>> From San Francisco, it's The Cube. Covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. >> Hey welcome back everybody, Jeff Frick here with The Cube. We're in downtown San Francisco at the Girls in Tech Catalyst Conference 2018. It's a great event, we've been here before. About 700 attendees really listening in. It's a single track conference for a couple days of women leaders telling their stories. How they got to where they are. Some of the challenges they had to overcome. There's a ton of women, some men, I think they just brought in a busload of students, so it's a really good event, and we're excited to be here again. 'cause Arianna just does a terrific job with Girls in Tech. And we're excited, our next guest, she's Laura Messerschmitt, VP Global Customer Experience for GoDaddy, Laura, good to see you. >> Nice to meet you. >> So we've had a ton of GoDaddy guests on, at Grace Hopper, so we're very familiar with the company. So it's great to meet you but it's funny. When we first met with August at Grace Hopper, I'm like August, what are you doing here? You guys have like the most sexist print ad at least back in the day of anybody. They are going to run you out of the building. But you guys changed the culture and you're a big part of that, and that was your presentation. >> Yeah, I started with GoDaddy through an acquisition. And when I came in, the only thing I knew was those Superbowl commercials. And I was, I came in very skeptical, like what is this place? Is this the right place for me? It doesn't stand for my values. But what I found was this amazing company that actually did promote women in tech, and that had this big presence. And so we went to go and change it and try to make it even better for women in tech, and change the brand. And so that's what we've been doing over the last five years is working on making that change to be a premier leader for women in tech. >> So how hard is that when literally your forward facing brand to the outside world are these super racy commercials that you can't even see the end of it, you have to jump onto the internet to finish them. So how did that get started? How does it get implemented? What are some of the lessons learned in going through that process? And I assume it's still an ongoing exercise. >> It is, I think at the beginning, the hard part was that we new we wanted to make a change, and we new that 60% of our customer base was women. And so we had to make a change. It was a business imperative. But we didn't know where we were going at first. And so we sort of circled for a little while, where we were trying to think how do we make this happen. What do we do? And we started to set the vision, that we were actually going to change not just our own selves, but the industry, to make it better for women. That then set us on a course for where we would go, and then things moved pretty quickly. For example, we moved our hiring of tech women from 14% one year, to 40% the next year. >> In one year. >> In one year, yeah. >> So what did you do to do that? That is not a statement, that's a lot of steps and processes. So what are some of the things that you guys did? >> So what we found is that the small things really do matter. And so we changed all of our job descriptions. So we got rid of words like code ninja, that women wouldn't relate to and made them gender neutral. And that brought in more women. And then what we did is we required each hiring manager to have at least one diverse candidate when they interviewed. And what we found is that when the hiring managers would go out to find diverse candidates, they would go searching and they'd find not one, but they'd find five. And so suddenly you'd have this huge pipeline of incoming women. And we also did things like go to the Grace Hopper conference to find more woman that could come in and recruit. And that actually what made that major change from the 14% to the 40 in one year. >> Wow, and again, kind of that top down vision. I'm curious, who woke up one day and said wait, 60% of our customers are women, maybe we should do something a little bit different. >> I think it was a lot of people. The one I would mention in particular is Blake Irving. He was our CEO that came in right around when we were making this change. And he had a personal story with his sister, where she had unfortunately passed away, but prior to her passing, she had promoted women and he had promised her that he would also promote women in the industry that he ended up in. And so once he became CEO, he was bound and determined that we were not only going to change GoDaddy, but we were also going to make an impact in the industry. Because he'd made that promise. >> That's great. You know on the hiring manager story, we can't help it. Everybody has a bias whether they know it or not, or admit to it. And we're also like birds of a feather, right. It's comfortable to be around and be with people that look like us and sound like us, and that's kind of the natural state. So unless you force someone to look beyond that they're just not going to do it, as a natural course. It's interesting that you said, once they, once you forced them to look, not only did they find, but they found a whole bunch of great opportunity. >> Another piece of in was not putting a quota on it. So it wasn't a quota on the hiring, it was just a quota on you have to have at least one in your interview pool. And so that, that meant that people were okay with it. People did feel like they had to pick, they wanted to pick the best candidate, and so we were just making sure that the best candidates we actually showing up. And when they did show up, a lot of times, the women were the ones getting hired because they were the best candidate. >> So I'm curious in terms of the cultural change. How did it affect in a more general level as you were successful in making this transformation which was a top down prerogative from the CEO? >> Well for me, being a woman, that seeing a lot more people like me in the company, and sort of at all aspects of the company. So previous to this change, a lot of the technical people were all men, and sort of marketing and other functions were women. And I started to see women being hired into these other functions, and it opened up sort of, a world of possibility. And I also think the company's better off because of it. Our financial results have been great, and I think that's partially due to this huge change that we've made. And I think it does impact the finances because we had more diversity in our thinking and they way we made decisions. >> Well, I think it's been proven time and time again, that diversity's only the right thing to do, but it does lead to better outcomes, which goes right to the bottom line, so it's certainly a huge contributor, because you just get different points of view that you wouldn't have ever thought of. A little bit about Girls in Tech here. Why you here? What is this event and this organization about for you personally as well as GoDaddy? >> So I would say, GoDaddy has been working with Women in Tech, oh sorry, Girls in Tech for about five years now. And I think we believe in there mission, right because their mission aligns very much with ours, which is to help women in tech. But over the past five years, we've seen them transition, and they've started focusing also on women founders. And given that our customers are small businesses, we care a lot about that, and so it's been very lock step for the last five years. And just being here at the conference is great to get to talk to other women that are trying to do similar things in their companies, and to share notes. >> Right, so I guess we'll see you at pitch night, later this year. All right Laura, well thanks for taking a few minutes and sharing your story. It's funny, when we were at Grace Hopper, you know most of the girls there, are just fresh out of school, didn't know the old GoDaddy. So, we don't necessarily want to talk about it, but it's actually a really great story to be able to make that transition at such an extreme from one side to the other. So the best to you guys. >> Thank, work to do, but we're keep going. >> Well thanks again for stopping by. >> Thank you so much. >> She's Laura, I'm Jeff, you're watching The Cube. We're Girls in Tech Catalyst 2018 in downtown San Francisco. Thanks for watching. (techno music)

>> From San Francisco, it's The Cube. Covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. >> Hey welcome back everybody, Jeff Frick here with The Cube. We're in downtown San Francisco at the Girls in Tech Catalyst Conference 2018. It's a great event, we've been here before. About 700 attendees really listening in. It's a single track conference for a couple days of women leaders telling their stories. How they got to where they are. Some of the challenges they had to overcome. There's a ton of women, some men, I think they just brought in a busload of students, so it's a really good event, and we're excited to be here again. 'cause Arianna just does a terrific job with Girls in Tech. And we're excited, our next guest, she's Laura Messerschmitt, VP Global Customer Experience for GoDaddy, Laura, good to see you. >> Nice to meet you. >> So we've had a ton of GoDaddy guests on, at Grace Hopper, so we're very familiar with the company. So it's great to meet you but it's funny. When we first met with August at Grace Hopper, I'm like August, what are you doing here? You guys have like the most sexist print ad at least back in the day of anybody. They are going to run you out of the building. But you guys changed the culture and you're a big part of that, and that was your presentation. >> Yeah, I started with GoDaddy through an acquisition. And when I came in, the only thing I knew was those Superbowl commercials. And I was, I came in very skeptical, like what is this place? Is this the right place for me? It doesn't stand for my values. But what I found was this amazing company that actually did promote women in tech, and that had this big presence. And so we went to go and change it and try to make it even better for women in tech, and change the brand. And so that's what we've been doing over the last five years is working on making that change to be a premier leader for women in tech. >> So how hard is that when literally your forward facing brand to the outside world are these super racy commercials that you can't even see the end of it, you have to jump onto the internet to finish them. So how did that get started? How does it get implemented? What are some of the lessons learned in going through that process? And I assume it's still an ongoing exercise. >> It is, I think at the beginning, the hard part was that we new we wanted to make a change, and we new that 60% of our customer base was women. And so we had to make a change. It was a business imperative. But we didn't know where we were going at first. And so we sort of circled for a little while, where we were trying to think how do we make this happen. What do we do? And we started to set the vision, that we were actually going to change not just our own selves, but the industry, to make it better for women. That then set us on a course for where we would go, and then things moved pretty quickly. For example, we moved our hiring of tech women from 14% one year, to 40% the next year. >> In one year. >> In one year, yeah. >> So what did you do to do that? That is not a statement, that's a lot of steps and processes. So what are some of the things that you guys did? >> So what we found is that the small things really do matter. And so we changed all of our job descriptions. So we got rid of words like code ninja, that women wouldn't relate to and made them gender neutral. And that brought in more women. And then what we did is we required each hiring manager to have at least one diverse candidate when they interviewed. And what we found is that when the hiring managers would go out to find diverse candidates, they would go searching and they'd find not one, but they'd find five. And so suddenly you'd have this huge pipeline of incoming women. And we also did things like go to the Grace Hopper conference to find more woman that could come in and recruit. And that actually what made that major change from the 14% to the 40 in one year. >> Wow, and again, kind of that top down vision. I'm curious, who woke up one day and said wait, 60% of our customers are women, maybe we should do something a little bit different. >> I think it was a lot of people. The one I would mention in particular is Blake Irving. He was our CEO that came in right around when we were making this change. And he had a personal story with his sister, where she had unfortunately passed away, but prior to her passing, she had promoted women and he had promised her that he would also promote women in the industry that he ended up in. And so once he became CEO, he was bound and determined that we were not only going to change GoDaddy, but we were also going to make an impact in the industry. Because he'd made that promise. >> That's great. You know on the hiring manager story, we can't help it. Everybody has a bias whether they know it or not, or admit to it. And we're also like birds of a feather, right. It's comfortable to be around and be with people that look like us and sound like us, and that's kind of the natural state. So unless you force someone to look beyond that they're just not going to do it, as a natural course. It's interesting that you said, once they, once you forced them to look, not only did they find, but they found a whole bunch of great opportunity. >> Another piece of in was not putting a quota on it. So it wasn't a quota on the hiring, it was just a quota on you have to have at least one in your interview pool. And so that, that meant that people were okay with it. People did feel like they had to pick, they wanted to pick the best candidate, and so we were just making sure that the best candidates we actually showing up. And when they did show up, a lot of times, the women were the ones getting hired because they were the best candidate. >> So I'm curious in terms of the cultural change. How did it affect in a more general level as you were successful in making this transformation which was a top down prerogative from the CEO? >> Well for me, being a woman, that seeing a lot more people like me in the company, and sort of at all aspects of the company. So previous to this change, a lot of the technical people were all men, and sort of marketing and other functions were women. And I started to see women being hired into these other functions, and it opened up sort of, a world of possibility. And I also think the company's better off because of it. Our financial results have been great, and I think that's partially due to this huge change that we've made. And I think it does impact the finances because we had more diversity in our thinking and they way we made decisions. >> Well, I think it's been proven time and time again, that diversity's only the right thing to do, but it does lead to better outcomes, which goes right to the bottom line, so it's certainly a huge contributor, because you just get different points of view that you wouldn't have ever thought of. A little bit about Girls in Tech here. Why you here? What is this event and this organization about for you personally as well as GoDaddy? >> So I would say, GoDaddy has been working with Women in Tech, oh sorry, Girls in Tech for about five years now. And I think we believe in there mission, right because their mission aligns very much with ours, which is to help women in tech. But over the past five years, we've seen them transition, and they've started focusing also on women founders. And given that our customers are small businesses, we care a lot about that, and so it's been very lock step for the last five years. And just being here at the conference is great to get to talk to other women that are trying to do similar things in their companies, and to share notes. >> Right, so I guess we'll see you at pitch night, later this year. All right Laura, well thanks for taking a few minutes and sharing your story. It's funny, when we were at Grace Hopper, you know most of the girls there, are just fresh out of school, didn't know the old GoDaddy. So, we don't necessarily want to talk about it, but it's actually a really great story to be able to make that transition at such an extreme from one side to the other. So the best to you guys. >> Thank, work to do, but we're keep going. >> Well thanks again for stopping by. >> Thank you so much. >> She's Laura, I'm Jeff, you're watching The Cube. We're Girls in Tech Catalyst 2018 in downtown San Francisco. Thanks for watching. (techno music)

>> Narrator: Live from Orlando Florida it's theCUBE covering Grace Hopper's celebration of women in computing brought to you by SiliconANGLE Media. >> Welcome back to The Cube's coverage of the Grace Hopper Conference here in Orlando, Florida. I'm your host Rebecca Knight along with my cohost Jeferick. We are joined by Monica Bailey and August Goldman. Monica is the Chief People Officer at GoDaddy and August is the Senior Vice President of Customer Care. Thank you both for joining us. >> Thank you, it's great to be here >> So let's start out with the numbers because you're a big number crunching company and you are collecting data and you're also sharing some data, so talk a little about what you have found. >> Yeah, well for the last few years we've been tracking how we pay men versus women because we really care about making sure we're paying all of our employees really fairly, and so we're happy this year to be able to say that for every dollar a man makes in the company a woman in a similar job also makes a dollar. And so that's great, that's the goal. The goal is fairness for all of our folks, so we're really excited about that. >> So how long did it take you to get there? >> So we started it three years ago with our CEO Blake Kirby onstage here at the Grace Hopper Conference which was in Houston at the time in front of 12,000 folks, and we showed the numbers. We showed pay parity and it wasn't parity at that point. >> Was it close? What are we talking about here? >> It was $0.96 cents, $0.96 per dollar, so it was close but it wasn't parity. And here's what's interesting, we've always said we need to be comfortable with uncomfortable data. I think we've talked about that before on this stage, and even if the data is not what you want it to be expose it, dig into it. What we've done together is we've found out what's wrong. >> Okay so how did you go about finding out what was wrong, and then also fixing it? >> Yeah well we looked at a few things, so first of all, we looked at different populations so we'd look at how are our technical employees paid, how are our non-technical employees paid, how are our leaders paid? And so we definitely see things when we look into those groups of employees, But we also just took, let's take the slice of our biggest set of jobs, our engineers, pretty applicable for this audience here today. So, we took a look at our engineers and said How are our entry level developers paid, men versus women? And we're also this year looking at our minorities as well. It's really important to not just stop at gender and look at how all your employees are paid. So, yeah, we definitely have made great progress on that. I don't know if you want to speak to it. >> So here's what's interesting, when we dug into this data that Monica is talking about we actually found that software development engineers one, and two, women were paid more. More. In those roles. So we said 'Oh, well that's fantastic' Well, guess what? The population size by percent of three, four, five, and six, the women dropped off. Fell off. And then we said well wait a second, what might be happening here, and all of a sudden, something came up in the data that we were just, we wouldn't have known unless we dug into it. Women stayed longer in those roles. They didn't ask for promotion. >> They stayed longer in the ones and twos. >> The ones and twos and guess what? If you stay longer in a role every year you get a little merit increase, every year you make more, eventually you'll make more, versus someone who is clipping through the levels at a good pace. So because of that, Monica put it something, You want to talk about promotion flagging? >> Yeah, we tried an experiment two summers ago and we took a look at this phenomenon of women and also some introverts, not just women, right? But it tends to be women aren't pounding their fists on the table for a promotion. So as a result their promotion rates are lower. So we went in and said let's try a little experiment called promotion flagging, let's just say hey, a good performing SDE, Software Dev Engineer, They're normally in role about 12 months or 18 months, a good one, before they get promoted, sometimes longer, good ones, too, but that's just on average When does the first time a good performing person would get promoted, and we said that will be our flag to managers, just to say hey, you're going through review, don't forget, all these folks have been in level a certain amount of time. Because some folks aren't begging you and demanding a promotion so let's consider everyone equally. And the goal wasn't really to promote more people, the goal was, let's just not forget anyone in the process, because that happens, unconsciously people just, they're forgetting folks across the industry. So they did that and it was amazing. The result was amazing. Also I should say, though, our goal was to make sure everybody got really actionable feedback to grow their skills and their impact at the company and their likelihood of a promotion down the road, which is exactly what we're going for because that makes your company better, so we love that. But the cool news is, because we've been following this data really closely because we're very nervous, because I also don't want to suddenly treat one of my populations not as well as they were being treated before. So we are really excited that men's promotion rates stayed unchanged. Women's promotion rates were jumped by a third. So just by merely saying don't forget all your folks please and give them good feedback, we saw that women got promoted 30% higher rate than they had in years prior, and so that's pretty cool for us. >> So I have two very specific questions: One, is there low-hanging fruit that somebody else watching this can see where there was the big disparity that was the easiest to fix? And two, you keep talking about reviews. There's a whole lot of conversation about the annual review process and how broken it is. You mentioned 18 months. Have you changed your, or maybe you changed it before, but has this forced you to look at the typical annual review process and reevaluate? >> Alright so I'll take the first if you want to grab the second Because the first one's easier so I'm just trying to get the first one she can do the hard one. That's why she's the head of HR now. She took my job by the way (laughs). >> I wasn't going to ask that. >> You weren't going to ask that, how can you not ask that? >> Stay with the easy question though. >> Okay, the first one is exactly what Monica was just talking about and that is actually flag folks in role after a period of time, and say you know what, both men and women, flag them and say, review them for promotion. Review for promotion. It's very simple, it's very easy. After a year of level one, maybe 18 months of level two, just say hey, have a look, is this person ready? And if they're not ready, what should they do to get ready. >> And that's the actionable feedback >> And here's what's interesting, here are the stats, which is really cool. So, two years ago we had 6% of our software development two were women. Last year was 15%. This year, 31%. 31% of software development two are women, and our software development one is now up to 41%. So you see we're building our pipeline so we're getting them in. Now the question is, once they're within the company how do we develop and grow them and promote over time? >> It begs the question, what are the threes? >> Oh, it's 13%. So you can see it's dropped off. So no, give us a year or two, we'll be back on the stage. >> Yeah, absolutely. >> And the goal is then 30, 40%, so, you know give us a few years. >> That's a great little actionable item though, just to make sure that you're paying attention to the people that aren't paying attention for themselves. >> And they did it as an experiment and are you going to now scale that to the rest of the company? >> We have scaled it to level twos and level threes and this year we'll probably scale it to a level four so each time we add another level we look at the data and see how it works. At some point folks are allowed to do an awesome job in the jobs they're in so we're not an up or out kind of company, some places are like that, so at some point we'll probably stop saying, 'should you promote this person to be leader of the universe?' because they're pretty great. But Jeff, you asked a great question about performance reviews, and I'm super passionate about this topic, so we were selected by Stanford's Clayman Institute as their partner a few years ago to basically conduct experiments with. They choose one company a year to say hey, are you open-minded enough to try some crazy stuff with us and see if there might be a result that we can share with the industry afterwards. And so we just felt so happy they chose us, and we shared tons of our data with them, they saw our employee survey, they saw redacted performance reviews, they got to sit in on our most senior talent review which is a calibration session to hear how are we talking about all of our employees. And the Clayman Institute, they care about the advancement of women in leadership, but my first meeting with them, I'm like, look, I super care about the women in my company, but I kind of care about all my employees in my company, so like, I need to make sure we're being really fair to everybody, and they're like, 'that's what we care about, too' and I'm like, okay, phew, first hurdle we passed. Anyway they're stunning foot partners and what they, after doing tons of this analysis, what they said was, tackle what almost no company has tackled. Tackle unconscious bias that lives within the people, processes, specifically around career advancement. So again, that's promotion that we talked about, that's also performance review. So we're like, that's us at GoDaddy, we're like let's try it, who knows what's going to happen, let's just see, so we jumped right in and basically what the found is at GoDaddy we care about what you do and how you do it, so those are, so what is sort of career ladder levels you hear companies talk about, and here's a general expectation, and how do you do against your goals. Great. And how you do it is how we collectively work together to get good stuff done at our company, right? And it sort of lives within our values. Our values don't live within a big poster that are shiny, and people kind of walk by and go ha, that's not what it's like here. We literally pay people to live our values, and to demonstrate that because we think it makes us better as a company and more impactful. So we took a look at these values, and I'll be honest I had created with the best of intentions basically some competencies, too many, that lived under these values, and when you have way too many things for people to keep track of, it's almost like having nothing at all. Which a lot of companies have also done, blow it up, put it in the hands of managers, let's assume they'll all do the right thing consistently, which doesn't happen. So what we did with the Clayman Institute is we interviewed about 20 of our leaders and we did some focus groups, and we said, look, these are the six behaviors that line up against three of our values central to performance. These behaviors are critical for all of us. It's stuff like, do you share information with other teams, or do you look for ways to integrate your work across your team or across multiple teams, depending on the scope of your job. Do you work fearlessly? Do you include others in conversations so you're driving innovative solutions and working fearlessly for your folks. >> And you know what it's not? Your style, how do you approach others, are you bossy, nothing about that, nothing about approach. You could be an introvert, an extrovert, all different styles. These are actionable behaviors around how we're going to get stuff done and be distinctive in our company. >> So, what is your advice to other tech companies when they are writing their values and thinking about how they want their employees to live out these values? >> Well it's interesting, number one, it has to result in business results, right? So, it's really easy to have a really fun time writing these but they have to make a difference in your company and mean something, otherwise why would you want to reward them? Right, they're just nice otherwise. Two, they really collectively should drive the culture of your company. So when you look at it en masse, if you see, if I get everyone doing these things, is that the culture that drives my company? Is that going to attract and retain people, and drive again the business result we want? So to me those are super, super important. But the Clayman team will take you to camp and help you with all this stuff but really also, is your language equally accessible to men and women? To introverts and extroverts? To all of your employees, to minorities, to different employee populations, because some things like, 'aggressive drivers get things done.' Now, I know a lot of women by the way, who are very aggressive drivers and get a lot of things done but certain language is sort of unconsciously attributed to men more than women, and so if you have one role model for what success looks like and it happens to be subconsciously a man that you think about, women are disadvantaged. So they really, we went so deep with them. So my main advice is, if you can, frankly I'd just become a member of the Clayman Institute fan club and try to get some consulting help from them, but there are great folks out there that do this kind of work for a living who are really helpful, because it's really hard to take a look at yourself objectively. >> Well actually I was just going to mention that, so when Monica mentioned we had monitors sitting in our most senior review of the top 150 people. When we calibrated them together a group of 30, of the next 150, we actually had two monitors sitting and writing, when are we talking about style. When are we being inconsistent between one VP and another VP And we actually, the first year, we didn't get an A. The first year we did not get an A, by any shot of the imagination. >> It makes me feel better to say probably most companies wouldn't, right? But we did not and we were brave. >> If you don't measure it you can't make a change. We've had Lori a couple times on theCUBE but the Cayman Institute does fantastic work. >> Lori was the one who guided us, and they're amazing. And I think what's interesting, we're all well-intended, wonderful executives, I mean we are well-intended, wonderful people. You look around the room, I'm going, 'we don't have bias, we're great, we're going to get an A, bring monitors in, bring them all in, this is going to be great.' At the first year they're like, mm, no, look how many inconsistencies you did over the day. And they showed us the data and we just sat there and went >> Did they record it 'cause tape don't lie >> They did not record it but I can tell you they typed faster than I could >> Lot of data, lot of data >> They came in the next year. So we did a hard look at ourselves, we talked about doing it differently, they came in, the same two people, the next year, real different. And by the way, we will continue to have them every single year. >> Well you need the reflection back. Well August, Monica, thank you so much for being on this show. It's always so much fun to have GoDaddy here on the Cube. >> Thank you >> Great. We will have more from Grace Hopper in Orlando, Florida just after this (techno music)

>> From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. >> Hi, I'm Stu Miniman, and welcome to this CUBE Conversation. I'm coming to you from our Boston area studio. I'm happy to welcome to the program someone we've known for many years, but a first time on the program. Priyanka Sharma, thank you so much for joining us. >> Hi, Stu. Thank you so much for having me. >> All right, and Priyanka, let's not bury the lead or anything. The reason we're talking to you is the news. You've got a new job, but in an area that you know really well. So we've known you through the cloud native communities for a number of years. We see you at the shows. We see you online. So happy to share with our community you are now the general manager of the CNCF, so congratulations so much on the job. >> Thank you so much. I am so honored to have this opportunity, and I can't wait to work even more closely with the cloud native community than I have already. I mean, as you said, I've been involved for a long time. I actually just saw on my LinkedIn today that 2016 was when my conversation within the CNCF started. I was then working on the OpenTracing Project, which was the third project to join the foundation, and CNCF had started in 2015, so it was all very new. We were in conversations, and it was just such an exciting time, and that just kept getting bigger and bigger, and then with GitLab I served, I actually still serve, until the 31st, on the board. And now this, so I'm very, very excited. >> Yeah, well right. So you're a board member of the CNCF, but Priyanka, if you go back even further, we look at how did CNCF start. It was all around Kubernetes. Where did Kubernetes come from? It came from Google, and when I dug back far enough into your CV I found Google on there, too. So maybe just give us a little bit of your career arc, and what you're involved with for people that don't know you from all these communities and events. >> Sure, absolutely. So my career started at Google in Mountain View, and I was on the business side of things. I worked with AdSense products, and around that same time I had a bit of the entrepreneurial bite, so the bug bit me, and I first joined a startup that was acquired by GoDaddy later on, and then I went off on my own. That was a very interesting time for me, because that was when I truly learned about the power of opensource. One of the products that me and my co-founder were building was an opensource time tracker, and I just saw the momentum on these communities, and that's when the dev tools love started. And then I got involved with Heavybit Industries, which is an accelerator for dev tools. There I met so many companies that were either in the cloud space, or just general other kinds of dev tools, advised a few, ended up joining LightStep, where the founders, them and a few community members were the creators of the OpenTracing standard. Got heavily, heavily involved in that project, jumped into cloud native with that, was a project contributor, organizer, educator, documentarian, all kinds of things, right, for two-plus years, and then GitLab with the board membership, and that's how I saw, actually, the governance side. Until then it had all been the community, the education, that aspect, and then I understood how Chris and Dan had built this amazing foundation that's done so much from the governance perspective. So it's been a long journey and it all feels that it's been coming towards in this awesome new direction. >> Well, yeah. Congratulations to you, and right, CNCF, in their press release I see Dan talked about you've been a speaker, you've been a governing board member, you participate in this, and you're going to help with that next phase, and you teased out a little bit, there's a lot of constituencies in the CNCF. There's a large user participation. We always love talking at KubeCon about the people not only just using the technology, but contributing back, the role of opensource, the large vendor ecosystem, a lot there. So give us your thought as to kind of where the CNCF is today, and where it needs to continue and go in the future. >> Absolutely. So in my opinion the CNCF is a breakout organization. I mean, we're approaching 600 members, of which 142 are end users. So with that number the CNCF is actually the largest, has the largest end user community of all opensource foundations. So tremendous progress has been made, especially from those days back in 2016 when we were the third project being considered. So leaps and bounds, so impressive. And I think... If you think about what's the end user storyline right now, so the CNCF did a survey last year, and so 84% of the people surveyed were using containers in production, and 78% were using Kubernetes in production. Amazing numbers, especially since both are up by about 15, 20% year over year. So this move towards devops, towards cloud native, towards Kubernetes is happening and happening really strong. The project has truly established itself. Kubernetes has won, in my opinion, and that's really good. I think now when it comes to the second wave, it is my perspective that the end user communities and the... Just the momentum that we have right now, we need to build and grow it. We need deeper developer engagement, because if you think about it, there's not just one graduated project in CNCF. There are 10. So Kubernetes being one of them, but there's Prometheus, there's Envoy, Jaeger, et cetera, et cetera. So we have amazing technologies that are all gaining adoption. Being graduated means that they have fast security audits, they have diverse contributors, they have safe, good governance, so as an end user you can feel very secure adopting them, and so we have so much to do to expand on the knowledge of those projects. We have so much to make software just better every day, so that's my one vector in my opinion. The second vector, I would say it has been more opportunistic. As you know, we are all living in a very unprecedented time with a global pandemic. Many of us are sheltering in place. Many are... Generally, life is changed. You are in media. You know this much better than me, I'm sure, that the number of, the amount of digital consumption has just skyrocketed. People are reading that many more articles. I'm watching that many more memes and jokes online, right? And what that means is that more and more companies are reaching that crazy web scale that started this whole cloud native and devops space in the first time, first place with Google and Netflix being D-to-C companies just building out what eventually became cloud native, SRE, that kind of stuff. So in general, online consumption's higher, so more and more companies need to be cloud native to support that kind of traffic. Secondly, even for folks that are not creating content, just a lot of the workflows have to move online. More people will do online banking. More people will do ecommerce. It's just the shift is happening, and for that we, as the foundation, need to be ready to support the end users with education, enablement, certifications, training programs, just to get them across that chasm into a new, even more online-focused reality. >> Yeah, and I say, Priyanka, that tees up one of the ways that most people are familiar with the CNCF is through the event. So KubeCon and CloudNativeCon, really the signature event. Tremendous growth over the last few years. You actually had involvement in a virtual event, the Cloud Native Summit recently. For KubeCon-- >> Yes. >> The European show is announced virtual. We know that there's still some uncertainty when it comes to the North America show. Supposed to be in my backyard here in Boston, so we'd love for it to happen. If it happens-- >> Of course. >> If not, we'll be there virtually or not. Give us a little bit your experience with the Cloud Native Summit, and what's your thinking today? We understand, as you said, a lot of uncertainty as to what goes on. Absolutely, even when physical events come back in the future, we expect this hybrid model to be with us for a long time. >> I definitely hear that. Completely agree that everything is uncertain and things have changed very rapidly for our world, particularly when it comes to events. We're lucky at the CNCF to be working with the LF Events team, which is just best in class, and we are working very hard every day, them, doing a lot of the lion's share of the work of building the best experience we can for KubeCon, CloudNativeCon EU, which, as you said, went virtual. I'm really looking forward to it because what I learned from the Cloud Native Summit Online, which was the event you mentioned that I had hosted in April, is that people are hungry to just engage, to see each other, to communicate however they can in this current time. Today I don't think the technology's at a point where physical events can be overshadowed by virtual, so there's still something very special about seeing someone face-to-face, having a coffee, and having that banter, conversations. But at the same time there are some benefits to online. So as an example, with the Cloud Native Summit, really, it was just me and a few community folks who were sad we didn't get to go to Amsterdam, so we're like, "Let's just get together in a group, "have some fun, talk to some maintainers," that kind of thing. I expected a few hundred, max. Thousands of people showed up, and that was just mind blowing because I was like, "Wait, what?" (chuckling) But it was so awesome because not only were there a lot of people, there were people from just about every part of the globe. So normally you have US, Europe, that kind of focus, and there's the Asia-PAC events that cater to that, but here in that one event where, by the way, we were talking to each other in realtime, there were folks from Asia-PAC, there were folks from Americas, EU, also the African continent, so geo meant nothing anymore. And that was very awesome. People from these different parts of the world were talking, engaging, learning, all at the same time, and I think with over 20,000 people expected at KubeCon EU, with it being virtual, we'll see something similar, and I think that's a big opportunity for us going forward. >> Yeah, no, absolutely. There are some new opportunities, some new challenges. I think back to way back in January I got to attend the GitLab event, and you look at GitLab, a fully remote company, but talking about the benefits of still getting together and doing things online. You think of the developer communities, they're used to working remote and working across different timezones, but there is that need to be able to get together and collaborate, and so we've got some opportunities, we've got some challenges when remote, so I guess, yeah, Priyanka. Give me the final word, things you want to look forward to, things we should be expecting from you and the CNCF team going forward. I guess I'll mention for our audience, I guess, Dan Kohn staying part of Linux Foundation, doing some healthcare things, will still stay a little involved, and Chris Aniszczyk, who's the CTO, still the CTO. I just saw him. Did a great panel for DockerCon with Kelsey Hightower, Michelle Noorali, and Sean Connelly, and all people we know that-- >> Right. >> Often are speaking at KubeCon, too. So many of the faces staying the same. I'm not expecting a big change, but what should we expect going forward? >> That's absolutely correct, Stu. No big changes. My first big priority as I join is, I mean, as you know, coming with the community background, with all this work that we've put into education and learning from each other, my number one goal is going to be to listen and learn in a very diverse set of personas that are part of this whole community. I mean, there's the board, there is the technical oversight committee, there is the project maintainers, there's the contributors, there are the end users, potential developers who could be contributors. There's just so many different types of people all united in our interest and desire to learn more about cloud native. So my number one priority is going to listen and learn, and as I get more and more up to speed I'm very lucky that Chris Aniszczyk, who has built this with Dan, is staying on and is going to be advising me, guiding me, and working with me. Dan as well is actually going to be around to help advise me and also work on some key initiatives, in addition to his big, new thing with public health and the Linux Foundation. You never expect anything average with Dan, so it's going to be amazing. He's done so much for this foundation and brought it to this point, which in my mind, I mean, it's stupendous the amount of work that's happened. It's so cool. So I'm really looking forward to building on this amazing foundation created by Dan and Chris under Jim. I think that what they have done by not only providing a neutral IP zone where people can contribute and use projects safely, they've also created an ecosystem where there is events, there is educational activity, projects can get documentation support, VR support. It's a very holistic view, and that's something, in my opinion, new, at least in the way it's done. So I just want to build upon that, and I think the end user communities will keep growing, will keep educating, will keep working together, and this is a team effort that we are all in together. >> Well, Priyanka, congratulations again. We know your community background and strong community at the CNCF. Looking forward to seeing that both in the virtual events in the near term and back when we have physical events again in the future, so thanks so much for joining us. >> Thank you for having me. >> All right. Be sure to check out thecube.net. You'll see all the previous events we've done with the CNCF, as well as, as mentioned, we will be helping keep cloud native connected at KubeCon, CloudNativeCon Europe, the virtual event in August, as well as the North American event later in the year. I'm Stu Miniman, and thank you for watching theCUBE. (smooth music)

>> From Seattle, Washington, it's theCUBE, covering KubeCon and CloudNativeCon North America 2018. Brought to you by Red Hat, the Cloud Native Computing Foundation, and the its ecosystem partners. >> Okay, welcome back everyone. Live here in Seattle for KubeCon CloudNativeCon 2018, with theCUBE's coverage I'm John Furrier for Stu Miniman. We've been there from the beginning watching this community grow into a powerhouse. Almost a Moore's Law like growth, doubling every, actually six months, if you think about it. >> Yeah it's pretty wild. >> Chris Aniszczyk, CTO and COO of the CNCF, the Cloud Native Computing Foundation, great to see you again. Thanks for coming on. >> Super stoked to be here. Thank you for being with us since the beginning. >> So it's been fun to watch you guys, CNCF has done an exceptional job, I thought, a fabulous job of how you guys have built out a great community, open-source community as the main persona target, but brought in the vendor on terms that really work for open-source, Linux foundation, great shepherding this thing through, now you have, basically, looks like a conference. >> Yeah. >> End user conference, vendors are here, still open-source is pure. The growth has been phenomenal. Just take a minute to give us the update on just some of the stats, massive growth. >> Yeah, sure. I mean you know, we're 8,000 people here today, which is absolutely wild. What's actually crazy is when we planned this event, it was about two years ago when we had to start booking a venue, figuring out how many people may be here. And two years ago we thought 5,000 would have been a fantastic number. Well, we got to 8,000. We have about 1500 to 2,000 people on the wait list that could not get in. So, obviously we did not plan properly but sometimes it's hard to predict kind of the uptake of technology these days. Things just move quickly. I think we've kind of benefited from the turnaround that's happening in the industry right now where companies are finally looking to modernize their infrastructure. Whether it's moving to the cloud or just modernizing things, and that's happening everywhere, from traditional enterprises to internet scale companies. Everyone's looking to kind of modernize things and we're kind of at the forefront of that. >> I mean the challenge of events is, some of it is provisioning, over provision. You don't show up, you want elastic, dynamic, agile-- >> I want the Cloud Native events. >> Programmable space that could just go auto scale when you need it. >> Exactly. >> All kidding aside, congratulations on the success. But one thing we've been covering on SiliconANGLE and theCUBE, and you guys have been actually executing on, is the growth in China in open-source. And it's been around for a while but just the scale, just pure numbers, tell them about the success in China and the impact to the open-source community and business. >> Yeah. We put on our first event in Shanghai, KubeCon China. It was fantastic. We sold out at 2500 people. Always a little bit difficult to do your first event in China. I have many stories to share on that one, but the amount of scale, in terms of software deployment there are just fascinating. You kind of have these companies like ofo, is like a bike sharing system right. You know in China they have hundreds of millions of these bicycles that they have to kind of manage in an infrastructural way. The software that you use to actually do that has to be built very well. And so the trend that we're actually seeing in CNCF now is about 10%, we have three projects that were born in China, dealing with China-scale problems. So one of those projects is TiKV, which is kind of a very well fine-tuned built distributed key value store that is used by a lot of the Chinese com providers and folks like ofo and LME out there that are just dealing with hundreds of millions of users. It's fascinating. I think the trend you're going to see in the future is there's going to be more technology that is kind of born dealing with China-scale issues, and having those lessons being shared with the rest of the world and collaborate. One of the goals in CNCF for us is to help bridge these communities. In China about 25% of our attendance was international, which was higher then we expected. But we had dual live simultaneous translation for everyone, to kind of try to bridge these... >> It's a big story. The consumption and the contribution side is just phenomenal. >> China is our number two contributor to all CNCF projects, it's very impressive in my opinion. >> So Chris there was a lot in the keynote. I wondered, give us a little insight, it's different for a foundation in open-source communities than it is for company when you talk about the core product being Kubernetes and then all these other projects, you've got the incubating projects, the ones that have been elevated, new FCD comes into it, how do you do the juggling act of this? >> Honestly, the whole goal of the foundation is basically to cultivate and sustain, and kind of grow projects that come in. Some are going to work and be very successful, some may never leave the sandbox, which is our early stage. So today I was very excited to finally have etcd come as an official incubating project. This is our 31st project, which is a little bit wild, since we started, it was just Kubernetes. We had other projects that moved from, say, sandbox to incubating. So in China, one of our big announcements was Harbor, which is a container registry, or actually, technically, we call it a Cloud Native Registry, because it does support things like helm charts, it doesn't only host container-based artifacts. It moved up to the incubating level and that is being embedded. It's in all of Cloud Foundry's and Pivotal's products. It's used by some cloud providers in China as their kind of registry as a service. Like their equivalent to ECR or GCR, essentially. And we've just seen incredible growth across all of our projects. I mean, we have three graduated projects. Envoy recently, which you saw Matt, Constance, and Jose on stage a little bit to talk about. To me, what I really like about Envoy and Prometheus, these are two projects that were not born from a vendor. You know. Envoy came from Lyft because they were just like, you know what? We're not happy with our current kind of reverse proxy, service proxy situation, let's build our own open-source and kind of share our lessons. Prometheus, born from SoundCloud. So I think CNCF has a good mix of, hey, we have some initial vendor-driven projects, like Kubernetes came from Google but now it's used by a ton of people. But then you have other projects that were born from the end-user community. I think having that healthy mix is good for everyone. >> I think the DNA of that early on in the culture has been a successful one for you guys. Not being vendor-led, being end-user led, but vendors can come in and participate. >> Yeah, absolutely. >> So talk about the end-user perspective because we're very interested, a lot of people are interested in end-user. What are they doing with it? It used to be a joke. I stood up a bunch Hadoop but what are you using it for? What are people using Kubernetes for? You've got Apple, Uber, Capital One, Comcast, GoDaddy, Airbnb. They're all investing in Kubernetes as their main stack. >> And CNCF projects, not only Kubernetes. >> But what does that mean when they say Kubernetes as a stack? It's kind of been encapsulated to include other things. People are looking at this as a real alternative. Can you explain what that is about? >> So, I think people have to realize that CNCF is essentially more than just Kubernetes. Cloud Native is more than just Kubernetes. So what we'll see is, take a company like Lyft. Lyft did not start using Kubernetes, they are kind of on that migration path now but Lyft started to use Envoy, Prometheus, gRPC, other technologies that kind of lead them to that Cloud Native journey that eventually they're like, you know what? Maybe we don't need our homegrown orchestrator. We'll go use that. And use, (huffs) Everyone falls in differently in kind of a community. Some people start with Kubernetes and eventually subsume the other kind of ancillary projects. >> This is what the project cloud is about. Let me rephrase the question. So when people say, because this is a real trend we've been reporting on this, the CNCF stack, people have language semantics on how that's couched. Oh, on the Kubernetes-- >> I don't like stack because it means there's one proscribed solution, where I think it's more like an a la carte model. >> Well if I quote the CNCF stack, if there was a word for it, as an alternative, as a solution base with Kubernetes at the core of it, right. Okay, cool. What is that usage being looked like? How is that developing? How are end users looking at the CNCF holistically with Kubernetes at the core? >> So we have one of the largest end-user communities out there of any open-source foundation. We have about 80 members. When we talk to them directly, why are they adopting CNCF projects and technology? Most of the time is they want to deploy software faster, right? They want to use modern CICD tools and just development patterns. So it's all about faster time to market and making the developers lives easier so they're actually able to deliver business customer value. And it's basically similar to a whole DevOps mantra, right. If I could ship software faster and it's easier for my developers to get stuff done, I'm delivering value to whatever my end-user customer is at the end of the day. If you go to the CNCF end-user website, we have case studies from Nordstrom, Capital One, I think Lyft is there. Just a bunch of people that, we moved to these technologies because it improved the way we could monitor software, how fast we could ship. It's all about faster time to market, and modernizing their infrastructure. >> Chris, give us a little bit of a view coming forward. We're on 1.13 for Kubernetes, if I read it right. The contribution slowed down a little bit because we're actually reaching a level of maturity. >> Kubernetes is boring and mature. >> What do you see as we come, other than continued growth? >> So I think the wider ecosystem is going to continue to grow. So if you actually look at Kubernetes directly, it has been very focused on moving things out of the core as much as possible and trying to force people to extend things. I don't know if you saw, Tim Hockin had this great talk in terms of how all the Kubernetes components are either being ripped out or turned into custom resource definition of CODs. Basically trying to make Kubernetes as extensible as possible. Instead of trying to ram things into Kubernetes, hey, use the built in extensibility layer. >> Decompose a little bit. >> Decompose and the analogy here would be like kernel space versus user space if you're going to Linux. All the exciting things tend to happen in user space these days but, yeah, the kernel is still important, actively contributed to by a ton of people, very critical, everything. But a lot of the action happens in user space. And I think you'll see the same thing with Kubernetes, where it will kind of become like Linux where the kernel of Kubernetes, very stable, mature, focused on basically not breaking and trying to keep it as simple as possible and built good extensibility mechanisms so folks could plug in whatever systems. We saw this with storage in Kubernetes. A lot of the initial storage drivers, flex volume stuff, was baked into the Kubernetes with a new effort called the container storage interface. They all pulled that out and made they basically built an extensibility mechanism so any company or any project could bring in their storage solution. >> One of the key trends we're seeing, obviously, in cloud is automation. We see serverless around the corner, you see all these things going on around the cool things you guys are building. As automation continues to move down the track, where is that going to impact and create value for customer end-users as they roll with the CNCF? So Kubernetes at some point could be auto, why even be managing clusters? Well, that should be automated at some point. >> I mean, hey, you could do it both ways. A lot of people love the managed service approach. If I could pay a large hyper-scale cloud provider to manage everything, the more the merrier. Some want the freedom to roll their own. Some may want to pay a vendor, I don't know, Red Hat OpenShift looks great, let's pay them to help manage data. Or I just roll alone. And we've seen it all. You know it really depends on the organization. We've seen some very high end banks or financial institutions that have very good technical chops. They're okay rolling on their own. Some may not be as interested in that and just pay a vendor to manage it. >> It's a choice issue. >> For us it's all goodness, whatever you prefer. I think longer term we'll see more people, just for the convenience of managed services, go that route. But for CNCF Kubernetes there's multiple ways to do it; you could go Vanilla, you could go Managed Service, you could go through a vendor like Rancher or OpenShift. The cool thing about all these things is they all are conformant to the Kubernetes certified program, so it means there's no breakage or forking, everyone is compliant. >> So for the people that are watching that couldn't make it here or are on the waiting list, or doing LobbyCon. >> I'm sorry, I'm sorry for the waiting list. >> This is actually a good venue to do LobbyCon, there's places to meet here. I know a lot of people actually in town kind of LobbyCon-ing it. But for the people that aren't here, what's the most important story that's being told? I know we're not being talked about. What is happening here? What should people know about this year? In your mind's eye, in your understanding of the program, and how it's developed early on, what's the most important thing? >> I think in general CNCF, Cloud Native, Kubernetes all have matured a lot in the last three years, especially the last 12-18 months, where you've seen... Earlier it was all about technical-savvy folks scratching their itch. Now the end-users that I'm talking to, you have like Maersk, what does Maersk do? They actually ship containers, right? But now they are using Kubernetes to manage containers on the containers. >> They're in the container business. >> I'm seeing traditional insurance companies. So I think what we're doing is we're basically hitting, we're kind of past that threshold of early adopters and tinkerers, and now we're moving to full-blown mainstream adoption. Part of that is the cloud providers are all offering Managed Kubernetes, so it's convenient for companies that move in the cloud. And then on the distro front, OpenShift, PKS, Rancher, they're all mature products. So there's just a lot of stability and maturity in the ecosystem. >> Just talking about the mature stuff, give us your take on Knative. What should people be looking at that? How does Serverless fit into all this? >> So Serverless, you know we love Serverless in CNCF. We just view it as another kind of programing model that eventually runs on some type of containerized stack. For us at CNCF, we have a Serverless working group that's been putting out whitepapers. We have a spec around cloud events standardized. I think Knative is a fantastic approach of how to basically build a, kind of like CNCF where it's a set of components that you can use to build your own serverless framework. I think the adoption has been great. We've actually been talking to them about potentially bringing in some components of Knative into CNCF. I think, if you want to provide your own serverless offering, you're going to need the components in Knative to make that happen. I've seen SAPs picked up on it. GitLab just announced a serverless offering based on Knative today. I think it's a great technology. It's still very early days. I think serverless is great and will be continually used, but it's one option of many. We're going to have containers, we're going to have serverless, we're going to have mainframes. It's going to be a mix of everything. >> I'm old enough to remember the old client server days when multi-vendor was a big buzz word. Multi-cloud now is a subtext here. I think that one of the big stories in issue of the maturity is that you're starting to see people, I want choice. And hybrid-cloud is the word today but I think ultimately people view it as a multi-cloud environment of resource. >> So one interesting thing about KubeCon, I think one of our reasons that we've grown so much is if you look at it, there's really no other event you can go to that is truly multi-cloud. You have all the HyperScale folks, you've got your end-users and vendors in one area, right? Versus you going to a vendor-specific event. So I think that's kind of been part of our benefit and then luck to kind of stumble in this where everyone is in the same room. I think next year, big push on bringing all the clouds. >> Well, Chris, thanks for spending the time. I know you're super busy. CTO and COO of the CNCF, really making things happen. This is a real, important technology wave, the cloud computing, and having the kind of choices in ecosystem around open-source is making it happen. Congratulations to your success. We're going to continue coverage here. Day one of three days of CUBE coverage. I'm John Furrier for Stu Miniman. Stay with us for more after this short break. (light music)

>> From the Aria Resort in Las Vegas, it's theCUBE covering AWS Marketplace. (upbeat music) Brought to you by Amazon Web Services. (crowd talking) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at AWS re:Invent 2018, it's a ton of people. We're actually are not in the Sands tonight, we're kicking things off at the Aria at a place called the Quad. It's the AWS Marketplace and Service Catalog Experience Hub. Come on by, they got the foosball, the liquor's out, the food is out, and really kicking off a great event. We're excited to have a first-timer to theCUBE, but a long-timer from the industry. He's Mike Silvey, co-founder and EVP of Moogsoft. Mike, great to see you. >> Thank you very much. >> So it's a little early to ask you your impressions of the show, I'd love to ask you on Thursday afternoon, but so far, what do you think? >> Pretty good, I mean, I've been busy all day. The booth's been, you know, obviously just starting, but we've had meetings with everybody all day so far, and yeah, crazy. >> It's a show like no other. It's really something else. >> Well for a company outside, it's really cool, because we've got a couple of events here at the Quad, on machine learning and on DevOps. We got a booth. We got people you showcase elsewhere. And yeah, very, very, cool. Lovely. >> Right and you're on theCUBE. >> I'm on theCUBE. Hi. >> So for people that aren't familiar with Moogsoft, give us just kind of the quick overview. >> Okay, yeah, so we set up the company to really help transform the economics of the digital migration. So what we mean by that is, you as well know, and all the statistics show that the more you move to modularized software and take advantage of the cloud with Agile, the more costly your operations costs are. In other words, your development productivity goes down because you spent more time doing operations than they do developing. So what we're here to do is make sure that our customers who are all major enterprise corporations, they've got a hybrid world of major enterprise on-premise and then their cloud transition. We're making sure that they can transform, stay agile, but while increasing the development productivity and reducing their operation's costs. It's as simple as that. >> Right, but you were coming at it from a kind of a different perspective. We talked a little bit before we turned the cameras on. You guys are investing really heavily in core technology. Not necessarily building a big sales force or building a big marketing department, but really core technology. So I wonder if you can kind of talk about that strategy and your pursuit of really going down that path. >> Yeah, no, fair. So I guess it comes from our background. If you look at our history, we did ... Well, some of those managers you mentioned. >> I wasn't going to say anything. >> That's a long way back. I'm very old. We did Micromuse years ago at a time of the client server transformation, we did RiverSoft at the time of the dot com boom, and then moved to root cause. You know, today we're in this digital transformation where single faults no longer cause issues. It's a combination of faults over here and micro-changes over there that lead to some kind of service or capacity degradation that leads to customer impact. And the problem our customers have is detecting that impact before the end users are impacted. Our perceived competitors out there, folks like Splunk and ServiceNow, no investment in IP. They're trying to take all technologies and all techniques to solve a problem that they just can't solve. What we've done is invested in unique IP for that problem. So far, 44 patents at this time. We've invested in a huge number of PhD scientists to achieve what we've done. And we've developed some specific technology, for our machine learning, AI, collaborative and social operations to really give you that economic value. >> Right, because your mission is really AI for IT ops, right? >> That's right, perfect. >> I pulled it right off the website. >> Nice. Yeah, so really what that stands for is earlier detection of actual issues. Now on that case, there's an airline that is American that I can't mention, so you can't use it on camera, who last year had a rather public outage. So they had a six hour outage where they were unable to schedule flights because the grand handling software failed. This year, they have Moogsoft. Our software detected an incident that they could action earlier, resolve before it impacted their grand handling system. They realized that if our software hadn't shown them that issue, unknown, unknown, they would have had a four and a half hour minimum outage of flights across the U.S. >> That's expensive. >> Quite expensive. Thank you. (Jeff laughs) So early detection, fewer actual issues, so you think, you've got DevOps teams. One DevOps team has an issue, normally the rest of the teams are impacted, they all spend time investigating. With our software, we show the team that's got the issues, that got the problem. We show everybody their collateral damage, don't waste time. So we improve the productivity there and then we help them remediate much earlier without customer impact, so there you are. >> So we're here at the AWS Marketplace Experience. That's a mouthful. But I'd just love to get your perspective on you said specifically you guys are targeting a lot of investment in IP. How does partnering with Amazon and the Marketplace enable you to really build the company differently than, as you said back in the old days, when you didn't have really kind of a distribution opportunity like this? >> Good question, so I guess we started the company as an on-premise product targeting very large corporations. The kinds of customers we have ... HCL the MSP space, Wipro the MSP space, people like GoDaddy, Yahoo, folks like that, and then some financial services. We started in the on-prem world, and as those customers have started their migration to hybrid, it became really clear that Amazon was focusing on that area as well. And what the AWS Marketplace has allowed us to do is massively shorten frankly our sales cycle with our customers with very large scale deals. But also help those customers adopt our software much more quickly as well. It works really well for Amazon, it works really well for our customers, and works really well for us. Earlier value, you had much bigger customer adoption much more quickly and the Marketplace benefits because we help those customers transition over to the Marketplace much more quickly as well. To take advantage of Agile. >> Right, and I don't think a lot of people give enough credit, especially for a smaller company, how hard it is to do business with a big company. Not because of anything with the technology, but just in terms of getting through, getting it, being it approved. >> Commercials. >> Just being an approved vendor, you say the commercials can be the biggest hurdle to actually closing the deal. It has nothing to do with whether the buyer wants to buy it or whether it's a great technology fit. So by using the Marketplace, you basically just taking all that difficulty right off the table. >> The Marketplace has the enterprise contract. If the customer has an enterprise contract, they could just buy our software, no EULA, no commercials with us. That's it, thank you very much. We get paid, everybody's happy. And those customers get to save money as well, but I probably shouldn't say that. (Jeff laughs) And then how's it been just working with Amazon as a partner? Some people are scared. They're like, "You know, they're so big. "And if they find something they like, they're just going to "roll up it in the big machine." So how's it been working with Amazon as a partner? >> Quite amazing actually. I don't want to get to sycophantic with Amazon here, but ... First, we were a tiny company really with 200 people. Okay, we're selling above our weight, I guess, with the customers we have. They changed the Marketplace to do deals for us. I've been amazed. So we founded the company on the principle we wanted to bring joy to our customers, meaning we wanted to be agile, customer focused very customer centric. I've never met a large corporation like Amazon who's so customer focused. So with particular customers, we've done Marketplace transactions. Very high value, very large scale. Amazon's changed the Marketplace in ours to facilitate those deals for the customers. I mean in terms of the engagements we have with the CloudWatch team and the CloudTrial and the AWS management teams, they're working with us on product changes to help those customers for us. It's really, really cool. Totally different experience. Something you don't expect from a very large corporation. >> Well, I think it's great 'cause you have alignment 'cause they really still care abut the customer first. They probably love having you as a partner, but not before they like the customer. It sounds like a good symbiotic relationship. >> It's been really good. >> All right, well, Mike, I'm going to track you down on Thursday night and get your impressions of the show. >> Super. >> Because you're going to be blown away. Thanks for taking a few minutes of your day. >> Thanks very much. Cheers. >> All right, he's Mike. I'm Jeff, you're watching theCUBE. We're at AWS Marketplace and Service Center Experience Hub at the Aria. Come on by. (upbeat music)

>> From San Francisco, it's theCUBE, covering Girls in Tech Catalyst Conference, brought to you by Girls in Tech. >> Hey, welcome back, everybody. Jeff Frick here at theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst Conference, about 700 professionals. It's a really cool conference. It's a single track, two days. All the presentations are about 15, 20 minutes of people telling their stories, vast majority of women, a couple of men. I think they brought in some younger kids to get inspired. So we're excited to be here. Been coming for a couple years. And our next guest, many time CUBE alum, I just know her as Sandy Carter. She does have a title, VP of Enterprise Workloads at AWS, but I dunno, Sandy, how long have you been coming on the CUBE, how many years? >> Oh, wow, I don't know. >> Too many to count, and we don't want to admit to it. >> Yeah, it's true, but thank you guys for supporting events like this, Jeff, because I know that you guys have been supporting Women in Tech, and Girls in Tech for so long, and we really appreciate that very much. Thank you. >> And it's so important, and we love to do it, and we especially love when it's right in our backyard. It makes it really easy just to grab some crew and run up here. >> (laughing) That's right. >> So give us an update. You are chairman of the board now, and I think we've probably talked to probably three or four board members today. It's a really impressive group of people, and Adriana has done amazing things with this organization in the last 11 years. And you're sittin' watching it grow internationally, the number of events, the types of events. Give us your perspective. >> Yeah, so I think Girls in Tech is an amazing organization. That's why I decided to join the board and then to take on the chairman of the board position. And the reason I think it's so powerful is that it's really focused on young women, millennial women who are looking to become business owners, leaders, entrepreneurs and who want to apply technology to make themselves more competitive. You know, I know Adriana came up with this in 2007, but even today, the mission and the values are still really relevant. These are the top things that women need to know about today, and this is really about filling up the pipeline, sharing experiences. The conference today, I don't know if you got to hear any of the sessions, but they're really not about, you know, let me do technical skills. It's really about how do you break through the next level, how do you grow your business, how do you scale. And so it's really those type of topics that we can share experiences as experienced businesswomen with others so that they can learn and grow from that. >> Right, and just really simple stuff, like raise your hand, take the new assignment, take a risk. >> You got it, the crooked path. >> The crooked path, that was the one I was looking for. And do something that you don't necessarily have experience in, whether it's finance or accounting or HR or product management, sales. You know, take a risk, and chances are you're going to get paid off for it, and I think those simple lessons are so, so important. And then, of course, which comes up time and time again is just to have role models, senior role models who've been successful, who have an interesting story, they have a crooked path, it wasn't easy it wasn't even defined, but here they are as successful so that the younger women can look up to them. >> Yeah, absolutely, and I think that it's, you know the big message today, I think, for women was have the confidence. Basically that sums up what you just said, right? Be confident, and even if you don't feel confident, show confidence. >> Right, right. >> Which I think is so important.. >> Fake it 'til you make it, right >> That's right. You got it, you got it. >> 'Cause everybody else is, you just don't know it. >> That's right. >> You think they know what they're doing. They're doing the same thing. >> That's right. Well, it's interesting, one of the stats today said that men will apply for a job if they have 60% of the qualifications. Women will only apply if they have between 90 or 95%. So I think being able to know that you're confident and that you're going to make it, that you're going to do things and going ahead and taking that risk is really important. >> So the other big shift that we've seen in this conference is really the corporate sponsorship. So AWS is here obviously. You're here. You're on the board. But the amount of logos, the size of the companies on the logos has really grown a lot since I think we were first at this one in Phoenix in 2016. >> Phoenix, yeah, yeah, yeah, yeah. >> So not only, again, is that the right thing to do, but it's also really good business to get involved, and you great ROI for being involved in these types of organizations. >> That's right. You know, innovation is really about having diversity of thought, and so having women, having different colleges, having different sexual orientation, just diversity really helps you to innovate. >> Right. >> 93% of CEOs said that innovation is their number one competitive advantage. So we're seeing a lot of companies now pick up on that and know that they've got to come and they've got to be attractive, not only as a company that people would want to work at, an employer, but also just as a company that you might want to do business with. So today, I love the story of GoDaddy. She was saying GoDaddy was targeting small businesses. Well, most of those are run by women, but they weren't doing the right targeting. So I think it's a phenomenal change that we're seeing with companies like this doing the support. AWS, Amazon Web Services is proud to be one of the major sponsors. We had Charlie, one of our SVPs on stage today, chatting about lessons he've learned, but we've also don't things like understanding how women are buying, and we're doing focus groups, and we're doing different things like that to really help us gain insight. >> Right, so final question, from the board point of view as you look forward in the expansion opportunities, they seem almost unlimited between the countries, the participants and the variation in types of events that you guys are undertaking. It's really quite a bit to bite off. >> Well, you know, we have kind of a two prong mission. One is for entrepreneurs, and so you're seeing us really emphasize classes and things like our Amplify event where we have women come and pitch ideas that really grow that side of the business. In fact, I was just in Cuba last week, on behalf of Girls in Tech, talking to female entrepreneurs there and how we could help them because they really want us to set up some classes there to teach these entrepreneurs how to grow. And the second prong of our mission is around technology and coding. So we've got classes. We've got things with AWS like We Power Tech, so that women can learn technology and use it for their competitive advantage. So while it seems like we're doing a lot of things, it's really around that two prong mission, entrepreneurship and that coding technology focus. >> Alright, well, Sandy, thanks again for stopping by, and really congratulations to you, not only in what you do at AWS, but really just some very, very important work with Girls in Tech. >> Great, thank you, and thank you for being so supportive. We appreciate it very much. >> Our pleasure. Alright, She's Sandy Carter. I'm Jeff Frick. You're watching theCUBE from Girls in Tech Catalyst in downtown San Francisco. Thanks for watchin'. (upbeat electronic music)

>> From San Francisco, it's theCUBE. Covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. (upbeat music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst event. About 700 professionals, mainly women, a few men a busload of some kids came in to watch as well. And we're really excited to have the founder and CEO of Girls in Tech, Adriana Gascoigne. Adriana, first off congratulations on another great event. >> Thank you! Thanks so much, it's been awesome. All the energy, all the vibrancy in the room everyone's here to learn and grow and listen to these amazingly accomplished speakers from astronauts to venture capitalists to serial entrepreneurs, it's really exciting. >> They're great stories, I mean it's a really cool program just a single track program, single room. And they can have, how many sessions all together probably 30, like 15 a day? >> Lots. >> (chuckling) Lots. More than you can count. >> I think it's about 20 per day and then we also have some breakout sessions like workshops so it's a little more hands-on. We had a cocktail party last night, a lot of networking, a lot of connecting. So a lot of really productive ways of helping careers develop and also finding out about new and interesting opportunities and really connecting with other women in tech. Both in the high-tech sector as well as the start-up sector so it's really cool. >> Just some really simple advice, right? Like raise your hand, take advantage of new opportunities. Go into areas that you don't have expertise in. >> Be authentic, yeah. >> Ask questions. Be authentic, be curious. And that's what I really like. It's good, actionable, simple, straightforward things that you can do to advance your career. >> Exactly, exactly. >> You are everywhere. This organization has grown, (Adriana laughs) I keep an eye out on you on twitter and stuff obviously and you are all over the world so give us kind of an update as to where Girls in Tech is in terms of members and locations and kind of how it's grown over 11 years you've been at it. >> Yeah, over 11 years and our international or global footprint is something we're extremely proud of. We're in 60 chapters, so 60 cities around the world, in 36 countries and in six continents. And now we have over a hundred thousand active members. By the end of 2020, we're increasing that to 200,000 active members, approximately. And we're growing into 45 different cities and hopefully, knock on wood, in 100 chapters. So that's a pretty massive growth spurt that we're experiencing and there's just huge demand. Right now we have a list of over 160 people who want to start chapters in their city which is really telling about what people think about Girls in Tech, how our programs are impacting these tech communities, how we're empowering women to have a voice and really creating change within societies. So for us it's a pride thing but it's also the impact that we're making and really encouraging women to excel in their careers in tech. Whether it's become a manager at a start-up, or a high-tech executive, or start their own company. Everyone has a different path. We want people to find their passion and purpose in life and achieve that. Because if you do what you love and, you know, a lot of us do what we love, some of us don't. But if you do what you love you can be way more productive and happier. And at the end of the day, isn't that our goal? >> Exactly, and so much of the corporate participation has just skyrocketed too, since I think we first saw you a couple years ago in Phoenix. The number of corporate logos on the banner is fantastic. And really, the messages from the people we've talked to today is they not only see the value but want to get more involved and do more events with you guys. 'Cause they see, and it's altruistic a little bit, but it's also real basic business ROI. They need more good people and this is an avenue to get more good people. >> Exactly. I think diversity, inclusion is no longer a buzzword. They're really seeing the ROI in creating diverse workforces. It helps with building revenue. Right, so if you have a more diverse and innovative workforce, then you're able to create products and services that are more diverse, more comprehensive. You have more opportunities to problem solve in a creative way, so really there is a lot of different elements in addition to creating a company culture that's more conducive to creating safety and comfortable work environments for all employees. Minority groups, people of different genders, et cetera. So I think that it's something that is not just like I said, not just a buzzword. It's really important that they incorporate it into their strategy, overall business strategy. Recruiters are now flagging it as something that's extremely important 'cause they are seeing how it really impacts the company and their business. >> Right, really interesting story on the GoDaddy side. We've interviewed GoDaddy a ton of times at Grace Hopper. And I remember like GoDaddy, what are you doing at Grace Hopper? You guys were like the not as Grace Hopper of all. But they changed their culture and the interesting part of the story is it's a lot of little small steps can actually have a really, really big impact. And they've completely turned it and oh by the way, their financials are looking pretty good as well. So it definitely pays. >> Yeah, it's amazing. Yeah, GoDaddy was actually my very first sponsor. >> Really? >> Yeah. And so it's really exciting to see that. And people actually asked me, I mean they're so controversial, or they were in their Superbowl ads. Like, why would you go out on a limb and work with them? And I said, well I talked to their whole executive team. They hired this amazing CTO, happens to be a woman. We had multiple discussions about them changing their brand around and you know, everyone deserves a second chance, I believe. And so they ended up supporting not only the organization, but me as their leader, and I owe them a lot for that because we were able to produce the first Catalyst Conference as a result and many other programs. And more importantly start hiring a staff, have money to invest in operations, different resources for our chapters around the world, deploy more programs like our coding boot camps, our amplify business pitch competition, our global classroom which is our e-learning platform, our hacking for humanity series, so GoDaddy is is really, has been really a strong partner to us and we owe them a lot for our success. >> Right, well it's funny too, 'cause she said that they did the analysis and like 60% of their customers were women operating small businesses and it's like, hello, maybe there's a good thing there. >> Yeah, that is the entrepreneurial sector. That is the target, yeah. >> Well I know you're super, super busy. Give you the last word before I let you go, and again, thanks for having us. We're super excited to be back here again. And really, you put on such a great program. >> Thanks so much. Yeah, we always love working with theCUBE and we love you guys having a presence here and capturing the amazing soundbites and stories from our very accomplished speakers who happen to be amazingly passionate and amazingly altruistic. >> Yes, there's no shortage of energy in the room even though they're all a little tired, been a long week. (both laughing) All right well thanks again. >> Thank you. >> She's Adriana, I'm Jeff Frick, you're watching theCUBE from Girls in Tech Catalyst 2018. Thanks for watching. (upbeat music)

>> From San Francisco, it's theCUBE, covering Girls in Tech Catalyst Conference, brought to you by Girls in Tech. >> Hey, welcome back, everybody. Jeff Frick here at theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst Conference, about 700 professionals. It's a really cool conference. It's a single track, two days. All the presentations are about 15, 20 minutes of people telling their stories, vast majority of women, a couple of men. I think they brought in some younger kids to get inspired. So we're excited to be here. Been coming for a couple years. And our next guest, many time CUBE alum, I just know her as Sandy Carter. She does have a title, VP of Enterprise Workloads at AWS, but I dunno, Sandy, how long have you been coming on the CUBE, how many years? >> Oh, wow, I don't know. >> Too many to count, and we don't want to admit to it. >> Yeah, it's true, but thank you guys for supporting events like this, Jeff, because I know that you guys have been supporting Women in Tech, and Girls in Tech for so long, and we really appreciate that very much. Thank you. >> And it's so important, and we love to do it, and we especially love when it's right in our backyard. It makes it really easy just to grab some crew and run up here. >> (laughing) That's right. >> So give us an update. You are chairman of the board now, and I think we've probably talked to probably three or four board members today. It's a really impressive group of people, and Adriana has done amazing things with this organization in the last 11 years. And you're sittin' watching it grow internationally, the number of events, the types of events. Give us your perspective. >> Yeah, so I think Girls in Tech is an amazing organization. That's why I decided to join the board and then to take on the chairman of the board position. And the reason I think it's so powerful is that it's really focused on young women, millennial women who are looking to become business owners, leaders, entrepreneurs and who want to apply technology to make themselves more competitive. You know, I know Adriana came up with this in 2007, but even today, the mission and the values are still really relevant. These are the top things that women need to know about today, and this is really about filling up the pipeline, sharing experiences. The conference today, I don't know if you got to hear any of the sessions, but they're really not about, you know, let me do technical skills. It's really about how do you break through the next level, how do you grow your business, how do you scale. And so it's really those type of topics that we can share experiences as experienced businesswomen with others so that they can learn and grow from that. >> Right, and just really simple stuff, like raise your hand, take the new assignment, take a risk. >> You got it, the crooked path. >> The crooked path, that was the one I was looking for. And do something that you don't necessarily have experience in, whether it's finance or accounting or HR or product management, sales. You know, take a risk, and chances are you're going to get paid off for it, and I think those simple lessons are so, so important. And then, of course, which comes up time and time again is just to have role models, senior role models who've been successful, who have an interesting story, they have a crooked path, it wasn't easy it wasn't even defined, but here they are as successful so that the younger women can look up to them. >> Yeah, absolutely, and I think that it's, you know the big message today, I think, for women was have the confidence. Basically that sums up what you just said, right? Be confident, and even if you don't feel confident, show confidence. >> Right, right. >> Which I think is so important.. >> Fake it 'til you make it, right >> That's right. You got it, you got it. >> 'Cause everybody else is, you just don't know it. >> That's right. >> You think they know what they're doing. They're doing the same thing. >> That's right. Well, it's interesting, one of the stats today said that men will apply for a job if they have 60% of the qualifications. Women will only apply if they have between 90 or 95%. So I think being able to know that you're confident and that you're going to make it, that you're going to do things and going ahead and taking that risk is really important. >> So the other big shift that we've seen in this conference is really the corporate sponsorship. So AWS is here obviously. You're here. You're on the board. But the amount of logos, the size of the companies on the logos has really grown a lot since I think we were first at this one in Phoenix in 2016. >> Phoenix, yeah, yeah, yeah, yeah. >> So not only, again, is that the right thing to do, but it's also really good business to get involved, and you great ROI for being involved in these types of organizations. >> That's right. You know, innovation is really about having diversity of thought, and so having women, having different colleges, having different sexual orientation, just diversity really helps you to innovate. >> Right. >> 93% of CEOs said that innovation is their number one competitive advantage. So we're seeing a lot of companies now pick up on that and know that they've got to come and they've got to be attractive, not only as a company that people would want to work at, an employer, but also just as a company that you might want to do business with. So today, I love the story of GoDaddy. She was saying GoDaddy was targeting small businesses. Well, most of those are run by women, but they weren't doing the right targeting. So I think it's a phenomenal change that we're seeing with companies like this doing the support. AWS, Amazon Web Services is proud to be one of the major sponsors. We had Charlie, one of our SVPs on stage today, chatting about lessons he've learned, but we've also don't things like understanding how women are buying, and we're doing focus groups, and we're doing different things like that to really help us gain insight. >> Right, so final question, from the board point of view as you look forward in the expansion opportunities, they seem almost unlimited between the countries, the participants and the variation in types of events that you guys are undertaking. It's really quite a bit to bite off. >> Well, you know, we have kind of a two prong mission. One is for entrepreneurs, and so you're seeing us really emphasize classes and things like our Amplify event where we have women come and pitch ideas that really grow that side of the business. In fact, I was just in Cuba last week, on behalf of Girls in Tech, talking to female entrepreneurs there and how we could help them because they really want us to set up some classes there to teach these entrepreneurs how to grow. And the second prong of our mission is around technology and coding. So we've got classes. We've got things with AWS like We Power Tech, so that women can learn technology and use it for their competitive advantage. So while it seems like we're doing a lot of things, it's really around that two prong mission, entrepreneurship and that coding technology focus. >> Alright, well, Sandy, thanks again for stopping by, and really congratulations to you, not only in what you do at AWS, but really just some very, very important work with Girls in Tech. >> Great, thank you, and thank you for being so supportive. We appreciate it very much. >> Our pleasure. Alright, She's Sandy Carter. I'm Jeff Frick. You're watching theCUBE from Girls in Tech Catalyst in downtown San Francisco. Thanks for watchin'. (upbeat electronic music)

>> From San Francisco, it's theCUBE. Covering Girls in Tech Catalyst Conference. Brought to you by Girls in Tech. (upbeat music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst event. About 700 professionals, mainly women, a few men a busload of some kids came in to watch as well. And we're really excited to have the founder and CEO of Girls in Tech, Adriana Gascoigne. Adriana, first off congratulations on another great event. >> Thank you! Thanks so much, it's been awesome. All the energy, all the vibrancy in the room everyone's here to learn and grow and listen to these amazingly accomplished speakers from astronauts to venture capitalists to serial entrepreneurs, it's really exciting. >> They're great stories, I mean it's a really cool program just a single track program, single room. And they can have, how many sessions all together probably 30, like 15 a day? >> Lots. >> (chuckling) Lots. More than you can count. >> I think it's about 20 per day and then we also have some breakout sessions like workshops so it's a little more hands-on. We had a cocktail party last night, a lot of networking, a lot of connecting. So a lot of really productive ways of helping careers develop and also finding out about new and interesting opportunities and really connecting with other women in tech. Both in the high-tech sector as well as the start-up sector so it's really cool. >> Just some really simple advice, right? Like raise your hand, take advantage of new opportunities. Go into areas that you don't have expertise in. >> Be authentic, yeah. >> Ask questions. Be authentic, be curious. And that's what I really like. It's good, actionable, simple, straightforward things that you can do to advance your career. >> Exactly, exactly. >> You are everywhere. This organization has grown, (Adriana laughs) I keep an eye out on you on twitter and stuff obviously and you are all over the world so give us kind of an update as to where Girls in Tech is in terms of members and locations and kind of how it's grown over 11 years you've been at it. >> Yeah, over 11 years and our international or global footprint is something we're extremely proud of. We're in 60 chapters, so 60 cities around the world, in 36 countries and in six continents. And now we have over a hundred thousand active members. By the end of 2020, we're increasing that to 200,000 active members, approximately. And we're growing into 45 different cities and hopefully, knock on wood, in 100 chapters. So that's a pretty massive growth spurt that we're experiencing and there's just huge demand. Right now we have a list of over 160 people who want to start chapters in their city which is really telling about what people think about Girls in Tech, how our programs are impacting these tech communities, how we're empowering women to have a voice and really creating change within societies. So for us it's a pride thing but it's also the impact that we're making and really encouraging women to excel in their careers in tech. Whether it's become a manager at a start-up, or a high-tech executive, or start their own company. Everyone has a different path. We want people to find their passion and purpose in life and achieve that. Because if you do what you love and, you know, a lot of us do what we love, some of us don't. But if you do what you love you can be way more productive and happier. And at the end of the day, isn't that our goal? >> Exactly, and so much of the corporate participation has just skyrocketed too, since I think we first saw you a couple years ago in Phoenix. The number of corporate logos on the banner is fantastic. And really, the messages from the people we've talked to today is they not only see the value but want to get more involved and do more events with you guys. 'Cause they see, and it's altruistic a little bit, but it's also real basic business ROI. They need more good people and this is an avenue to get more good people. >> Exactly. I think diversity, inclusion is no longer a buzzword. They're really seeing the ROI in creating diverse workforces. It helps with building revenue. Right, so if you have a more diverse and innovative workforce, then you're able to create products and services that are more diverse, more comprehensive. You have more opportunities to problem solve in a creative way, so really there is a lot of different elements in addition to creating a company culture that's more conducive to creating safety and comfortable work environments for all employees. Minority groups, people of different genders, et cetera. So I think that it's something that is not just like I said, not just a buzzword. It's really important that they incorporate it into their strategy, overall business strategy. Recruiters are now flagging it as something that's extremely important 'cause they are seeing how it really impacts the company and their business. >> Right, really interesting story on the GoDaddy side. We've interviewed GoDaddy a ton of times at Grace Hopper. And I remember like GoDaddy, what are you doing at Grace Hopper? You guys were like the not as Grace Hopper of all. But they changed their culture and the interesting part of the story is it's a lot of little small steps can actually have a really, really big impact. And they've completely turned it and oh by the way, their financials are looking pretty good as well. So it definitely pays. >> Yeah, it's amazing. Yeah, GoDaddy was actually my very first sponsor. >> Really? >> Yeah. And so it's really exciting to see that. And people actually asked me, I mean they're so controversial, or they were in their Superbowl ads. Like, why would you go out on a limb and work with them? And I said, well I talked to their whole executive team. They hired this amazing CTO, happens to be a woman. We had multiple discussions about them changing their brand around and you know, everyone deserves a second chance, I believe. And so they ended up supporting not only the organization, but me as their leader, and I owe them a lot for that because we were able to produce the first Catalyst Conference as a result and many other programs. And more importantly start hiring a staff, have money to invest in operations, different resources for our chapters around the world, deploy more programs like our coding boot camps, our amplify business pitch competition, our global classroom which is our e-learning platform, our hacking for humanity series, so GoDaddy is is really, has been really a strong partner to us and we owe them a lot for our success. >> Right, well it's funny too, 'cause she said that they did the analysis and like 60% of their customers were women operating small businesses and it's like, hello, maybe there's a good thing there. >> Yeah, that is the entrepreneurial sector. That is the target, yeah. >> Well I know you're super, super busy. Give you the last word before I let you go, and again, thanks for having us. We're super excited to be back here again. And really, you put on such a great program. >> Thanks so much. Yeah, we always love working with theCUBE and we love you guys having a presence here and capturing the amazing soundbites and stories from our very accomplished speakers who happen to be amazingly passionate and amazingly altruistic. >> Yes, there's no shortage of energy in the room even though they're all a little tired, been a long week. (both laughing) All right well thanks again. >> Thank you. >> She's Adriana, I'm Jeff Frick, you're watching theCUBE from Girls in Tech Catalyst 2018. Thanks for watching. (upbeat music)

(upbeat music) >> Narrator: Live from Washington D.C. It's the Cube. Covering .NEXT Conference. Brought to you by Nutanix. >> Welcome back to .NEXT in D.C. everybody. My name is Dave Vellante and I'm with my co-host Stewart Miniman. This is the Cube, the leader in live tech coverage. We go out to the events and extract a signal from the know as we hear it. .NEXT, Nutanix's customer event. Two days of wall to wall coverage. Julia Palmer is here. She's a research director at Gartner. My new best friend. (laughs) Great to see you again. We had a great dinner last night. I really enjoyed the conversation. Thanks for coming on the Cube. >> Oh, my pleasure. >> So, it's a good little event here. Lot of excitement. But what's your take? You are a former practitioner, now an analyist. You were in the heart of technology at GoDaddy. You really know the market, the products. What do you make of what's going on here at .NEXT? >> You know when hyper convergence first emerged it was all about saving money. It was all about going from infrastructure that was maybe too complex and too expensive to something that maybe, based on commodity will bring lower acquisition costs. But this not the story today at all. That's what, I think my IT leaders are telling me. They're not going after acquisition costs. They're not looking at things and just comparing by the capex. They're looking at the bigger picture and how will this technology will help them to enable business. So that's I think a the biggest difference now. Going from something as simple as, is it going to to be more expensive? Less expensive? To how will it move the needle to my enterprise, to my organization? >> Dave: So that's certainly the messaging that you're hearing from, from Nutanix. As a practitioner, do you buy that? Do you believe that they're more than just an infrastructure company? That they are a transformative force in the industry. >> Julia: Yeah, I hear a lot, you know. I moderated a panel today with three customers and one of them said, you know, I'm in the health care business. I'm here to save lives. I'm not here to reinvent my own hyper converge infrastructures. So, he wants to focus on what's important for his end users. And he wants to stop manage (mumbles). That's just not a focus. And I hear it over and over again from different types of customers. >> Dave: Hmm, now you were not a Nutanix customer previously, correct? >> No. But you did see a lot of different infrastructure products? >> Julia: Absolutely. >> As a practitioner what bothered you about what the vendor community did. What were your likes and dislikes? >> Julia: Everything. Everything bothered me. >> Everything bothered you. I was part of pretty large organization and when you have a big footprint you have big problems. And one of them, for example, was that we would have an outage and we reach out to the vendor and they would tell us, you know, you hit a bug and we have a fix and we will give you the fix and you will be good to go tomorrow. Nevermind the outage that you had and impacted end users. So now a lot of vendors are using predictive analytics. Cloud based analytics, >> Right. to see if there's anything in your existing environment that's susceptible to existing bugs and proactively reach out to you to provide a fix. So I was just thinking, looking back, how many outages I could have prevented if this technology was available when I was running it. >> Stewart: Yeah, Julia, I mean we know that companies for so long, you know, infrastructure, they spent so much of their time, you know, running around, patching it, fixing it, worrying about that. Hyper converge now is trying to talk about, you know, where it fits into the whole cloud picture, which is mostly about an operational model. Where do you see along those trends. Do you believe that hyper converge really fits into a cloud strategy or is it cloud washing from a bunch of infrastructure people? You know? >> I think it has a potential. I don't think it's there today. But I think it has a great potential because when I talked to Gartner end users about, like, why hyper converge? And I actually did some total cost of ownership research, what they all told me that looking back they realized how much OpEx it saved them. And they say it was very difficult. You kind of had to take our chance on it because upfront you can't predict the outcome. Is it really going to be more simple? What does simple mean? What's key performance indicator and simple you can put. So, but looking back, the guys that implemented, they all told me that 60 percent of OpEx they saved. Meaning they didn't last with infrastructure (mumbles). How do they do this? They stop manage components. They start managing VM's. So next step is stop manage VM's, start managing applications and that's what cloud management is all about. Getting out of infrastructure management all together and deliver a business what they want. And usually, they want support for their applications. >> Dave: So, my understanding is that Gartner has analysts that service the vendor community, the executive community, and the practitioner community. You are a direct practitioner, >> Yes. Advisor. >> I deal with IT leaders. Okay, your peeps. (laughs) I think you mentioned to me last night that you've had hundreds of conversations and you've only been at Gartner, what, six months? >> Two years. >> Oh, two years, sorry. I apologize for that. Okay, so in the two years, hundreds of conversations. Is that fair? What kinds of conversations are you having with clients around infrastructure? What are the challenges that they're having? And what are you advising them? I know there are many, many, but maybe you can summarize the top ones. >> That's a very good question. I actually want to write research about it. Top five questions about hyper converse people asking so I've been thinking about it for a while. So, different types of customers, new customers are asking questions about, is it ready? Should I go for it? Why would I go for it? Why can't I keep my (mumbles) infrastructure design? What should I look for as a new key performance indicators? It's not the same way, how would you judge it here. Then existing hyper converge customer are looking for what's next step in hyper convergence. Is it ready for prime time? Is it ready for mission critical applications? Because they're looking at the boxes and they look at the commodity hardware and they still feel uncertain. Can it really run something that they're a proprietary hardware used to run. So we explore the advantages of software defined, software defined storage. Value is in the software. You know, being backed up by software defined storage, my favorite subject, is a, is a, you know abstracting and distributing data that you don't worry about us anymore. So scale out storage replacing proprietary architecture can provide you same level of uptime and performance especially with new, you know, flash options. So that's a popular question. Number three is just the, you know, we leave it to in the age of a compressed differentiation I believe my colleague Dave Russell calls it, and there's a small differences between the vendors and end users are not aware of this. And they can be critical for particular use case. So they always ask strengths, weaknesses, opportunities, threats on each and every one them. Because we have a lot of solutions on hyper converge now. A lot of vendors, prominent vendors now join the market. So end users are a little bit confused. How do I navigate through this ocean of different hyper converge solutions. >> Stewart: Yeah, so Julia, Nutanix helped really drive a lot of this awareness for the hyper converge market. Now, every company, you know, all the big players have at least one, if not multiple solutions out there. How do you see Nutanix? Are they differentiating themselves? Are they, I know they're trying move beyond kind of the hyper converge label, ya know. What are the doing good? What would you like to see them do more? >> Julia: Yeah, Nutanix is a, you know, was one of the leaders from the very beginning. And, you know, remains the leader. They obviously succeed in at least in a lot a features. And a very fast release cycle of new features. It's easy when you have one focus, you know. Other companies have so many different areas they need to focus or protect and Nutanix doesn't have this problem. And also being able to mix different hardware, I think it's an advantage, you know. Being able, the customer needs to make a choice, you know. I think the structure of the future is going to be all about choice. It's less about, ya know, this is a lock in. I want to pick my hyper visor. I want to pick my hardware and move on. >> Stewart: So one of the things I think Nutanix does best when they're not positioning themselves as a storage solution, however, cause the storage market is tremendously competitive and there's always the, you know, there's the next technology, the next wave. There's so many competitors out there. I mean, do you think things like NVMe over Fabric are going to just, you know, have the potential to disrupt everything that Nutanix is doing? You know, what are some of the big threats to, ya know, their current position? >> Actually, I just wrote a research about how NVMe and NVMe over Fabrics is going to disrupt and improve integrated and hyper converge systems. I think those technologies and it's like NVMe without NVMe over Fabric. It's like, I call it, it's like barbecue without barbecue sauce, right? So the NVMe and NVMe over Fabric has potential to boost performance of hyper converge systems on par with what a solid state, erase today do. So I think a, and it's commodity hardware, right? We're not talking about anything proprietary. So when a we going to move towards this territory when NVMe and NVME over Fabrics become mainstream maybe two years from now, three maybe years from now. I think everybody can enjoy shared distributed storage performance. And, but honestly, your question about storage, like do you need to position yourself as a storage company or not, the major difference about different hyper converge products, in my opinion, is how they do storage. Other than this, it's the same flavors of hyper visor, it's the same commodity hardware. So what do we have different? The ways you did data services. The ways you position your storage. You, you deliver the storage services. >> Stewart: So, you know what, I'm curious. When I read Wall Street stuff about Nutanix they seem to overreact to every bit of news so, you know, the Dell relationship, ya know, is challenging there for that to head win. Oh wait, the Google announcement seems to be a great tailwind, ya know, the big bump in the stock today. Do you see those partnerships as critically important or is it the vision and execution of Nutanix and what they're doing with their customers? >> I think so. I think we live in the age when a ecosystem support is everything, ya know. People not necessarily today go to the public cloud to save money. They go for ecosystem support. To expand their services and their capabilities. That's why, ya know, embracing the cloud and not trying to position yourself against is the right way to go. I think we all need to embrace cloud and find the way that will benefit the end users. >> Dave: Um hmm, so you were sharing with, you spend a fair amount of time, all Gartner analysts who do these things do on magic quadrants. They, we put a lot of effort into them. A lot of people criticize magic quadrants. I think they're unfairly criticized. I know how much work goes into them. >> Thank you. And they are fact based opinions if I could categorize them like that, right? Is that fair? So, do you do one on hyper converged infrastructure or converged? Do you separate converged from hyper converged? How do you look at the market? >> Julia: So last year magic quadrant was integrated systems, which is converged and hyper converged. But what Gartner does is actually, every year we look at the market and we adjust our inclusion criteria. We adjust market definition. So, I don't think it's a big secret that hyper conversion is leading this market right now. And, honestly, in conversion infrastructure, if you look at conversion infrastructure, it's very similar. The only difference in conversion infrastructure is how you do storage. Which storage area you are using. So it becomes less strategic to even analyze conversion infrastructure. So you will see this year, I cannot break all of the news here, but much more emphasis on software driven, hyper converged infrastructure. Not services. Not the appliances, but more software. >> Stewart: I love to hear that cause at Wikimon when we called the category "server sand" so like VM ware, major player both as a partner in Nutanix. A competitor in Nutanix. Ya know, I know there like, they don't show up on the Gartner magic quadrant because they don't fit into that environment. Also the lines between converge, hyper converge, and software defined storage seem to be blurring a lot. I mean, in some ways they're just different ways of packaging. Some of the others, they, hyper converged is a, ya know, delivery option for what they're doing, so. >> Julia: Exactly. >> Where do you see it going, ya know, it's, ya know, obviously beyond the appliance but, ya know. Say there's the Google announcement today. Where do you see, ya know, a company like Nutanix fitting into this hybrid or multi-cloud world? >> Differentiating on software, this is the name of the game, right? So, if you can have a portable software you can run on any hardware, you obviously can continue and run on any cloud as well. And this is an idea. You said it absolutely right. Like software defines storage. It's not a technology. It's a delivery option. So customer needs to be in charge of their options. Do I want to deploy on premises? Do I want to go on cloud? Do I want to have an appliance? Do I want to buy a software, bring your own hardware? All of those choices need to be given to the end user. They need to decide which way they want to go. >> Dave: So, we're going to have Chad Saccage on tomorrow and it's obviously interesting, we see Nutanix selling through Dell. We were there two years ago when that announcement was made. Great, ya know, business. Terrific. But as you were saying, converged and hyper converged and software defined, they're all coming together now. What do you expect is going to happen with EMC and Nutanix? Do you have any... I don't want to use the prediction, but any scenarios that you can see developing there? >> I think, you know I hate to speculate, but I think both of those companies are extremely user oriented. So, if there will be demand for Nutanix that will continue to support Nutanix because they will do it right by the customers. And same with Nutanix, ya know, they never want to turn someone down saying it's not their problem. Both support them in parallel as long as demand is there. >> Dave: So let me ask the question differently, cause I agree with you. EMC, customer centric. Michael Dell, there's nobody more customer centric on the planet. Clearly Nutanix is customer focused. Having said that, if the three of us were advising Dell, EMC on what to do, we would say keep doing what the customers want. Great, check. But from a product roadmap standpoint, I don't know about you Stew, but I know I would push them to look at doing more of a hyper converge, software defined, like roadmap, as opposed to kind of bolted on V-blocks. Which got it all started. Would you agree with that? Or, do you think that's a waste of R&D? Just outsource it or OEM it? >> Software defined storage is hard to do. It's hard to do it from the ground up, ya know. Products need to mature, ya know, VMware, VSEN. It's a mature product. It's a good foundation for software defined storage and for hyper converged. Building something from the ground up, just to separated from VMware, it will be very difficult. >> Dave: Okay, well okay, right. Well then double down on VMware maybe is the advice there. Or maybe they're not really inquisitive right now because they have the debt service but over time maybe bring in startups to innovate there. Or maybe not because when you look at the Dell EMC deal from previous generations, there's a very successful deal. One of the most, probably the most successful storage deal in the history >> Stewart: Talking about the partnership? >> of storage. The partnership. >> Sure. Before Dell bought Compellent, then remember, Dell buys Compellent. I would look back on that and say Dell probably would have been better off just staying with EMC. Reselling EMC. I mean you were there during those days. I don't know. Was Compellent and EqualLogic, >> EqualLogic were those successful acquisitions in your view? In retrospect. >> Stewart: In retrospect they did pretty well but you're right Dave, the EMC partnership was way more money. I think by the time Dell bought EMC the internal Dell storage, ya know, revenue had grown to almost, or a, ya know, order of magnitude, the same size of EMC and they had to put a lot more emphasis into it. So, you know, better margins, ya know, just if they continue to partner. >> Dave: So maybe it's better for Dell to continue to partner is kind of your point. >> Stewart: Yeah. >> Julia: Absolutely. >> Uh huh, okay. Very diplomatic. (laughs) >> Julia: Would you expect anything else? (laughs) >> Julia, thanks so much for coming on the Cube >> Oh, thank you guys it was a pleasure having you. >> it was my pleasure >> Julia: Thank you for having me. >> You're welcome. Alright, keep it right there everybody. We'll be back to wrap right after this short break. This is the Cube. We're live from D.C. at Nutanix .NEXT. Be right back. (electronic music) >> Narrator: Robert Hershev.

>> Announcer: Live from San Jose, in the heart of Silicon Valley, it's theCUBE, covering DataWorks Summit 2017. Brought to you by Hortonworks. >> Hey, welcome back to theCUBE. Day two of the DataWorks Summit, I'm Lisa Martin with my cohost, George Gilbert. We've had a great day and a half so far, learning a ton in this hyper-growth, big data world meets IoT, machine learning, data science. George and I are excited to welcome our next guests. We have Josh Klahr, the VP of Product Management from AtScale. Welcome George, welcome back. >> Thank you. >> And we have Prashanthi Paty, the Head of Data Engineering for GoDaddy. Welcome to theCUBE. >> Thank you. >> Great to have you guys here. So, wanted to kind of talk to you guys about, one, how you guys are working together, but two, also some of the trends that you guys are seeing. So as we talked about, in the tech industry, it's two degrees of Kevin Bacon, right. You guys worked together back in the day at Yahoo. Talk to us about what you both visualized and experienced in terms of the Hadoop adoption maturity cycle. >> Sure. >> You want to start, Josh? >> Yeah, I'll start, and you can chime in and correct me. But yeah, as you mentioned, Prashanthi and I worked together at Yahoo. It feels like a long time ago. In our central data group. And we had two main jobs. First job was, collect all of the data from our ad systems, our audience systems, and stick that data into a Hadoop cluster. At the time, we were kind of doing it while Hadoop was kind of being developed. And the other thing that we did was, we had to support a bunch of BI consumers. So we built cubes, we built data marts, we used MicroStrategy, Tableau, and I would say the experience there was a great experience with Hadoop in terms of the ability to have low-cost storage, scale out data processing of all of, what were really, billions and billions, tens of billions of events a day. But when it came to BI, it felt like we were doing stuff the old way. And we were moving data off cluster, and making it small. In fact, you did a lot of that. >> Well, yeah, at the end of the day, we were using Hadoop as a staging layer. So we would process a whole bunch of data there, and then we would scale it back, and move it into, again, relational stores or cubes, because basically we couldn't afford to give any accessibility to BI tools or to our end users directly on Hadoop. So while we surely did a large-scale data processing in Hadoop layer, we failed to turn on the insights right there. >> Lisa: Okay. >> Maybe there's a lesson in there for folks who are getting slightly more mature versions of Hadoop now, but can learn from also some of the experiences you've had. Were there issues in terms of, having cleaned and curated data, were there issues for BI with performance and the lack of proper file formats like Parquet? What was it that where you hit the wall? >> It was both, you have to remember this, we were probably one of the first teams to put a data warehouse on Hadoop. So we were dealing with Pig versions of like, 0.5, 0.6, so we were putting a lot of demand on the tooling and the infrastructure. Hadoop was still in a very nascent stage at that time. That was one. And I think a lot of the focus was on, hey, now we have the ability to do clickstream analytics at scale, right. So we did a lot of the backend stuff. But the presentation is where I think we struggled. >> So would that mean that you did do, the idea is that you could do full resolution without sampling on the backend, and then you would extract and presumably sort of denormalize so that you could, essentially run data match for subject matter interests. >> Yeah, and that's exactly what we did is, we took all of this big data, but to make it work for BI, which were two things, one was performance. It was really, can you get an interactive query and response time. And the other thing was the interface. Can a Tableau user connect and understand what they're looking at. You had to make the data small again. And that was actually the genesis of AtScale, which is where I am today, was, we were frustrated with this, big data platform and having to then make the data small again in order to support BI. >> That's a great transition, Josh. Let's actually talk about AtScale. You guys saw BI on Hadoop as this big white space. How have you succeeded there, and then let's talk about what GoDaddy is doing with AtScale and big data. >> Yeah, I think that we definitely learned, we took the learnings from our experience at Yahoo, and we really thought about, if we were to start from scratch, and solve the problem the way we wanted it to be solved, what would that system look like. And it was a few things. One was an interface that worked for BI. I don't want to date myself, but my experience in the software space started with OLAP. And I can tell you OLAP isn't dead. When you go and talk to an enterprise, a fortune 1000 enterprise and you talk about OLAP, that's how they think. They think in terms of measures and dimensions and hierarchies. So one important thing for us was to project an OLAP interface on top of data that's Hadoop native. It's Hive tables, Parquet, ORC, you kind of talk about all of the mess that may sit underneath the covers. So one thing was projecting that interface, the other thing was delivering performance. So we've invested a lot in using the Hadoop cluster natively to deliver performing queries. We do this by creating aggregate tables and summary tables and being smart about how we route queries. But we've done it in a way that makes a Hadoop admin very happy. You don't have to buy a bunch of AtScale servers in addition to your Hadoop cluster. We scale the way the Hadoop cluster scales. So we don't require separate technology. So we fit really nicely into that Hadoop ecosystem. >> So how do you make, making the Hadoop admin happy is a good thing. How do you make the business user happy, who needs now, as we were here yesterday, to kind of merge more with the data science folks to be able to understand or even have the chance to articulate, "These are the business outcomes "we want to look for and we want to see." How do you guys, maybe, under the hood, if you will, AtScale, make the business guys and gals happy? >> I'll share my opinion and then Prashanthi can comment on her experience but, as I've mentioned before, the business users want an interface that's simple to use. And so that's one thing we do, is, we give them the ability to just look at measures and dimensions. If I'm a business, I grew up using Excel to do my analysis. The thing I like most as an analyst is a big fat wide table. And so that's what, we make an underlying Hadoop cluster and what could be tens or hundreds of tables look like a single big fat wide table for a data analyst. You talk to a data scientist, you talk to a business analyst, that's the way they want to view the world. So that's one thing we do. And then, we give them response times that are fast. We give them interactivity, so that you could really quickly start to get a sense of the shape of the data. >> And allowing them to get that time to value. >> Yes. >> I can imagine. >> Just a follow-up on that. When you have to prepare the aggregates, essentially like the cubes, instead of the old BI tools running on a data mart, what is the additional latency that's required from data coming fresh into the data lake and then transforming it into something that's consumption ready for the business user? >> Yeah, I think I can take that. So again, if you look at the last 10 years, in the initial period, certainly at Yahoo, we just threw engineering resources at that problem, right. So we had teams dedicated to building these aggregates. But the whole premise of Hadoop was the ability to do unstructured optimizations. And by having a team find out the new data coming in and then integrating that into your pipeline, so we were adding a lot of latency. And so we needed to figure out how we can do this in a more seamless way, in a more real-time way. And get the, you know, the real premise of Hadoop. Get it at the hands of our business users. I mean, I think that's where AtScale is doing a lot of the good work in terms of dynamically being able to create aggregates based on the design that you put in the cube. So we are starting to work with them on our implementation. We're looking forward to the results. >> Tell us a little bit more about what you're looking to achieve. So GoDaddy is a customer of AtScale. Tell us a little bit more about that. What are you looking to build together, and kind of, where are you in your journey right now? >> Yeah, so the main goal for us is to move beyond predefined models, dashboards, and reports. So we want to be more agile with our schema changes. Time to market is one. And performance, right. Ability to put BI tools directly on top of Hadoop, is one. And also to push as much of the semantics as possible down into the Hadoop layer. So those are the things that we're looking to do. >> So that sounds like a classic business intelligence component, but sort of rethought for a big data era. >> I love that quote, and I feel it. >> Prashanthi: Yes. >> Josh: Yes. (laughing) >> That's exactly what we're trying to do. >> But that's also, some of the things you mentioned are non-trivial. You want to have this, time goes in to the pre-processing of data so that it's consumable, but you also wanted it to be dynamic, which is sort of a trade-off, which means, you know, that takes time. So is that a sort of a set of requirements, a wishlist for AtScale, or is that something that you're building on your own? >> I think there's a lot happening in that space. They are one of the first people to come out with their product, which is solving a real problem that we tried to solve for a long time. And I think as we start using them more and more, we'll surely be pushing them to bring in more features. I think the algorithm that they have to dynamically generate aggregates is something that we're giving quite a lot of feedback to them on. >> Our last guest from Pentaho was talking about, there was, in her keynote today, the quote from I think McKinsey report that said, "40% of machine learning data is either not fully "exploited or not used at all." So, tell us, kind of, where is big daddy regarding machine learning? What are you seeing? What are you seeing at AtScale and how are you guys going to work together to maybe venture into that frontier? >> Yeah, I mean, I think one of the key requirements we're placing on our data scientists is, not only do you have to be very good at your data science job, you have to be a very good programmer too to make use of the big data technologies. And we're seeing some interesting developments like very workload-specific engines coming into the market now for search, for graph, for machine learning, as well. Which is supposed to give the tools right into the hands of data scientists. I personally haven't worked with them to be able to comment. But I do think that the next realm on big data is this workload-specific engines, and coming on top of Hadoop, and realizing more of the insights for the end users. >> Curious, can you elaborate a little more on those workload-specific engines, that sounds rather intriguing. >> Well, I think interactive, interacting with Hadoop on a real-time basis, we see search-based engines like Elasticsearch, Solr, and there is also Druid. At Yahoo, we were quite a bit shop of Druid actually. And we were using it as an interactive query layer directly with our applications, BI applications. This is our JavaScript-based BI applications, and Hadoop. So I think there are quite a few means to realize insights from Hadoop now. And that's the space where I see workload-specific engines coming in. >> And you mentioned earlier before we started that you were using Mahout, presumably for machine learning. And I guess I thought the center of gravity for that type of analytics has moved to Spark, and you haven't mentioned Spark yet. We are not using Mahout though. I mentioned it as something that's in that space. But yeah, I mean, Spark is pretty interesting. Spark SQL, doing ETL with Spark, as well as using Spark SQL for queries is something that looks very, very promising lately. >> Quick question for you, from a business perspective, so you're the Head of Engineering at GoDaddy. How do you interact with your business users? The C-suite, for example, where data science, machine learning, they understand, we have to have, they're embracing Hadoop more and more. They need to really, embracing big data and leveraging Hadoop as an enabler. What's the conversation like, or maybe even the influence of the GoDaddy business C-suite on engineering? How do you guys work collaboratively? >> So we do have very regular stakeholder meeting. And these are business stakeholders. So we have representatives from our marketing teams, finance, product teams, and data science team. We consider data science as one of our customers. We take requirements from them. We give them peek into the work we're doing. We also let them be part of our agile team so that when we have something released, they're the first ones looking at it and testing it. So they're very much part of the process. I don't think we can afford to just sit back and work on this monolithic data warehouse and at the end of the day say, "Hey, here is what we have" and ask them to go get the insights from it. So it's a very agile process, and they're very much part of it. >> One last question for you, sorry George, is, you guys mentioned you are sort of early in your partnership, unless I misunderstood. What has AtScale help GoDaddy achieve so far and what are your expectations, say the next six months? >> We want the world. (laughing) >> Lisa: Just that. >> Yeah, but the premise is, I mean, so Josh and I, we were part of the same team at Yahoo, where we faced problems that AtScale is trying to solve. So the premise of being able to solve those problems, which is, like their name, basically delivering data at scale, that's the premise that I'm very much looking forward to from them. >> Well, excellent. Well, we want to thank you both for joining us on theCUBE. We wish you the best of luck in attaining the world. (all laughing) >> Josh: There we go, thank you. >> Excellent, guys. Josh Klahr, thank you so much. >> My pleasure. Prashanthi, thank you for being on theCUBE for the first time. >> No problem. >> You've been watching theCUBE live at the day two of the DataWorks Summit. For my cohost George Gilbert, I am Lisa Martin. Stick around guys, we'll be right back. (jingle)

>> Announcer: Boston, Massachusetts It's theCUBE. Covering OpenStack Summit 2017. Brought to you by the OpenStack Foundation, RedHat, and additional ecosystem support. (upbeat techno music fades out) >> Hi, I'm Stu Miniman, joined by John Troyer, and this is theCUBE, SiliconANGLE Media's live broadcast of OpenStack 2017 here in beautiful Boston, Massachusetts. Actually, the clouds have been breaking up, a little bit of sunshine here, and it's our third day of broadcasts. We have really a lot of our editorial segment today. Going to be talking to more community members, talking to one of the Superuser winners, a number of startups, and happy to start the day, Lisa-Marie Namphy who is the US OpenStack ambassador. CUBE alum, been on a number of times. Lisa, tell us what's new in your world. >> Thank you Stu, and thanks John and what a pleasure to be here with you folks, and hello, Boston and world, good morning. What's new, well the OpenStack ambassador program is expanding all the time, we just had a great session that Sonia did to kick off the day today to really talk about, you know, how to get involved in OpenStack, even if you're not necessarily a technical person. It's really important to acknowledge how everybody in our community can contribute, and that's one of the things the ambassador program does really well. So we just had a session on that. One of the things that I've done with our user group that is new and super exciting is I've morphed it into a little bit of the OpenStack in Containers user group. So I've been focusing a lot on containers, done 12 or 13 meetups on Kubernetes and or Docker since last summer, and I just had the pleasure of speaking in the CNCF communities track, communities day track yesterday, and that was so much fun, out there in the grand ballroom, so that's kind of some new and fun things we're doing. >> It's great, this is our fifth year doing theCUBE at this show, always a robust community, really. When we started coming, it was the people building it, Now we have a lot of the users, there's different sub-segments, can you speak a little bit to the kind of maturity of the community, and, you know how do people get involved in the ambassador program, how many are there geographically, number wise, diversity, those kind of things. >> Oh gosh, yeah so it's geo, or it's a worldwide program and it's been going a lot, and you're right, you know years ago, here it was the Design Summit, and we sat around and talked about, you know the next six months of the project, and then it morphed into more users, adoption, customers, operators are a really big one too. And now those things are all so big, we have operators, Midcycles, and all and the Design Summit has been, you know sequestered off into, separated out so that we can really focus here on the customers, the community, users, and those type of contributors as well. So things have changed a lot in the seven years since we've been doing OpenStack. The ambassador program is fantastic. The foundation has done a really good job in the last couple of years of acknowledging the contributions of the user community, and so not necessarily the code contributors only, but the people who are also spending as much time contributing in really significant ways to our community, and growing our commnity. Open source doesn't work without a community. So we know that, and we're doing a much better job of acknowledging who those people are and rewarding them. >> John: How many ambassadors worldwide? >> There's about twenty of us. I'm the only one in the US right now, but we're about to change that. I believe my friend Sheila is going to join and cover the East Coast, and I'll be able to do everything west of the Mississippi, but most countries only have one, and... >> And the role of an ambassador, do you do a lot of meetups? Do you go speak? You're there as a, for people to contact as well, right? >> Yeah, we generally recruit or ask people to be ambassadors if they are already doing those things, if they're already running a local user group, if they already have a brand in OpenStack, and they speak, and they kind of already know how to reach out to people, and how to inspire people, or people see them on stage, and that's why the foundation approached me to do it. I had been running the San Francisco Bay area meetup for three years, and speaking, I don't know this is probably my eighth, ninth, maybe tenth OpenStack Summit that I've been speaking at, and OpenStack days and all of that. And so, you kind of see who's already doing it. The cool thing about community is nobody is asked to do it, like you do it because you have a passion for it, because you love it, because it's the right thing to do, because it's helpful to push the technology forward because you have a passion for the technology, because you love people, all these reasons is why people get into it. So you find all over the world people who are doing this. They're already doing it and they're not being paid to do it they're doing it, those are the people you grab, because you know, there is a burnout level to it but those are the people who have enough passion about it and commitment, and believe in community that they're going to be successful at it. >> Can you talk a little bit about the Bay Area OpenStack user group? It's one of the largest OpenStack user groups, and one of the themes we've seen this week is a lot of talk about containers, a lot of talk about, well, Kubernetes, but containers in general, kind of demystifying the sometimes confusing story about where's OpenStack good for, where's the container layer good for, it turns out it's good for a couple different places, you can containerize OpenStack, you can also... A lot of talk about the app layer on top, but you actually, what you just said, you've actually expanded the conversation, you don't just sit there and say "this month we're talking about Neutron," you talk about a lot of different topics, and you bring people to the table. >> Yeah, San Francisco area, you are correct, it is the world's largest OpenStack user group, we have over 6,000 members. Not all of them are located in the Bay Area, I think people like to join the user group because we provide a lot of really good content, and we live stream our meetups, we have Google Hangouts, I record them all, they're all on our calendar, if you go to meetup.com/openstack, you get to us because we were the first one. So we do get a lot of people from around the world, and I write newsletters with lots of interesting information but it is a local community and we do encourage people to participate, so the meetups are super important and the only way to make sure that you keep your community strong and keep people coming back is to have phenomenal content in your meetups. So I work really hard to make sure that the content is interesting, that it's relevant, and the most exciting, most relevant conversation since last summer has been containers. The year before that it was networking, and it still kind of is and always will be. So we do a lot of meetups on networking, too, but containers has been what people want to talk about. They're trying to figure this out. OpenStack has reached a maturity level where people, you know, they're not necessarily learning or if they are they can take an OpenStack 101 course and those exist all over the place. So we've gone to the next level, and whether it was Cloud Foundry or now Containers we do like to talk about what else you can do with this fabulous technology, and how you should do it. So we've had meetups where we've presented OpenStack on communities, communities on OpenStack, where I personally came in and did a whole meetup on Kubernetes as the underlay, and Rob Starmer came in and did a whole workshop and hands-on about how to run OpenStack on containers. Yesterday our panel, you heard Dan Berg talk about just simplifying it, run everything in a container, but keep it as simple as possible, so what pieces do you need? So these are the conversations that we like to have in our user group, and people keep coming back because it's an exciting conversation. >> Yeah, expanding on that, you talked about just people are always coming, new people to the community that don't know it, people that are changing jobs all the time, new technologies, I mean, we all know community building is a constant, you know, reinvention in something, you keep needing to work How do the ambassadors, how do stay energized on it, how do you keep the momentum and the energy of the community going? >> Yeah, well the cool thing about an open source community is no matter where you're working, you're still part of the community. So I've worked with so many other people here, I don't even know where they are sometimes. I mean we don't tend to talk about what company we're actually working for, or who's paying your paycheck, and especially in the early days of the project that was definitely true, and so some of my good friends have been at four different companies in the time that we've been doing this OpenStack thing, but we're all still working on OpenStack, and I suspect Kubernetes will be very similar, or Docker. You know, how many people are working on Docker? But there's only 200 people that work for Docker, right? So these technologies kind of take on these lives of their own, and people do switch jobs a lot, but people come to meetups because it's a constant thing, and it's also a good place to keep networking and keep looking for work, so we got a lot of that. The beginning of every meetup, I ask for a show of hands of who's hiring. If I ask for who's looking, not everybody raises their hand but if you ask who's hiring, there's a lot of people hiring all the time, and so then the people can look around and say "okay I'm going to go talk to those people," so yeah, the networking is an important part. >> On that point, are you seeing any trends as to what are the roles that they're hiring for, or you know, companies or industries that definitely have changing skillsets, you know John spent a lot of time helping all those virtualization people moving to that next thing, what are you seeing? >> Engineering is the big one, and people are still looking for OpenStack engineers. I mean people ping me all the time, saying "do you know any OpenStack engineers?" So that's usually the number one thing, developers to help build out these things, and then also the companies that, you know, that aren't OpenStack companies, you know companies like GE that are trying to hire what, 20,000 developers in the next couple years, and Mercedes and Tesla, and you see all these companies that are trying to build out their software developer programs. So another role that is interesting that people are hiring for is these developer, DevRel, Developer IVC community roles to try to figure out, you know how are we going to build our developer community within our company? If these are really large companies, or you know, companies like IBM which have interest in things like the Apache Spark community, or you know, you find these pockets in these large companies as well. Or there's a lot of startups, you know unlike, probably not like Docker as much, but Kubernetes is going to have this ecosystem of partners that build around it, and these companies are popping up out of the woodwork and they're growing like crazy, and there's like 30 of them in the Bay Area, right? So they're really trying to expand as well. >> I wanted to ask about the general mood of the summit. My first summit... You know, it happens every six months. I've been impressed by how grounded people are, I see a lot of first time attendees, people starting new OpenStack installations in 2017 right now, here to learn... I'm just kind of curious, over the last couple summits is there anything different you see about here in Boston, anything you're looking forward to going to in the next one, in terms of kind of mood and how people are, are people feeling good, are people, you know, are people still puzzling out this container issue, or are people still talking about public versus private, or what are kind of the mood and conversations you hear from other community members? >> I think people are talking about public versus private again, not still right? I mean is it, that was kind of an interesting one, and I think Johnathan brought it up on main stage on the first day about that kind of readoption of private cloud, and that you know, we knew that was a sweet spot for OpenStack particularly in the US. You know, lots of public clouds running on other parts of the world, but that's a fun conversation, and it's containers of course, but not just containers. I think it was maybe Lauren Sell who put the slide up of all of those other technologies that are, you know affiliate now, and... >> Another ecosystem of open source projects >> Lisa: Yeah, yeah >> that can all interoperate with openstack. >> With Cloud Foundry, and Ansible was up there, and Ceph, and you had a slide full of technologies, OpenDaylight, that are all playing a role here and that the conversation has been about, and I just encouraged in the ambassador session and in the meetup sessions to do that with your meetup. Our meetup has been really successful and the people have loved it because we started bringing in this other technology. People want to talk about IoT, they want to talk about AI, they want to talk about machine learning, so there's those, they want to talk about, you know what are the best use cases for OpenStack so we showcased to GoDaddy what they built with Docker on top of OpenStack. So there's a lot of fun conversations to be had right now, and I think there's a buzz around here, you know that, what, day one when Johnathan put the slide up saying, you know, people have predicted the end of OpenStack and that was like four years ago or whatever, that was an awesome slide, right? I'm sure talked to him about it. >> Yeah, I absolutely traded notes, and caught opinion about it, too. Lisa, you live in The Valley, I'm curious about perception in The Valley, you know, OpenStacks now been around seven years, it's kind of, you know, it's matured, it's moved on, some called it boring because we fixed some of the main issues, you know We mentioned all the OpenStack days with you know Cloud Foundry, Kubernetes, all these software pieces on top, what do you hear in The Valley when people talk about OpenStack, any misperceptions you'd want to clarify? >> Yeah, yeah it's not boring. It's funny when you say to a California girl "you live in The Valley," I'd be like, "let's just say The Silicon Valley." Not the, not the other Valley. >> Stu: Not the Valley girl >> Don't make me start talking like that, right? >> Stu: Oh my god! (laughs) >> Right, so, no. It's never boring, it's never... It hasn't been boring from day one, and there's been times where I felt like okay we've been talking about infrastructure for years now, let's talk about some other things, but I love the way at this conference they're talking about, they're calling it the "open infrastructure conference." You know, this is what OpenStack has become, and that just opens the conversation. You know, I love that shift. There's always something exciting to talk about, and I don't mean the little inside baseball things, like should we have done Big Ten, should Stackalytics go away, I mean, you know people like to talk about that stuff, but I don't find that customers or the people at the meetups are talking about that stuff. People at the meetups are talking about you know, how should we run this with Kubernetes? How do these technologies fit together? You know, lots of different things, you know where does Docker play into it? Networking is still a conversation and a problem to still be solved, and how are we going to do this? We had OpenContrail do a meetup with us a couple of weeks ago. There's still a lot of interest in figuring out the networking piece of it, and how to do that better. So we're never going to run out of things to talk about. >> Alright, so how do more people get involved, how do they find their meetups, where do they find resources? >> Most of, openstack.org has a list of all the communities, but most of the communities use meetup.com, almost globally, so if you go to meetup.com, and you put in your geo, you'll find one. You can contact your local ambassador. If you want to get involved, I say just go to a meetup. I mean you can't start leading communities until you participate in communities. There is no way to phone this in. You have to, it's hands-on, roll up your sleeves, let's get to work and participate, and have some fun. So go to a local meetup, and meet your meetup organizers, volunteer, help, and it's so rewarding. Some of my best friends that I have, I've met through OpenStack or open source projects. It creates many opportunities for jobs. So just start going to meetups and get involved, and if you want to be an ambassador, there's a list on the website of how to figure that out. Tom Fifield runs the whole program with Sonia's help out of Australia, but regionally we're always looking for help. There's no shortage of roles that people can play if people really want to. >> Definitely a vibrant community here, doing well, Lisa-Marie Namphy, always a pleasure to catch up with you, and we have a full day of programming coming, so stay tuned and thank you for watching the cube. >> Lisa: Thanks Stu, thanks John. (upbeat techno music)

>> Announcer: Live from Las Vegas, it's theCUBE, covering InterConnect 2017. Brought to you by IBM. >> Welcome back everyone. We are here live in Las Vegas at the Mandalay Bay for exclusive Cube coverage for three days for IBM InterConnect 2017. I'm John Furrier. My co-host, Dave Vellante. Our next guest is Ed Walsh, General Manager of Storage and Software-Defined Infrastructure at IBM. Welcome back. >> Ed: That was a mouth full wasn't it? >> Welcome back to The Cube. Welcome back to the fold at IBM. >> Thank you very much, always good. >> You're leading up a big initiative. Take a quick second to talk about what you're the general manager of scope wise, and then we'll jump right in. >> Yeah, so I run basically the storage division, which has all of our storage from mainframe to open systems, tape, software defined storage and software defined compute, but it's all under our storage portfolio. So development, sales, you know, run the PINA. >> Right, and the new innovations that are coming out, what do you have your eye on? What's your goal, you know, you got a spring in your step. What's the objective? >> So we talked probably in October, I was 90 days in. So now I'm a whopping 8 months in. I think we kind of talked about it. I kind of... my hypothesis for coming here was you know, clients are going through this big change and some of your write ups lately about the True Private cloud and how they're trying to go from where they are now to where they're trying to get to. And that confusion eats up leadership so as confusion... IBM has the right vision, but it's like clouding cognitive, as is much on PRIM. So we have the right vision to help them get through that. And we have a history of doing that. And the second one was that we have a portfolio that's pretty broad. So we almost have an embarrassment of riches on what we can do with someone when they're really trying to look to modernize environments or transform, we can help them from anything. From the biggest and baddest. But it really doesn't matter. The broad portfolio allows us to engage and bring it forward and get them to the... Whatever their path forward is we can give that vision. And then, the one thing I was really talking about is he could bring in IBM. If I could bring in IBM, the greater IBM, the True Cognitive, the analytic team, and bring that together to bear for our infrastructure clients, or inside storage itself, that would be where we'd have the trifecta taking off. So we're in the middle of that transformation. Going very well. But along the same lines I have a fantastic product line. We're going to continue, in fact we're putting more investments on that. Not only on the hardware raise, but as much on the software-defined, and going all flash just because a lot of operational benefits. But then really what we're able to do by bringing the large IBM behind us... IBM also did some interesting organizational changes in January. Arvind Krishna is now running Hybrid Cloud and research for IBM so it's bringing the girth of IBM behind what's on PRIM hybrid into the Cloud. So it allows us to play a very strategic role. >> So a couple Wikibomb buzzwords, right? The True Private Cloud, we talked about server sandwiches, really sort of instantiation of software-defined. Really the impetus is that customers on PRIM want to run the Public Cloud. With that kind of agility and automation. So what are you seeing? What is IBM delivering to support that? First of all, are you seeing that? >> So it's kind of funny, so that... I do talk about study a lot because I thought the True Private Cloud, the way you coined it, is the right way to almost just say it's not what you're thinking I'm about to say. But the study, it's everything you get in the Public Cloud and you want to bring it on PRIM. All the flexibility, all the development models, right? How you engage developers. All the financial models as well, but bring that. And then it easily extends the Hybrid Cloud. When you start going through that, every one of our clients we engage, they know we understand the value of Cloud. They're at different maturity levels of how they're using Cloud, but it's all in their vision. We do a lot of work to help people bridge. So where are you know, let's talk about where you need to get to and have some meaningful steps to get there. So the True Private Cloud resonates with them. And then what we're doing is launching. In fact we launched this week with Cisco. So we have a converged offering with Cisco called VersaStack. But what we're operating on is, how do you make a Private Cloud as agile, and has the same use cases specifically for developers or DBA's that you have on the Public Cloud? And we're bringing that to the offering set for a converged offering. So what we do around on API later... So a key use case would be to do would be, why do people go to Public Cloud? Business units like it because the developers. It's easy to use, they have true DevOps capabilities. They're able to swipe a credit card. Single line of code. Spin up an environment. Signal out a code. Spin it down. They don't have to talk to an IT guy. They don't have to wait three weeks or do a ticket system. So how do you do that on PRIM? So what we have now, in market is, imagine a API abstraction layer, that for storage allows all the orchestration and all the DevOps tools to literally do the exact same thing on PRIM. So once you set it up, it allows the IT team, it's called Spectrum Copy Data Management, allow the IT team to set up templates. But through roles based access, allow a developer or a DevOps tool like Chef or Puppet to literally infrastructures code. Single line of code, spin up a whole environment. An environment would be, let's say three or four VM's, last good snapshot, maybe Datamaster or not. Most times it's Datamast. Bring up an offense network, but literally it goes from, on PRIM I just can't get it done. It takes me two or three weeks. So that's why I go the Public Cloud for other reasons. I can not only choose where I put it, where it's the right place to do, but I can give the exact same use case on PRIM by just doing API calls and they use exactly the same tools for development that are used in the Cloud, like Chef, Puppet, Urbancode, Python scripts. >> How's the reaction been to that? Give us some anecdotal... >> So once you have that conversation, that's just one of the things we're doing to make the True Private Cloud come to life. Of course the extension to SoftLayer, in other Clouds to get the... People, all of the sudden they see a path forward. It's not as easy to... You have to explain how it works, but the fact of the matter is they don't have a lot of tools now to make... We can bring down cost, give you a little bit more efficiancy, consolidate it. But that's not really how True Private Cloud is. You need the automation. So they're responding to it well. In fact it's the number one demo on the floor. For us, as far as systems, people trying figure out actually how to do the DevOps on the PRIM. >> John: That's awesome. >> Talk more about he Cisco relationship. There's a lot of interesting things going on in the storage business. There's consolidation, and you know the whole VCE thing and then Cisco looking for partners. You guys selling off BNT, it opens up a whole new partnership potential. So how has that evolved and where do you want to take it? >> So I think, match made in heaven between us, especially in storage, and Cisco. If you look at the overall environment conversion Hipaa converts account for about a third of the storage industry, so we play well. There's no overlap between us and Cisco. It's great. We're after the exact same accounts and actually, from a... You think of the very top level of our organization all the way down, the two companies have a lot of the same cultures and to be honest we're very tight. So it allows us to have a great relationship. We've already had a good relationship. About 25 thousand joint clients, which is amazing. And then what we're doing with VersaStack specifically is we're putting in the next generation, so we have a great converged offering that has all our all flash storage, but also software-defined. But what we added is we brought in what they did with their CliQr acquisition, which is called CloudCenter, and you add that on top make it single click, deploy and application anywhere, both on PRIM in the different Clouds, and it makes it very simple for developers. We talked about the API Layer. You bring that in to DevOps environment. So we feel really strong that as far as, if you're looking to bring in a True Private Cloud probably the best answer that we could do, is what we do with VersaStack. And we just announced it this week. And also we gave a preview. It's Cisco live in Melbourne a week ago. I think it's been a good uptake. But it kind of plays to... When you know what people were trying to do, but you need to bring the automation. You got to make it self-service and that really drives, for the business units, as well as developers. That drove what we brought into VersaStack. So we brought different assets in it from Cisco and IBM to make that kind of a reality. >> John and I were talking earlier on theCUBE this week and somebody brought up, yeah the CIO, they really don't think about storage. They certainly don't want to be thinking about the media. And the conversation shifted way off... Even flash now, it's like, oh yeah, yeah we get it. But you mentioned something earlier and this is very relevent to CIO's. They want to get from point a to point b with this minimal disruption, they don't want to have to buy a boat load of services to get it done. And now you're talking about things like automation and self-service. What are the discussions like with senior IT executives and how are you helping them get from point a to point b with minimum disruption? >> So the good thing about... You think about the IBM brand. It's as much about trust and helping people through it. So people give us just a credit to say I can engage with them, get the innovation. But also we've been through the zeros So a lot of the times they're asking how are we doing it? How are we transforming our company? How are we doing it internally? And then if you jut kind of, common sense, walk them through because of the broadness of the portfolio, we don't just have this point solution and every answer is, well you buy this box, right? We're able to have that conversation and when you get that broader IBM together that's where it kind of differentiates and they love it. Now I've been to a lot of, oh I'll say, IBM friendly accounts which is great. But also, some people that have never dealt with us are eyes wide open because it's a new day. People are struggling with this big transfer, right? How do you get from now to where you want to go in Cloud is a big change. >> Those new customers, what are they getting wide-eyed about? What are they focusing on? What's the big focus? >> So we'll talk about, we'll do True Private Cloud, but really what you can do as far as data, and what we're doing around Cognitive is really telling, right? The ability to really show 'em with symbol API calls they get more... So to have a Cognitive conversation that's an industry specific conversation really gets people lit up. In the end it ends up being, okay I see the possible. Then, how do I get from here to there. And typically it doesn't start, well I'm just going to go directly that direction. It's help me with a multi-year plan to get to there, while I'm taking out costs, adding agility over time. But I would say the kind of conversations are especially with an industry lens, which is what IBM brings to it, is really telling. >> So I got to ask you about the Convergent reStructured markup because the hot trend that's in the Cloud native world is server lists. So is there a storage list version? Cause what you're basically saying with the True Private Cloud is, you're essentially doing server lists, storage lists, philosophy. Is that, I mean how do you guys rationalize this server list trend. Cause servers and storage are basically the same things in my mind these days. But, I mean, you might disagree. >> I think in general people aren't looking to the different components. They're looking for a way to operate in their environment that's more efficient. They're looking for use cases. They're also trying to have IT not be in the way of what they're trying to do in development, but actually give the right tools. So that's why, to be honest, go back to True Private Cloud, I've been using it a lot cause it really resonates with people. Is how do you get that same experience but on PRIM, cause there's different reasons to be on PRIM. >> It's like Cloud native on PRIM. You could get all the benefits of what Serverless promotes, which is here's an unlimited pool of resources. The software will just take of that for you. That's DevOps. >> And doing... >> John: On PRIM. >> And doing true DevOps, Chef, Puppet, no compromises is exactly how you do it. So you change nothing for your developers. But now you're running it on PRIM or in a Hybrid Cloud. Cause there's a lot good use cases for Hybrid Cloud even if it's born in the Cloud application. You're making a web application or iPhone application, the fact of the matter is, you might want to test it against the back end. So being able to do a Hybrid Cloud, bring this system record data there, to be able to do DevOps on what production looked like maybe last night, or a week ago is much different than the current DevOps models. >> Well it's a good strategy too. If you think about the True Private Cloud, the way you're looking at it, which I think is the right way, is a lot of the things that we look at on theCUBE, and talk about, is three areas. Product gaps, organizational gaps, and process gaps. The number one thing is organizational gaps. So when you have that True Private Cloud on PRIM, it's not a big leap to go Cloud Native Public. >> It's seamless in fact. >> John: It's totally seamless. >> And on that case that a lot of the stuff we're talking about is, we help people modernize and transform their environment. And the message is all about optimization on the traditional application environment. It's all about freeing up the resources. So... >> John: That's the ovation strategy. That's the creativity, that's the Dev element. >> And if you don't free up the key resources they can't be on the digital transformation. And without the right skill set, because they're kind of trapped in operation. So a lot of the automation things we're doing are things that, to be honest, the storage team, or the admin team will be doing. It's manual error prone, but take it away. But also you free up the team. So it kind of plays to all those. >> That must really resonate with the CIO. I mean, I would imagine CxO goes, okay I could have Cloud on PRIM and then train my organization to then start thinking Hybrid workloads as they start moving Hybrid pretty quickly. >> And here's the thing, is what do you have to change for developers? Tell me what I have to get by the developer or DBA's? And the answer is nothing. Use the exact same tools. So you know, on stage it'll literally show me how Chef or Puppet... They're not doing trouble tickets or spinning things up, down, but... Same thing with deploying applications. It's like Cloud Center application. Set up the stack and deploy either on PRIM, different architectures, both converged and non-converged or in different Clouds. And they allow you to just, one click and deploy it. And they deal with all those differences. But that's how you want to make it, you use it serverless. They don't have to worry about the infrastructure. But also we're freeing up the team. >> So Ed, I got to ask ya, on a sort of personal note, I mean I've followed your career for a long time. John and I call you the Five Tool Star. You've had the start-up experience, you've got technical chops, you did a stint at IBM, you went to MIT and came back with that big MIT brain, brought it to IBM, so pretty awesome career. By no means even close to over. What have you brought to IBM? I think I've known every GM of storage, since the first GM of storage at IBM. What specific changes have you brought and what's the vision and the direction that you want to take this organization? >> It's a great culture, great history of storage. So I guess that I would be the first outsider coming into storage. But I don't think it's any different. I've been in storage my entire career. I understand it. Some of it is optimizing their current model. The portfolio of what we're doing. Some of it is just making sure we have the right things in sales and working with channels, which one of my companies was an actual channel partner. So I think it's just the perspective of maybe a fresher look, but again we are a great team. Great portfolio. We're quietly number two in storage hardware software. Shhhhhhhh. Don't tell anyone. Cause we don't do a good job of getting the news out... But the fact of the matter is... >> Now we'll tell everyone. You say don't tell anyone, we're telling everybody. You tell us to tell everyone, we don't tell anyone. >> Together: (laughing) >> But we still get people, are you guys still doing storage? We're like, literally we're number two by revenue. And this is IDC and Gartner software hardware. So we are a player in the space. We have a lot of technology and I guess what I'm bringing is just maybe a little spice of vision and... >> Well you guys have a strategy that's unique and different but aligned with the mega trend. That, to me I think, is something that's been in the works for a while. It's been cobbled together. Dave always points it out, how the storage groups change. But the game is still the same, right? Ultimately it's about storage. Now the market conditions are changing on the organizational side. That seems to be the thing. >> Ed: Agreed. >> Well all flash is probably the thing. >> But also what you're going to start seeing is bringing Cognitive capabilities. So we're not going to call in Watson for storage, but imagine bringing Watson to storage, right? Think of all the metadata we have. Not only for support but for insight. You're going to all start doing more Cognitive data management, and not only look at metadata, but taking action on them. Using Watson to look at images, so very interesting use cases that I think only IBM can do. >> I can just envision the day where I just voice activate, Watson spin me up more servers. And provision all flash petabyte. Done. >> (giggling) Believe it or not, we can do a chat, but we have that working. >> John: (laughing) >> We're looking for applicability of that, so. >> And then Watson would tell me, well you can't right now. >> You're not authorized. (laughing) >> You got to grab the Watson for storage url. He's been grabbing url's all day on GoDaddy. (laughing) >> Ed, thanks so much for coming on theCUBE. Congratulations on taking names and kicking butt in storage, in the strategy. True Private Cloud, a good one, love that research, again from Wikibomb. >> Yup. >> Kind of new but different, but relevant. >> Ed: Very relevant. >> Thanks so much. >> Ed: (mumbles) So thank you, thank you very much. I appreciate it. >> Okay, live coverage here at Mandalay Bay here at IBM Interconnect 2017. I'm John Furrier, Dave Vellante. Stay with us. More coverage coming up after this short break. (pulsing tech music)