schedule, let's take a very simple one, program identification. Having a key number for that, having a long name, a short name, and having just the general description of that, were in various states amongst the systems. We've had decades where, however the system was configured, configured it the way they wanted to. It was largely not governed and then trying to bring those data sets together were just impossible to do. So even with just program identification. Since the majority of the programs and numbers are executed at a service level, we worked really hard to get the common words and meanings across all the programs. >> So it's a governance exercise the? >> Yeah. It is certainly a governance exercise. I think about it as not so much as, in the IT world or the data world will call it governance, it's leadership. Let's settle on some common semantics here that we can all live with and go forward and do that. Because clearly there's needs for other pieces of data that we may or may not have but establishing a core set of common meanings across the department has proven very valuable. >> What are some of the key data challenges that the DOD faces? And how is your role helping address them? >> Well in our case, and I'm certain there's a myriad of data choices across the department. In our place it was clarity in and the governance of this. Many of the pieces of data were required by statute, law, police, or regulation. We came out of eras where data was the piece of a report and not really considered data. And we had to lead our ways to beyond the report to saying, "No, we're really "talking about key data management." So we've been at this for a few years and working with the services, that has been a challenge. I think we're at the part where we've established the common semantics for the department to go forward with that. And one of the challenges that I think is the access and dissemination of knowing what you can share and when you can share it. Because Michael Candolim said earlier that the data in mosaic, sometimes you really need to worry about it from our perspective. Is too much publicly available or should we protect on behalf of the government? >> That's a challenge. Is the are challenge in terms of, I'm sure there is but I wonder if you can describe it or maybe talk about how you might have solved it, maybe it's not a big deal, but you got to serve the mission of the organization. >> Absolutely. >> That's, like, number one. But at the same time, you've got stakeholders and they're powerful politicians and they have needs and there's transparency requirements, there are laws. They're not always aligned, those two directives, are they? >> No, thank goodness I don't have to deal with misalignments of those. We try to speak in the truth of here's the data and the decisions across the organization of our reports still go to congress, they go to congress on an annual basis through the selected acquisition report. And, you know, we are better understanding what we need to protect and how to advice congress on what should be protected and why. I would not say that's an easy proposition. The demands for those data come from the GAO, come from congress, come from the Inspector General and having to navigate that requires good access and dissemination controls and knowing why. We've sponsored some research though the RAND organization to help us look and understand why you have got to protect it and what policies, rules, and regulations are. And all those reports have been public so we could be sure that people would understand what it is. We're coming out of an era where data was not considered as it is today where reports were easily stamped with a little rubber stamp but data now moves at the velocities of milliseconds not as the velocity of reports. So we really took a comprehensive look at that. How do you manage data in a world where it is data and it is on infrastructures like data models. >> So, the future of war. Everybody talks about cyber as the future of war. There's a lot of data associated with that. How does that change what you guys do? Or does it? >> Well, I think from an acquisition perspective, you would think, you know. In that discussion that you just presented us, we're micro in that. We're equipping and acquiring through acquisitions. What we've done is we make sure that our data is shareable, you know? Open I, API structures. Having our data models. Letting the war fighters have our data so they could better understand where information is here. Letting other communities to better help that. By us doing our jobs where we sit, we can contribute to their missions and we've aways been every sharing in that. >> Is technology evolving to the point where, let's assume you could dial back 10 or 15 years and you had the nirvana of data quality. We know how fast technology is changing but is it changing as an enabler to really leverage that quality of data in ways that you might not have even envision 10 or 15 years ago? >> I think technology is. I think a lot of this is not in tools, it's now in technique and management practices. I think many of us find ourselves rethinking of how to do this now that you have data, now that you have tools that you can get them. How can you adopt better and faster? That requires a cultural change to organization. In some cases it requires more advanced skills, in other cases it requires you to think differently about the problems. I always like to consider that we, at some point, thought about it as a process-driven organization. Step one to step two to step three. Now process is ubiquitous because data becomes ubiquitous and you could refactor your processes and decisions much more efficiently and effectively. >> What are some of the information quality problems you have to wrestle with? >> Well, in our case, by setting a definite semantic meaning, we kicked the quality problems to those who provide the authoritative data. And if they had a quality problem, we said, "Here's your data. "We're going to now use it." So it spurs, it changes the model of them ensuring the quality of those who own the data. And by working with the services, they've worked down through their data issues and have used us a bit as the foil for cleaning up their data errors that they have from different inputs. And I like to think about it as flipping the model of saying, "It's not my job to drive quality, "it's my job to drive clarity, "it's their job to drive the quality into the system." >> Let's talk about this event. So, you guys are long-time contributors to the event. Mark, have you been here since the beginning? Or close to it? >> Um... About halfway through I think. >> When the focus was primarily on information quality? >> Yes. >> Was it CDOIQ at the time or was it IQ? >> It was the very beginnings of CDOIQ. It was right before it became CDOIQ. >> Early part of this decade? >> Yes. >> Okay. >> It was Information Quality Symposium originally, is that was attracted you to it? >> Well, yes, I was interested in it because I think there were two things that drew my interest. One, a colleague had told me about it and we were just starting the data journey at that point. And it was talking about information quality and it was out of a business school in the MIT slenton side of the house. And coming from a business perspective, it was not just the providence of IT, I wanted to learn form others because I sit on the business side of the equation. Not a pure IT-ist or technology. And I came here to learn. I've never stopped learning through my entire journey here. >> What have you learned this week? >> Well, there's an awful lot I learned. I think it's been... This space is evolving so rapidly with the law, policy, and regulation. Establishing the CDOs, establishing the roles, getting hear from the CDOs, getting to hear from visions, hear from Michael Conlan and hear from others in the federal agencies. Having them up here and being able to collaborate and talk to them. Also hearing from the technology people, the people that're bringing solutions to the table. And then, I always say this is a bit like group therapy here because many of us have similar problems, we have different start and end points and learning from each other has proven to be very valuable. From the hallway conversations to hearing somebody and seeing how they thought about the products, seeing how commercial industry has implemented data management. And you have a lot of similarity of focus of people dealing with trying to bring data to bring value to the organizations and understanding their transformations, it's proven invaluable. >> Well, what did the appointment of the DOD's first CDO last year, what statement did that make to the organization? >> That data's important. Data are important. And having a CDO in that and, when Micheal came on board, we shared some lessons learned and we were thinking about how to do that, you know? As I said, I function in a, arguably a silo of the institution is the acquisition data. But we were copying CDO homework so it helped in my mind that we can go across to somebody else that would understand and could understand what we're trying to do and help us. And I think it becomes, the CDO community has always been very sharing and collaborative and I hold that true with Micheal today. >> It's kind of the ethos of this event. I mean, obviously you guys have been heavily involved. We've always been thrilled to cover this. I think we started in 2013 and we've seen it grow, it's kind of fire marshal full now. We got to get to a new facility, I understand. >> Fire marshal full. >> Next year. So that's congratulations to all the success. >> Yeah, I think it's important and we've now seen, you know, you hear it, you can read it in every newspaper, every channel out there, that data are important. And what's more important than the factor of governance and the factor of bringing safety and security to the nation? >> I do feel like a lot in, certainly in commercial world, I don't know if it applies in the government, but a lot of these AI projects are moving really fast. Especially in Silicon Valley, there's this move fast and break things mentality. And I think that's part of why you're seeing some of these big tech companies struggle right now because they're moving fast and they're breaking things without the governance injected and many CDOs are not heavily involved in some of these skunk works projects and it's almost like they're bolting on governance which has never been a great formula for success in areas like governance and compliance and security. You know, the philosophy of designing it in has tangible benefits. I wonder if you could comment on that? >> Yeah, I can talk about it as we think about it in our space and it may be limited. AI is a bit high on the hype curve as you might imagine right now, and the question would be is can it solve a problem that you have? Well, you just can't buy a piece of software or a methodology and have it solve a problem if you don't know what problem you're trying to solve and you wouldn't understand the answer when it gave it to you. And I think we have to raise our data intellectualism across the organization to better work with these products because they certainly represent utility but it's not like you give it with no fences on either side or you open up your aperture to find basic solution on this. How you move forward with it is your workforce has got to be in tune with that, you have to understand some of the data, at least the basics, and particularly with products when you get the machine learning AI deep learning, the models are going to be moving so fast that you have to intellectually understand them because you'll never be able to go all the way back and stubby pencil back to an answer. And if you don't have the skills and the math and the understanding of how these things are put together, it may not bring the value that they can bring to us. >> Mark, thanks very much for coming on The Cube. >> Thank you very much. >> Great to see you again and appreciate all the work you guys both do for the community. All right. And thank you for watching. We'll be right back with our next guest right after this short break. You're watching The Cube from MIT CDOIQ.

[Music] Andre one of the things that have come up is your relation with Russia as we talked about so I have to ask you a direct question do you to work with sanctioned Russian entities or Russian companies shown we and c5 we do not work with any company that's sanctioned from any country including Russia and the same applies to me we take sanctions very very seriously the one thing you don't mess with is US sanctions which has application worldwide and so you always have to stay absolutely on the right side of the law when it comes to sanctions so nothing nothing that's something that's connection nets are trying to make they're also the other connection is a guy named Victor Vail Selberg Viktor Vekselberg Vekselberg to go with the Russian names as people know what is your relationship with Viktor Vekselberg so victim Viktor Vekselberg is a is a very well known Russian businessman he's perhaps one of the best known Russian businessman in the West because he also lived in the US for a period of time it's a very well-known personality in in in Europe he's a donor for example to the Clinton Foundation and he has aggregated the largest collection of Faberge eggs in the world as part of national Russian treasure so he's a very well known business personality and of course during the course of my career which has focused heavily on also doing investigations on Russian related issues I have come across Viktor Vekselberg and I've had the opportunity to meet with him and so I know him as a as a business leader but c5 has no relationship with Viktor Vekselberg and we've never accepted any investment from him we've never asked him for an investment and our firm a venture capital firm has no ties to Viktor Vekselberg so you've worked had a relationship at some point in your career but no I wouldn't on a daily basis you don't have a deep relationship can you explain how deep that relationship is what were the interactions you had with him so clarify that point so so I know Viktor Vekselberg and I've met him on more than one occasion in different settings and as I shared with you I served on the board of a South African mining company which is black owned for a period of a year and which Renova had a minority investment alongside an Australian company called South 32 and that's the extent of the contact and exposure I've had to so casual business run-ins and interactions not like again that's correct deep joint ventures are very kind of okay let's get back to c5 for a minute cause I want to ask you it but just do just a circle just one last issue and Viktor Vekselberg Viktor Vekselberg is the chairman of scope over the Russian technology innovation park that we discussed and he became the chairman under the presidency of President Dmitry Medvedev during the time when Hillary Clinton was doing a reset on Russian relations and during that time so vekselberg have built up very effective relationships with all of the or many of the leading big US technology companies and today you can find the roster of those partners the list of those partners on the scope of our website and those nuclear drove that yes Victor drove that Victor drove that during during in the Clinton Secretary of this started the scope of our project started during the the Medvedev presidency and in the period 2010-2011 you'll find many photographs of mr. vekselberg signing partnership agreements with very well known technology companies for Skolkovo and most of those companies still in one way or another remain involved in the Skolkovo project this has been the feature the article so there are I think and I've read all the other places where they wanted to make this decision Valley of Russia correct there's a lot of Russian programmers who work for American companies I know a few of them that do so there's technology they get great programmers in Russia but certainly they have technology so oracles they're ibm's they're cisco say we talked about earlier there is US presence there are you do you have a presence there and does Amazon Web service have a presence on do you see five it and that's knowing I was alright it's well it's a warning in the wrong oh sorry about that what's the Skog Obama's called spoke over so Andres Kokomo's this has been well report it's the Silicon Valley of Russia and so a lot of American companies they're IBM Oracle Cisco you mentioned earlier I can imagine it makes sense they a lot of recruiting little labs going on we see people hire Russian engineers all the time you know c5 have a presence there and does AWS have a presence there and do you work together in a TBS in that area explain that relationship certainly c5 Amazon individually or you can't speak for Amazon but let's see if I've have there and do you work with Amazon in any way there c-5m there's no work in Russia and neither does any of our portfolio companies c5 has no relationship with the Skolkovo Technology Park and as I said the parties for this spoke of a Technology Park is a matter of record is only website anyone can take a look at it and our name is not amongst those partners and I think this was this is an issue which I which I fault the BBC report on because if the BBC report was fair and accurate they would have disclosed the fact that there's a long list of partners with a scope of our project very well known companies many of them competitors in the Jedi process but that was not the case the BBC programme in a very misleading and deceptive way created the impression that for some reason somehow c5 was involved in Skolkovo without disclosing the fact that many other companies are involved they and of course we are not involved and your only relationship with Declan Berg Viktor Vekselberg was through the c5 raiser bid three c5 no no Viktor Vekselberg was never involved in c5 raiser Petco we had Vladimir Kuznetsov as a man not as a minority investor day and when we diligence him one of our key findings was that he was acting in independent capacity and he was investing his own money as a you national aniseh Swiss resident so you if you've had no business dealings with Viktor Vekselberg other than casual working c-5 has had no business dealings with with Viktor Vekselberg in a in a personal capacity earlier before the onset of sanctions I served on the board of a black-owned South African mining company and which Renault bombs the Vekselberg company as a minority investment alongside an Australian company called South 32 and my motivation for doing so was to support African entrepreneurship because this was one of the first black owned mining companies in the country was established with a British investment in which I was involved in and I was very supportive of the work that this company does to develop manganese mining in the Kalahari Desert and your role there was advisory formal what was the role there it was an advisory role so no ownership no ownership no equity no engagement you call them to help out on a project I was asked to support the company at the crucial time when they had a dispute on royalties when they were looking at the future of the Kalahari basin and the future of the manganese reserve say and also to help the company through a transition of the black leadership the black executive leadership of the cut year is that roughly 2017 so recently okay let on the ownership of c5 can you explain who owns c5 I mean you're described as the owner if it's a venture capital firm you probably of investors so your managing director you probably have some carry of some sort and then talk about the relationship between c5 razor bidco the Russian special purpose vehicle that was created is that owning what does it fit is it a subordinate role so see my capital so Jones to start with c5 razor boot code was was never a Russian special purpose vehicle this was a British special purpose vehicle which we established for our own investment into a European enterprise software company vladimir kuznetsov later invested as an angel investor into the same company and we required him to do it through our structure because it was transparent and subject to FCA regulation there's no ties back to c5 he's been not an owner in any way of c5 no not on c5 so C fibers owned by five families who helped to establish the business and grow the business and partner in the business these are blue chip very well known European and American families it's a small transatlantic community or family investors who believe that it's important to use private capital for the greater good right history dealing with Russians can you talk about your career you mentioned your career in South Africa earlier talk about your career deal in Russia when did you start working with Russian people I was the international stage Russian Russia's that time in 90s and 2000 and now certainly has changed a lot let's talk about your history and deal with the Russians so percent of the Soviet Union I think there was a significant window for Western investment into Russia and Western investment during this time also grew very significantly during my career as an investigator I often dealt with Russian organized crime cases and in fact I established my consulting business with a former head of the Central European division of the CIA who was an expert on Russia and probably one of the world's leading experts on Russia so to get his name William Lofgren so during the course of of building this business we helped many Western investors with problems and issues related to their investments in Russia so you were working for the West I was waiting for the West so you are the good side and but when you were absolutely and when and when you do work of this kind of course you get to know a lot of people in Russia and you make Russian contacts and like in any other country as as Alexander Solzhenitsyn the great Russian dissident wrote the line that separates good and evil doesn't run between countries it runs through the hearts of people and so in this context there are there are people in Russia who crossed my path and across my professional career who were good people who were working in a constructive way for Russia's freedom and for Russia's independence and that I continue to hold in high regard and you find there's no technical security risk the United States of America with your relationship with c5 and Russia well my my investigative work that related to Russia cases are all in the past this was all done in the past as you said I was acting in the interest of Western corporations and Western governments in their relations with Russia that's documented and you'd be prepared to be transparent about that absolutely that's all those many of those cases are well documented to corporations for which my consulting firm acted are very well known very well known businesses and it's pretty much all on the on the Podesta gaiting corruption we were we were we were helping Western corporations invest into Russia in a way that that that meant that they did not get in meshed in corruption that meant they didn't get blackmailed by Russia organized crime groups which meant that their investments were sustainable and compliant with the Foreign Corrupt Practices Act and other bribery regulation at war for everyone who I know that lives in Europe that's my age said when the EU was established there's a flight of Eastern Europeans and Russians into Western Europe and they don't have the same business practices so I'd imagine you'd run into some pretty seedy scenarios in this course of business well in drug-dealing under I mean a lot of underground stuff was going on they're different they're different government they're different economy I mean it wasn't like a structure so you probably were exposed to a lot many many post-conflict countries suffer from predatory predatory organized crime groups and I think what changed and of course of my invested investigative career was that many of these groups became digital and a lot of organized crime that was purely based in the physical world went into the into the digital world which was one of the other major reasons which led me to focus on cyber security and to invest in cyber security well gets that in a minute well that's great I may only imagine some of the things you're investigated it's easy to connect people with things when yeah things are orbiting around them so appreciate the candid response there I wanna move on to the other area I see in the stories national security risk conflict of interest in some of the stories you seeing this well is there conflict of interest this is an IT playbook I've seen over the years federal deals well you're gonna create some Fahd fear uncertainty and doubt there's always kind of accusations you know there's accusations around well are they self dealing and you know these companies or I've seen this before so I gotta ask you they're involved with you bought a company called s DB advisors it was one of the transactions that they're in I see connecting to in my research with the DoD Sally Donnelly who is Sally Donnelly why did you buy her business so I didn't buy Sonny Donnelly's business again so Sally Tony let's start with Sally darling so Sally Donny was introduced to me by Apple Mike Mullen as a former chairman of the Joint Chiefs of Staff and Sally served as his special advisor when he was the chairman of the Joint Chiefs of Staff Apple Mullen was one of the first operating parties which we had in c5 and he continues to serve Admiral Mullen the four start yes sir okay and he continues to serve as one of operating partners to this day salad only and that will Mike worked very closely with the Duke of Westminster on one of his charitable projects which we supported and which is close to my heart which is established a new veteran rehabilitation center for Britain upgrading our facility which dates back to the Second World War which is called Headley court to a brand-new state-of-the-art facility which was a half a billion dollar public-private partnership which Duke led and in this context that Ron Mullen and Sally helped the Duke and it's team to meet some of the best experts in the US on veteran rehabilitation on veteran care and on providing for veterans at the end of the service and this was a this was a great service which it did to the to this new center which is called the defense and national rehabilitation center which opened up last summer in Britain and is a terrific asset not only for Britain but also for allies and and so the acquisition she went on to work with secretary Manus in the Department of Defense yes in February Feb 9 you through the transaction yes in February 2017 Sally decided to do public service and support of safety matters when he joined the current administration when she left her firm she sold it free and clear to a group of local Washington entrepreneurs and she had to do that very quickly because the appointment of secretary mattis wasn't expected he wasn't involved in any political campaigns he was called back to come and serve his country in the nation's interest very unexpectedly and Sally and a colleague of us Tony de Martino because of their loyalty to him and the law did to the mission followed him into public service and my understanding is it's an EAJA to sell a business in a matter of a day or two to be able to be free and clear of title and to have no compliance issues while she was in government her consulting business didn't do any work for the government it was really focused on advising corporations on working with the government and on defense and national security issues I didn't buy Sonny's business one of c-5 portfolio companies a year later acquired SPD advisors from the owner supported with a view to establishing and expanding one of our cyber advising businesses into the US market and this is part of a broader bind bolt project which is called Haven ITC secure and this was just one of several acquisitions that this platform made so just for the record c5 didn't buy her company she repeat relieved herself of any kind of conflict of interest going into the public service your portfolio company acquired the company in short order because they knew the synergies because it would be were close to it so I know it's arm's length but as a venture capitalist you have no real influence other than having an investment or board seat on these companies right so they act independent in your structure absolutely make sure I get that's exactly right John but but not much more importantly only had no influence over the Jedi contract she acted as secretary mitosis chief of staff for a period of a year and have functions as described by the Government Accounting Office was really of a ministerial nature so she was much more focused on the Secretary's diary than she was focused on any contracting issues as you know government contracting is very complex it's very technical sally has as many wonderful talents and attributes but she's never claimed to be a cloud computing expert and of equal importance was when sally joined the government in february 17 jeddah wasn't even on the radar it wasn't even conceived as a possibility why did yet I cannot just for just for the record the Jedi contract my understanding is that and I'm not an expert on one government contracting but my understanding is that the RFP the request for proposals for the July contract came out in quarter three of this year for the first time earlier this year there was a publication of an intention to put out an RFP I think that happened in at the end of quarter one five yep classic yeah and then the RFP came out and called a three bits had to go in in November and I understand a decision will be made sometime next year what's your relationship well where's she now what she still was so sunny left finished the public service and and I think February March of this year and she's since gone on to do a fellowship with a think-tank she's also reestablished her own business in her own right and although we remain to be good friends I'm in no way involved in a business or a business deal I have a lot of friends in DC I'm not a really policy wonk of any kind we have a lot of friends who are it's it's common when it administrations turnover people you know or either appointed or parked a work force they leave and they go could they go to consultancy until the next yeah until the next and frustration comes along yeah and that's pretty common that's pretty cool this is what goes on yeah and I think this whole issue of potential conflicts of interest that salad only or Tony the Martino might have had has been addressed by the Government Accounting Office in its ruling which is on the public record where the GAO very clearly state that neither of these two individuals were anywhere near the team that was writing the terms for the general contract and that their functions were really as described by the GAO as ministerial so XI salient Antonia was such a long way away from this contact there's just no way that they could have influenced it in in in any respect and their relation to c5 is advisory do they and do they both are they have relations with you now what's the current relationship since since Sally and Tony went to do public service we've had no contact with them we have no reason of course to have contact with them in any way they were doing public service they were serving the country and serving the nation and since they've come out of public service we've we've not reestablished any commercial relationship so we talked earlier about the relation with AWS there's only if have a field support two incubators its accelerator does c5 have any portfolio companies that are actually bidding or working on the Jedi contract none what Santa John not zero zero so outside of c5 having relation with Amazon and no portfolios working with a Jedi contract there's no link to c5 other than a portfolio company buying Sally Donnelly who's kind of connected to general mattis up here yeah Selleck has six degrees of separation yes I think this is a constant theme in this conspiracy theory Jonas is six degrees of separation it's it's taking relationships that that that developed in a small community in Washington and trying to draw nefarious and sinister conclusions from them instead of focusing on competing on performance competing on innovation and competing on price and perhaps that's not taking place because the companies that are trying to do this do not have the capability to do so Andre I really appreciate you coming on and answering these tough questions I want to talk about what's going on with c5 now but I got to say you know I want to ask you one more time because I think this is critical you've worked for big-time company Kroll with terminus international market very crazy time time transformation wise you've worked with the CIA in Quantico the FBI nuclei in Quantico on a collaboration you were to know you've done work for the good guys you have see if I've got multiple years operating why why are you being put as a bad guy here I mean you're gonna you know being you being put out there with if you search your name on Google it says you're a spy all these evil all these things are connecting and we're kind of digging through them they kind of don't Joan I've had the privilege of a tremendous career I've had the privilege of working with with great leaders and having had great mentors if you do anything of significance if you do anything that's helping to make a difference or to make a change you should first expect scrutiny but also expect criticism when that scrutiny and criticism are fact-based that's helpful and that's good for society and for the health of society when on the other hand it is fake news or it is the construct of elaborate conspiracy theories that's not good for the health of society it's not good for the national interest is not good for for doing good business you've been very after you're doing business for the for the credibility people questioning your credibility what do you want to tell people that are watching this about your credibility that's in question again with this stuff you've done and you're continuing to do what's the one share something to the folks that might mean something to them you can sway them or you want to say something directly what would you say the measure of a person it is his or her conduct in c-five we are continuing to build our business we continue to invest in great companies we continue to put cravat private capital to work to help drive innovation including in the US market we will continue to surround ourselves with good people and we will continue to set the highest standards for the way in which we invest and build our businesses it's common I guess I would say that I'm getting out as deep as you are in the in term over the years with looking at these patterns but the pattern that I see is very simple when bad guys get found out they leave the jurisdiction they flee they go do something else and they reinvent themselves and scam someone else you've been doing this for many many years got a great back record c5 now is still doing business continuing not skipping a beat the story comes out hopefully kind of derail this or something else will think we're gonna dig into it so than angle for sure but you still have investments you're deploying globally talk about what c5 is doing today tomorrow next few months the next year you have deals going down you're still doing business you have business out there our business has not slowed down for a moment we have the support of tremendous investors we have the support of tremendous partners in our portfolio companies we have the support of a great group of operating partners and most important of all we have a highly dedicated highly focused group of investment teams of very experienced and skilled professionals who are making profitable investments and so we are continuing to build our business we have a very full deal pipeline we will be completing more investment transactions next week and we are continue to scalar assets under management next year we will have half a billion dollars of assets under management and we continue to focus on our mission which is to use private capital to help innovate and drive a change for good after again thank you we have the story in the BBC kicked all this off the 12th no one's else picked it up I think other journals have you mentioned earlier you think this there's actually people putting this out you you call out let's got John wheeler we're going to look into him do you think there's an organized campaign right now organized to go after you go after Amazon are you just collateral damage you mentioned that earlier is there a funded effort here well Bloomberg has reported on the fact that that one of the competitors for this bit of trying to bring together a group of companies behind a concerted effort specifically to block Amazon Web Services and so we hear these reports we see this press speculation if that was the case of course that would not be good for a fair and open and competitive bidding process which is I think is the Department of Defense's intention and what is in the interests of the country at a time when national security innovation will determine not only the fate of future Wars but also the fate of a sons and daughters who are war fighters and to be fair to process having something undermine it like a paid-for dossier which I have multiple sources confirming that's happened it's kind of infiltrating the journalists and so that's kind of where I'm looking at right now is that okay the BBC story just didn't feel right to me credible outlet you work for them you did investigations for them back in the day have you talked to them yes no we are we are we are in correspondence with the BBC I think in particular we want them to address the fact that they've conflated facts in this story playing this parlor game of six degrees of separation we want them to address the important principle of the independence of the in editorial integrity at the fact that they did not disclose that they expert on this program actually has significant conflicts of interests of his own and finally we want them to disclose the fact that it's not c5 and Amazon Web Services who have had a relationship with the scope of our technology park the scope of our technology park actually has a very broad set of Western partners still highly engaged there and even in recent weeks of hosted major cloud contracts and conferences there and and all of this should have been part of the story in on the record well we're certainly going to dig into it I appreciate your answer the tough questions we're gonna certainly look into this dossier if this is true this is bad and if there's people behind it acting behind it then certainly we're gonna report on that and I know these were tough questions thanks for taking the time Andre to to answer them with us Joan thanks for doing a deep dive on us okay this is the Q exclusive conversation here in Palo Alto authority narc who's the founder of c-5 capital venture capital firm in the center of a controversy around this BBC story which we're going to dig into more this has been exclusive conversation I'm John Tory thanks for watching [Music] you

live from Las Vegas it's the cube covering AWS reinvents 2018 brought to you by Amazon Web Services inhale and their ecosystem partners hey welcome back everyone this the cube live day 3 coverage of Amazon Web Services AWS reinvent 2018 we're here with two cents Dave six years we've been covering Amazon every single reinvent since they've had this event except for the first year and you know we've been following AWS really since its inception one of my startup said I was trying to launch and didn't ever got going years ago and he went easy to launch was still command-line and so we know all about it but what's really exciting is the global expansion of Amazon Web Services the impact that not only the commercial business but the public sector government changing the global landscape and the person who I've written about many times on Forbes and unhooking angle Theresa Carlson she's the chief a public sector vice president of Amazon Web Services public sector public sector great to see you hi hi John I checked great to be here again as always so the global landscape mean public sector used to be this a we talk to us many times do this do that yeah the digital environment and software development growth is changing all industries including public sector he's been doing a great job leading the charge the CIA one of the most pivotal deals when I asked Andy jassie directly and my one-on-one with them that this proudest moments one of them is the CIA deal when I talked to the top execs in sales Carla and other people in Amazon they point to that seminal moment with a CIA deal happen and now you got the DoD a lot of good stuff yeah what's do how do you top that how do you raise the bar well you know it still feels like day one even with all that work in that effort and those customers kind of going back to go forward in 2013 when we won the CIA opportunity they are just an amazing customer the entire community is really growing but there's so much more at this point that we're doing outside of that work which is being additive around the world and as you've always said John that was kind of a kind of a pivotal deal but now we're seeing so many of our government customers we now have customers at a hundred and seventy four countries and I have teams on the ground in 28 countries so we're seeing a global mood but you know at my breakfast this week we talked a lot about one of the big changes I've seen in the last like 18 months is state and local government where we're seeing actually states making a big move California Arizona New York Ohio Virginia so we're starting to see those states really make big moves and really looking at applications and solutions that can change that citizen services engagement and I achieve in these state local governments aren't real I won't say their course they're funded but they're not like funded like a financial services sector but that's women money they got to be very efficient clouds a perfect opportunity for them because they can be more productive I do a lot of good things I can and there's 20 new governor's coming on this year so we've had a lot of elections lots of new governors lots of new local council members coming in but governor's a lot of times you'll see a big shift when a governor comes in and takes over or if there's one that stays in and maintains you'll see kind of that program I was just in Arizona a couple weeks ago and the governor of Arizona has a really big fish toward modernization and utilization of information technology and the CIO of the state of Arizona is like awesome they're doing all this work transformative work with the government and then I was at Arizona State University the same day where we just announced a cloud Innovation Center for smart cities and I went around their campus and it's amazing they're using IOT everywhere you can go in there football stadium and you can see the movement of the people how many seats are filled where the parking spaces are how much water's been used where Sparky is their their backside I've got to be Sparky which was fed but you're seeing these kind of things and all of that revs on AWS and they're doing all the analytics and they're gonna continue to do that one for efficiency and knowledge but to also to protect their students and citizens and make them safer through the knowledge of data analytics you know to John's point about you know funding and sometimes constricted funding at state and local levels and even sometimes the federal levels yeah we talked about this at the public sector summit I wonder if you could comment Amazon in the early days help startups compete with big companies it gave them equivalent resources it seems like the distance between public sector and commercial is closing because of the cloud they're able to take advantage of resources at lower cost that they weren't able to before it's definitely becoming the new normal in governments for sure and we are seeing that gap closing this year 2018 for me was a year that I saw kind of big moves to cloud because in the early days it was website hosting kind of dipping their toes in this year we're talking about massive systems that are being moved to the cloud you know big re-architecting and design and a lot of people say well why do they do that that costs money well the reason is because they may have to Rio architect and design but then they get all the benefits of cloud through the things that examples this week new types of storage new types of databases at data analytics IOT machine learning because in the old model they're kind of just stagnated with where they were with that application so we're seeing massive moves with very large applications so that's kind of cool to see our customers and public sector making those big moves and then the outputs the outcome for citizens tax payers agencies that's really the the value and sometimes that's harder to quantify or justify in public sector but over the long term it's it's going to make a huge difference in services and one of the things I now said the breakfast was our work and something called helping out the agents with that ATO process the authority to operate which is the big deal and it cost a lot of money a lot of times long time and processes and we've been working with companies like smartsheet which we helped them do this less than 90 days to get go plow so now working with our partners like Talos and Rackspace and our own model that's one of the things you're also gonna see check and Jon you're taking your knowledge of the process trying to shrink that down could time wise excessive forward to the partners yes to help them through the journey these fast move fast that kind of just keep it going and that's really the goal because they get very frustrated if they build an application that takes forever to get that security that authority to operate because they can't really they can't move out into full production unless that's completed and this could make or break these companies these contracts are so big oh yeah I mean it's significant and they want to get paid for what they're doing and the good work but they also want to see the outcome and the results yeah I gotta ask you what's new on the infrastructure side we were in Bahrain for the region announcement exciting expansion there you got new clouds gov cloud east yeah that's up and running no that's been running announced customers are in there they're doing their dr their coop running applications we're excited yes that's our second region based on a hundred and eighty five percent year-over-year growth of DEFCON region west so it's that been rare at reading I read an article that was on the web from general Keith Alexander he wrote an op-ed on the rationale that the government's taking in the looking at the cloud and looking at the military look at the benefits for the country around how to do cloud yes you guys are also competing for the jet idea which is now it's not a single source contract but they want to have one robust consistent environment yeah a big advantage new analytics so between general Keith Alexander story and then the the public statement around this was do is actually outlined benefits of staying with one cloud how is that going what how's that Jedi deal going well there's there's two points I'd like to make them this first of all we are really proud of DoD they're just continuing to me and they're sticking with their model and it's not slowing them down everything happening around Jedi so the one piece yes Jedi is out there and they need to complete this transaction but the second part is we're just we're it's not slowing us down to work with DoD in fact we've had great meetings with DoD customers this week and they're actually launching really amazing cloud workloads now what's going to be key for them is to have a platform that they can consistently develop and launch new mission applications very rapidly and because they were kind of behind they their model right now is to be able to take rapid advantage of cloud computing for those warriors there's those war fighters out in the field that we can really help every day so I think general Alexander is spot on the benefits of the cloud are going to really merit at DoD I have to say as an analyst you know you guys can't talk about these big deals but when companies you know competitors can test them information becomes public so in the case of CI a IBM contested the judge wheeler ruling was just awesome reading and it underscored Amazon's lead at the time yeah at Forrest IBM to go out and pay two billion dollars for software the recent Oracle can contestant and the GAO is ruling there gave a lot of insights I would recommend go reading it and my takeaway was the the DoD Pentagon said a single cloud is more secure it's going to be more agile and ultimately less costly so that's that decision was on a very strong foundation and we got insight that we never would have been able to get had they not tested well and remember one of the points we were just talking earlier was the authority to operate that that ability to go through the security and compliance to get it launched and if you throw a whole bunch of staff at an organization if they they're struggling with one model how are they gonna get a hundred models all at once so it's important for DoD that they have a framework that they can do live in real first of all as a technical person and an operating system which is kind of my background is that it makes total sense to have that cohesiveness but the FBI gave a talk at your breakfast on Tuesday morning Christene Halverson yeah she's amazing and she pointed out the problems that they're having keep up with the bad actors and she said quote we are FBI is in a data crisis yes and she pointed out all the bad things that happened in Vegas the Boston Marathon bombing and the time it took to put the puzzle pieces together was so long and Amazon shrinks that down if post-event that's hard imagine what the DoD is to do in real time so this is pointing to a new model it's a new era and on that well and we you know one of the themes was tech4good and if you look at the FBI example it's a perfect example of s helping them move faster to do their mission and if they continue to do what they've always done which is use old technologies that don't scale buying things that they may never use or being able to test and try quickly and effectively test Belfast recover and then use this data an FBI I will tell you it is brilliant how they're the name of this program sandcastle one Evan that they've used to actually do all this data and Linux and she talked about time to mission time to catch the bad guys time to share that analysis and data with other groups so that they could quickly disseminate and get to the heart of the matter and not sit there and say weight on it weight on this bad guy while we go over here and change time to value completely being that Amazon is on whether it's commercial or government I talk about values great you guys could have a short term opportunity to nail all these workloads but in the Amazon fashion there's always a wild card no I was so excited Dave and I interviewed Lockheed Martin yesterday yeah and this whole ground station thing is so cool because it's kind of like a Christopher Columbus moment yeah because the world isn't flat doesn't have an edge no it's wrong that lights can power everything there's spaces involved there's space company yes space force right around the corner yep you're in DC what's the excitement around all this what's going on we surprised a lot of with that announcement Lockheed Martin and DigitalGlobe we even had DigitalGlobe in with Andy when we talked about AWS ground station and Lockheed Martin verge and the benefit of this is two amazing companies coming together a tub yes that knows cloud analytics air storage and now we're taking a really hard problem with satellites and making it almost as a service as well as Lockheed doing their cube stats and making sure that there is analysis of every satellite that moves that all points in time with net with no disruption we're going to bring that all together for our customers for a mission that is so critical at every level of government research commercial entities and it's going to help them move fast and that is the key move very fast every mission leader you talk to you that has these kind of predators will say we have to move faster and that's our goal bringing commercial best practices I know you got a run we got less than a minute left but I want you to do a quick plug in for the work you're doing around the space in general you had a special breakout ibrehem yours public sector summit not going on in the space area that your involvement give it quick yeah so we will have it again this year winner first ever at the day before our public sector summit we had an Earth and space day and where we really brought together all these thought leaders on how do we take advantage of that commercial cloud services that are out there to help both this programs research Observatory in any way shape app data sets it went great we worked with NASA while we were here we actually had a little control center with that time so strip from NASA JPL where we literally sat and watched the Mars landing Mars insight which we were part of and so was Lockheed Martin and so his visual globe so that was a lot of fun so you'll see us continue to really expand our efforts in the satellite and space arena around the world with these partnership well you're super cool and relevant space is cool you're doing great relevant work with Amazon I wish we had more time to talk about all the mentoring you're doing with women you're doing tech4good so many great things going on I need to get you guys and all my public sector summits in 2019 we're going to have eight of them around the world and it was so fantastic having the Cuban Baja rain this year I mean it was really busy there and I think we got to see the level of innovation that's shaping up around the world with our customers well thanks to the leadership that you have in the Amazon as a company in the industry is changing the cube will be global and we might see cube regions soon if Lockheed Martin could do it the cube could be there and they have cube sets yes thank you for coming on theresa carlson making it happen really changing the game and raising the bar in public sector globally with cloud congratulations great to have you on the cube as always more cube covers Andy Jasmine coming up later in the program statements for day three coverage after this short break [Music]