(uptempo music) >> Narrator: Live from Anaheim, California it's The Cube! Covering Nutanix dot Next 2019 brought to you by Nutanix >> Welcome back everyone to The Cube's live coverage of Nutanix dot Next here in Anaheim California, I'm your host, Rebecca Knight along with my cohost John Furrier. We are joined by Dr. Ayanna Howard, she's the professor and chair of the School of Interactive Computing in the College of Computing at Georgia Institute of Technology. Welcome Dr. Howard to The Cube! Thank you, thank you. I'm excited about this conversation. >> Yeah so you, you're a fascinating person, when you were a little girl, watching Bionic Woman you said "I wanna be a scientist," you started your career at NASA. >> Ayanna: Correct. >> You are an entrepreneur, a researcher. Tell us what you're doing today. >> So what I'm doing today, and what I'm really excited about is bringing robots into the home of children with special needs. So one of the things about kids and those that may have a developmental disability is that there's not enough contact hours with human clinicians. And so, how do you augment that in the home environment? How do you bring technology into the home to do therapy with them, to do even education? And so that's what I focus on. >> So, we want to hear so much more about that, but what are you gonna be talking about at this conference? It's the future of AI, and robots. >> Yes, I'm gonna talk about the things that make my robots work. And so, the future of AI and robotics and where it leads, it's a combination of things like wearables. So if you think about all the data around us, we have wearables with our phones, and our smart watches, all that data that's being collected about us, allows our machines to do very interesting personalized things with us and for us. The other thing is that if you think about collaborative AI, collaborative machines, we're going to the place where the workforce and how you do your work, you're going to have an AI as a companion, a robot as an assistant, so you might not be sitting next to a human, you might be sitting next to a robot. And so, what does that look like? And then, of course, emotional AI, and so, yes, machines do have emotions, which is, counts kind of weird, but in order for us to work with others, we typically have a bond, so why not have a bond with our machines? >> What's the software look like? I'm rifting in my mind here, I'm just thinking about, I'm gonna write some software that might be dynamic, a neural network, these kinds of words have been kicked around in the industry. How do you make software have emotion in AI? Because it has to be random, but yet not, it has to be programmable. >> It does. But think about it. Emotions are not necessarily random. Emotions are pretty repetitive, i.e., if you're hurt, what do you do? If you're young you cry, if you're older you hide the cry, right? I mean, it's very repetitive, if you're happy there's a certain emotion, what makes you happy? There are certain things that we can all say if I suddenly woke up and I won a prize, I'd be happy. Emotions are actually very predictable, they're not that hard to model. >> And the data sources could be coming off my Fit Bit, facial recognition, you know the morning... >> Well facial recognition, you can see it in the face, in fact your pulse, and you sweat a little bit when your emotions change. Remember the mood rings back in the day? (laughter) >> Sure! >> OK those were fake, but still, their concept about them was that your body gives a response based on the emotions inside. >> Yeah, that's so cool. So what's the state of the art, you look at bleeding edge and state of the art kind of mainstream, where are people with software, machine learning, AI, what's some of the things that are notable to you that are important to highlight? >> Yes, so I think that the two areas that are the furthest ahead, one is facial recognition and emotion detection, and it's because the application are out there. As an example, airports are putting in these systems, and so imagine, I mean, the positive is, is that you don't have to book or print out your ticket, right? You just walk into the airport, you walk though security, you don't get padded down, and you walk to your gate and get on the plane. I mean, just imagine that. You're like How would you do that? Well, if I know who you look like, and I can model you, and I grab your wearable, and your data, I know who you are! So, I don't have to make sure that you are who you are, I know. I mean, so that's kind of a benefit. Of course, there's some negatives, which we won't talk about, but that's one area, this facial recognition aspect. The other I think it's in healthcare, I think it's in the fact that our data, and about us, about our health, it's so much there, and as we mine it we just get better. There's, for example, some research that shows stress can be detected and I can then have a, think about it, I can have an AI that if I know you're stressed like, I'm not going to send you that email, I'm going to halt a little bit, until I realize that your stress level is a little bit better, and then I will give you the bad news. Right? Like, because we don't want to be stressed. >> I need that, I need that app. >> Rebeca: But that's a manager with really good intentions, I mean, you can really see the perils of this going... >> No, that's, that's the negative. That's the aspect of, all these things are, really have good return on investment, good quality, but the negatives are is that if you have nefarious manager or an organization like I just wanna make money, money, money, you can sway that, and I think, though, that most organizations are thinking about this. I think there's this push now to do things like regulations, to basically protect us, but still insure that we have a positive relationship with AI and robotics. >> What's the coolest thing you've seen or built recently that could tie into the robotics? >> So, I will personally say it's one of our machines, that has, it emotionally responds to you based on what you're doing, and so what does this mean? It means I have robots that are just looking so cute, right? You look at them, and anyone looks at them, and it's just , it's like, it's real, it's intelligent, it like understands me. Of course, it's programmed based on modeling but it's just as fascinating, and I watch people interact with robots, and it's like oh, my gosh, this person, this individual, is really engaged with my robotic creation. >> And you mean, in conversation or just in feeling the comradery? >> In conversation, in interaction, and the robots, they have a limited script, but people will adapt to that, right? And they will, it's just like when you talk to your phone, have you noticed that when your phone doesn't understand you, what do you do? You speak a little slower. You might choose different words, right? I see that with the robots, you change your behavior based on the limitations. >> Speaking with someone who doesn't speak lour language natively. >> Correct. Same thing with robots. >> So describe what you see... Returning to the beginning of our conversation talking in particularly with kids with special needs. >> Ayanna: Yes. >> Describe what you see, the changes in the child, who is developing a relationship, a bond with a robot. >> Yes, so what we've actually shown, not just seen and observed, is that when we have a child interacting with a robot their, and what we call, whatever milestone we're doing, so maybe it's movement therapy, which means I want them to say, move a little faster than their normal space of moving, what I see is with the robot there is a partner encouraging, guiding, providing them input on how well they're doing, or in terms of correcting, the child improves their behavior, and so between day zero and day n, the child has gotten better. We see that. We have the data that shows that. >> Incredible. I wanna also ask about women in technology, and this is, this is really a theme at every single tech conference you go to because it's such a problem, it's such an issue that is finally getting the attention it deserves. We know about the dearth of women leaders, the dearth of underrepresented minorities, particularly in management leadership positions, what do you see as you role in tackling this problem, as the head of an important department in technology and also as a woman of color? >> Yeah, so I think there's always been kind of two dilemmas, one is what they call the pipeline, which is now the pathway, like how do you get women to come into stem? And the data has shown that is not that girls are not interested in stem, it's that they lose interest because of their society, right? So that's one thing. It's like make sure that where they are in the society is encouraging. The other is that when you get older, you look up, you're like, okay there's no one there. Obviously, I'm not supposed to be here, or when things get tough, it's like, okay, I need to move out. And so the other is, how do you do mentorship and sponsorship, so that women are pushed forward as managers and supervisors. So those are kind of the two things. And so, as a, and I consider myself a leader in this space, I actually feel it's my duty to be up front, and be a mentor, and be a lead, and actually be vocal, and make others realize like, if I'm in a room, and we're deciding on, you know, a student or a candidate, and there's no representation, you know, I'm comfortable enough to say, hey, I should not be the one that says this, right? And eventually what you see is that people start looking and thinking about this, at every instance of time. >> Do you feel like it's getting better? >> I do. It's getting better. And it's not perfect but it's getting better. Like, if I look in the classrooms, I look in the computer science curriculums, I see more female students coming in, and lasting, and then going into corporate America and continue on to grad school. I see it being better, of course it's not on parity, but is is better. >> That's awesome. And the technology has shifted the definition. It's not programming, or electrical engineering, the surface area for tech is gaming to analytics, data science, it's huge. >> Human-centered interaction. >> There's new artistry around us, so I think it's a great surface area. >> It is, and I think one of the reasons why it's so important is that the world is diverse, I mean, in terms of all the different aspects. An so, if you're gonna create products for a diverse world, you should have individuals that are also diverse, creating them for everyone so that there's some equality in the process. >> As the analog world connects with the digital world, fascinating we talked before we came on camera around the technology in digital. So the human experience for me, whether having robots, detecting emotions, and having some sort of new notifications, like hey, you know, cheer up, or do something clever... >> Right >> Is that you can now immerse, so augmented reality has been the first killer app before virtual reality, but gaming is an indicator of what's happening onscreen, so, the onscreen digital realm is intersecting with our lives. >> Ayanna: It is. >> What's your view on this? Because this is an area that's new, it's cutting edge, it's a first generation problem, an opportunity. >> Opportunity. I think this, this blending of the, I would say, even, I would say the blending of the digital and physical and the gamefication aspects, is really gonna enhance two areas. One is education, and the retraining, and so what does that mean? It means that, instead of me having to, not to say go to college for four years, but instead of me trying to study everything in this one-semester course, it's like, I just need some basic knowledge and I can then work in the field, and I have my augment reality and so I see things and there's some scaffolding, there's some indication of here's step one, here's step two, ahh, you did that step two a little bit wrong, let's revise it. So you learn with real-time training and that's with doctors, well except for live patients, but you know, with doctors or residents, factory workers, or even teachers, teachers who are teaching say, calculus, that may have an English background. That's where it is. >> The progressions are not linear like they used to be. >> Ayanna: No! >> They are different, and now you have dated instrumentation with on-demand digital robots... >> Robots, agents... >> John: Agents, assistants... >> Adaptation, taking things from other places, so if I, for example, learn the best way to provide information to this human and this factory, well guess what, I can take that information, connect to the cloud, connect to the data centers, and apply that information to another worker in a different factory, but very similar characteristics, and so you have this transfer of knowledge as well. >> So education was one. What's the other one? Healthcare? >> Of course it's healthcare! (laughter) Of course. >> As someone who is immersed in it and a believer in technology, what do you do to disconnect? Well, first of all, do you disconnect? Do you worry about our over reliance on these little devices in our pockets, and what do you do to sort of leave the digital world behind for a while? >> Yeah, so I do worry about our over reliance because we've shown, and other researchers have shown, that there's actually an over trust factor. We will use devices, and of course these devices they have errors, right, even if it's you know 1% of the time, and that 1% of the time when they have errors we find that a lot of individuals will trust those errors, because they're over relying, they kind of go in zone mode, they're like, it worked all this time, so that 1%, they just don't question it. >> It must be real news! (laughter) >> But it's scary! >> Yeah, it is. >> It's scary. I do worry about that. And we're thinking about ways to try to mitigate that, 'cause that does worry me. How do I disconnect? I think that with anything mind, body and soul, so I love listening to music, although that's not disconnecting from technology 'cause I'm using technology to listen, but it's this zone period. Exercise, I think most of us think about exercise I'm fairly religious, even when I'm traveling, like okay, I'm going to find the gym and at least walk on the treadmill because we do have to have that combination, in order to be healthy ourselves. >> Finally, for that little girl, the little girl you, who's watching Bionic Woman I think that's the thing, we need more shows like that, to get, to get >> Click us interested >> Well exactly, what would be your advice to the smaller you, who says I want to be a scientist someday? >> So I would, and this is like some advice that people told me as I was growing up, and I didn't realize I had really good mentors, is one is, don't listen to the naysayers, i.e., believe in yourself, right? And I think that's the one thing we sometimes forget to do, like believe in that dream, even if others say that it's not possible, and it's like, no, everything is possible if you believe in yourself. >> Words to live by. Thank you so much for coming on the show. >> Thank you. >> Rebeca: This was great conversation. >> Awesome! >> I'm Rebeca Knight for John Furrier. We will be back here tomorrow with more from Nutanix dot Next. We hope to see you then. (electronic music)

(upbeat music) >> Welcome back to Las Vegas Lisa Martin live here with David Nicholson. We're at AWS reinvent 2021, this an outstanding event. There's a lot of people here, tens of thousands. And this is probably one of the most important and largest hybrid tech events that we're doing this year with AWS and its massive ecosystem of partners. We're going to be covering this two live sets, two remote studios, over 100 guests on the CUBE at this re-invent and David and I are pleased to welcome Giorgio Vanzini next the vice president and global head of partners and alliances at DXC, Georgia Welcome to the program. >> Thank you for having me. >> Talk to us about what's going on at DXC, what are you in AWS doing together with what's the scoop? >> Yes Well, some exciting things are happening between AWS and DXC, which is we're really focusing on our customers that we have especially in the banking and capital markets, but also automotive. And then also we were a launch partner today with the AWS mainframe modernization right, and so we're focusing on mainframes as well. So exciting spaces for us to go collaborate and work with AWS, for our customers. >> Talk to me about some of the things you know the last 22 months have been quite challenging, quite dynamic and we've seen such a massive acceleration to the cloud. What have you seen from your perspective? Are you seeing customers in every industry that have really figured we've got to do this now because if we don't, we're going to be out of business? >> Yes, you're absolutely correct. We've seen a dramatic acceleration of people wanting or customers wanting to move to the cloud public and private, and an acceleration of assistance that they were requesting from a global systems integrator. So what we've seen is you know, part of our clouds ride strategy that we have, really understanding what does the customer need from a strategy perspective, from a business value perspective and the technology perspective, and AWS has been a great partner with us to actually accommodate all of these kinds of things and the announcements that you had today, you know, just substantiate kind of that fact as well. >> Can you double click on the Cloud Right approach, talk to us about what that is, why it's important and what are some of the outcomes that it's helping customers to generate? >> Absolutely love to Cloud Right is really DXC's strategy to take the customers on the journey from the mainframe to the cloud, and to customize this because every customer is different. They have different requirements, different environments, different business strategies. So therefore the Cloud Right approach is really customizing it for the customer. What is the right business strategy? What is the right technology strategy? And then migrating them over into the cloud as well. Keeping in mind that again, customers are specific, industries are specific. You know, data requirements are different analytics are different, you know, government requirements are different. So you need to those in mind when you transition customers over into the cloud space. >> Right, from a data residency, data sovereignty and all of the different rules and regulations that are popping up that are kind of similar to GDPR for example, that's a big challenge, but one of the things too that's happening Giorgio is that every company to be competitive these days has to become a data company, right? There's no choice, you've got to be data-driven, you've got to have a data strategy at the core of the business, otherwise there's a competitor in the rear view mirror, who's ready to take your place. >> That is absolutely correct, and so that's part of our Cloud Right strategy is understanding what are the business requirements from the customer? Understanding their competitive edge and migrating them over. Because in many instances, to your point, they have huge reams of data, petabytes of information of data, but really making sense of it, so running the analytics on it and having the business insights. So helping the customers understand that, but then also understanding of like, what are the key business requirements that they have? Which applications to migrate and which not to migrate? >> So I'm curious, you mentioned that you're a launch partner for mainframe modernization. That's sort of one slice of and very important slice of some organization's business and migration strategy to cloud. I'm curious what the DXC blend is between standardized offerings and bespoke services and how you manage that? Do you have a thought about that? Wouldn't it be great to have small, medium and large and have people click on it? >> Yes here's a T-shirt for you, which size are you? Now I'm actually glad you asked me that question because that's exactly going to the core of the Cloud Right strategy, and the Cloud Right really means that it's like, which T-shirt size is correct for you? Right. This is the question that we just addressed which is it has to be bespoke because one size does not fit all. And so understanding the customer requirements of do we need to move the data to the cloud? Or do we move to need a subset to the cloud? Do we need to move part of the business applications and which ones and in which order? Right? And so that's why I think we bring something to the table in the AWS mainframe modernization, which is unique because we have an end to end kind of approach from a planning to implementation, to execution and running as well. So I think DEX is uniquely positioned with our Cloud Right strategy. >> One of the things AWS Giorgio talks about is not being custom but being purpose-built. Talk to me about kind of compare contrast that with bespoke solutions, industry specific, obviously customers have specificities. Do you see a difference there between purpose-built under bespoke or are they aligned from your perspective? >> Yes, I do agree that a to technology layers are definitely common layers, horizontal layers, right Where I think you have bespoken limitations on the business strategy and the business rules. And so you have to understand what business is the customer really in and how to implement the business rules into the technology stack as well, and bringing it all together. So while the technology I think goes horizontal to your point right, you know, compute and storage is the same. Wherever you go the bits are the same, however how they're utilized and how you use them for your customers and your interaction is completely different from customer to customer and industry to industry, as you guys know as well. >> You know, it can be, it can be really disheartening working in this space when you think of 475 different kinds of instances and how important it is to get that right for a customer and how much they don't care. Ultimately they don't want to hear about it, they don't want to know, but they want you to get it right, so that it doesn't matter. So it's this irony of all of the work that people have to do like at DXC to make those details not matter. Any thoughts on that? Do you, are you a dejected because of that at all? >> Well, that is part of the value that we bring, right? >> David: Sure. >> To your point, absolutely the customer doesn't care in quotes, right? Just make it work for us and run it smoothly. On the other hand, we're on the hook to make sure that all the different partners that we have, that we integrate including AWS, right. Run smoothly and coherent and are up, you know, 99.999% of the time obviously right. And so the customers do care about our you know, interaction with them as well while AWS is always there. >> One of the things that we talked about a little bit ago is every industry had to pivot right. Dramatically the last 22 months or so. And we've seen every industry cloud is no longer a nice to have We've got to be able to get there, but you mentioned a focus in banking, and I think automotive, I'd love to get your perspectives on what some of the things are the opportunities that DXC sees in those particular industries, as opportunities to modernize. >> Yes, we latched on to banking and automotive because those are ripe for transition and the customers are willing to take the steps there as well. It doesn't mean that other industries are not relevant like, you know, consumer or retail or you know, technology and, and manufacturing. However, especially in automotive I think we have a unique positioning where we have the majority of the OAMs car manufacturers worldwide as customers, and when you think about AWS, you think about the utilization of the information that comes back from telematics information and customization, right. Petabytes of information that comes back from every device, which is a car and what kind of service you can provide there. So it's an industry you know, we talked about Tesla early on as well, right It's an industry that ripe for software and software updates. very similar you see a lot of things happening in the banking capital market space, where they're moving you know their customer base into new spaces as well. Just think about all the NFTs, those are happening, all the FinTech that's happening, right. So the, the banking capital markets companies have to, you know, have an evolution going on right, and assisting them in this evolution is as part of our strategy. >> So you're responsible for global partnerships and alliances DXC would be considered a large global systems integrator. The world is obviously moving in the direction of cloud. We've got the three big players AWS, and the other two I can't think of their names while I'm sitting here in Vegas right now, how do you balance what you do with those, with a variety of providers, for customers, and are you going to market primarily as DXC with the DXC relationship with the customer? Or in support of those cloud vendors that have essentially technology that if left unimplemented is essentially worthless, right I mean you, you bridge the divide between the technology and the true value of the technology, but are you the primary seat holder at the customer table, or is AWS the primary seat holder? Or is it a little of both? Long-winded question I apologize but I think you understand what I'm saying. It's an interesting world that we live in now. >> It definitely is, and if I wouldn't know you better I would say it's a trick question, but in all seriousness, we really are customer driven just like AWS as well right so, we really are trying to do the right thing for the customer. Hence our Cloud Right strategy, where we don't have a cookie cutter approach or saying just go do the following five things and you're going to be fine. We really want to look at the customer and say, what is important to you? What is the timeframe you're looking at? What is the strategic imperative that you have? What data do you have to move? You know, what system do you have to leave behind? And then do the right thing for the customer literally right. And so in this instance, absolutely you know, in my role AWS plays a huge role as you know is one of our core hyper scaler partners, a very good partner, we love AWS. And so making sure that they're always going to be there as part of that infrastructure is part of our strategy. >> You mentioned, oh sorry Dave >> No, I was just saying it makes sense. >> It does make sense in terms of being customer first, we talk with AWS, you can't kind of have an interview with, with one of their folks without talking about that. We work backwards from the customer first. This customer obsession, it sounds like from a cultural perspective, there's pretty strong alignment there with DXC. >> Exactly right, so I think from that perspective we share the same DNA where we look first to the customer and then say okay, how do we deduct what is right for the customer and implement it that way right, Because in many instances as you know, you mentioned the, the two other hyper scaler that we don't talk about, customers usually don't have a single source kind of approach, right They usually have a dual approach. And so while we have to work with that, there's preferred vendors that we engage with, right. And so clearly AWS is one of our preferred vendors that we engage with. >> Can you share an example? I'd love to know a customer that's taken the Cloud Right approach applied really kind of in a textbook way that you think really shows the value of DXC. Any customers, but even by industry if you don't want to name them, come to mind that really show the value of that approach. >> Yeah, So we, we just concluded a major migration from one of our leading insurance companies, a global big company that you know is similar with my birthplace. But what we really did is a Cloud Right approach of migrating them from their legacy mainframe and virtualized systems that they had, to a cloud approach. And in the process of doing this you know, we reduced their overall operating expenses, their cap X expenses obviously but also reduced their overall budget about 30% reduction by moving them to the cloud. Again during the Cloud Right approach of understanding what exactly to move in, which timeframe and what to leave behind right, Because in many instances, customers don't have an exit strategy. They rush to the cloud, but then leave their you know old legacy behind and like oh, what are you going to do with this? And so you need to have a comprehensive end to end system strategy of like, what do you want to leave behind? When do you want to sunset it? And when do you want to migrate certain things over as well? >> That's got to be quite challenging for I would assume a legacy historied insurance company been around for a long time, lots of data, but culturally very different than the cloud mindset. >> You bring up one of those soft skills, right. Which is the cultural aspect of talking with the customers of how do we migrate you? It's not just, and that's why I said it's not just a business decision or a technology decision. In many instances, you affect people's life as well. When you think about old systems administrators that were working on mainframes. Now if you move everything to the clouds, they become obsolete. So rescaling the workforce and having a comprehensive plan is part of the soft skills right, Where you think more comprehensive about the customer, it's not just technology it's really is the full experience right At 360 what happens to the people? How do we migrate the people? But also setting expectations with top management, for example right of saying, how is this going to change our business? What new opportunities are going to be there? So those are all the soft kind of skills as well. >> One of the things that struck me this morning during the AWS keynote is just all of the innovation that that goes on. But AWS really is a flywheel of the customer and all the opportunities that their customers create for AWS, and the opportunities then that AWS technologies create for the customers across industries I just thought that I just kind of really felt that flywheel this morning when Adam was talking about all of the things that they're revealing, you must feel the same as a partner. >> I do, and I I'm a tech geek, so I'm totally excited about this, and it you know it feeds my soul because I can remember when, you know, when we first had analytics with you know Redshift rights and then customers are coming back and going like, well could we do something that is real time? Because we have requirements in this, and then CAFCA came out right, as a new service and I'm like okay, great right, and so we're really there to embrace you know, every new service that comes out from AWS. Which is fantastic, right I mean the speed and agility that comes out with AWS and we totally embraced that for our customers. >> Awesome, Georgia thank you for joining David and me today talking about what's going on with DXC, your partnership with AWS, Cloud Right, and how you're helping customers get Cloud Right. We appreciate your insights and your time. >> Thank you, I appreciate it too, thank you. >> All right. For David Nicholson, I'm Lisa Martin. You're watching the cube, the leader in global alive tech coverage. (upbeat music)

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel AWS and our community partners. Welcome to the cubes Coverage of AWS reinvent 2020. The digital version I'm Lisa Martin and I'm joined by a couple of guests from Unisys. Please welcome unprompted high BP and Cloud CTO on income. Great to have you on the program. Thanks for joining me today. >>Great to be here leader >>and a new pre or a new Ram Raj, VP of Cloud Services. A new welcome. Great to have you on a swell. Great >>to be here in this virtual AWS being that great. >>Thank you. Very socially Distance We're following all the guidelines here. A new Let's start with you. I'd love to get just kind of Ah, you know, a vision of the AWS Unisys partnership. I know you guys are advanced consulting partner MSP. Tell me about that partnership. >>Absolutely. Lisa, we see our clients on a cloud journey which we accelerate with Unisys Cloud Services and AWS partnership is a big piece of that again. Way thorough. We have bean rated in aws MSP partner Come out very, very highly from those msb audited our, uh and we're investing in multiple competencies across the boat as well. So and we work very closely with AWS in terms off innovating in sharing our platform cloud 44 world map In looking at what our customers looking around the corner, what services could be co developed. So we're looking at some potential I o T engagements to jointly with AWS is, well, eso you're always co inventing and it's a great partnership with a W s >>excellent. And you let's stick with you Following on hybrid Cloud Journey you mentioned the Cloud Forte platform. I wanted to understand what that platform is, how your co developing that with AWS and how your customers are benefiting >>absolutely s. Um, every year Unisys does a cloud barometer study across thousands of our clients and and we got some interesting takeaways from that. Essentially two thirds of her clients that have started this cloud journey believe they don't really realize the benefits out of that and up thio 53% off. The the respondents said they needed some help with cloud security. And this is where I believe that Unisys Cloud Services has a strong viewpoint and can find their AWS, um, journey, no matter where, what challenges they're facing, whether it's budgetary challenges on optimizing AWS and whether it's getting I t operations right when you move your applications to AWS. Um, and is it is it getting the that I have seen cops models established? So no matter where clients are in the A journey, we look to accelerate with our set of solutions and services, and we're very proud about the fact that we respond very me to make sure our clients can innovate and achieve the business outcomes that they need. For example, with California Stink City, we were able to work with them on the AWS. John Pretty set up a native other lake and analytics on top of it so we could actually predict and influence graduation rates with students. Our scores are higher than any off are coming because of the outcomes that we deliver for our clients. And it's really about business outcomes and 40 platform, which helps us drive those outcomes. I mean, probably do you want to add on without cloud 40 platform? >>Sure, I know eso, as as I knew was saying cloud for the platform provides AH set off capabilities that allows us to create an offer highly differentiated services with Unisys Pipe and, as was mentioned earlier, our cloud solutions are are able to help customers no matter where they are in their car, in their cloud journeys, whether it's ah Greenfield opportunity, where they where the customers are intending to move to the cloud, or if it's a brownfield opportunity where they already have adopted the cloud and are looking to manage and operate and optimize their deployments. Cloud Forte Platform and our Cloud Solutions are able to provide, uh, customized solution for that customer context to really deliver the solution that addresses some of the pain points that you talked about. The keeping points really relate to security to get secured. It also relates to cost optimization and then optimizing the cloud purse, a cloud deployment hybrid cloud deployment of the key requirement. So our cloud 40 platform health drives the key use cases. The key pain points that our customers are looking for through a combination off accelerators, the number of cloud photo accelerators that enable customers to rapidly prove it provisioned customers and to rapidly migrate to the cloud with God rails so that they're the secure, their compliant. And then we've got the the Cloud Cloud 40 Cloud management platform for ensuring provisioning onda management and operations, along with cost optimization capabilities and the eyelid operations. So it's a comprehensive suite off services and solutions that addresses the key business outcomes. There are customers are are looking for >>outcomes. Focused is absolutely critical, especially these days. I knew I wanted to go back to you for a second. You talked about the Unisys Barometer study, and I like the name of that. When was that done? And I'm just wondering if there are certain things that you saw this year from a customer. Cloud journey. Need perspective because of the pandemic that have really influenced that barometer >>Wait Question. Hey said and development is study. The last version of it was done late last year, and we're still waiting on the ones from this year. So, but we're starting to see some of the trends that were influenced by the pandemic. We saw rush to cloud when the pandemic hit because business adopt to to remote workers to do more digital selling and then seeing our CEO is kind of struggle with optimizing and maximizing the results off their cloud. Spend right, So So that's a unique challenge that that we're seeing based on our tryingto interaction. So the rush to the cloud and the ask for more spend optimization and in terms of spend optimization, that's an interesting facet because, uh, it cuts through my multiple angles. It's it's cuts through having the platforms around, being able to dio right predictions on where you spend is going, and then it also it's across collaborative effort. Finn ops. As we see it, we call it as a synopsis of is that we bring to our clients it's passing with multiple organizations, including finance, to sometimes figure out. Where will this business be? Where should you spend be? What should be the reserved instance buys right. So combining cloud knowledge with financial knowledge and organizational and business knowledge. And that's the service that we bring to our clients with our phenoms services. At least a great question about how how is I kind of making the current business climate affecting our operating models? Um, like we said, there's increased ask for Finn ops is an increase. Ask for security ops because security threats have only amplified. And then the entire cloud ups model. I think hybrid cloud operations its's prompted us to rethink a lot off. How do we do? I t operations and and we're investing a lot in terms of automation and then underpinning that by ai led operation. So, um, you talked about the client management platform making sure we've got the best automation and processes which are repeatable around all the way from just doing provisioning to data operations to optimization. Just making all of that robust and repeatable um, is such a value. Add to clients because then they can see SOS can sleep at night knowing that everything is taken care off and, uh, the CIA, the CEOs can be rest assured that hey, they're not going to get that AWS bill that's going to make them hit the roof. So making sure we've got the right checks and balances and approval flow is all a part of our child management platform. And at that point, I know you really passionate AI and the role that it plays in operations and the entire cloud management platform and cloud for day platform So your thoughts in the poem? >>Yes, sir. No, thank you. But so yeah, yeah, I led operations is really part off the bigger question and the pain point that customers are faced with, which is I've reached the cloud. Now, how do I optimized and get benefits from the cloud on the benefits is around. You know, uh, utility for on demand access to resource is, uh, this cost optimization potential and the security, uh, cloud security potential that, if not managed properly, can really blow up in the face. And unfortunately, you know that in the case on the AI ops led Operation Side, that's again a huge foretell area where Unisys Investor is investing a lot off a lot off i p and creating a lot of differentiation. And the objective there is to ask Customers adopt cloud for day as they adopt Unisys Cloud services. They're able to take advantage off cost optimization capabilities, which essentially looks at historical usage on predicts future usage, based on a number off a I artificial intelligence and machine learning technologies that that is able to give you predictions that otherwise very hard to hard to get and, uh, in the cloud environment because of the sheer velocity volume and variety of the data. Doing that in a manual fashion is very, very hard. So automated machine learning driven approach is very productive is very effective on, you know, some of the outcomes that we've achieved is is just amazing. We've been able to save up to 25% off infrastructure costs through the island operations. About 40% off infrastructure incidents have bean reduced due to root cause analysis. Eso onda up to 35% off meantime, to resolution improvements in time. So huge customer benefits driven by e I led operations. The I am a approaches to following the problem. >>Let me see him If I could stick with you for a second big numbers that you just talked about and we talked a few minutes ago about outcomes. It's all about outcomes right now with this rush to cloud as as a new set. And we talked about this on the Cuba all the time. We've seen that the last eight months there is an acceleration of this digital transformation. I'm just curious una come from your perspective as the VP and CTO cloud how are you? What are some of the things that you advise customers to do if they need to rush to the cloud 21 just, you know, move their business quickly and not have the stay on life support. What are some of the things that you advise them to do when they're in this? Maybe a few months ago, when they were in the beginning of this? >>Yeah, that's that's a very interesting question, and lot off our clients are faced with that question as they either they're already in the cloud or the deciding to migrate to the cloud on the whole journey. Customer journeys for either stepping on the cloud or managing and operating the optimizing the cloud deployments is very key. So if you look at the market research that's out there and what we hear from our customers, the key challenges are really, really around. How do I migrate to the cloud without facing a lot of bottlenecks and challenges, and how do I overcome them? So that's the keeping pain point and again cloud for the advisory services and the cloud services that we offer allows customers to take up uh, toe work with us, and we work with the customer to ensure that they're able to do that on and then rapidly migrating to the cloud, managing and operating their operations. The hybrid cloud operations in optimized fashion is a huge challenge. How do they migrate? How do they migrate with security and compliance not being compromised once they're in the cloud, ensuring cloud security is and compliance is is maintained. Ensuring that the cost structure is is optimized so that they're not being mawr wants to move to the cloud compared to on premises and and then taking advantage of the whole cloud. Deployments to ensure you're looking at data are nothing the data to derive meaningful business outcomes. So if the entire end to end customer journey that needs to be looked at optimized. And that's where Unisys comes in with a cloud for the platform where we work with the customers to enhance the journeys. And in this case I want to mention CSU, which is, uh, the California State University, where the approach Unisys to really work with them to deliver uh, cloud services by enhancing the the objective was to enhance the student learning experience to enable adoption off off the technology by the students but also to achieve better performance, better adoption cost savings on we were able to deliver about 30% better performance help realize about 30 33% savings on 40% plus growth in adoption. On this was for about half a million student bodies. The 50,000 plus faculty staff spread across 23 campuses. So deploying, optimizing on and managing the infrastructure is something that Unisys does. Does that. And this is an example of that. I know you want to add anything to that. >>Absolutely Any Permanente's really well and, >>uh, >>it Z also securing, making sure securities with the >>journey >>it Z O Keefe or hybrid cloud. Um, uh, at least I'm sure you're aware of the Unisys tagline is securing tomorrow. So who better s so we really, really take that really, really seriously in terms of making sure we seek clients cloud journeys, and >>you >>probably heard the statistic from her. About 80% off cloud breaches are due to mis configuration, and this could have bean prevented. And and it doesn't. There's an element of the human angle in there. You believe strongly that can automate using our platform. So we've got 2000 plus security policies, which makes sure which again enables our clients to be compliant as well. So no matter what compliant standards, we've got several off our clients, for example, in the financial sector that are hosted on AWS and that we managed and they have to, especially the US They have to comply with Y de f s, the New York Department of Financial Services and making sure that they compliant with all the standards out there, which is next plus plus in this case. So that's part of what we do and enabling those journeys and then just keeping up with the rate of change like on different was talking about the variety and velocity of the data and and the rate of change of the applications out there, especially as businesses react to the pandemic and have to cope with the changing business paradigms out there. They have to be quick. Um, so we've got a drugmaker, one of the most premium drug makers in the US, who is who is against it on AWS, and, uh, they're racing for the cure and they are always looking at How do they get drugs quicker to the market? And that means accelerating applications. And we know that based on research by the Dora study, that if you adopt develops paradigms, you can accelerate 200 times faster than if you didn't. But then you have to underpin backward security as well. So really helping this adopt deaths are cops in all their deployments to AWS so that they can really race for the cure. That's the kind of business outcomes that we really, uh, are really, really proud to drive for our clients. >>Excellent on a pound. Let's wrap this up with you. We've just got about 30 seconds left sticking on the security front. It's such a huge topic right now. It has been for a long time, but even more so during these unprecedented times when you're talking with customers, what makes Unisys unique from a security perspective? >>So first thing is to understand what it takes to solve the hybrid cloud security problem. Like you said earlier, that's the biggest pain point that we hear from customers from our clients on. It's all over the market research all the breaches that have happened, like the zoom breach that happened that compromised about half a million, you know, user log ins. And then there was also the the Marriott breach, where about half a billion users names and credential for legal legal. So it Zaveri easy for customers, potential customers to become like a headline. And our our job really are the companies to make sure that they're not the next capital one or the next Marriott, uh, showing up in the newspaper. So we kind of look at their customer deployments situation on. We put together a comprehensive into an hybrid cloud solution, hybrid cloud security and compliance solution that includes look, securing their cloud infrastructure, their cloud workloads in terms of applications that they might have secured, and also to look at securing their applications, which may or may not be running on the cloud. So we kind of take a very holistic approach, using our homegrown solutions and partner solutions to create a comprehensive, robust hybrid cloud solution that really fits the customer context and and so we we are essentially a trusted adviser for our for our clients to create the solution, which again, at the cloud 40 ashore, which is a cloud security posture management solution. We have a cloud worker protection solution on then stealth, which is a full stack security solution if combined together with the other cloud Forte platform components on. We wrap this up in a matter of security services offering that allows US customers to have complete peace of mind as we take care off assessment remediation monitoring on, then continues Posture, posture, management. I know. Do you want to add anything to that? >>If I'm think in terms of closing, I think like you covered it well, we've got platform competence and services that run the gamut off the off the life cycle from migrations to two transformations. And one thing that I think in terms of outcomes of these, uh, when the service built around it have really helped us. Dr is, um is kind of responding especially to our public sector clients, very passionate about enabling cloud journeys for our public sector clients. And we'll take the example of Georgia Technology s So this is the G t A. Is the technology agency for all services are 14 of the agencies in Georgia and many of these public sector agencies had to quickly adopt cloud to deal with the report workers. Whether it was v D I whether it was chatbots on cloud, um, it was it was, ah, brand new world out there, the new normal. And it was just using the cloud management platform that anyone was refering to. We were able to kind of take them from taking three months. Plus to be able to provision workloads Thio thio less than 30 minutes to provision workloads. And this is this is across hybrid cloud. So and this is >>a big outcome, especially in this time where things were changing so quickly. Well, I wish we had more time, guys because I could tell you have a lot more that you can share. You're just gonna have to come back. And I like that. The tagline securing tomorrow. Adding on to what Anu Pump said So your customers don't become the next headline. I think they would all appreciate that. Thank you both. So much for joining me on the Cube today and sharing what's the latest with Unisys. We appreciate your time. Thank you. Thank >>you for having us >>aren't my pleasure for my guests. I'm Lisa Martin. And you're watching the Cube? Yeah,

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to you by Dell Technologies. Hey, welcome back. You're ready. Jeffrey here with the Cube. Welcome back to our ongoing coverage of Dell Technology World 2020. The Digital Experience. I'm coming to you from Palo Alto. It's a digital event, just like everything else in 2020. But we're excited to have our next guest. I think he's coming in all the way from Atlanta, Georgia. He's Jim Shook, the director of cyber security and compliance practice at Del Technology. Jim, Great to see you. >>Thanks, Jeff. It's quite the title there. Thanks for getting all that out. >>I have a big posted notes so that, uh, that's very helpful. But, you know, it's it's actually kind of an interesting thing because you have compliance and cybersecurity and your title, and it's it's It's interesting relationship between compliance as a motivator of behavior versus you know, you need to go a lot further than just what the compliance says. So I'm curious if you can talk about that relationship between yeah, we need to be compliant, and we need to follow the rules. But you need to think a lot bigger than that. >>Yeah, definitely. I mean, there's so many different standards out there and requirements. So typically, what we'll see on the regulatory side is very much a minimum baseline, and leading the way, as usual in the cybersecurity space, will be financial and health care organizations. That's particularly true in the US, but pretty much globally, at least on the financial side. So they'll set some baselines. A lot of industries don't really have many. And so what we look at many times is just general risk to the business. And, of course, if you're a publicly traded company, that might trigger some SEC requirements or other things like that. But again, we really look at those requirements as minimum baselines, and you have to work up from there based on the organization's risk profile. >>Yeah, yeah, and we see that we see that, too, with privacy and a whole a whole bunch of stuff where traditionally the regs and the compliance kind of lag, you know where the technologies and where the markets moving. So let's before we get too deep into it. Let's let's talk about the cove it impact because obviously a huge thing. Insecurity, Uh, you know, a light switch moment in mid March when everybody had to work from home. So suddenly your tax surfaces increase exponentially. People are working out of home environments that you don't necessarily know what's going on there. Who's going on there, The shared networks with the spouse and the kids and and everybody else. And but now we're, you know, 678 months into this. This is something that's going to be going on for a while, and even the new normal will have some type of a hybrid relationship with with, you know, an increased level of remote remote work once they work from home. But it's really work from anywhere. So I wonder if you could share your thoughts about how things have transitioned from you know, what happened in mid March, taking care of your own business and your own people to, you know, then taking care of your customers and the emergencies that they had. But now really thinking in terms of more of kind of a long term, fundamental shift in the security profile that people have with all their data and information >>Yeah. Gosh, it's been really interesting. I think organizations have done an amazing job when you think about the things that they've had to get done just really overnight. So a lot has been written about the pandemic, and you mentioned Jeff to really that expanded threats surface. All of a sudden, you've got people working from home. There wasn't enough VPN capacity. A lot of places. I talked to some organizations. Employees just took their desktop off of their desk and brought it home so it wasn't really ready toe work at a remote location. But organizations really adapted well to it. Meanwhile, that was opportunity for the criminals, and they've taken it. But Jeff, one of the things that I think about two is to an extent, this is the new normal, not necessarily the work from home, but the shift that's going to consistently happen in cybersecurity. Things change. The criminals air really smart, they adapt. So that was work from home. What's the next thing going to be? There's I O T. There's remote devices. There will be some vulnerabilities. We just have to get used to this pace and continue it. Unfortunately, >>right, right, right Yeah, it's always it's always a little bit of, Ah, a cat and mouse game, Right? But what? And then one of the other trends that we're seeing, I don't know, maybe more visibility or maybe higher profile is is the ransomware attacks, right? So we've seen, you know, kind of this thing really interesting continuation of different types of security threats between just the the local kid who's just trying to do it because it's fun versus, you know, competitive stuff where people are trying to take out their competitors versus nation states and nation states being, um, you know, kind of driving these attacks. But the ransom, the ransom where we've seen before, but it seems to be increasing in frequency. Maybe we're just hearing about it. What's special about ransom, where as a specific type of security threat. >>So I started this practice about five years ago, and at that point, ransom or was just barely a blip, it was really about destruction and the way that we talk about it in the cybersecurity spaces. There's this triad, these three components of our data that we're trying to protect. So one of those is confidentiality, and that traces back to the attacks you're talking about. That's when somebody steals your data. You don't want them to do that. That breaks the confidentiality of the data. And that's really where the cybersecurity controls kind of grew up around, that you didn't want credit cards, intellectual property, healthcare information. And that's still a problem with ransom, where they're affecting the availability of the data or the integrity of the data. And those were the other two prongs that go with confidentiality. And so these attacks. That's why they feel different. Their impact in your ability to access the data, which in many cases can shut a business down. There have been headlines over the last couple of months. Some businesses that really were closed off for components of their business that were shut down, and it's because they didn't have their data or their systems, and then eventually they either found a way to recover them. Or perhaps in many cases, the speculation is they paid the ransom to get the data back, >>right. And of course, the problem with ever paying a ransom, um, is that you don't necessarily know you're going to get the data back. That you may just be encouraging them to hit you again. Eso paying the ransom is is not necessarily the best solution. And then then, in talking about this thing, turns out that in fact, not only may it not be the right solution, you may be breaking the law. This is a pretty interesting thing. I had no idea that there's really laws dictating, you know, I guess responding to a criminal threat. What? Where does that go? What's that from? >>Yeah, that's we've talked about this for a while. But it wasn't until about two weeks ago that some information was released from the Department of Treasury. So the idea here is that every not every country, many countries, the US among them have lists of countries and organizations that you can't do business with. So essentially a prohibited or sanctions list. And, as it turns out, many of the ransomware bad actors and Jeff is actually real name of one of them evil court. It sounds like a movie or a book, but that's one of the ransomware bad actors there on those lists. So if you get attacked by an organization that's on the list and you pay them. You have now completed a transaction with a prohibited entity and you're subject to potential sanctions. There was a lot written about this being a new law, or the US came up with this law, and that's not the case. The laws have been on the books for a while. It was the Department of Treasury, kind of issuing some guidance, just nudging people. Hey, by the way, you shouldn't be doing this and some of the research I've done a lot of countries have these laws. So while it's just the US that came out with this advisory, which was very public and certainly a big wake up call, these laws exist in a lot of other countries. So organizations really need to be prepared for what they're going to do if they get hit with the Ransomware attack. Not really counting on paying the ransom for the reasons that you said, Plus, it may be against the law. >>And just to make sure I understand you, it's against the law because you're effectively doing business by having a financial transaction with one of these, prohibited either organizations or they're in a prohibited country complete. >>That's correct Yeah, mostly about the organization, um, and then an interesting component of this and we won't get into too much of the weeds on the legal side. But the law is actually a strict liability. So that means it doesn't matter whether you knew or should have known that the entity was on a prohibited list. The mere fact of having that transaction makes you liable. And then the way that the the regulations are written, you can't get someone else to do your dirty work for you. So if you are facilitating that transaction anyway, you may be running afoul of those laws. >>Jesus. One more thing to worry about where you're trying to get business. You're trying to get your business back up and running, but specifically with with with ransomware and why it's different. I mean, there's been business continuity, planning forever. You know, you guys have backup and recovery solutions. Uh, you know, there's so much effort around that What's different here? Is it just because of the time in which you have to respond the availability of those backups toe to come back and get in production? What makes Ransomware so special from a business continuity perspective besides the fact that you're not allowed to pay him because it might be breaking the law. >>Ah, lot, You hit on a couple things there. So we've known forever that with D R. Disaster recovery One of the major things you're doing there is your replicating data quickly so that if you lose sight A you can pop up its site B With ransomware, you're replicating the corrupted data, so you lose that with backups. The bad guys know, just like you mentioned that if you have a backup, you could use that to recover. So they are more frequently now gathering their credentials and attacking the backup. So many cases we see the backups being deleted or otherwise destroyed. And that's really where we have focused with our power. Protect cyber recovery solution is creating a new, extra offline air gapped copy of the most critical applications. That's not going to be susceptible to the attack or the follow up attack that deletes the data. >>So let's jump into that a little bit, um, in a little bit more detailed. So this is a special solution, really targeted, um, as a defense against Ransomware because of the special attributes that ransom where, uh, e guess threatens threatens or the fact that they they also go after your backup in recovery at the same time, knowing you're gonna use that to basically lower the value of their ransom attack. That's crazy. >>Yeah, they're smart. You know, these these Attackers air smart. There's billions of dollars at stake. E think organizations like Evil Corp estimates are they could be making hundreds of millions of dollars. So they're they're not even small businesses. They're almost industries unto themselves. They have advanced tactics, They're leveraging capabilities, and they have. They have products, essentially. So when you think about your production data, your backups, your disaster recovery, those air, all in environments, that they're not accessible on the Internet. But that's where you're doing business. So there is access there. There's employees that have access, and the bad guys find ways to get in through spear phishing attacks, where they're sending emails that look like they're from somebody else and they get a foothold. Once they have that foothold, they can leverage that access to get throughout that production environment. They have access to that data, and they deleted with cyber recovery. What we're doing is we're creating a vaulted environment that's offline. They can't get there from from where they are, so they can't get access to that data. We lock it down, we analyze it, we make sure that it's good and then this happens automatically and day over day. So you've always got that copy of data. If your worst case scenario develops and you lose your production environment, that happens. You've got this copy of data for your most critical applications. You don't want to copy everything in there, but you can use to actually recover and that recover capability. Jeff is one of the pillars of a cyber security structure, so we focus a lot, kind of like you said before. What's different about these attacks? We focus a lot on protecting data and detecting bad guys. This is the recover capability that is part of all these frameworks, >>right? So there's a lot to unpack there before we get into the recovery. And kinda actually, why don't we just start there and then I want to get into the air gap because that's a great That's a great thing to dig in on the recovery what's kind of your targeted s l A Is it based on the size of the application? Um, is it based on on, you know, a different level of service. I mean, what is what is the hope? If I buy into this this solution that I can get my recovery and get back into business if I choose, not toe to pay these guys? What? What does it? What does that kind of look like? >>Most of the time, we're providing a product that our customers are deploying, and then we have some partners that will deployed as a service to, so the SLS may vary, but what we're targeting is a very secure environment, and you can look at how it's architected and think about the technologies. If it's properly operated, you can't get there. You can't get to the data. So the points that we're really looking at is how frequently do we want to update that data? So in other words, how much data can you afford to lose? And then how long will it take you to recover? And both of those? You can leverage the technologies to shorten those up to kind of your requirements. So loosely speaking, the in the shorter you make the time may cost you a little bit more money, a little bit more effort. But you can tighten those up pretty much what your requirements are going to be, >>right? Right? And then let's talk about air gaps because air gaps. That means something very, very specific. It literally means classically right, an air gap. There is a space in between these systems until electrons learn how to jump. Um, they're they're they're physically separated. Um, but that's harder and harder to do, right, because everything is now a P I based, and everything is an app that's based on a bunch of other APS, and there's calls and there's, you know, everything is so interconnected now. But you talked about something specifically said, an automated air gap. And you also said that you know, we're putting this data where it is not connected for some period of time. So I wonder if you could explain a little bit more detail how that works, how it's usually configured, um t to reintroduce an air gap into this crazy connected world. >>Yeah, it's kind of going backward to go forward in a lot of ways. When we're careful about the term, we'll use the term logical air gap because you're right, Jeff on Air Gap is there's a gap, and what we're doing is we're manipulating that air gap in a way that most of the time that data are are safe. Data are vaulted, data is on the other side of the air gap, so you can't get there. But we'll bring it up in air. Gap will logically enable that air gap so that there is a connection which enables us to update the data that's in the vault, and then we'll bring that connection back down. And the way that we've architected the solution is that even when it's enabled like that, we've minimized the capability to get into the vault. So, really, if you're a bad actor, if you know everything that's going on, you might be able to prevent the update. But you can't get into the vault unless you're physically there. And, of course, we put some controls on that so that even insiders are very limited what they can do if they get inside the vault and the A. P. T s, the advanced persistent threats. People who are coming from other countries. Since they're not physically there, they can't access that data. >>That's good. So it's on its off, but it's usually off most of the time, so the bad guys can't get across there. >>Yeah, and again it's It's important that even when it's on it za minimal exposure there. So you think about our triad, the confidentiality, integrity, availability. You know, we're blocking them from getting in so they can maybe do a denial of service type of attack. But that's it. They can't get into break into the vault and break things and destroy the data like they would in production. >>I want to shift gears a little bit gym, and I've I've gone to our essay, I think, for the last three or four years of fact, I think it was the last big live event we did in 2020 before everything came to a screeching halt. And, you know, one of the things I find interesting about the security industry is this one of these opportunities for cooperative Shin um within the security industry that even though you might work for a company that competes with another company. You know there's opportunities to work with your peers at other companies. So you have more of a unified front against the bad guys as well as learn from what's going on. Uh, with some of the other you know, people. So you can learn from the from the attacks that they're surfacing. There's interesting, uh, organization called Sheltered Harbor that it came across and doing research for this. You guys have joined it. It was basically it looks like it was built around 100 30. This this article is from earlier in the years. Probably groaning is from February 130 participating financial institutions, which collectively hold 72% of all deposit accounts and 71% of all U. S retail brokerage assets. It's a big organization focused on security, Del joined not as a financial institution but as a vendor. I wonder if you can share what this organizations all about. Why did you guys join and what? Where you see some of the benefits both for you as well as your customers? >>Yeah, there's a lot there, Jeff. I've been part of that process for a little bit over two years and kicked it off after we identified. Sheltered Harbor is an organization that we wanted to work with. So, as you said, founded by some of the banks and credit unions and other financial institutions in the US, and what's unique about it is it's designed to protect the U. S. Financial system and consumer confidence. It's not actually designed to protect the bank. So of course, that's an outcome there if you're protecting consumer confidence than it's better for the banks. But that's really the goal. And so it's a standards based organization that looked at the problem of what happens if a bank it's attacked, what happens to the customers. So they actually came up with the specifications, which follows so closely to what we do with cyber recovery. They identified important data. They built requirements, not technologies, but capabilities that a vault would need to have to protect that data. And then the process is to recover that data if an event occurred. So we talked to the team for a while. We're very proud of what we've been able to accomplish with them is the only solution provider in their advisory program, and the work that we've done with the power protect cyber recovery solution. We have some more news coming out. I'm not permitted toe announce it yet. It's pretty soon, so stay tuned, and it's just been a really great initiative for us to work with, and the team over there is fantastic. >>So I just one or two. If you can share your thoughts as as the role of security has changed over the last several years from, you know, kind of a perimeter based point of view and you know, protection and walls and, uh, firewalls and and and all these things which is completely broken down now to more of a integrated security approach and baking security into your data to your encryption to your applications, your access devices, etcetera and really integrating security more into the broader flow of product development and and delivery and and how that's impacted the security of the of the customers and impacted professionals like you that are trying to look down the road and get ahead of the next. You know, kind of two or three bad things that are coming. How is that security posture really benefited everybody out there? >>It gets a really difficult problem that we just keep working at it again. We don't have a goal, because if we're targeting here, the threat actors is a bad actors. They're gonna be here. I was reading an article today about how they're already the bad actors already employing machine learning to improve what they're doing and how they target their phishing attacks and things like that. So thinking about things like security by design is great. We have millions billions of devices, and if we start from the ground up that those devices have security built in, it makes the rest of the job a lot easier. But that whole integration process is really important to I mentioned before the recovery capability and protect and detect Well, if you look at the nice cybersecurity framework has five pillars that have capabilities within each one, and we need to keep focusing on our capabilities in those space, we can't do one and not the other. So we do multi factor authentication. But we need to look at encryption for our devices. We need to build from the ground up. We need to have those recover capabilities. It's just kind of a never ending process. But I feel like one of the most important things that we've done over the last year, partly driven by the changes that we've had, is that we're finally recognizing that cyber security is a business issue. It's not a nightie issue. So if your digital and your assets are digital, how can you confine this to a nightie group? It's It's the business. It's risk. Let's understand what risk is acceptable cover the risk that isn't and treated like a business process that it ISS. >>That's great, because because I always often wonder, you know, if you think of it as an insurance problem, you know, then you're gonna be in trouble because you can't You can't just lock everything down, right? You gotta you gotta do business. And you always think of the, you know, ships or safest, uh, at harbor. But that's not what ships are built for, right? You can't just lock everything down, but if you take it more of a business approach, so you're you're measuring investments and risk and putting dollar amounts on it. Then you can start to figure out how much should I invest in security because you can't spend ah, 100% of your revenue on security. What is the happy medium? How do you decide and how do you apply that investment where, you know, it's kind of a portfolio strategy problem >>it is. And and that's one of the areas that again my five years in the building, the practice we've seen organizations start to move to. So you want to protect your most important assets the best. And then there are things that you still want to protect, but you can't afford the time, the budget, the operational expense of protecting everything. So let's understand what really drives this business if I'm a law firm might be my billion and document management systems and health care. It's a electronic medical record and manufacturing the manufacturing systems. So let's protect the most important things the best and then kind of moved down from there. We have to understand what those systems are before we can actually protect them. And that's where the business really needs to work more closely. And they are with the I T teams with cyber security teams, >>right, and like, I like a lot of big problems, right? You gotta break it down. You gotta You gotta prioritize. You gotta, you know, start just knocking off what's important and not so overwhelmed by, you know, trying to protect everything to the same degree. This is not practical, and it's not not a good investment. >>That's exactly the case. And there's the ongoing discussions about shortage of people in the cybersecurity space, which there are. But there are things that we can do that to really maximize what those people do, get them to focus on the higher level capabilities and let the tools do some of the things that the tools air good at. >>Right. So, you know, you triggered one last point and we'll wrap on this, but I'll give you the last word. Aziz, you look forward. Two things like automation and two things like artificial intelligence and machine learning that you can apply to make those professionals more effective on automate some stuff. Um, how do you see that evolving? And does that give you big smiles or frowns as you think about your use of AI in a nml versus the bad guys, they have some of the same tools as well. >>They dio and look, we have to use those to keep up. I'll give you example with with power, protect cyber recovery. We already use AI and ML to analyze the data that's in our vault. So how do you know that the data is good? We're not gonna have somebody in the vault looking through the files by leveraging those capabilities. We could give a verdict on that data. And so you know that it's good. I think we we have to continue to be careful that we understand what the tools are. We deploy them in the right way. You can't deploy tool just to deploy honor because it's hot or because it's interesting that goes back to understanding the systems that we need to protect the risks that we can accept or perhaps cover with insurance and the risks that gosh, we really can't accept. We need to make sure that the business continues to operate here, so I think it's great. Um, the communities have really come together. There's more information sharing than ever has gone on. And that's really one of our big weapons against the bad actors. >>All right, Well, Jim, thank you so much for sharing your insight. I think your job security is locked in for the foreseeable future. We didn't even get into five G and I o t and ever increasing attack, surface and sophistication of the bad guys. So thank you for doing what you do and helping keep us safe. Keep your data safe and keeping our companies running. >>Thank you for the opportunity. >>Alright, He's Jim. Mom. Jeff. Thanks for watching the cubes. Continuous coverage of Dell Technology World 2020. The Digital Experience. Thanks for watching. We'll see you next time.

>> live from Mountain View, California. It's the queue covering definite create twenty nineteen. Brought to you by Cisco. >> Welcome back to the cave. Lisa Martin with John Barrier on our first day of two days of coverage of Cisco Definite Create twenty nineteen at the Computer History Museum in Mountain View, California. John Eyre. Please welcome to iniquitous and directors solutions, architecture and Devil Box from Liberty Technology. Tony, Welcome. >> How are you? >> Good, thanks for Thanks for having us tell our audience a little bit about liberty technology before we get into the community. What you doing your breakout session? >> Not a problem. The re technology is a company. Where? MSP company down in Griffin, Georgia. And so we handle a lot of a lot of clients are either public sector cities, all different types of all the different verticals. So well. And so do you have a client? A customer out there that needs needs an extra arm into it. We're there for them. >> So your basement of Georgia, Which means that how warm it is in here today Outside should be nothing for you right >> now. Tell me about >> well outside >> now, since there is no humanity I like it back home in few minutes, >> Californians were babies. >> Yeah, Joni, Public Sector. We've done a lot of interviews of public sector folks with their towns and cities, air, ground rules, municipalities, cities, their I t light. And then they don't have the Dev ops expertise, but clouds a perfect fit for them. But they have a lot of certain characters. Whether it's email is very ephemeral. People come and go, So getting people collaborating in these distinct user groups that have different roles and responsibilities is a challenge. How are you guys solving that? Because there's something I know you guys have worked on. There's a challenge that's only Republicans for enterprises do. How do you bring people that are distinct user populations that have an application or roll or use case into a collaborative, horizontally scaleable >> system? We show Be honest way. Go in there and we go in there and we discover as to what they're doing now, what are their pain points? What do they want? Change where they want to go and then we show them the collaboration started. We shone like what makes team's way? Show him all of the, uh, meetings room devices, things like that. And then not just on the collaboration side, but also if there helping with three, six, five their security than Rocky. That's how we bring. That's how we bring collaboration intothe public >> about the Cisco dynamic we've been covering definite create since it started. Definite. Now it's just go live couple years, seeing kind of a new vibe and new mojo going on with that within the Cisco ecosystem of actually coding stuff up, whether it's slinging AP eyes together or creating new ones. New capabilities. How is it changed the delivery in performance of the customers? Because this is not just your old school Cisco networking company. Yeah, they got APS. Things are connected. Date is moving from Point A to point B. All right, but he's kind of integration challenges. Kind of seamless program ability is the core theme here. What's your reaction? Thoughts on all this? >> No. >> Well, first off, this is my first definite create. I've been to other Siskel lives have not been too. Don't think great yet so so far, I'm enjoying this a lot. It's I like the tight niche, the community style of this of this event I'm sorry. Go back, >> Tio. Go live a little creations that are going on here. Very community already. Kind of be open source projects. Yeah, people talking to each other, a lot of hallway conversations. But it's a kind of a new kind of collaborative model that customers are now getting exposed to write. This is something >> new. I mean, it is. It's new, and I'm finding a lot times where a lot of customers and clients they've heard about it, but they don't know yet. So it's our job to actually get them to adopt to it and and also adapt to it as well. So it's almost like how we have our own like community here. For definite. It's almost how can we take that structure and show it to our clients >> and translation involved Kind of kind of taper down the excitement, maybe, or keeping up questions for you people watching that aren't here. A definite what's that? What's the vibe here? Like, what's some of the cools? Things you've seen and heard are something Well, the keynote was >> great either. Was amazing Kino how they actually showed how, especially with the Iraqi had when Mandy went while I was out there talking about from the small campus to the festival and to an actual >> there's a radio >> that was a great use of incredible, especially with like big Stadium and how John McDonough came out and showed about how there was a fight on the field with you. Yet no one saw it, but yet then, when they went through the actual demonstrate, the actual video were like, Oh, yeah, this's amazing how it's almost like it was like the minority report way. You're already >> exactly Dan. Yes, the data out there, >> all that data and they just machine learning A I just watching people, seeing what they're doing, kind of almost like predicting what they're going to do >> and every little bit, actually, a little bit. I agree with you. I thought they did a great job with that, Especially coming off the heels of Coachella and showing how they can enable Cisco enable developers for social folks to set up secure networks of different sizes and also be able to use in real time machine learning a eye to evaluate what's going on the offensive. And that was a very cool, real world example of what they showed. Leveraging machine learning, identifying. There's there's an issue here. There's an altercation. They surprised at a sports event, right? And deploying those. It has a lot security, many sports events, though I thought it was all that the security was just casually walking up to fight. That's another thing >> that you would slow >> down. But you don't know what >> you're right. >> And it is so many more etiquette rules now at events, whether it's, you know, hate crimes or just, you know, just violent language fights. Also, everyone sees those that write that events. But this actual now, surveillance tech out there. You know, you could tell the guys that how many beers he's had kicks in, You know, >> we're gonna have something where they can actually check out someone like Heat signature. They can't tell how >> much he's going to explode. Is the Red Sox going to blow the lead again? A. Having a good year? Well, you know, they wanted last year Yankee fans, so you would be off the charts now. Philly fans, a whole other story. I don't. Okay. My digress. You've >> got a breakout session. Sorry, John. A lightning session that's tomorrow Any time tomorrow. Tell us the title and what you're going to be talking about. >> Keisha, my title is orchestrate forty five percent. So >> we'LL just read the forty five percent correct Alright, Digging >> again tonight a little >> bit. I have a sly where we was actually Suzy. We actually did a presentation awhile back where she put up a slider, says where she talked about how fifty five percent of partners are creating APS and developing their own naps. So, way of liberty we saw that we were like, OK, what about the other forty five percent? So that's where that the idea came out too. Okay, let's I'll do a talk about how we orchestrate forty, forty five, forty five percent. So entails What I'm doing with that is that we actually have a platform called Consulate. Where there were that platform has the ability to integrate with multiple business processes. So we're connecting. We're integrating with connect allies with Iraqi doing eight about and so that I have it where that there'll be a trigger or Web hook from one my rocky cameras like emotion which will trigger which will create a ticket and connect allies so they can help out some help tasks service desk and then that which will also they get thrown into teams and click on the ticket and then also run commands and grab a snapshot from the camera. The right of the team's six teams >> fell by the Iraqi for a minute because we get a lot of hearing a lot of buzz about Muraki. It's not just wireless. It's not just what you might think it is, it seems to be connected tissue you meant. There's a great demo that added to she's showing around. They are with looking at network configuration. We're obviously to be connecting all of this together. What's your view on this? What's that? >> I for one, I love muraki. I run Rocky at home, so five the viol. Although the wireless is switching cameras and just that, it's it's one. Really. They have, like their own room platform that connects has all their devices connecting into the dashboard, and you could do so much with it that they're actually they're open up Now. The eyes, the web hooks this so much things that you can actually integrate with it. It's it's great, and it's the analytics that you get from it. >> And this is what you're talking about really about bringing these teams together through Webb Hooks for AP, eyes in through Morocco, the connected to direct and then allow the APS to be valuable, cross different groups >> very valuable, but then so that then you don't have it on. Engineer doesn't have have to touch different applications or devices. They get it all from one and from that one application, click and go to where you need to get got. >> So we're only on halfway through Day one of your first up that crate. But it sounds like you've already been exposed to so many things that I could see the wheels turning us without anticipating that you're going to be able to bring back to liberty. And that will really help drive. What you guys doing driving forward toward that customer engagement only, eh? Educate >> well, since it is, you know, it's like half day already on day one. There's still so much to see here. There's so much to see about Coyote. There's a bunch of workshops here about form Iraqi and the AP ice, which I want to join in and see what I can take out of that and bring it back. Um, you know, there's a bunch of stuff get on. So I want to gather all that and just be a sponge and then bring it back to liberty and say, Hey, this is what we can do. How can they fit into our business model? >> Awesome. Well, Tony, thank you so much for stopping by and talking with Jonah me on the program this afternoon. We appreciate it. Best of luck in your lightning session tomorrow as well. >> Thank you so much >> for John Ferrier. I'm Lisa Martin. You're watching us on the Cube. Live from Cisco. Definite great. Twenty nineteen. Thanks for watching. >> No.

(techno music) >> Live, from Washington DC, it's theCUBE. Covering AWS Public Sector Summit, 2018. Brought to you by Amazon Web Services and its ecosystem partners. >> Okay, welcome back, everyone, this is the live CUBE coverage here in Washington DC for AWS Public Sector Summit 2018. This is the, kind of like the reinvent for Public Sector. I'm John Furrier, f my co-host Stu Miniman, our next guest is Hardik Bhatt, Smart Cities Vertical Lead for Amazon Web Services, been a former CIO, knows the state and local governments cold. This is a very key area around Internet of Things and technology with cloud, because smart cities have to do not only technology roll outs for some of the new capabilities, but all manage some of the societal changes, like self-driving cars and a variety of other things, from instrumenting sensors and traffic lights and video cam ... I mean, this is a little, just a little ... Welcome to theCUBE. >> Thank you very much, John. Good to see you, Stu, good morning. Looking forward to having a great conversation. >> So, smart cities obviously is really hot, but we love it, because it brings life, and work, life, and play together, because we all live in towns, and we live in cities, and the cities provide services to the residents, transportation, sidewalks, and things that we take for granted in the analog world. Now there's a whole digital set of services coming big time. So, are they prepared? (laughs) It used to be buy a mainframe, then move it to a minicomputer, get a Local Area Network, buy some PCs, buy some network tablets, now the cloud's here. What's your assessment of the smart cities landscape for state and local governments? Because it really is something that's on the front burner, in terms of figuring it out. What's the architecture? Lot of questions. What's your, what's the state of the union, if you will, for-- >> You know it has been, like, how the governments have been for many years, right? Governments exist so that they can provide better services, they can provide better quality of life, they can create an environment where businesses thrive, jobs can be created, education can be given, and you can build a workforce and talent, et cetera. And smart cities is just, I'd say, a trend where, you know, you're using multitudes of technology to kind of help the government get its mission accomplished in a smoother, faster, better, cheaper manner. And a lot of times, I've seen, because how smart cities movement started a decade ago, we kind of compare smart cities with the Internet of Things or the sensors, but smart cities is much more than just the IoT, or the Internet of Things, I mean if you're talking about creating a new stream of data that is real-time, whether coming in from sensors, coming from video, you already as a government, I used to be a CIO for the City of Chicago, we used petabytes of data that was already sitting in my data center, and then there's also this whole third-party data. So smart cities is a lot about how do you as a city are aggregating this different sources of data and then making some action from it, so that ultimately, going back to the city's priorities, you are giving better public safety, or you're providing better public health, or you're providing better education or you're providing, better providing government services. So that's what we are seeing. Our customers are, when we say smart cities, they jump right into, "What problems are you solving?" And that, to me, is the core for Amazon, core for Amazon Web Services. We want to know our customers' problems and then work backwards to solve them. >> What are some of the problems right now that are low-hanging fruit? Because obviously it's an evolution. You set the architecture up, but ultimately governments would love to have some revenue coming in from businesses. You mention that. Education is certainly there. What are some of the challenges there? Is it pre-existing stuff, or is it new opportunities? What are some of the trends you're seeing for use cases? It is actually both pre-existing stuff that they are trying to solve, as well the new stuff, the new opportunities that are getting created, because the technology is much different than what it used to be 10 years ago. The cloud, especially, is creating a lot more new opportunities, because of the nimbleness it brings, the agility it brings. So, in transportation side, we are seeing on one hand, multiple departments, multi-jurisdictional, so state transportation department, as well as a local transportation department, working together to create kind of a virtual information sharing environment or a virtual command center, so that they can detect an accident, a traffic incident, much quicker and respond to that, because now they can aggregate this data. And they're also now adding to that some public safety information. So whether it is a police department, fire department, EMS, so that they can address that incident quickly and then not only clear the traffic and clear the congestion, or reduce the congestion time, but they can also address the, any public safety issue that may have arisen out of that incident that has happened. So, the Department of Transportation, the USDOT, through the Federal Highway Administration, has been giving out $60 million worth of grants to six to ten recipients. The grant, this year's grant period, just closed on Monday, and we worked with multiple customers who are looking to kind of respond to that. So on one hand, it is that. So this is an age-old problem, but new technology can help you solve that. On the other hand, another customer that we worked with is looking for on-demand micro-transit solutions. As you can see, all the ride-sharing applications are making easier to jump in a car and move to one place to the other. It is causing a dip in transit ridership. So the public transit agents, they are looking for solutions to that. So they are looking at, "Can we build an on-demand microtransit "so you can pool your friends and jump into a transit van, as opposed to a private car?" And then you can go from point A to point B in a much more affordable manner. So they are looking at that. On the public health side, you know, we have the DC Benefits Exchange, Health Benefits Exchange, is on AWS, and they have seen significant savings. They have seen $1.8 million of annual savings because they are using cloud and cloud services. On the other hand, you have State of Georgia, which is using Alexa. So they have built Alexa Skills where you can ask, as a resident of State of Georgia getting SNAP benefit, the Supplemental Nutritional Assistance, the food-stamp program, you can say, "Alexa, what's my SNAP balance?" So based on the answer then, based on the balance you know, you can plan your, you know, where you're going to use that money. So we are seeing large volume of data now coming on the cloud where the governments are looking to move kind of the needle. We are also seeing this nimble, quick solutions that can start going out. And we are seeing a lot of driver behind the innovation is our City on a Cloud challenge. So we have seen the City on a Cloud winners, since last so many years, are kind of the ones who are driving innovation and they're also driving a lot of collaboration. So I can, there are three trends that I can jump into as we kind of talk more. >> Yeah, it's interesting. I think back a decade ago, when you talk smarter cities, you'd see this video, and it would look like something out of a science fiction. It's like, you know, "Oh, the flying taxi'll come, "and it will get you and everything." But what I, the stories I have when I talk to CIOs in cities and the like, it's usually more about, it's about data. It's about the underlying data, and maybe it's a mobile app, maybe it's a thing like Alexa Skills. So help us understand a little bit, what does the average citizen, what do they see? How does their, you know, greater transparency and sharing of information and collaboration between what the agencies are doing and, you know, the citizenship. >> I think that's a great question. I mean that is what, as a former CIO, I always had to balance between, what I do creates internal government efficiency, but the citizens don't feel it, don't see it, they don't, it doesn't get in the news media. And on the other hand, I also have to, to my governor, to my mayor, to the agency directors, have to give them visible wins. So, I'll give you an example, so City of Chicago, back in the day, in 2010 when I was the CIO. We did a contract with our AWS, currently AWS Partner Socrata, to open up the data. So that was kind of the beginning of the Open Data Movement, and eventually, I left the city, I went work for Cisco, and the city government continued to kind of build on top of Socrata. And they build what they called the Windy Grid, which is basically bringing all of their various sets of data, so 311, code violations, inspections, crime, traffic, and they built an internal data analytics engine. So now, agencies can use that data. And now, what they did, two years ago, they were one of the City on a Cloud Challenge winners, and they, Uturn Data Solutions is our partner that was the winner of that, and they built Chicago Open Grid. So they basically opened that up on a map-based platform. So now as a citizen of Chicago, I can go on Chicago Open Grid, and I can see which restaurants in, surrounding my area, have failed inspections. Have they failed inspection because of a mice infestation, or was it something very minor, so I can decide whether I want to go to that restaurant or not. I can also look at the crime patterns in my area, I can look at the property values, I can look at the education kind of quality in the schools in my neighborhood. So, we have seen kind of now, and it's all on AWS cloud. >> This open data is interesting to me. Let's take that to another level. That's just the user side of it, there's also a delivery value. I saw use cases in Chicago around Health and Human Services, around being more efficient with either vaccines, or delivery of services based on demographics and other profile, all because of open data. So this brings up a question that comes up a lot, and we're seeing here is a trend, is Amazon Web Services public sector has been really good. Teresa Carlson has done an amazing job leaning on partners to be successful. Meaning it's a collaboration. What's that like in the state and local government? What's the partner landscape look like? What are the benefits for partners to work with AWS? Because it seems obvious to me, it might not be obvious to them. But if they have an innovative idea, whether it's to innovate something on the edge of the network in their business, they can do it, and they can scale with Amazon. What is the real benefits of partnering with AWS? >> You hit a key point on there. Teresa has done a fantastic job in customer management as well as building our partners. Similarly, we have a great leader within the state and local government, Kim Majerus. She leads all of our state and local government business. And her focus is exactly like Teresa: How can we help the customers, and also how can we enable partners to help customers? So I'll give you and example. The City of Louisville in Kentucky. They were a City on a Cloud winner, and they, basically what they're building with a partner of ours, Slingshot, they (laughs) get, I was, I used to be in Traffic Management Authority, back in my days, and we used to do traffic studies. So, basically, they send an intern out with clicker or have those black strips to count the number of cars, and based on that, we can plan whether we want to increase the signal timing on this approach, or we can plan the detours if we close the street, what's the, and it's all manual. It used to take, cost us anywhere from 10 to 50 thousand dollars, every traffic study. So what Louisville did with Slingshot is they got the free Waze data that they get gives all of the raw traffic information. Slingshot brought that on to a AWS platform, and now they are building a traffic analysis tool, which now you can do like a snap of a finger, get the analysis and you can manage the signal-approach timing. The cool thing about this is, they're building it in open source code. And the code's available on GitHub, and I was talking to the Chief Data Officer of Louisville, who's actually going to be speaking at this event later today. 12 other cities have already looked into this. They've started to download the code, and they are starting to use it. So, collaboration through partners also enables collaboration amongst all of our customers. >> And also, I'd just point out, that's a great example, love that, and that's new for me to hear that. But also, to me the observation is, it's new data. So being able to be responsive, to look at that opportunity. Now, it used to be in the old world, and I'm sure you can attest to this, being a CIO back in the day, is okay, just say there's new data available, you have to provision IT. >> Oh my God, yeah. >> I mean, what, old way, new way. I mean, compare and contrast the time it would take to do that with what you can do today. >> It's a big, huge difference. I'll tell you as the CIO for the State of Illinois, when I started in early 2015, in my first performance management session, I asked my Infrastructure Management Team to give me the average days it takes to build a server, 49 days. I mean, you're talking seven weeks or maybe, if you talk, 10 business weeks. It's not acceptable. I mean the way the pace of innovation is going, with AWS on cloud, you are talking about minutes you can spin up that server. And that's what we are seeing, a significant change, and that's why Louisville-- >> And I think you got to think it's even worse when you think about integration, personnel requirements, the meetings that have to get involved. It's a nightmare. Okay, so obviously cloud, we know cloud, we love cloud, we use cloud ourselves. So I got to ask you this could, City in a Cloud program, which we've covered in the past, so last year had some really powerful winners. This has been a very successful program. You're involved in it, you have unique insights, you've been on both sides of the table. How is that going? How is it inspiring other cities? What's the camaraderie like? What's the peer review? Is there a peer, is there a network building? How is that spreading? >> That is actually enabling collaboration in a significant manner. Because, you know, you are openly telling what you want to do, and then you are doing that. Everybody is watching you. Like Louisville is a perfect example where they built this, they're building this, and they're going to share it through open source code to all the cities. 12 is just the beginning. I'd not be surprised if there are 120 cities that are going to do this. Because who doesn't want to save two hundred, three hundred thousand dollars a year? And also lots of time to do the traffic studies. Same thing we have seen with, as Virginia Beach is building their Early Flood Warning System. There are other cities who are looking into, like how do we, New Orleans? And others are looking at, "How do we take what Virginia Beach has built? "And how can we use it for us?" And yesterday, they announced this year of the winners that includes Las Vegas, that includes LA Information Technology Department, that includes the City of Philadelphia, and I've been in conversations with all of the CIOs, CDOs, and the leaders of these agencies. The other thing, John, I have seen is, there's a phenomenal leadership that's out there right now in the cities and states that they want to innovate, they want to collaborate, and they want to kind of make a big difference. >> Hold on, hold on, so one more question, this is a really good question, want to get, follow-up on that. But this, what you're talking about to me signifies really the big trend going on right now in this modern era. You've got large cloud scale. You have open source, open sharing, and collaboration happening. This is the new network effect. This is the flywheel. This is uniquely different. This kind of categorizes cloud. And this wasn't available when IT systems and processes were built, 20, 30 years ago. I mean, this is the big shift, you, I mean do you agree? >> Absolutely, this is the big shift, the availability of the cloud, the ubiquitous nature of mobile platform that people have. The newer way of, like, the natural language processing, use of Alexa is becoming so prevalent in government. I mean, in City of Chicago, 50% of the 311 calls that we used to get in 2010, 3 1/2 million of those were informational in nature. If I could offload that on to my Alexa Skills, I can free up my workforce, the 311 call-takers, to do much better, higher-level, you know, call-taking, as opposed to this. So you're absolutely right. I've seen the trends we are seeing is, there is lots of collaboration going on between the governments and partners. I'm also seeing the governments are going at modernization from different points based on their pain points. And I'm also seeing a definite acceleration in modernization. Government, because the technology, AWS, the cloud, our services that we are seeing. And the pace of innovation that AWS brings is also enabling the acceleration in governments. >> Yeah, to help put a point on the, on the conversation here, there's been for years discussion about, "Well, what is the changing role of the CIO?" You've sat on that side of the table, you know, worked with lots of COs, what do you see is the role of the future for the CIO when, specifically when you talk state and local governments? >> I would say CIO is the kind of has to be an enabler of government services. Because if I go back to my city days and working with a mayor, or my state days, working with a governor, at the end of the day, the governor or the mayor is looking at creating better quality of life, providing better health, better education, better safety, et cetera. And CIO is kind of the key partner in that metrics to enable what the governor, what the mayor, the agency directors want to do. And because now data enables the CIO to kind of quickly give solutions, or AI services, Alexa and Polly and Rekog ... All of these things give you, give me as a CIO, ability to provide quick wins to the mayor, to the governor, and also very visible wins. We are seeing that, you know, CIO is becoming a uniquely positioned individual and leader to kind of enable the government. >> All right, thanks so much for comin' on theCUBE. Love the insight, love to follow up. You bring a great perspective and great insight and Amazon's lucky to have you on the team. Lot of great stuff goin' on in the cities and local governments. It's a good opportunity for you guys. Thanks for coming on, appreciate it. >> Thank you very much. >> It's theCUBE live here in Washington DC for AWS, Amazon Web Services Public Sector Summit, I'm John Furrier, Stu Miniman, again second year of live coverage. It's a packed house, a lot of great cloud action. Again, the game has changed. It's a whole new world, cloud scale, open source, collaboration, mobile, all this new data's here. This is the opportunity, this is what theCUBE's doing. We're doin' our part, sharing the data with you. Stay with us, more coverage from day two, here in Washington, after this short break. (techno music)

>> Announcer: Live from Atlanta, Georgia, it's theCUBE, covering IFS World Conference 2018. Brought to you by IFS. >> Welcome back to theCUBE's live coverage of IFS World Conference here in Atalanta, Georgia. I'm Rebecca Knight, your host along with my co-host, Jeff Frick. It is late in the day here, the reception is about to start, the drinks are flowing, but we are still interviewing guests, and we've got a great panel right now. Joining us is Scott Helmer. He is the Senior Vice President at the Aviation and Business Defense Unit at IFS, and Henry Canaday, who is a contributing editor at Aviation Week. Thank you both so much for joining us. >> Thanks for having us. >> I wonder if you could walk our viewers a little bit through the idea, where does aviation and defense sit within the IFS business strategy? >> I'm happy to answer that. I think our new CEO of IFS, Darren Roos, has been very clear that there are three things that IFS will be best at. Number one, we will be best at mid-market ERP in those vertical markets that we care about. We will be number one in field service management. And we will be number one in maintenance management solutions in aviation and defense. So aviation and defense is one of the pillars on which IFS's strategy is currently based, and we have formed a global business unit inside of IFS that is specifically responsible, it's a 300 person strong team that is responsible for distributing a comprehensive portfolio of A and D solutions to the A and D market globally. >> What are the some of the biggest challenges that you're setting out to solve for your customers? >> Also a good question. We address the full range of management solution capability across A and D. So whether you're an operator in commercial or defense sector, or whether you're an inservice support provider, we provide solutions and support, all of your MRO capabilities, some of your performance-based logistics requirements, some of your supply chain requirements. Basically leveraging the core processes that IFS is differentiated around. Those being manufacturing, asset and service management, supply chain and project management. >> What's special about aviation and defense that's not been marketed or service delivery, which captures a lot of industry verticals, but the fact that you guys got carved out as a separate vertical, what are some of those unique challenges? >> What is chiefly unique about aviation and defense is the overall complexity in the marketplace. You're talking about very very complex capital intense of mobile assets, where managing the maintenance obligations in order to maintain the availability of the aircraft is under the scrutiny of compliance and is required to be done efficiently, without compromising safety. >> Not to mention the fact, your assets are flying all over the world, so they might not necessarily be able just to roll into the maintenance yard at the end of a bad day. >> And they're large and expensive, that's for sure. >> (laughs) Large and expensive. >> Henry, you've been covering the aviation industry for more than 20 years now. What do you see as the biggest trends, biggest concerns that a company like IFS is trying to grapple with right now, in terms of servicing its clients? >> Well the interesting thing about the airline industry is that it technically in many areas it's extremely advanced and very fast moving industry. In selling tickets, the industry has been going through a continual IT revolution for the last 20 years. Things like giving you notices about when your planes arrive and stuff like that. Very fast moving, changing all the time. But this is stuff, it's just money. There's no safety involved, so they can take chances, if they get it 99% right, they make enough money, they can solve the one percent errors. The problem with maintenance is it's messy, it's complex as Scott says. It's also safety critical. They can't screw it up one tenth of one percent of the time. They've been very, very cautious and very, very slow, and they look sluggish and stagnant on the maintenance side. But fortunately, now, especially the U.S. airlines are making some good money, so there's actually an opportunity for companies like IFS to come in here and really reform the maintenance program. >> We cover a lot of autonomous vehicle shows. Autonomous vehicles are coming. Obviously, a big element of autonomous vehicles will ultimately be safety. One of the things that comes up over and over again, if you look at the number of accidents, the fatalities that happen on our streets, compared to what happens in aviation, if a week on the streets happened at a week in the aviation industry, the planes would be shut down. >> Scott: There'd be no aviation. >> The threshold that you guys have to achieve in terms of safety is second to none. I don't know if there's anything even close, especially in terms of volume of people, and then, oh by the way, everyone globally is getting richer, so the amount of passenger flow. I don't know if you can speak to that in terms of the growth of passenger miles, I imagine is the metric, continues to explode. >> You've had basically 18 straight years without a fatal crash by a major American airline. That's unheard of, that's unheard of. We used to have one crash a year up till around 2000. Every time somebody annoys me with customer service in an airline, I think of this, they're doing the important stuff right, so I don't care. (laughs) >> Very well. >> Right. >> And, then do you think the efficiency, right? At least here domestically, I always think of Southwest, 'cause they were the first ones that really had fast turns, and they raced to the gate, they raced back out of the gate, in terms of really trying to get the maximum efficiency out of those assets. The pressure there, in translating to the other airlines is pretty significant to make sure you're really getting a high ROI. >> That's absolutely right. Again one of the levels of complexity that we were discussing. Certainly airlines are being forced to finally introduce some change into their maintenance operations, as the increasingly complex assets are part of the re-fleeting, as that faster traffic continues to grow. It's about both achieving greater efficiency in maintenance operations, not only without compromising safety, but ensuring the availability of that asset. Because revenue dollars still matter greatly, and those assets are your revenue producing assets that an airline has. >> Can you describe your approach in terms of of how you work together with your clients, the airlines, in terms of developing new products and new features. >> One of the unique characteristics about aviation and defense is not only the size of the client, but the length and duration of the relationships. So, we have a long and rich history, both at IFS and through the acquired MXI technologies, of working with our partners in their programs over the very long term. As much as we have domain expertise and a sizable team of domain experts inside of our business, we're able to recognize our partners that are visionaries in the industry, and we have established multiple levels of collaboration to involve them in the shaping of solution capability to support their businesses going forward. We are just launching today two new planning applications that were not only being launched with American Airlines and LATAM Airlines respectively, but were co-developed with subject matter experts at each. So they're tremendously valuable inputs into shaping our vision of what solutions are going to best drive business value for our customers over a very long relationship horizon. >> So, what have you unpack at MXI acquisition, what did that give you that you didn't have before and what's the total solution now? >> Certainly, I joined IFS through the MXI acquisition. I was previously it's Chief Operating Officer. MXI was focused on best of breed MRO capability for both defense and service port providers, as well as commercial airlines. In combining with IFS, that had a rich history in A and D, we now have the most comprehensive solution portfolio available on the market today. We are the only vendor that can provide best of breed capability, integrated into an end to end enterprise landscape, and we've got the team of subject matter experts or domain experts that are capable of delivering that value, not just the product, but the solution to the customers across all the segments of A and D. >> Just to be clear, your defense is more than aviation. I saw a military truck over on the expo hall, so it's assets beyond just airplanes when it comes to defense. >> Correct, we support on the defense side of things. We support multiple platforms, whether they're fighter jets, whether they're cargo carriers, whether they tanks, whether they're ships, we support for the operators, the offset optimization, performance based logistics, security, et cetera. For the in-service port providers, we similarly support supply chain requirements, MRO requirements, et cetera. >> Henry, as you look forward, you've been covering this space for a while, what are some big, new things coming down the road in the aviation industry that we should be looking for, 'cause we haven't seen a lot of big things from the outside looking in. I guess we had the next generation fighter planes, and then we had obviously the A380 and the 787 on the commercial side. What's new and coming that you're excited about? >> Well, technology changes slowly in commercial aviation, because of the safety aspect. The big, new things are the new aircraft, the 787 and the A350. They are really new generation aircraft, lot more composites, plastics if you will. They're using that instead of aluminum. The other things that's happening is additive manufacturing, this whole printing parts. That's real big, and I've been telling everybody the new Boeing 787 has two printed parts, one made by GE, $120 billion a year. The other made by a company called Norsk Titanium, with 140 people coming out of Norway, which is not exactly the center of innovation in aerospace programs. >> Jeff: With a printed part, like a 3D printed part? >> Yeah a printed part. Those are the two big changes in the aircraft. I mean, customers aren't going to see it, but these planes are now made largely of plastics and the metal parts are going to be more and more printed. Much more efficient way, lighter aircraft, less fuel use, more efficient, less environmental effects, etc. That's a big deal. More important than a huge airplane. >> Right, well I can imagine, we hear about the impacts of 3D printing. I haven't really seen it yet, but this vision where your ability to print parts on demand will have significant impacts on supply chains and inventory and huge, huge impacts down the road. >> And the airline industry is the most demanding. They've go to go through really massive proofs of concept and proof of materials, and it's starting to happen. >> Henry, what would you say is the most important area that IFS should focus on. If they can solve one problem in the airline industry, what do you think it should be? >> Availability would be one. Just aircraft availability, that's what. The airlines are concerned about two things. Dollar cost per flight hour to maintain and what they call a technical dispatch reliability. They want to get that plane launched 99.99% of the time. Get rid of the unpredictive maintenance problems. Schedule everything, make it quick, I want to get the planes off on time. >> It's amazing that unscheduled maintenance, regardless of industry, still continues to be such a bug-a-boo to productivity and profitability. It's one of these things that just has huge impact. >> I would completely agree with Henry. I think asset availability is the number one focus for commercial operators. Our focus has certainly been around trying to remove the impacts of unscheduled maintenance. One of the applications that we launched today allows you to react very, very quickly to unplanned or unscheduled maintenance events, and to do some what-if modeling, so that you can implement the best plan for your fleet, in order to maximize the availability of that asset. Not just in terms of bolstering or producing a better plan. We're attempting to do that even with line planning, where we're adjusting the traditional planning perimeters away from what must be done to what should be done in order to maximize the availability of that aircraft. Of course, as Henry said, everybody's focused on faster, tighter turnaround times. All of our software is designed to try and drive tighter turnaround times and greater efficiency. >> What percentage is scheduled versus predictive versus prescriptive? Maintenance. >> I think it varies by airline. The great majority of maintenance is scheduled, I mean, there's no doubt about that. They put these aircraft down for a week or a month. It's a massive amount of money. It's not the amount of maintenance, it's when unscheduled maintenance happens, it really throws things off. It may only be one or two percent of the maintenance tasks are unscheduled, but that's what throws the aircraft off the schedule. That's what leaves passengers sitting in the departure lounges, ticked off. Not getting there till the next day or the next week, whenever, so it's a very, very small percentage, these unscheduled maintenance events, but it's crucial to the airlines' economics. >> Exactly. Crucial to our itineraries, as well, as the economics. Exactly. >> Making sure that the airlines continue to do what they do best, which is get us from place A to place B. >> Precisely. Well, Scott Henry, thank you so much, it's been a really fun conversation. >> I enjoyed being here, thank you. >> Jeff: Thank you. >> Thanks, Henry. >> Thanks. >> We will have more from theCUBE's live coverage of IFS World Conference just after this. (digital music)

>> Announcer: Live from Orlando, Florida. It's theCUBE, covering Grace Hopper's Celebration of Women in Computing, brought to you by Silicon Angle Media. (bright music) >> Welcome back to the Cube's coverage of the Grace Hopper Conference here in Orlando, Florida. I'm your host Rebecca Knight. I'm joined by Ayanna Howard. She is a professor at the Georgia Institute of Technology and also Chief Technology Officer at Zyrobotics. >> Thank you. >> Thanks so much for joining us. >> Thank you very much for having me. >> So start to tell our viewers a little bit about Zyrobotics. I know it was a spin-off of your research that you were doing at Georgia Tech. >> Yeah, so interesting enough Zyrobotics, so at Georgia Tech I focus on working in technologies, robotics for children with special needs. Primarily children with motor disabilities, cerebral palsy for example, children with autism. And so one of the things as we had developed was the ability to access computing technology because I was running robot programming camp. So I was running camps for all children, so an inclusive camp and I had typical children and children with special needs, and what happened was people kept asking me, "Oh, can we take this home?" It was like, "Yeah, no, (laughing) "that's got to stay in the lab, sorry. "But you can bring your kid back." And so the company really came out of trying to commercialize that special technology that allows inclusiveness for kids in this kind of STEM education. So that's how Zyrobotics came about. >> So talk a little bit about the technology. What does it do? How does it help kids with these different learning needs? >> So imagine you have a child who has motor limitation, and if you look now, so much is on tablets. Tablets, smartphones, even education. And if I have a motor disability, have you ever tried swiping with your fist? Right, or even if you're an older adult, and taking your finger, and if you have a tremor, like moving things around, so this is very difficult. And yet that is the way the technology is made, which isn't a service. It's just not made for everyone. And so what we've done is we've created these devices, very fun, think of it as a stuffed animal, that allows you to, if you want to stomp, if you want to do your finger, if your access point is in your foot, and you just tap your foot, it allows you to interact with the different educational apps. But what we found is that typical kids also like (laughing) playing with the toys. >> Rebecca: Right, right, right. >> So it's like, oh what is this? This is interesting. And so that's why it provided this nice blend of kids of any ability the ability to access these educational apps. So but you also are a full-time professor at Georgia Tech, and you run a traineeship in healthcare robotics. Tell our viewers a little bit more about that. >> Yeah, so I run a program called ARMS, so it's funded by the National Science Foundation. And what I've found is, a long time ago, the way that we were training our computer science students, our engineering students in robotics was typically I would say ad hoc. So I'd have a student, and they were like, "I'm interested in healthcare robotics." And I would call up my clinician friend and say, "hey, can we do an observation?" And my student would go there and basically shadow a therapist or a doctor for the day. And then they go back. And so this is what I was doing. And I found out that most professors who had students in healthcare-related activities were doing the same thing. And I was like, wait, hold it. This sounds like it's more than just me. Maybe we can formalize this a little bit more. And so the trainee-ship program actually takes roboticist students and immerses them in the medical side. And so for example this past summer, they spent the entire summer over in the clinic and the hospital watching surgeries, I mean actually scrubbing up, following patients, understanding what is Parkinson's and how do you do assessments. And so they were fully immersed as if they were medical resident students, or resident person in the clinic. And what happens is, then, and this is all in their first year, they come back into their studies, and now they understand, "okay, if I'm designing "this technology, what does it mean "if I'm designing for someone who's recovering from stroke? "What does that really mean?" And they have a vision of the patients, not just their own, I mean, they have a real vision of Mister Joe, that they've worked with and how he might have struggled with some concept and what they're doing can actually enable. And so it gives engineers, scientists, roboticists that power. >> And the empathy to really understand how it will be used. >> Yes, and understand that and not build or design in a box, which is really unfortunate that sometimes we do that. We design based on our own beliefs, not taking into account that there are other users and you are not the user, necessarily, of your own technology. >> So I want talk a little bit about this conference. This is your third Grace Hopper Conference. What does it mean to you to be here, and what do you get out of it? Are you here for Zyrobotics? Are you here for Georgia Tech? >> I am here for women in computing. And so it's actually not linked to a specific company or an organization. It's the fact that I feel a responsibility, they call me a role model, but- >> Rebecca: We're going to go with it, we're going to go with it. >> We're going to go with it. (laughing) I mean, I had a lot of mentors growing up. Not many were women. It's only at my later age that I've actually met some great, great women mentors. And so I feel a responsibility to come to Grace Hopper and just talk, share my experiences, sometimes be vulnerable and open to the trials and tribulations, but then the pure joy you get from staying in the field and the pure joy you get from actually impacting the world with your mind, with your technology, with your stuff. And I think it's amazing how, to be here and see all these young ladies, both students and older, well-established women leaders, and say, "yeah, we got this. "We can change the world with our power." >> So we're really at this inflection point in technology where problems, the biases, the barriers that have kept women from progressing, from first of all getting into the field and also progressing, are really front-page news. And sort of the problems that women have faced in the industry, the sexism, is really being talked about. But is that a good thing in the sense, I mean, yes, it's one thing to get these problems out there, but are we also discouraging women because it's showing women how tough it is to be in this industry and this bro-grammer culture? >> I think it's a two-edged sword. So in one instance, these things were happening anyway. And if you actually look at retention, which is surprising, retention of women who've been in the computing field for a longer period of time, a lot of them were dropping out. It's like, wait, hold it. You got through the pipeline, what happened? And so we all knew a lot of this stuff was going on. We have first-hand experience with it. And so the conversation now is letting everyone know about it. And I think that's how anything happens. It's that others are like, "I didn't realize." others start empathizing. "I didn't realize that this is what you were "going through. "What can I do to help?" Even if they are not necessarily a woman or a minority. And so I think what happens is by having that conversation, it makes everyone aware of it so that things can start changing. It's a negative, the fact that maybe young women are like, "oh, I don't want to go through that." I think by having role models that are like, "hey, yeah, that's what it's like, "but guess what, I'm running the company. "I'm the CEO, and so imagine what it'd be like "if you come in now that the conversation is open "versus what I was going through "when nobody was talking about it." We didn't have anyone to say, "hey, can you help me? "I just need some assistance, just to talk about something." Now you can, you can be open about it. >> So what is your advice? I mean, we know that the numbers are bleak. Tech is comprised of 25% women, 15% in leadership positions. For black and Latina, it's abysmal. What do you tell your students about this industry? >> So I tell my students, one is, if you want to change the world, and usually students that take my course and work with me are ones that want to have an impact with their minds and their technology, and so my thing is if you want to change the world, computer science, engineering is the only way that you can because the world is based on you and your technology. And in fact, if you don't, I put in the guilt, if you don't get involved in this, then the world is not going to change. And your kids' kids will have to live in this world that you have. So it's really your responsibility (laughing) to get into this space. >> The guilt is good, that's good, yeah. >> It is, for women, guilt is really good. >> I know, it's powerful, so powerful. >> Yeah, yeah. >> I want to talk a little bit about funding because I know that your trainee program, it's partly funded by the National Science Foundation. So funding is such a hot topic here, and whether you're a female entrepreneur who's trying to get money for your idea or you're a scientist trying to fund your research, tell us a little bit about the landscape, what you're seeing, what you're feeling. >> I would say that government funding, so the National Science Foundation, I would say NIH, there is more equality in the representation. >> Rebecca: There is more equality. >> It's not 50-50. But you have a fighting chance, right? I would argue, though, that in the startup world, you need to go for government funding and non-profits that may be angels because honey, VCs are not going to look at you. I truly believe that, and being a startup company, I talked to a lot of women entrepreneurs who have broke in the VC field, and they tell me basically how many frogs they had to kiss, you know? And so I think that landscape has not changed as much. But I think funding as a scientist for government grants, I think it's more, it's not fair, but it's more equal because in government, it's okay for you to say, as a program manager, "hey, something's wrong here." Because the government represents the population. So it's okay as a program manager to say that. I don't know that it's as safe to say that as a VC, like, "hey, our company portfolio doesn't look "like the rest of America." >> Right, right. So your advice there for female entrepreneurs or female researchers trying to get money is to go first to either angels or the government. >> I say that will help you keep your company alive. But you still have to kiss a lot of frogs. You still do. And eventually you will find a frog that turns into a princess and will fund you. But if you think about, how do you survive through this company and how do you keep it to the next levels, you go through any type of funding resource that you can. And so if the angel funding world in terms of government, it's not a guarantee, but it's easier, grab that, non-diluted, by the way, typically, until you go the VC direction. >> Now, in terms of the funding environment, though, NIH and NSF, do you feel they're giving as much money right now? We have an administration that is... >> Yeah, no, so overall the budgets themselves are, so NSF and NIH, this last cycle they kind of weathered a cut. But if you look overall over the last umpteen years, you see that the rate of acceptance has dropped because there's a lot more researchers going for funding, the budget doesn't keep up, necessarily, with the cost of living expenses kind of thing, cost for tuition, cost for grad students. And so overall the funding has declined. But that is not a gender issue. That is a issue just about the value of basic research in general. And the US, a lot of us understand but a lot of us do not. And so we feel that in terms of the funding process. >> So as a professor but then also as someone who's working in industry, how do you make sure that women can see themselves and see potentially rich and rewarding careers? >> So I do a couple of activities. For example, I'm going to talk about one, which CRWA grad cohort. And so what that focuses on is graduate students, women, either PhD, Master's wanting to be a PhD, and what we do is we provide those mechanisms for them to interact with community members. So we bring in these- >> Rebecca: So this is not just at Georgia Tech. This is nationwide. >> This is nationwide. Young women, they come in, like, "oh, what is this?" First off, they get to see other of their peers at other schools. Second is we bring in senior women that are doing exceptionally well, and they do things like one on one mentorship. They share. So we select these women who are open to sharing their experiences, both the good and the bad, and so it provides that network of, "okay, look, it might be hard in grad school, "but we have a peer network, take advantage. "And there are senior women you can take advantage, "to talk to and kind of ping them on different issues "that you have." So I think programs like that, and we're not the only one, but programs like CRWA grad cohort, CRAW URM, undergraduate cohort, are ways to ensure that you don't get discouraged at a younger age. >> So Zyrobotics, it's founded in 2013. What is the future of it? I mean, it's such an exciting technology and one that I think really has a lot of uses because as you said, it's not only for children but it could be for stroke victims, for aging people who are sort of losing some of their mobility. >> So my goal, I always say five years, right? So when I started it was like, five year goal cause that's like the holy grail, you make it for five years. So we're at year four, we just crossed. So we're in that five years. But what I see more as the vision, what I would say the secret magic of Zyrobotics is to make sure that accessibility is an integral part of the conversation. It's not an afterthought, it's not a someone designed technology, oh, let's think about accessibility and inclusiveness after the fact. And so I'm hoping that one, the product of course takes off, but also that it starts changing the conversation a little bit. So for example, I go out, I talk about how do you design technology that is really, really cool, is cutting edge, that's accessible at its core. It's accessible to the different learning ways, different access ways that people have of interacting with technology. How do you get that message across that, "hey, you can so this and you can still make money." So it's not like oh, accessibility, we can't make any money. Like, no, you can actually still make money even if it's a core value. So that's my vision is to have basically, have Zyrobotics lead that but then have other companies adopt it as, "oh, yeah, why haven't we done this? "Yeah, this makes total, total sense." >> Great, Ayanna Howard, thank you so much for joining us. It's been a pleasure having you on theCUBE. >> Thank you, this was fun. Thank you for the invite. >> I'm Rebecca Knight, here in Orlando, Florida at Grace Hopper. We will have more just after this. (bright music)