(upbeat techno music) >> Hey everyone, and welcome back to theCUBE's coverage of Snowflake Summit '22 live from Caesar's Forum in beautiful, warm, and sunny Las Vegas. I'm Lisa Martin. I got the Chris and Chris show, next. Bear with me. Chris Degnan joins us again. One of our alumni, the Chief Revenue Officer at Snowflake. Good to have you back, Chris. >> Thank you for having us. >> Lisa: Chris Grusz also joins us. Director of Business Development AWS Marketplace and Service Catalog at AWS. Chris and Chris, welcome. >> Thank you. >> Thank you. >> Thank you. Good to be back in person. >> Isn't it great. >> Chris G: It's so much better. >> Chris D: Yeah. >> Nothing like it. So let's talk. There's been so much momentum, Chris D, at Snowflake the last few years. I mean the momentum at this show since we launched yesterday, I know you guys launched the day before with partners, has been amazing. A lot of change, and it's like this for Snowflake. Talk to us about AWS working together with Snowflake and some of the benefits in it from your customer. And then Chris G, I'll go to you for the same question. >> Chris G: Yep. >> You know, first of all, it's awesome. Like, I just, you know, it's been three years since I've had a Snowflake Summit in person, and it's crazy to see the growth that we've seen. You know, I can't, our first cloud that we ever launched on top of was, was AWS, and AWS is our largest cloud, you know, in in terms of revenue today. And they've been, they just kind of know how to do it right. And they've been a wonderful partner all along. There's been challenges, and we've kind of leaned in together and figured out ways to work together, you know, and to solve those challenges. So, been a wonderful partnership. >> And talk about it, Chris G, from your perspective obviously from a coopetition perspective. >> Yep. >> AWS has databases, cloud data forms. >> Chris G: Yeah. >> Talk to us about it. What was the impetus for the partnership with Snowflake from AWS's standpoint? >> Yeah, well first and foremost, they're building on top of AWS. And so that, by default, makes them a great partner. And it's interesting, Chris and I have been working together for, gosh, seven years now? And the relationship's come a really long way. You know, when we first started off, we were trying to sort out how we were going to work together, when we were competing, and when we're working together. And, you know, you fast forward to today, and it's just such a good relationship. Because both companies work backwards from customers. And so that's, you know, kind of in both of our DNA. And so if the customer makes that selection, we're going to support them, even from an AWS perspective. When they're going with Snowflake, that's still a really good thing for AWS, 'cause there's a lot of associated services that Snowflake either integrates to, or we're integrating to them. And so, it's really kind of contributed to how we can really work together in a co-sell motion. >> Talk to us, talk about that. The joint GOTO market and the co-selling motion from Snowflake's perspective, how do customers get engaged? >> Well, I think, you know, typically we, where we are really good at co-selling together is we identify on premise systems. So whether it's, you know, some Legacy UDP system, some Legacy database solution, and they want to move to the cloud? You know, Amazon is all in on getting everyone to the cloud. And I think that's their approach they've taken with us is saying we're really good at accelerating that adoption and moving all these, you know, massive workloads into the cloud. And then to Chris's point, you know, we've integrated so nicely into things like SageMaker and other tool sets. And we, we even have exciting scenarios where they've allowed us to use, you know, some of their Amazon.com retail data sets that we actually use in data sharing via the partnership. So we continue to find unique ways to partner with our great friends at Amazon. >> Sounds like a very deep partnership. >> Chris D: Yeah. Absolutely. >> Chris G: Oh, absolutely, yeah. We're integrating into Snowflake, and they're integrating to AWS. And so it just provides a great combined experience for our customers. And again, that's kind of what we're both looking forward from both of our organizations. >> That customer centricity is, >> Yeah. >> is I think the center of the flywheel that is both that both of you, your companies have. Chris D, talk about the the industry's solutions, specific, industry-specific solutions that Snowflake and AWS have. I know we talked yesterday about the pivot from a sales perspective >> Chris D: Yes. >> That snowflake made in recent months. Talk to us about the industries that you are help, really targeting with AWS to help customers solve problems. >> Yeah. I think there's, you know, we're focused on a number of industries. I think, you know, some of the examples, like I said, I gave you the example of we're using data sharing to help the retail space. And I think it's a really good partnership. Because some of the, some companies view Amazon as a competitor in the retail space, and I think we kind of soften that blow. And we actually leverage some of the Amazon.com data sets. And this is where the partnership's been really strong. In the healthcare space, in the life sciences space, we have customers like Anthem, where we're really focused on helping actually Anthem solve real business problems. Not necessarily like technical problems. It's like, oh no, they want to get, you know, figure out how they can get the whole customer and take care of their whole customer, and get them using the Anthem platform more effectively. So there's a really great, wonderful partnership there. >> We've heard a lot in the last day and a half on theCUBE from a lot of retail customers and partners. There seems to be a lot of growth in that. So there's so much change in the retail market. I was just talking with Click and Snowflake about Urban Outfitters, as an example. And you think of how what these companies are doing together and obviously AWS and Snowflake, helping companies not just pivot during the pandemic, but really survive. I mean, in the beginning with, you know, retail that didn't have a digital presence, what were they going to do? And then the supply chain issues. So it really seems to be what Snowflake and its partner Ecosystem is doing, is helping companies now, obviously, thrive. But it was really kind of like a no-go sort of situation for a lot of industries. >> Yeah, and I think the neat part of, you know, both the combined, you know, Snowflake and AWS solution is in, a good example is DoorDash, you know. They had hyper growth, and they could not have handled, especially during COVID, as we all know. We all used DoorDash, right? We were just talking about it. Chipotle, like, you know, like (laughter) and I think they were able to really take advantage of our hyper elastic platforms, both on the Amazon side and the Snowflake side to scale their business and meet the high demand that they were seeing. And that's kind of some of the great examples of where we've enabled customer growth to really accelerate. >> Yeah. Yeah, right. And I'd add to that, you know, while we saw good growth for those types of companies, a lot of your traditional companies saw a ton of benefit as well. Like another good example, and it's been talked about here at the show, is Western Union, right? So they're a company that's been around for a long time. They do cross border payments and cross currency, you know, exchanges, and, you know, like a lot of companies that have been around for a while, they have data all over the place. And so they started to look at that, and that became an inhibitor to their growth. 'Cause they couldn't get a full view of what was actually going on. And so they did a lengthy evaluation, and they ended up going with Snowflake. And, it was great, 'cause it provided a lot of immediate benefits, so first of all, they were able to take all those disparate systems and pull that into Snowflake. So they finally had a single source of the truth, which was lacking before that. So that was one of the big benefits. The second benefit, and Chris has mentioned this a couple times, is the fact that they could use data sharing. And so now they could pull in third data. And now that they had a holistic view of their entire data set, they could pull in that third party data, and now they could get insights that they never could get before. And so that was another large benefit. And then the third part, and this is where the relationship between AWS and Snowflake is great, is they could then use Amazon SageMaker. So one of the decisions that Western Union made a long time ago is they use R for their data science platform, and SageMaker supports R. And so it really allowed them to dovetail the skill sets that they had around data science into SageMaker. They could now look across all of Snowflake. And so that was just a really good benefit. And so it drove the cost down for Western Union which was a big benefit, but the even bigger benefit is they were now able to start to package and promote different solutions to their customers. So they were effectively able to monetize all the data that they were now getting and the information they were getting out of Snowflake. And then of course, once it was in there, they could also use things like Tableau or ThoughtSpot, both of which available in AWS Marketplace. And it allowed them to get all kinds of visualization of data that they never got in the past. >> The monetization piece is, is interesting. It's so challenging for organizations, one, to get that single source view, to be able to have a customer 360, but to also then be able to monetize data. When you're in customer conversations, how do you help customers on that journey, start? Because the, their competitors are clearly right behind them, ready to take first place spot. How do you help customers go, all right this is what we're going to do to help you on this journey with AWS to monetize your data? >> I think, you know, it's everything from, you know, looking at removing the silos of data. So one of the challenges they've had is they have these Legacy systems, and a lot of times they don't want to just take the Legacy systems and throw them into the cloud. They want to say, we need a holistic view of our customer, 360 view of our customer data. And then they're saying, hey, how can we actually monetize that data? That's where we do everything from, you know, Snowflake has the data marketplace where we list it in the data marketplace. We help them monetize it there. And we use some of the data sets from Amazon to help them do that. We use the technologies like Chris said with SageMaker and other tool sets to help them realize the value of their data in a real, meaningful way. >> So this sounds like a very strategic and technical partnership. >> Yeah, well, >> On both sides. >> It's technical and it's GOTO market. So if you take a look at, you know, Snowflake where they've built over 20 integrations now to different AWS services. So if you're using S3 for object storage, you can use Snowflake on top of that. If you want to load up Snowflake with Glue which is our ETL tool, you can do that. If you want to use QuickSite to do your data visualization on top of Snowflake, you can do that. So they've built integration to all of our services. And then we've built integrations like SageMaker back into Snowflake, and so that supports all kinds of specific customer use cases. So if you think of people that are doing any kind of cloud data platform workload, stuff like data engineering, data warehousing, data lakes, it could be even data applications, cyber security, unistore type things, Snowflake does an excellent job of helping our customers get into those types of environments. And so that's why we support the relationship with a variety of, you know, credit programs. We have a lot of co-sell motions on top of these technical integrations because we want to make sure that we not only have the right technical platform, but we've got the right GOTO market motion. And that's super important. >> Yeah, and I would add to that is like, you know one of the things that customers do is they make these large commitments to Amazon. And one of the best things that Amazon did was allow those customers to draw down Snowflake via the AWS Marketplace. So it's been wonderful to his point around the GOTO market, that was a huge issue for us. And, and again, this is where Amazon was innovative on identifying the ways to help make the customer have a better experience >> Chris G: Yeah. >> Chris D: and put the customer first. And this has been, you know, wonderful partnership there. >> Yeah. It really has. It's been a great, it's been really good. >> Well, and the customers are here. Like we said, >> Yep. >> Yes. Yes they are. >> we're north of 10,000 folks total, and customers are just chomping at the bit. There's been so much growth in the last three years from the last time, I think I heard the 2019 Snowflake Summit had about 1500 people. And here we are at 10,000 plus now, and standing-room-only keynote, the very big queue to get in, people turned away, pushed back to an overflow area to be able to see that, and that was yesterday. I didn't even get a chance to see what it was like today, but I imagine it was probably the same. Talk about the, when you're in customer conversations, where do you bring, from a GTM perspective, Where do you bring Snowflake into the conversation? >> Yeah >> Obviously, there's Redshift there, what does that look like? I imagine it follows the customer's needs, challenges. >> Exactly. >> Compelling events. >> Yeah. We're always going to work backwards from the customer need, and so that is the starting point for kindling both organizations. And so we're going to, you know, look at what they need. And from an AWS perspective, you know, if they're going with Snowflake, that's a very good thing. Right? 'Cause one of the things that we want to support is a selection experience to our AWS customers and make sure that no matter what they're doing, they're getting a very good, supported experience. And so we're always going to work backwards from the customer. And then once they make that technology decision, then we're going to support them, as I mentioned, with a whole bunch of co-sell resources. We have technical resources in the field. We have credit programs and in, you know, and, of course, we're going to market in a variety of different verticals as well with Snowflake. If you take a look at all the industry clouds that Snowflake has spun up, financial services and healthcare, and media entertainment, you know, those are all very specific use cases that are very valuable to an AWS customer. And AWS is going more and more to market on a vertical approach, and so Snowflake really just fits right in with our overall strategy. >> Right. Sounds like very tight alignment there. That mission alignment that Frank talked about yesterday. I know he was talking about that with respect to customers, but it sounds like there's a mission alignment between AWS and Snowflake. >> Mission alignment, yeah. >> I live that every week. (laughter) >> Sorry if I brought up a pain point. >> Yeah. Little bit. No. >> Guys, what's, in terms of use cases, obviously we've been here for a couple days. I'm sure you've had tremendous feedback, >> Chris G: Yeah. >> from, from customers, from partners, from the ecosystem. What's next, what can we expect to hear next? Maybe give us a preview of re:Invent in the few months. >> Preview of re:Invent. Yeah. No, well, one of the things we really want to start doing is just, you know, making the use case of, of launching Snowflake on AWS a lot easier. So what can we do to streamline those types of experiences? 'Cause a lot of times we'll find that customers, once they buy a third party solution like Snowflake, they have to then go through a whole series of configuration steps, and what can we do to streamline that? And so we're going to continue to work on that front. One of the other places that we've been exploring with Snowflake is how we work with channel partners. And, you know, when we first launched Marketplace it was really more of an app store model that was ISVs on one side and channel partners on the other, and there wasn't really a good fit for channel partners. And so four years ago we retrofitted the platform and have opened it up to resellers like an SHI or SIs like Salam or Deloitte who are top, two top SIs for Snowflake. And now they can use Marketplace to resell those technologies and also sell their services on top of that. So Snowflake's got a big, you know, practice with Salam, as I mentioned. You know, Salam can now sell through Marketplace and they can actually sell that statement of work and put that on the AWS bill all by virtue of using Marketplace, that automation platform. >> Ease of use for customers, ease of use for partners as well. >> Yes. >> And that ease of use is it's no joke. It's, it's not just a marketing term. It's measurable and it's about time-to-value, time-to-market, getting customers ahead of their competition so that they can be successful. Guys, thanks for joining me on theCUBE today. Talking about AWS and >> Nice to be back. Nice to be back in person. >> Isn't it nice to be back. It's great to be actually sitting across from another human. >> Exactly. >> Thank you so much for your insights, what you shared about the partnership and where it's going. We appreciate it. >> Thank you. >> Cool. Thank you. >> Thank you. >> All right guys. For Chris and Chris, I'm Lisa Martin, here watching theCUBE live from Las Vegas. I'll be back with my next guest momentarily, so stick around. (Upbeat techno music)

>>Hi and thanks for joining us today. I'm Arwa Qadoura, vice president of Goto Market for HP Green Lake. In this session, we're going to explore a few of the ways we're bringing the cloud to your data center and co locations, especially for your most demanding workloads. We'll show a few examples of how we do this and how we can help you with HP. Green Lake with HP Green Lake were leading the market for on premises and hybrid cloud. With a decade of experience and over 1000 customers, we've been able to continue enriching our portfolio of services, leveraging the vast input from our customers. And what we're hearing now is they want us to take on the apse and data that are most critical to run their business on our customers. Love the cloud experience and wanted available everywhere, including their data center and Coehlo H. P E. Green Lake is the cloud that comes to you. We deliver a cloud experience for your >>infrastructure and workloads in your data center or co location and at the edge. HP Greenlee Cloud Services offer consumption based economics and scalability for a wide range of platforms. All managed for you by HP or by a rich ecosystem of partners. In June, we brought the Self service point and click experience of the cloud to our new services for containers, virtual machines and ml apps, and dramatically sped up the delivery of our infrastructure services with standardized building blocks T shirt sized that you can get in ASL. It'll us 14 days and a few weeks ago we added V. D. I as a service to meet the strong demand to help your employees around the globe work securely wherever they may be. Today we will look at four examples of how we provide the cloud experience for the workloads that are most critical to run your business, and we'll give a few industry examples. First, we'll talk about helping financial institutions manage risk and compliance. We'll talk about improving health care with a secure, flexible electronic health records platform, optimizing production and delivery for manufacturing with S A P Hana and answering your biggest questions with high performance computing. When we talk about thes demanding workloads, whether we're talking about inventory management, payment processing, medical imaging or any additional ones you see here, two things typically hold true. First, they're very difficult to move to the public cloud due to the challenges around Leighton See and Performance data Gravity I P. And Privacy Protection and the data entanglement with many other APS. And secondly, they require app specific expertise to implement and integrate continual performance optimization, strong resiliency, security and compliance management. And container is a shin to achieve mobility. These air tough to meet but essential toe have. If you're betting your business on these workloads, we've helped our customers meet these challenges and requirements in the data center. Let's start our discussion about these workloads with managing risk and compliance. Risk and compliance management require analyzing huge amounts of data streaming in real time through the organization, and Splunk is widely used for this as the scales. We have found that often infrastructure is the bottleneck and organizations develop blind spots. Due to this, this means they could only see some of the data. Scaling and making changes is also a slow process with such a complex set of infrastructure, and I T resources often don't have the skills to manage new platforms such as container based implementations. We've looked at the situation and built a differentiated architecture er to solve this challenge. The solution is container based, using the HP as moral container platform. It's an infrastructure that is tuned for Splunk and resulted in a big reduction in the total servers needed. It's delivered as a service through HP Green Lake on premises fully managed to make adoption fast and to cover the skill gaps, I t may have the outcomes. We tested our approach and found the dramatic improvements you see here. Infrastructure efficiency improved dramatically, with 17 times increase in throughput and 12 Splunk indexers per host, up from one. Compliance and insights into risks improved from removing the blind spots with a 10 times reduction and infrastructure needed to ingest up to 8.7 terabytes per host per day. And customers have a greatly simplified I T operating model by moving to HP Green Lake fully managed so that HP takes care of the container and infrastructure management. Next, let's talk about improving health >>care with a secure, flexible e HR platform. The global pandemic is putting an extraordinary burden on an industry whose budgets and resources are already stretched to the limits and H P can help health systems in medical research institutions around the globe recognize the value of HP Green Lake for our infrastructure as a service needs scalable storage for high resolution medical imaging, high performance compute for medical research and v. D. I. For the digital workplace. Today we are pleased to introduce the platform for epics E H R System. This is a full platform. As a service offering for Elektronik Health Records, the service supports the epic software stack with validated HP infrastructure and epic certified expertise to run the full environment for you. This enables health care institutions toe offload the complexities of moving to and operating a modern epic platform, reducing cost risk and time with a fully managed paper use cloud service in their own data center or cola facility. Now our customers could focus on delivering life affecting healthcare outcomes and not on the nuances of daily technical operations and upgrades. So how is HP qualified? Think back to the requirements we talked about for expertise. We have a 25 year partnership with EPIC, and over 65% of epic customers use RHP infrastructure, including storage servers, software and networking. We know epic and are trusted by epic customers. We have a dedicated program management office with focused epic resources to help health care systems make the most of their epic platform improving their quality of care, financial performance, work, low efficiency and, most importantly, their patient outcomes. The next workload I'd like to cover is S a P Hana s A P Hannah runs many if not most manufacturing organizations, including our very own. Here in h P s A P finds that 70% of customers are looking to remain on premises with S A P Hana as they migrate toe s four For the reasons we discussed earlier performance, resiliency, security, I protection and control. And we're proud to be one of Aesop's most critical technology partners, running approximately 40% of the on Prem s a p customer base. Thes customers trust HP infrastructure to run their critical s a p environment and we're excited to extend the value into a fully managed on Prem Cloud service. Today we bring the cloud benefits of HP Green Lake toe s a P Hannah customers on premises in two ways. Standard hp Green Lake uses S a P certified technology from HP with the scalable paper use model with H P's outstanding support and management services ready to meet the demanding requirements of S A P. Hana. And now we are working with S a P for the S A P Hana Enterprise Cloud Customer Edition which is powered by HP Green Lake and fully managed by S A P for you, which is the sap cloud in your data center. HPD point next services are essential to our customers. One of the reasons that customers choose HP for workloads such as SAP is our expertise from strategy all the way to operation with advisory and professional services specific to your application. We help you succeed. HP understands migration toe s A. P s four hana and as the leading technology vendor of S a P Hannah Infrastructure and a large s a p Hannah customer ourself, we have the expertise within our advisory and professional services. To ensure your success as you move to s four, HP has delivered over 1500 s, a p Hana consulting projects and HP point Next services has the expertise globally to accelerate time to value and mitigate your risk. And lastly, HP offers a center of excellence Experience for S a P. Hannah providing specialized support from our experts Toe optimize operations for S a p environments The last and maybe the most demanding workload that will cover today is HPC high performance computing. Today we are announcing H p e Green Lake for HPC. This is an exciting time as we bring our cloud services to HPC wherever you need it. As the leader in HPC, we have significant i p To give HPC customers. We offer the speed and scalability that you need with components such as high speed interconnect, high density compute platforms and software to manage HPC operations and performance. And unlike other technology companies, thes are all from HP, fully integrated, fully supported and can be fully managed by HP. And we've built an ecosystem of I S V applications that we closely collaborate with to make HPC run seamlessly high. Performance computing can get complex with HP. Green Lake for HPC will simplify the approach without taking away any of the power. Pick the starting point that fits your use case small, medium or large, and get started. These building blocks are HPC optimized, meaning you could bring the technology that we use to predict weather or decode the human genome to your everyday APS. No capital up front, pay for what you use and the implementation is managed for you. With our building block approach, we can eliminate the long design and implementation phase, which could take months or even a year over time as your clusters grow, modernize and change H p e Green Lake Capacity management helps you always have capacity ready ahead of your needs. What is the experience with H. P Green Lake for HPC, you order, we deliver in as little as 14 days. We install your systems and you can quickly deploy your HPC APS. With the new point and click service experience, researchers and analysts can get access to their HPC cluster resources from the self service portal without putting. I t in the middle of every request we manage the clusters for you. Take care of upgrades, performance and growth, and you pay based on what you use. Simplifying HPC economics and operations. This is how we bring a cloud to your most demanding workloads. So we've covered a lot, and the big question is, so what? How do you benefit analysts have found that with HP Green Lake, you save 30 to 40% on total cost of ownership by eliminating over provisioning, which on its own is huge. But the additional benefits are equally important to our customers. You can speed deployments of projects by 75% cut your risk with 85% less unplanned downtime and improve ICTY productivity by 40% due to the services, including that greatly simplify I t operations. What's next? If you want to learn more about how we bring cloud services for your most demanding workloads, whether they're for risk management, E H. R s, a, p or HPC, or for other workloads you depend on us for Please engage your HP account team or your HP partner. If you're already are a customer for HP Green Lake, thank you. And we're ready to globally help you with your next project. And, of course, please visit us at p e dot com. Backslash Green Lake Thanks for joining me today.

>> So nice to meet you. And I'm Tetsuhiko Teshima from German branch of MEI Laboratories. I'm working at the Technische Universitat Munchen to conduct wet experiment like using chemical and biological samples. So it's great honor and pleasure for me to have a chance to share with you some topics about miniaturized biointerfaces that I have been working on over the last six or seven years, I guess. So before starting, please let me introduce myself and my background. So I started to work in this company since this March, but until the last year, I was working in NTT Basic Research Laboratories that is located in Kanagawa, Japan. And I have work on basic nanoscience research. But when going back to the further, I was originally a student studying biology especially infectious microbiology. And then I learned about the miniaturize fluidic system to manipulate single cells and MEMS technologies that is kind of a fabrication process for semiconductor devices. So, this background motivate me to start interdisciplinary work, especially about biomedical engineering at NTT Corporation. So in recent year, wearable electrodes have been developed to continuously monitor the vital data, including the heart rate, ECG, or EMG waveforms for rapid diagnosis and early stage treatment of disease. So conventionally, rigid metals or metal-plated fibers have been widely used as the electrodes but they lack flexibility and biocompatibilities, which results in the noise in obtaining data and the patient allergic reaction during the long time years. So at NTT, we are working on the research and development of the conductive composite materials. So, due to its high flexibility and hydrophilicity and biocompatibilities, so this electrodes can successfully record ECG without any rashes and itches to the skin. So now these wearable electrodes cores toy are commercially available and funds are applied for not only the medical care and rehabilitation for the patients, but also for example, remote monitoring system of the workers, integration with these sportswear and entertainment show. But this product is originated from the basic scientific findings especially on the conductive polymers, PEDOT:PSS and silk fibers. So there was some mainly conducted by two key scientists clinician doctor Tsukada, and chemist doctor, Nakashima. In order to realize this product, they try so many prototypes. And make so many effort to obtain the pharmaceutical probables for medical usage. So through this experience, we are going back to the original material science and research and making non-toxic interfaces with cells and tissues in order to seek new kind of development. So, as a next challenge, I have focused on the electrodes that work inside the bodies. So we have the tissues and organs with electrical signals like heart and brain. So if implanted electrodes can work on these tissues, this help us to increase the variety of the vital data like EEG. And also it can directly treat the targeted tissues as a surgical, too, like CRT pacing. So in this case, these biointerfaces should be populated in very humid environment and in non-toxic manner. They also should be transformed into soft, three dimensional structures, in order to fit the shape of cells and tissues because they have very complicated 3D structures. So I decided to develop the basic electrode component that meets all of these requirements that is biocompatible for example, like 3D film-electrodes. So what I tried at first is to create a non-toxic, very soft and flexible film-electrodes using the materials that are using the heatable electrodes that is silk bundles and PEDOT:PSS. So, firstly, I dissolve the silk bundle to extract a specific protein and process into a palette shape using MEMS technologies, one of my main skill. So by adding the conductive polymers, >> PEDOT: PSS little by little, the palettes will gradually become blue but maintain the high optical transparency. Through this experiment, I discover a very unique materials scientific aspect of silk fibroin. So when PEDOT:PSS got added, the molecular structure and the confirmation of silk protein dramatically change from alpha helix to the beta sheet, and I focused this structure change, leads to the increase in conductivity compared with the PEDOT:PSS pristine films. By using the lithographic fabrication process, the films can be process into very tiny shape, with same deviation as single cell Lego. So this electrode is made of the silk fibroin, the, are very cell friendly protein. So the suspender cells prefer to adhere to their surface. So after attaching the cells on a surface, I can manipulate the cells while maintain the adhesive properties and electrically simulate the cells for the cool, very weak electrical signals from the cells. So in this step we created a non-toxic, transparent, and very flexible films and film-based electrodes. But please note that the, they are 2D and they're not 3D. So in the next step, I try to investigated how to transform these same 2D film to 3D shape. So here, among two polymers I used, so I replace the PEDOT:PSS with different type of polymers, there is parylene, like this. So when the parylene is adhering to the silk fibroin layers so, the gradient of the mechanical stiffness is formed in the synchronous directions as shown here. And this gradient causes the driving force of same film folding, like this. So this is a, this is a movie of the self-folding bilayer films. And you can see these rectangular patterns spontaneously transform into the cylindrical shapes. So just before folding, I suspended the cells on top of the films that is derived from the heart muscles. So the folding films, so here can gently rub the cells inside the tubes and you can incubate them safely more than for two weeks in order to reconstitute the self-beating, fiber-shaped muscle tissues, as shown here. So also this reconstituted tissues can be manipulated like building blocks by picking up and dissolving using glass capillaries. So I believe this techniques has a potential to facilitate high-order self-assembly like artificial neural networks or tissue engineering. So I realized to transform the two different film to 3D shape. So I use this method to transform into 3D electrodes. So in the final step, instead of the silk fibroin, I focus on using extremely thin electrodes materials that is called graphene. So as I explained as extremely thin, so it consist of the only single layer of carbon atom. So since they has just a single atom thickness, it has very high optical transparency and flexibility. So when the graphene was transform to the parylene surface I found this bilayer was tightly bonded due to the strong molecular interactions and the graphene itself straight on the parylene surface and this cell film becomes three dimensional electrodes, like tubeless structures. So as you can see in this movie, like this. So just after releasing them from the service lead, I instantly undergoes a phase transition and collapse. So since, this hexagonal molecular structure of graphene is distorted due to the folding process, so electrical characteristics dramatically change from firstly metallic to the semiconductor like non-linear shape, shown here. Or interestingly, the curvature and direction of the cell folding can be well controls with number of graphene, this and it's crystalline directions. So when a merged layers graphene were transfer, the curvature radius become smaller and smaller. And when the crystal, crystal, sorry, single crystalline graphene was loaded on the surface of parylene, this bilayer was folded in one fixed same direction, especially along the arms here siding. So by simply transferring the single carbon atom layer to the parylene surface, so we achieved the self-assembly of 3D transparent electrodes. In order to demonstrate biocompatibility of this graphene electrodes, we apply for the interface with neurons. So as there was a self-folding of silk fibroin, so we suspended the neurons are encapsulated in the self-folded graphene tubes, like this. So I made it a very tiny holes on the films. So the encapsulated neurons can uptake the nutrition and oxygen through this pore. So I culture the neurons for, without any damage, to the cells, and they exhibit cell-cell contact for tissue-like structures and they elongate their nuclei and axon to the outside through this pore. Therefore, the embedded neurons properly exhibit cell-cell interaction and drive intrinsic morphologies and function, which shows achievement of biocompatibility of the graphene electrodes. So in summary, we have been working on producing tiny 3D electrodes, step-by-step, using only four materials. For example, by mixing conductive polymer, >> PEDOT: PSS with silk fibroin, I made transparent and flexible 2D electrodes. By making a bilayer with silk fibroin with parylene, I demonstrated the self-assembly from 2D film to 3D shape. Finally, by transferring the graphene to paralyene, we could assembly tiny 3D electrodes. So in the future, we will continue to work on making bioelectrodes from the material science and biological viewpoints. However, these two approaches are not sufficient for the research or the bioelectronics. And we especially needed the technology of electrochemical assessment of fabricated electrodes and the method to lead up of obtain vital data and manipulation and analysis of obtain data. Therefore, I belong to both of the TUM and NTT research, in order to achieve the four system. So when I look over the world R&D of the bioelectronics, especially implantable electronics are very active, regardless of the university and industry. So firstly, John Rogers' group in University of Illinois, in United States, started to advocate about the implantable, flexible bioelectronics, more than 10 years ago. So now the research on, about it, is rapidly growing all over the world, not only US, but the Asia and Europe. So, the industrial community also tend to participate in this field. So I really hope to contributed to the scientific achievement and the creation of industry from the German basis, by making the most of my experience and cooperation with Japan and American side. So finally, I like to introduce my colleagues in TUM. So they are loved members and he, he is supervisor, Professor Bernhard Wolfrum, especially of the electrochemistry and electrochemical engineering process for biomedical application. So I'm so happy to work with this wonderful team and also appreciated the daily support of the members in NTT research in United States. Finally, let me just conclude by acknowledging my supervisor, mentors, Professor Wolfrum, Director Tomoike, and Dr. Alexander. And also the member from NTT who always support me, especially Mr. Kikuchi, Dr. Nakashima, Tsukada fellow, Director Goto, Dr. Yamamoto, and Director Sogawa. Finally, let me thanks Professor Offenhausser from Julich, for his kind assistance and introduction to this wonderful collaboration schemes. So, that's all. And I hope this presentation was useful to you. Thank you very much.

>>from around the globe. It's the Cube covering HP Discover Virtual experience Brought to you by HP >>Hi, welcome to the Cube's coverage of HP Discover 2020 Virtual experience. I'm Lisa Martin, and I'm pleased to welcome from scale any one of our long Time Cube alumni. We have, all specially the chief product officer at agility. Hey, Paul, welcome back to the Cube. >>Hi, Lisa. It's been a long time, and it's just wonderful to be back. Thank you. >>This is our new virtual cube that appear where everybody is very socially distant but socially connected. So since it's been a while since we've had you on and your peers from stability tell us a little bit about scale and then we'll dive into what you're doing with HP, >>Okay? Absolutely. Let me give you kind of a pop down recap of where we're at. So interestingly, we're now it 10 year old company. We actually celebrated our never anniversary last year. Um, we still have our flagship product, the Ring, which we launched originally in 2000 and 10 that is distributed file and object storage software. But about three years ago, we added a second product called Zenko, which is for multi cloud data management. We do continue to invest in the ring a lot, both on the file side and the object side. The current release now is Ring eight. The target market for this is pretty broad, but we really focus on financial services institutions. That's a big base for us. We have something like half of the world's banks, about 60% of the world service providers, a lot of government institutions. But what's been fastest growing for us now is healthcare. We have a lot of growth there in medical imaging and genomics research. And then I guess the last thing I'll add is that partners are just super important to us. We continue to certify and test with SDI Solutions. I think we have 80 of them now deployed and ready to go. But there's a real focus here now on partners like Said Era and with a Iot and Splunk VM HP East or one. So those partners are critical to our business and we just love to partner with them. >>Do you been partners with HP for quite a while? Tell me about the evolution of the partnership as you've evolved your technology. >>Yeah, absolutely. It's interesting, cause I just noted this Ah, a couple of weeks ago. The company is 10 years old. We've been partners with HP for over half of that. It's about 5.5 years. The way to think about this is that we have a worldwide OM relationship with HP for the Apollo 4000 server line. The official name for our product is HP Apollo 4000 systems with scale itty ring scalable storage. Also quite a mouthful, but very descriptive. Ah, and then we work very closely with the HP storage and big data teams. I'm very tied into the product side, talking to the product managers, but also the marketing side and very much so. On the sales side, we've had super success with them in Europe, also here in the US, and there's growing business, but also in a P J in Japan. Specifically, >>you mentioned that one of the doctors right now that's really urging a healthcare and given the fact that we are three months into a global pandemic, anything that's interesting that you want to share in terms of how skeleton is helping some of your health care customers rapidly pivot in this very unprecedented time. >>Yeah, I would say that there's a couple of very notable trends here. The 1st 1 started a few years ago. We really, honestly didn't focus so much on health care until about 2000 and 17 18. But since that time, we now have something like 40 hospital hospital systems globally using our product and notably on H P E servers. Uh, and that's to retain medical images for long term retention. These are things like digital diagnostic images. MRI's CAT scans CT scans. These hospitals are mandated to keep them for a long term right, sometimes for five years, 10 years or even page patient Lifetime. I would say the newer thing that we're seeing now just in the last year or so is genomics research. There's so much concentration now on pharmaceutical and biotechnology around genomics. That data tends to be very voluminous, you know, it can go from hundreds of terabytes and petabytes, and moreover, they need to run simulations on that to do you know, fast iteration on different drug research. We've now been applied to that problem, and a lot of times we do it with a partner or something like a fast tier one file system and then us as the archive here. But we're seeing that the popularity of that just wrote tremendously within hospitals, hospital groups and also just dedicated research for biotechnology. >>The vault. You talked about volumes there, and the volumes are growing and growing each year as his retention periods, depending on the type of data, the type of of ah, imagery, for example. But from a use case perspective, what is it that you're helping your health care customers achieve? Is it is it backup targets? Is it disaster? Recovery is speed of access All the above. >>Yeah, so where we focus in health care is really on the unstructured data. This is all the file content that they deal with, you know, in a hospital. Think about all the different medical image studies that they have, things like digital files for CAT scans and MRI's. These are becoming huge files, you know. One multi slice X ray or digital scan, for example, can be gigabytes in size and profile, and that's per patient. Now think about the number of patients and the right attention of all of that. It's a perfect use case for what we do, which is capacity optimized storage for long term retention. But we can also be used for other things. For example, backups of the electronic patient records. Those are typically stored in databases, but they need to be backed up. What we found is that we're an ideal long term backup target. So the way hospitals look at us is that they can consolidate multiple use cases, undo our ring system on HP. They can grow it over time. They could just keep adding servers, and typically what they do is they start with a single use case, what they think of as a single modality, perhaps an imaging. And then they grow over time to encompass more and more and eventually think about a comprehensive image management system within a hospital. But those are popular today. Hospitals are also starting to look at other use cases. Obviously, we mentioned genomics, but hybrid cloud is coming at them as well. >>Talk to me about that as we see growing volumes of data, different types of modalities, lots of urgent need to you, said backup data, So data protection is critical. But as as healthcare organizations move to multi cloud, how considerate Ian HP help facilitate that migration? >>Yeah, So what we've noticed is, you know, there's both a feeling that they're fast and they're slow to embrace the public clouds. But one of the things that's obvious is that from a sass perspective, software as a service, they've really embraced it. Most of the big EMR systems, the electronic medical records, are already SAS based, so they are there, and in fact they're probably already multi cloud. But on the data management side, that's where we focus. And we hear a lot of use cases that would involve taking older data from on Prem and perhaps archiving it long term in a HIPAA compliant cloud in the US, for example, for long term retention. But there are other things. For example, they may want to push some data that they've generated on Prem to a public cloud like Amazon or azure, and do some kind of computing against it. Perhaps an analytic service, some kind of image recognition or, you know, image pattern detection. Um, the 3rd 1 that we see now in hybrid cloud is their interest in having second copies of the data so that they can continue operations. Right? I think we all know that hospitals have an absolute uptime need. They need to be running 24 by seven. One of the things that's starting to happen is rather than a second physical data center. They established a second site in a public cloud on and then they stage their applications and we can help with HP. Move the data from on Prem to the public cloud to have this sort of cloud disaster recovery solution. >>So cloud here interesting topic. Do you see there that in healthcare in particular, that hospitals and healthcare organizations are getting less concerned about cloud from a security perspective and more open to it as an enabler of scale? >>I think what they've seen is that the cloud vendors have really matured in terms of providing all of the hardening that you want in terms of data, privacy and data security. You know, 10 years ago, if you looked at the cloud, you would have been extremely nervous about putting your data up there. But now all of the right principles are there in terms of multi tenancy. Ah, secure authentication based on very strong keys. Encryption of the data. One of the first healthcare customers we worked with was completely ready to do this. But then, of course, they said, the images that we store in the cloud must be infected. So we were able to work in collaboration with them, to develop encryption and actually use their own management service for encrypting those images so that our system or the HP servers don't store the keys for encryption. So I would say yes, It's a combination of the cloud's becoming super mature. Some of them are now certified and compliant for this use case on, the customers are just sort of. They passed the first step of trying it on there really to sort of go into these use cases a little bit more broadly. >>And so with that maturity of the technologies and the more the willingness on the part of the customer to try and tell me how to HP and scale a go to market together. >>Yeah, so what we do is we've really focused on specific market verticals, healthcare being one of them, but there are others. Financial services is where we've had other success with them. The way we do it is that we first start by building very specific swim lanes. In HP parlance, that helps aimed the Salesforce on where we can provide a great solution not only with Ring but perhaps with complementary software. Like I mentioned H p e store once for data protection backup. They have other partner solutions that we just love to work with. Vendors like Wicca. Iot has a wonderful fast file system that is now useful in biotech. Um, and they use a system like the ring for storing the data from their file system and the snapshots in that. But the way it's been organized is really by vertical and to go and have specialized kind of teams that understand how to sell that message. We jointly sell with them, so their teams and our teams Goto calls together. It's obviously been very virtual, but we've usually collaborated very extensively in the field working kind of air cover at the marketing level, and now one of the newer things with obviously the new way of working is lots of virtual events were not only doing a discover virtual experience, but we started doing more and more webinars, especially with HP and these other joint part >>and carries in this new virtual era where everything like, he said, This is how we're communicating now. And thankfully, we have the technology. Couple questions on that related to sales and engagement. One. What are some of the things that the sales team but the joint sales teams are hearing now from customers that might be changing requirements given the Koven situation? First >>question. Yeah, I think what one of the things we've certainly seen is that almost nothing has slowed down in these industries. I mean, we're focused on industries that seem to kind of think long term, right? I obviously healthcare. They're dealing with the current crisis as much as they can. But what we've seen is that there still planning, right, so they want to build their I T infrastructure. They're certainly thinking about how to leverage hybrid cloud. I think that's it becomes very clear that they see that as not only a way to offer new services in the future, but also to save money today. They're very interested in that right. How can they save on capital expenses and human talent is an example. I think those have been the themes for us. You know, we do have some exposure to industries that might have a little bit more, you know, sensitivity to the current climate, things like travel related services. But honestly, it's been minor. And what we're finding is that even those companies are still investing in this kind of technology, really to think about the 2 to 3 and you're being horizon and beyond. >>Have you done any any messaging, your positioning changes? I know you also in product marketing or corporate marketing that relate to customers. You know, everybody prepares for different types of disruptions or natural disasters. But now we have this invisible disruptor. Any change in your messaging, your positioning either at stability or with the partnership with HP that will help customers understand if you're not on this journey yet, why they need to be >>so, Yeah, we have looked at how we message the technology and the solution, especially in the light of the pandemic. You know, we stayed true to kind of a top level hybrid cloud data management message, but underneath the covers, what do customers care about? They care about a solution that you provide, but they also care about what they pay for it. Let's let's be honest. One of the things we've done very historically is to have a very simplified pricing model. It's based on usable protected capacity. So the user says I have a petabytes of data. That's the license fee. It's not based on how much disk they have or how many copies they want to create or how many sites they want to spread it across. So one of the things we want to do is make that a little bit more clear. Eso that's come out a bit more in our messaging in recent months. The second is that what we feel is that customers really want to know us as a company. They want to feel assured that were here, that will support them in all cases and that were available at all times. And what that's translated into is a more of a customer community focus. We are very much carrying about, you know, our customers. We see them invest in our systems today, but they also continue to expand. So we're doing things like new community portals where they can engage us in discourse. They can ask questions live. We're online. We have a lot of tips and knowledge available for them. So I would say that those are the two changes that we put in our messaging, both on pricing and on a community involved >>and where community involvement is concerned. It's even more critical now because we can't get together face to face and have conversations or meetings or conferences as chief product officer. Imagine that was a lot of what you were doing before. Tell me what it is from your perspective to engage with the community, to engage with sales and your partners during this TBD timeframe of we don't know when we're going to get back together. What do you find? It works really well for continuing continuing that engagement. >>Yeah, I think the keyword for me has just been transparency. You know, customers have always bonded to know, really, what's what's going on behind the scenes. How does the tech work? Right? What's the architecture? And I think now what we're seeing is there sort of a ramp up on that. For example, what's very important for community is for people to know what's coming right? They want to know the roadmaps. They want to be alerted to new things that are not only the next quarter, but in the next year. Right? So I think that's our focus here is to make this community a place where people can learn absolutely everything so that they can plan not only for the next year, but like we said there, they're thinking three years and beyond. So we're going to do our best to be totally transparent and be expressed as we can possibly be >>transparent entrusted. Paul, those are two great words to end on. We Thank you so much for joining us on the Cube, sharing what's new at stability and with the HP partnership. >>It's been a pleasure. Lisa. Thank you for your time. >>Likewise. For my guest, Paul Scott. Sally, I am Lisa Martin. You're watching the Cube's coverage of HP Discover 2020. The virtual experience. Yeah, yeah, yeah, yeah

>> from Cambridge, Massachusetts. It's three Cube covering M I T. Chief data officer and information quality Symposium 2019. Brought to you by Silicon Angle Media. >> Welcome back. We're here to wrap up the M I T. Chief data officer officer, information quality. It's hashtag m i t CDO conference. You're watching the Cube. I'm David Dante, and Paul Gill is my co host. This is two days of coverage. We're wrapping up eyes. Our analysis of what's going on here, Paul, Let me let me kick it off. When we first started here, we talked about that are open. It was way saw the chief data officer role emerged from the back office, the information quality role. When in 2013 the CEO's that we talked to when we asked them what was their scope. We heard things like, Oh, it's very wide. Involves analytics, data science. Some CEOs even said Oh, yes, security is actually part of our purview because all the cyber data so very, very wide scope. Even in some cases, some of the digital initiatives were sort of being claimed. The studios were staking their claim. The reality was the CDO also emerged out of highly regulated industries financialservices healthcare government. And it really was this kind of wonky back office role. And so that's what my compliance, that's what it's become again. We're seeing that CEOs largely you're not involved in a lot of the emerging. Aye, aye initiatives. That's what we heard, sort of anecdotally talking to various folks At the same time. I feel as though the CDO role has been more fossilized than it was before. We used to ask, Is this role going to be around anymore? We had C I. Ose tell us that the CEO Rose was going to disappear, so you had both ends of the spectrum. But I feel as though that whatever it's called CDO Data's our chief analytics off officer, head of data, you know, analytics and governance. That role is here to stay, at least for for a fair amount of time and increasingly, issues of privacy and governance. And at least the periphery of security are gonna be supported by that CD a role. So that's kind of takeaway Number one. Let me get your thoughts. >> I think there's a maturity process going on here. What we saw really in 2016 through 2018 was, ah, sort of a celebration of the arrival of the CDO. And we're here, you know, we've got we've got power now we've got an agenda. And that was I mean, that was a natural outcome of all this growth and 90% of organizations putting sea Dios in place. I think what you're seeing now is a realization that Oh, my God, this is a mess. You know what I heard? This year was a lot less of this sort of crowing about the ascendance of sea Dios and Maura about We've got a big integration problem of big data cleansing problem, and we've got to get our hands down to the nitty gritty. And when you talk about, as you said, we had in here so much this year about strategic initiatives, about about artificial intelligence, about getting involved in digital business or customer experience transformation. What we heard this year was about cleaning up data, finding the data that you've got organizing it, applying meditator, too. It is getting in shape to do something with it. There's nothing wrong with that. I just think it's part of the natural maturation process. Organizations now have to go through Tiu to the dirty process of cleaning up this data before they can get to the next stage, which was a couple of three years out for most of >> the second. Big theme, of course. We heard this from the former head of analytics. That G s K on the opening keynote is the traditional methods have failed the the Enterprise Data Warehouse, and we've actually studied this a lot. You know, my analogy is often you snake swallowing a basketball, having to build cubes. E D W practitioners would always used to call it chasing the chips until we come up with a new chip. Oh, we need that because we gotta run faster because it's taking us hours and hours, weeks days to run these analytics. So that really was not an agile. It was a rear view mirror looking thing. And Sarbanes Oxley saved the E. D. W. Business because reporting became part of compliance thing perspective. The master data management piece we've heard. Do you consistently? We heard Mike Stone Breaker, who's obviously a technology visionary, was right on. It doesn't scale through this notion of duping. Everything just doesn't work and manually creating rules. It's just it's just not the right approach. This we also heard the top down data data enterprise data model doesn't works too complicated, can operationalize it. So what they do, they kick the can to governance. The Duke was kind of a sidecar, their big data that failed to live up to its promises. And so it's It's a big question as to whether or not a I will bring that level of automation we heard from KPMG. Certainly, Mike Stone breaker again said way heard this, uh, a cz well, from Andy Palmer. They're using technology toe automate and scale that big number one data science problem, which is? They spend all their time wrangling data. We'll see if that if that actually lives up >> to his probable is something we did here today from several of our guests. Was about the promise of machine learning to automate this day to clean up process and as ah Mark Ramsay kick off the conference saying that all of these efforts to standardize data have failed in the past. This does look, He then showed how how G s K had used some of the tools that were represented here using machine learning to actually clean up the data at G S. K. So there is. And I heard today a lot of optimism from the people we talked to about the capability of Chris, for example, talking about the capability of machine learning to bring some order to solve this scale scale problem Because really organizing data creating enterprise data models is a scale problem, and the only way you can solve that it's with with automation, Mike Stone breaker is right on top of that. So there was optimism at this event. There was kind of an ooh, kind of, ah, a dismay at seeing all the data problems they have to clean up, but also promised that tools are on the way that could do that. >> Yeah, The reason I'm an optimist about this role is because data such a hard problem. And while there is a feeling of wow, this is really a challenge. There's a lot of smart people here who are up for the challenge and have the d n a for it. So the role, that whole 360 thing. We talked about the traditional methods, you know, kind of failing, and in the third piece that touched on, which is really bringing machine intelligence to the table. We haven't heard that as much at this event. It's now front and center. It's just another example of a I injecting itself into virtually every aspect every corner of the industry. And again, I often jokes. Same wine, new bottle. Our industry has a habit of doing that, but it's cyclical, but it is. But we seem to be making consistent progress. >> And the machine learning, I thought was interesting. Several very guest spoke to machine learning being applied to the plumbing projects right now to cleaning up data. Those are really self contained projects. You can manage those you can. You can determine out test outcomes. You can vet the quality of the of the algorithms. It's not like you're putting machine learning out there in front of the customer where it could potentially do some real damage. There. They're vetting their burning in machine, learning in a environment that they control. >> Right, So So, Amy, Two solid days here. I think that this this conference has really grown when we first started here is about 130 people, I think. And now it was 500 registrants. This'd year. I think 600 is the sort of the goal for next year. Moving venues. The Cube has been covering this all but one year since 2013. Hope to continue to do that. Paul was great working with you. Um, always great work. I hope we can, uh we could do more together. We heard the verdict is bringing back its conference. You put that together. So we had column. Mahoney, um, had the vertical rock stars on which was fun. Com Mahoney, Mike Stone breaker uh, Andy Palmer and Chris Lynch all kind of weighed in, which was great to get their perspectives kind of the days of MPP and how that's evolved improving on traditional relational database. And and now you're Stone breaker. Applying all these m i. Same thing with that scale with Chris Lynch. So it's fun to tow. Watch those guys all Boston based East Coast folks some news. We just saw the news hit President Trump holding up jet icon contractors is we've talked about. We've been following that story very closely and I've got some concerns over that. It's I think it's largely because he doesn't like Bezos in The Washington Post Post. Exactly. You know, here's this you know, America first. The Pentagon says they need this to be competitive with China >> and a I. >> There's maybe some you know, where there's smoke. There's fire there, so >> it's more important to stick in >> the eye. That's what it seems like. So we're watching that story very closely. I think it's I think it's a bad move for the executive branch to be involved in those type of decisions. But you know what I know? Well, anyway, Paul awesome working with you guys. Thanks. And to appreciate you flying out, Sal. Good job, Alex Mike. Great. Already wrapping up. So thank you for watching. Go to silicon angle dot com for all the news. Youtube dot com slash silicon angles where we house our playlist. But the cube dot net is the main site where we have all the events. It will show you what's coming up next. We've got a bunch of stuff going on straight through the summer. And then, of course, VM World is the big kickoff for the fall season. Goto wicked bond dot com for all the research. We're out. Thanks for watching Dave. A lot day for Paul Gillon will see you next time.

>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service is >> Welcome back to New York City. This is a W s summit and I'm stew Minutemen. My co host is Corey Quinn. We've talked to Amazon executives. We've talked to some customers. We've also talked to some of the partners and part of the partner ecosystem is course these startups aws very robust ecosystem that they've been building out. And one of the pieces were real excited to dig into in the surveillance space habit of revering program for first time. Ken Robinson, the CEO and founder of Goto Software who is the maker of cloud pegboard, take so much for joining us >> having to be here so exciting. >> Alright, So, Cloud pegboard, you had us hooked when we talked about you know, serverless you know, the the information overload that we all feel in the United with world. Cory's got a full time job helping with that and other things related to it s oh, bring us a little bit about, you know, pegboard in your background. >> Yeah, I want to help you out. So my background is I ran a major cloud transformation to Amazon. My past job, which I left in January and really solve problems, information overload, was slowing people down, people making sub optimal choices. They're spending a lot of time trying to keep up. Sometimes we have to be fact because they didn't have the right information the right time. And I realized we need to solve this. And it wasn't just in our organization. Every Amazon practitioner across the planet really needs help to keep up. When I talked with people, these conferences, it that's like the main comment, like, I can't consume it >> all. How you keep up can it is staggering. Actually, I stopped asking about two years ago how you keep up because I talked to some amazingly smart, well connected people and they're like, No, no, it's impossible. But I want you to comment on something I used to be. When you talking about, I need to start this. I should have started a year ago, but I didn't, so I should start now and now it feels like, Well, if I could, I actually should wait a couple of months or six months or even a year but I absolutely get started. So I guess I might as well start now because things change at such a pace. I mean, that that, you know. Oh, wait. If I could just wait a little bit longer Gonna be Maurin better and cheaper and faster s O. You know what you're taking kind of pace of change in the industry. >> Well, you know, one thing is, I think you just have to keep agile and buy into the fact you're going to have to throw away things like don't get so buried filled with what you can do today as best you can. But be ready to re factor and get rid of it. >> Oh! Oh, my God. I had the i t organization and the whole our quarters. Everything in i t is additive. Nothing ever dies. But I do agree with you. We have been for more than a decade. You know why our analyst team and talking, You have to get rid of stuff that needs to be able to do that. You know, sunk costs is something you're familiar with. Economics is you know, I need to understand that that even have been doing it for a while. We need to be able to cut that. But way have these attachments to the things we've been doing and how we've been doing it. No change isn't necessarily easy, >> right? Well, there's a reason some of the attacks is because there's a lot of investment to build up in the first place. And when you put so much sweat into it, then I don't want to undo it. When it gets easier to build, it's easier to throw away. So I was just giving this talk earlier and saying I religiously stick with infrastructure is code because if you do that, it's just so easy to make incremental changes. And again, Serverless makes everything so much easier if we don't get married to something. If it's changing like one window function, yeah, it's just kind of a bench of a big deal. So if you invest a little bit lessons easier by making use of special, the high level managed service is then it's easier to the pivot from one thing to another. One needs to. >> Yeah, something I found is I play with this stuff myself in a very similar space, with less comprehensiveness and far more sarcasm, I suspect than your service does, is that when you're building everything out of composited Lambda Functions tied together in a micro service's style. Re factoring one of those micro service is usually doesn't take more than a day or two as opposed to, Oh, just rebuild the entire monolith from scratch, which it feels like everyone tries to do. At some point, it almost enforces good behavior. It makes it easier to evolve as I've been your experience it differently. >> Absolutely. So this two things it helps. It's easy to re factor and throw things out because it's small and it's again, you're not married to it as much, but also easy to incrementally add on. So I have this whole tier of these micro service. Is that a captain? All this data that we're pulling in from multiple sources, whether it's Amazon's Web site or terror, for more get up any source I confined that has data that I want to organize help with my users. So we get Henry finding new data sources, leaks new data sources, essentially a new lambda function. It's independent, and if I change it, we actually had one recently I found a better data source. I just threw up the old one and plugged in the new one. And it really was less than a day to write the new function and a brilliant into production. So, yeah, >> can you know, one of the answers I've had for a long time is you know, I need to rely on, you know, my consultants and my suppliers because, you know, you don't even understand some of these architectural things that are going on. And things are changing so fast. So you know, how much can software solve this for us? And you know that the tools itself, I have to imagine there's still a lot of people involved. >> Yeah. There's always gonna be a lot of people involved. And there is no free lunch that, you know, every architect or developer of the Amazon. You still need to get yourself trained, get the certifications, read the white papers, keep up to date with all the changes. And we really do is we're running inside again. That's my past. Life is an enterprise. You really want to build internal excellence. Certainly we can use outside help when you need it. Augmentation. and blasts my people everywhere. But you definitely wanna have some internal expertise. And people are committed to growing and continuing going to New York summit, going to reinvent talking to people and always constantly learning It's going to take human effort to help, uh, filter down and find out. Where is the trend that I really need to start thinking about? Hopefully people. It is a tool helps people be much more efficient and focus in much easier. But nothing will replace engineers, which is a good thing, >> right? And for those who are outside of the, I guess very small fraternity we have apparently built. Now there are two of us who track this stuff for a living. It's it is far more complex than most people would accept. Why don't you just sign up for the R. S s feed? Well, for starters, there's over a dozen official aws R s s feed, and they're not all inclusive. You have to look at poor request getting merchant there a p I updates. You see it in cloud formation and terra form from time to time. And I am certainly not comprehensive. In fact, when I built my newsletter. Originally my thought was that someone was gonna point out something like Cloud Backboard and say, Well, idiot, use this instead. And then I shut it down and admit defeat, and that was the plan. Instead, a bunch of people signed up, and now I want people to read it for the joke's not because it's the only half sensible way to figure out what happened last week. No, I'm a huge fan of the problem you're solving in the way you've got about doing it. That said, when we talk about service architectures, you mentioned spinning up Lambda functions and tying it back into other things. But as they mention Nicky, no today server. This goes beyond just functions as a service. There's a lot more to it than that. What else is your architecture >> includes everything. Serverless exclusively. So >> So they're poking on. So you're collecting every service thing they offer and then some just a get style points there, regardless. >> Well, so you know, one of the half several strategic principles and one of them is to rely solely on serve Ellis because I just can't afford a small start up to be building out Mon function requirements that are building the business. So S O. S to be hosting dynamodb cloudfront ap Gateway. Then we use will all these features Not only do I use all serverless, but we're also using for disaster recovery designed so that we're using some additional features within these, so it's easier fail over. So cloudfront, for example, has Arjun fail over a relatively new feature and it's really amazing, right? I can go to my S three and I have the benefits of estimates service hosting. But now, in a failure cloudfront relative my alternate region continue our operating same thing with dynamodb using global table replication only >> and continuous backup, which they released. I'm not kidding. Three days after I really needed it. It's that seems like that's always the case where they have these features and they come in right after you need to read if you build a crappy version of it and it's one of those. But I love about things at a relatively small scale like this is the economics are ridiculous. It's well, watch out for continuous backups that could be expensive, and I wound up checking it, and it wound up being something like two cents a month. Yeah, I work real hard to bring enough in to cover the back up. Yeah, I >> had someone come up to me after one of the talks and asking like he's not in Amazon. He's thinking the moving there. It's like how much you I have something a little bit similar to what you're doing, and how much will it cost? How much like Budget and I say, To be honest, I've got some credits, Levin warning, but I can't spend them. I can't. I want to accelerate by spending money. I can't do it, especially with dynamodb. Used to be that you would provisions something, a lot of eye ops and that would rack up really fast. Now I'm using the on demand, and it's just not costing anything. So that's what again. This Burn was talking about not paying for idle time, >> and some of the monitoring tools in the surveillance space air still approaching it from an economic first perspective, which for anything that isn't already scaled out, is ludicrous. It has, like warnings, going arrows going up or down on my spend on my land is every month, and it's 22 cents. It's I appreciate where you're going with this, but maybe that's not the driving concern right now. So I >> had a funny experience where I turned on Macy so we could get some good inspection on the anomaly buckets. And on the first of the month, I got a notice saying, Hey, you exceeded the free tier. I was in a bit of a panic has been more than once. I'm sad to say that I've let things run longer than they should and paid the price, and I owe something has run amok. Well, it turns out, just because of the metadata scans, it does kind of use a lot of access is. But then still was under a buck for the whole month by the time outs and done because I came in to begin the month with a bunch of scanning. Yeah, it's just a big fan of service. I did this thing. >> Yeah, I was just Kennedy. Speaking of survival is an Amazon event Bridge was announced this morning. Really building that event ecosystem around Lambda. Curious what impact that will have on you will cloud pegboard be able to go outside of AWS to kind of understand some of these sacks applications. >> I have to learn more about it. I was not in on a preview or anything, so I don't know exactly get. But But yes, we will rip apart meeting with other providers anywhere. There's an information source that can help developers hone in better and kind of get everything in the right place at the right time on. So, yes, things like that will help, especially if it can work through. I don't want to be opening up sqs cues way worried about the I am the cross account. That could be complicated, so I'll be interested to learn. And I don't know yet if that will help in those sorts of integrations, especially on the office. Can't authentication and authorization aspects of it? >> Yeah, there's a lot of promise in the idea of being able to give the minimum viable, required a p. I call for something third party. It seems like there they'll integrate into something like that. Well, here's how I am works and then we have to worry about access controls and oh yeah, there's no direct i p address the white list. And on and on and on. It's challenging to forcibly upgrade third parties. Unless you're effectively a giant, world spanning company, you can demand that they do it. So this it really feels like we're meeting third parties in some ways where they are. >> Yeah, I think so. And I think this is looking forward to them because I want to both consume maybe eyes. But also all my data is available via AP I So today it's a bit of a traditional. No, he and rest would have been the face, but if I could export that in other ways, that would be very interesting as well. >> I think it's too easy to get stuck in the economic story of times. I know it's weird is a cloud economist to be saying that, But when it comes to server list, the value is less about cost control, and saving money on it is you don't have to worry about entire subsets of problems capacity planning your effectively when it comes to things like Lambda Dynamodb and the rest. The constraint on scaling is going to be your budget. I promise. No matter who these budgets are, go for me. This is what they run amazon dot com on. I don't think I'm gonna do more business than that. Unless I really miss configure something. Challenge accepted. >> Yeah. Yeah. So I totally agree that scaling is the value, but it's also this more right. The scaling is absolutely one. And then, in addition to fragility, because survivalist means service. But now the term is getting confused, right? It means so many things. So I was saving serverless managed service is to help Seo. I'm talking about more than compute, but it also means is I'm getting a very high level function. So I'm getting so for David, we're using Comprehend. That's an awful lot of stuff going on under there that I don't have to worry about. I mean, I literally have an intern in a couple of days, completed a task to do some entity extraction of such a Amazon service stains out of unstructured data. She was able to do it. She just finished a freshman year, right? I was able to do this with minimal training because it's survivalist shouldn't worry about scalability. What she needed to know is that oh, I can use this function. I could read maybe I documentation, and I could just use it for me. Another big function behind step, but also no maintenance low, maybe a more accurate term. But essentially, it's no maintenance, especially for a small start up. I used to have businesses way back when pre Internet I ran an aviation weather service in my life was the bane of my existence because it had to be. At 24 7 I had satellite dishes that would get snowed on. I was an idiot. Did this in New England. They have to shovel him off at four in the morning. I don't like waking up in the middle of the night to serve my computers. They should serve me. And in the service of the fact that there's no maintenance stuff, just runs. You think about the times. How many times have you had a serve in the past when you just thought you should reboot it every week? Because maybe >> because tradition, >> tradition and maybe there's a leak somewhere, Melinda function reboots. Every invocation. It just never happens that I have run out of resource is something that I'm just a love affair. >> All right, so So Ken. It's obvious how you feel about server list, but as a start up, just give us a final thoughts on what it's like to be a startup that is on with and, you know, using AWS. >> Well, for me, it's fantastic. It allows me to focus on the problem, to solve immediately and by using high in the stack like you're saying surveillance capabilities. I'm not worried about the infrastructure. I read a little bit of confirmation. I deploy it, and I'm always working on business logic and functionality, and I'm not worrying about well, its scale. Do I have to maintain it, I think, really focus on the problems to solve, and that's where they've been very helpful to make. So now we have something where I can scale. I'm hoping I'm not there yet, but every Amazon practitioner should want to use cloud pegboard. I think it helps with a general problem, so I need to be able to scale to millions. Firstly, I don't know what the doctor is going to be, but I have confidence because I'm using all these service capabilities. S3 will do it. Amazon Gateway in Lambda will do it, so I don't worry about it. So for a start up, to not have to worry about that is it's really pretty powerful. >> And by the time you wind up in a cost prohibitive situation, we're okay. Running some baseline level load that something that isn't server Lis begins to make significant economic sense. At that point, your traffic volumes definitional hier so high that by that point there's a team of people who will be able to focus on that. You don't need to bring those people into get off the ground in >> the same way, right? It's that fast start, and we gotta learn. There's so much to learn here with any start up. But you know, in mind as well to really get some of the user experience, get the feedback. It's We have a lot of good ideas, and I think what we have now is helpful. I have a long term road map with a lot of great ideas, but it's gonna take a lot of user feedback to say, Is this working and the service lets you tried things quickly. I could get in front of people, get that learning cycle going and iterated fast as possible. So that will be really important. All right, >> Ken Robbins really help you appreciate you educating our audience. Climb aboard. Wish you best of luck with >> it. I appreciate being here. >> All right. For Cory Quinn. I'm still minimum, and we'll be back with more coverage here from eight of US Summit in New York City. Thanks. Always for watching the cue.

>> from New York City. It's the cue covering automation anywhere. Imagine, brought to you by automation anywhere you >> were in midtown Manhattan, at the automation anywhere. Imagine Crawford's twenty nineteen really psyched to be here. Fifteen hundred people talking about our P A. But really, the Rp story is much more than just robotic process. Automation is really a new way to work, which we hear about all over the place and really reimagining what this technology can do. We're excited to have our next guest. She's Shelly Kramer, an analyst and partner for feature research. Shelley, great to see you. >> Great to see you, too. And you got it. >> I got a right. >> You got it. >> Well, you're a very busy lady. Got all kinds of stuff going on, which is what we like. So first off, just kind of Have you been here before? General impressions of the show. >> This is my first, Uh, this is my first, uh, automation anywhere event. And so it's exciting. I write a lot about our PPA and about the future of work and work force transformation. So it's great to be >> here. Yeah. And you just wrote not a super uplifting article linked in about, you know, employee dissatisfaction and some of the issues with employee retention. We talked before. We turn the cameras on about things like calling him human resource is, you know, and human capital there, they're people. And I thought my here really touched on it. Well, in the keynote today that this is not a rip and replace technology for people. This is a tool to help us do our jobs better, just like our laptops and our mobile phones and our application. So are you excited about the opportunity? See, it is this transformative. >> I do see this transformative. And I think that before you talk about what we talked about, the technology that we have to talk about people and Simpson and I'm pulling this out of my memory banks. So on average, about eighty two percent of employees within any organization are disengaged. OK, eighty two percent. >> So the ping pong tables and the tables are not doing it. >> And so when you think about it and engaged workforce are people who wake up in the morning or whatever it is, they go to work and who are excited about what they're doing excited about their company. They're working for love, the culture that they're working within. I love all those things that they're doing. And so when you realize that eighty two percent of people are disengaged, that's problematic. Right then, you're talking about the toughest talent acquisition markets that we've had in a really long time. So we're all fighting for top talent, not just top tech talent but any kind of talent. And so focusing on how we can make the workforce better and create better cultures and put systems and processes in place that can make people do their jobs more efficiently, more productively and actually like them. That's to me. That's the beginning of where we get to this technology piece and what our P a Khun Dio How? Aye aye plays a role in there and how you can. How employees can partner you think of technology as a partner, as opposed to worrying about technology replacing them. So I think it's an exciting time in the workforce, and when you think about it that way, it makes a lot of sense. >> Do you think the difference in kind of the expectations that people have when they Goto work to be engaged as a function of the millennials who are looking for something that's more mission lead. Is it a function of just the competition? It's so robust that before people could get away with having, you know, maybe a less compelling work experience. What do you think is driving? The changer hasn't changed, and maybe now we're just paying more attention to it. >> You know, I think it's changed in a little bit. I think that you and I are old enough that when we were coming of age and we were working our way up the corporate ladder, you know, you kind of sold a little bit of your soul to the company store. No matter. I mean, I gripped in advertising, right, and, you know, I work crazy hours, and I loved it. But I never questioned that there were dues that I had to pay, and that's what you think. And I think that people don't necessarily expect the world on a platter. But I think especially the more skilled you are, whether it's a knowledge of tack or whatever it is in today's market, I think that ueno and again it could be someone my age. It could be someone that's twenty five. It could be someone that's forty. I can find something else. So minute, this isn't doing it for me, right? I can go find something else right now. That said, there are also people who are punching a clock. You know what I'm saying? And I don't mean ship workers. Necessarily. As much as I need to pay the mortgage, I need to get my kid's bed. You know, I don't love this job. Maybe it's a path to something. One of my daughters works for an insurance company. She has a very non glamorous job. She doesn't love it, but she knows she has to do it for X amount of time before she can be considered for this different promotion. And she is watching the clock on literally. I'm getting to that milestone and asking for her promotion. And if that doesn't happen, she'LL leave. So so I think that when you can, people don't feel like they need to be stuck, right? So I think that way. As a CZ leaders and his executives in the workforce, I think you always have to be mindful about what the work environment that you're creating is and focus on. How do we keep how do we get people? And how do we build the value props that we used when we entice them to say yes to our offer? How do we get them to stay? >> S o many things there, But But, you know, what things you just mentioned is is I don't think they accept it like we did. Maybe when we're coming up, which is, you know, you hire somebody and you hire them for the act tributes that they're bringing in the organization than it used to be. Then you give him the employee rulebook and you basically squash, you know, kind of all the individual creativity and ingenuity and enthusiasm, which is why you hired him in the first place. And we don't see that as much anymore. But at the same token, you know, not everyone's worried about robots taken their job at the same time. There's so many unfulfilled Rex out there. And as you said, it's the most competitive labor market out there. How our employers supposed to kind of square that circle because they need to bring the automation they want to keep the people happy. It's a hyper competitive market, and they need mission. But, you know, we gotta pay the bills and get the products out. >> I think that So I think that we can never forget that people that work for our companies need to pay the bills too. Right? So when you can give them something that they could be excited about, Tio dio that helps. Right? But it just kind of like I'm thinking back Teo, uh, presentation and I can't remember his name. But the V p of product did a presentation about today on a loan mortgage loan application. Okay, that has to be like one of the most boring things, right? If you're in that mortgage loan processing, do this. Do this. Do this villain this spreadsheet love about, By the way, I hate creating spreadsheets. I just want to look at a finished one. But anyway, it was so cool to just look at this, and I shot a video of it, shared it on Twitter. If you want to see what I'm talking about, but which is so cool that you can do this and do this and do this and you know you create this process. And in no time the technology has done all the work and all the calculations, and you've got a recommendation approved, not approved. And so if you're in the mortgage loan business, way to think about that leased, the way that I think to think about it is, doesn't mean that your job is going to go away. It's just like my daughter doing that not very exciting job that she's doing. If automation could fuel some of the mundane, repeatable, banal tasks so that she could focus on the other part of the equation where it's more interesting and more exciting, I think then that's really the value equation there. But I think as I think, what businesses have todo is be transparent and very honest with their employees and tell them, you know, this is our This is why we're doing this. This is what our means, and this is how it's going to add value. It we're not doing this to necessarily replace humans. This is so that we can make this work better, efficient more, you know. And I think that you know, I'll step back and say for a personal example. We went through a process last year where we evaluated all of our business processes, and we looked at how much time our employees were spending sweet track time doing certain tasks. And then we were realizing, you know, the value there. We were actually paying too much in terms of the time, investment or tasks that didn't make sense to. Then we set out integrating automation into our processes, and it was it was a big project, right? And people were kind of worried, you know, and they were kind of worried about it. But one of the things that way told them early on with, like, This is not so that we don't have work for you. This is so that we can make what it is you're doing more efficient and you could do things you like better, >> right? Right. >> And so and that has happened and way didn't lose any of our team. And a lot of those task that they were doing are now automated. They're doing stuff that they like more. So I think that I think that's really the challenge for businesses. Two is the messaging right and then involving your teams in the process, appointment of any kind of >> technology. I think it's just the soul crushing. You know, expression is so it's so valid for for these types of activities. And I think again may hear had a great stat. Four percent of US jobs required a medium level of creativity, which you know people want to get out from under that. But if we can define it as a tool and is a thinking like personal digital assistants, my body will. That used to be just my palm three was my p d. A. Right wow how no. One No one was threatened by the Palm taking the job away. So I think you know, you're right. If we can put it in the context of it's just another tool that's just gonna help you get your job done. That's a very different way to frame the problem versus kind of just ripping replace narrative, which we hear kind of over and over again. >> Well, and I think it also goes beyond Jeff. It's goes beyond, and I think that employees at every level have to understand this. It goes beyond just helping you get your job done. It really is about, you know, cos that survived today and tomorrow are the companies who transformed. And, you know, we talk a lot about digital transformation. And you know, I'm out there on the front lines all day, every day, and I can promise you there are many, many companies who are far from really understanding and embracing this and understanding what it takes from a technology standpoint and the value, that data ad and how to use that data and and the impact that that has on customer experience and all that sort of thing. So So I think it's really is about much more than this will make your jobs suck less >> right, right, Right. >> I think it's about this is how our company stay successful. This is how you helped make your job in the role you play within our organization, what you want it to be, right? And I think that you could probably telling, you know, I've been marketing because I'm always thinking about you know how I know how you spend something and I don't mean in a spin like a PR way, but I think we all have to step back and think about it in terms of the whole equation. And there are a whole lot of companies that don't exist anymore, right? You know whether you're talking about the financial services sector and you know and every business everywhere is being disrupted. I told this story. I was I was talking with me here earlier this morning and I was telling him a story about how my husband, I just bought a new car and we expected to get a loan for that car from our community. It's not a community from our our local bank local. Our local bank has been recently purchased by a bigger bank in the last couple of years, but we run all of our corporate money. I mean, everything that we've ever done is here in this way. You know your spell. ITA loan application. No problem. Give us an interest rate. No problem. But they made every part. My husband I vote travel a lot for business, and they're every part of the process required us to be somewhere together to have an official closing. To do this, to do that and it was just like way could never purchased this car because they were making it so difficult for us. So we enter death talking with the car dealer who said I'm not God. We can fix you up, financed it through their banking partner, which is a huge national bank approved in five minutes. Loan documents in five minutes. Hey, come on out. You sign this tomorrow? He consigned this when he gets, you know. And when I talked to my bank after the transaction, they said, Here's the deal. I wanted to do business with you. But when you make it difficult for a customer to give you their money, they're not gonna hesitate to give somebody else there money, Right? So So I think the banking industry is one example of the these processes that air so cumbersome that in some ways can be automated, but it just it doesn't make sense. And customers today you and I are impatient people as our people younger than we are way. No, there has to be a better way. An analogy could give us a better >> win it right, And, you know, they could use different data sets. And I mean, I've bought himself recently, and you just push the button on the phone and it takes a minute. The wheel spins and then your approved right and you're done if you're done, and it's it's a completely different experience. But the part about the digital transformation I want to follow because it came up today where a lot of times people are the integration point between these systems very similar to the example you just used and you can't digitally transform. If all these automated systems ultimately have the bottleneck through some person to take this piece Veda and stick it over there, right? So it's it's absolutely critical to get those people out of the way, right? So as you look forward twenty nineteen, what are some of the big trends beyond our P A and kind of personal digital assistants not called palm, uh, that you're seeing and that you're excited about? >> Well, I think that, you know, it's hard not to be excited about our p A. Just simply because of, you know, it's predicted to be a one point nine billion this year and to almost double by twenty twenty one. I mean, it makes sense that companies like automation anywhere doubling down on that right. It also makes sense that gigantic companies like IBM and Jo Lloyd and you know why. I mean, you >> know, hearing for >> all here, right? There's a reason for that, right? Because IBM customers want this and Microsoft's customers want this. So So I think that in general I think that technology is fueling our world. Our personal lives are business world, and I think that probably one of the biggest things that I pay attention to to that we pay attention to is that technology alone isn't the answer. It's the partnership of human beings and their skill sets and capabilities and data and automation and artificial intelligence and all those things. So I think that I think that it's an incredibly exciting time. It's kind of like, you know, you you go back to the video that we saw this morning in the bit about the Internet, and I don't know if you remember this. I don't know, probably. I don't know how much older I am than you, but, you know, I remember that Internet machine and wow, this is like I could send an email, you know? And then when you think about right how and those comments, You know that Matt Lauer and Katie Couric we're making it like that weren't down comments we didn't didn't know, right? Know the impact Internet could have would have, you know. And so I think the same is true of this kind of technology today. This this next generation of technology. So there's not just one thing I'm interested. I'm interested in Element. >> Gotta keep learning right because way have a hard time with were very linear and everything is growing exponentially. So you got a got to be willing. Teo learned the next thing because it's right around the corner, >> and I think that's so key. That's that's a great rap. I think that people who are happiest today are people who actually love change and who love learning. And I would say I would posit that most that those air not inherently things that people trades that people possess. I'm lucky because I do. You see what I'm saying? I think it's >> an interesting question, whether that's inherent. If there's just people that liked the learning, our curious all the time, and that and then they got to stick in the muds and Candice stick in the muds, change your attitude and become learners again. >> Maybe they won't. I mean, you know, I think that they're I do think that there are are people who are wired to like change and two are curious and who loved learning. And I think there are a whole bunch of people who are not. And I would I truly believe that for success in today's world and moving forward for young people and not so young people, you better get there if that's not your deal, because I don't think that I did it. And I have stumbled across conversations of people having like, you know, that's not gonna happen, you know? So I don't have to worry about it because I'm gonna be outta here by then. Or and you know what? There are a whole bunch of people that have that mindset, and that's a okay, but especially for young people making their way, >> they okay mindset. But it's not the fact that that's the problem. It's it's happening now. I mean, the future is here, and it's happening at a faster pace. Well, Shelley, we could go on and on and on, but we're going to leave it there. And I appreciate you taking a few minutes out of your day. >> Absolutely. My pleasure. >> All right. She Shelly, I'm Jeff. You're watching the Cube. Where? Automation anywhere. Imagine in Midtown Manhattan. Thanks for watching. See you next time.

>> And one topic. I want to get onto that. You mentioned it up and you opened the can of worms on this. So I blame you. His blood flow restriction training you called B F R. And Freeman listening chases the well, the most well versed individuals in this area. I was, I learned from him probably weekly on it, and I get studies from him. I used to be daily. Probably. It will lessen consistent now, because he's probably realizing that I can't read that fast. But I'm gonna chase to talk a little bit about some of protocols that you used be a far and harder you can use it for. Not yet. That's like development for individuals who might just be seeking an alternative way to work out whether the older adults, people who travel on the road and what it does physiologically for not only muscle growth, but the tendon thickness, like you said, and some of the other other >> protocols. Such a cellular swelling protocols. >> Yeah, yeah, I think you know, the one thing I would say about our previous of conversation with incense Thing is, I'm not telling people not to take him out like running around saying that that's the devil and all that. So I make sure that I'm not like one of those zealots about that stuff. It's it's just Hey, do you need it? You know, like this, that thought process is critical. Is this necessary? Not let me just problem cause I'm sore today, right? I think that's the caveat I want people to walk away with is that everything is necessary if it's necessary. And if it's not, is there a better alternative, or is it just part of life? Is that part of being a division one athlete or, you know, somebody who's recreational? E fit is you're going to feel a little sore and tired. Is it necessary to take that pill that made negatively? Thank you. So I think that's one thing I want to say, but kind of moving on to the >> You are not a dealer. I will vouch for it. Yeah. Interesting topic to talk about. And I give you credit for being open minded on both ends. Yes, everyone was concerned. >> Yeah, Yeah, I want to throw that out there. But I think with the Bee Afar stuff, it's I'm so ill. I've learned a lot from the man. Dr Headless Sarah. Hey, Works is Smart tools company, which they're just absolutely revolutionising how available and the education that's associative willful restrictions. So I you know, I I'm gonna kind of pass on that credit and say that, uh, they're really pushing the field forward, and I'm not affiliated with the company. I just think what they're doing is is fantastic work, because local restriction obviously has been around for a long time. It's not new, you know, we're not pretending it's new, but you know, it's really the availability of cuffs for sort of affordable prices has made it seem no refreshed and kind of a new life to it started in the late nineties in Japan, really doing a lot of the early research on it. Ah, lot of people started with tine off with different straps and and, ah, bands that they're just wrapping around their arms and looking for, you know, in a partial occlusion and some cases probably dangerously a full ischemia. But I think you saw it. And most recent years, with some of the owns recovery and the Delphi's, which come in a pretty high price tag and as I mentioned, smart tools has come out. They have much more affordable. I think it's, you know, a tenth of the price. And so now you're able tto. But these types of you know it's tool and everybody's hands. And I think it's is changing the landscape as faras, a modality that has multiple uses. And that's one thing when we talk sports science, we talked technology. You know, everything has a time in place. But when I look and evaluate and vet out technology, or whatever we're going to bring on is as a new resource. I always looked forward to have multiple uses, doesn't have a bang for your buck, and I think the blood flow restriction does. It's versatile. It can be used in rehab. You can be used to build muscle confused for strength. It can be used as, ah, activity potentially ater so you can use it. Potentially increase your subsequent performance with an acute time window. You can use it as a recovery tool, so I think the the utilization of it is still we're learning about it. There's still no definitive. Here's how this happens in this sequence but I think that's what Everything right? The human body. We're learning so much about it. But the science that's there has proven that low load with local restriction, where we're including one hundred percent venous return, but partially including arterial inflow. So there is blood flow going into the muscles and the periphery, but there is no blood flow returning, and so it creates a cooling effect. We're essentially you're gonna limit the availability of oxygen. You're going to decrease the pH and more acidic. You're goingto deplete foster creating stores. You're essentially going to run through the size of principle and use up small of slow twitch fibers and skip essentially rights of fast switch fivers with a low load or even a non loaded exercise. So I think when you talk about somebody who's got limitations, maybe they just had surgery. They can't run. They can't have the impulse of the impact that you would need or you would want to see toe. I kind of developed the most cultures. They come back. Little restriction is a great way because takes a low load exercise and you realise, is that restricted bowling and you get a subsequent fast, which adaptation? So you're you're simulating the big boys, the ones that move us, the ones that make us jump and run faster. Ah, and I think you're seeing time Windows of adaptation that air a sixth of the time Faster, you're getting strength. And I purchased three Adaptation in two weeks, whereas in traditional resistance training it was taking eight to twelve. Um, so And when you talk about, I had an athlete rolled her ankle and I want to make sure that they're not having atrophy is they walk around in a boot. I need to make sure that the muscles around the knees and the hamstrings, the name of the elders, critical drivers and sport aren't just wasting away. So we would have athletes obviously in the rehab sitting, doing protocols to develop muscle but also just sitting the act of just sitting with occlusion passively not doing anything has been shown to cut atrophy by fifty percent. So it's fantastic because it's not invasive. You're not doing anything into him. They're just sitting. So, uh, we don't you know, promote them to play on their phones constantly, but they can sit there and have their phone out and, you know, twenty minutes goes by and they just hopefully of, you know, benefited their return to play and a, you know, a faster, more efficient way than just sitting around. So lots of lots of utility for it. >> Interesting. So for those not familiar bloodflow restriction training the way it works, you gotta cuss. Arms hopefully cast. Not just, uh, elastic band, you tying on. But that's how I started originally from Kat to training out in Japan. So it's a cuff. The attach is approximately on the whim, typically by the shoulder or up along the thigh, and it includes the amount of blood so reduces the amount of blood. Don't go into the muscle, which then allows these Siri's of physiological effects that chase alluded to. That is a difference between Venus and arterial occlusion and chase in. Regards to that were Some of the specifics are for people who aren't as familiar with blood flow. You rattle off a bunch of stuff regarding blood flow and from the adaptations of it. But people who aren't familiar with it you measure the occlusion through Doppler. I believe Smart tools uses a remote Doppler. They're attached to you on the distal limb and everyone using this, what percentages do use? How do you know what you too much occlusion that to type that not tight enough. And we're the protocols that you use once you have the right conclusion for that limb to increase some of these hypertrophy, some muscle growing activities or, you know, just sitting there play on your phone activities that reduces hypertrophy for your athletes. >> Yeah. So what you're doing is you're actually going to take an external Doppler or something that's gonna allow you to magnify the sound of the pulse, right? So if you take radio pulse, you know, right here you would replace the Doppler on it. You would actually be able to hear the heartbeat as it from service, >> due stew, stew, sh >> and up top. They're wearing the cuff. You're going to slowly start to inflate it. It gets tighter, tighter, tighter. And you will eventually get to a point where that, uh, false will start to fade of >> this dish dish. >> And it comes to a point where it's non existent. And so that's when you know that there's been full arterial occlusion that's there one hundred percent. There is no blood flow into that arm. There's no blood flow out. It is included. And so research has shown that basically anywhere from thirty percent in ninety percent, you're gonna have the same amount of occlusion. So if I was explained that, ah, a little bit more detail is so I'm going to take that one hundred percent occlusion number. So if you've ever done your blood pressure and the typical one of perfect blood pressure's one twenty of Brady and that's the same device we're going to use I mean its's stigmata. I'm anemometer the tough one to say, um and you're going to get a number up there like, let's just say two fifty. Alright, so that's your hundred percent occlusion. What again research has shown is that in thirty percent of two. Fifty all the way up to ninety percent of two. Fifty, that's the sweet spot or including arterial, that actually doesn't improve occlusion as the higher you go. So we stick to fifty percent. So, you know, fifty per cent of two fifty is one twenty five. And, ah, you're goingto have Justus. Much of you did it at ninety percent. And really, the differences is pain perception. Because if you start getting up one hundred percent inclusion and telling somebody to exercise, they're not going to like it. It's not going to feel good. So it's a nice sweet spot of saying, Hey, we have included Arterial but not fully restricted, but we have researched it, Venus. But we can still move and be act on DSO with that what you're really looking to do. There's a thirty fifteen fifteen fifteen protocol that's seen pretty commonly, but ultimately you just need to fatigue the muscles. Ito have a low load exercise that's done for high volume, typically fifteen plus wraps for multiple sets with a minimal respirations. So what we're trying to do is we're trying Teo, allow for blood to be flung, pumped into the muscle. You're goingto actively, you know, contract. Over time, it's going to stimulate fast twitch fibers. You're going to rest for a very short period. More blood flow is going to go to the area. It's gonna keep getting more acidic. It's going to keep activating Mohr fast twitch, and you're going to just repeat that. And so I mean it really, really magnifies the response of typically a weight or resistance that would be almost no impact on you at all. You would have no performance benefit from using a weight that light. So you can really use it as you know, when I was in a rehab setting with an athlete who has very little capability to handle load. Or you could use it as a finisher in your body builder. And you wantto stimulate ah, muscle group that's lagging, and you really want to build it up. Ah, it's the fantastic thing I think about It is it's a minimally damaging activity. And what I mean by that is that you're gonna have a dramatic reduction and creating stores of CK levels. Lt's myoglobin. You're not going to get the same mechanical breakdown that you see what too difficult resistance training when we start talking about internal load and H R V. If you were to substitute and in season lift with the Afar, you're still going to get strengthened and have virtually adaptation without the potential systemic load. That may be a typical resistance training session. Does the now you start talking about minimizing, uh, internal responses? Bye. Still getting annotation, so it's it's pretty, pretty amazing. >> Yeah, that's that's something. So I've seen personally as well. I use smart tools, smart tools. I'm not feeling it with a big fan of whom, because they made it affordable for individuals like you, of myself actually use them. So we're talking about occlusion. We're talking about reducing amount of arterial occlusion, but not with the amount of Venus inclusions here allowing blood to pool. It's an extent you get large amounts of violation. You increase the amount of capital area is in that area, but you're also not breaking down the muscle in the same way that you would otherwise. So we're lifting a heavy load. You have the fibers himself begin to essentially tear apart. Your body has to rebuild these, but now we're increasing hypertrophy, so growing them also, without having to have this break down response in the muscle itself. But that being said, the loads that you're using are also twenty percent of your one rat max. So a very, very light load you're using to fatigue. How does that affect the tendon itself? Because one thing I've noticed personally, this is I'm not I'm not saying you should do this, Okay, this is what I did and maybe stupid or whatever you wanna call it. I had a really bad Tanaka, the issue of my knee where I couldn't play basket. I couldn't go upstairs well, and I didn't be afar. Traditional trailer at tempo work. But when I started doing be fr low level plyometrics when I started inducing some of the shearing forces on the tendon to increase adaptation that area that otherwise might not be there with a >> low load, >> I started Teo see much better results in my knee compared to some of the tempo work. Do you do anything specifically with B a far that might target attendant outside of the traditional thirty wraps, fifteen wraps, fifteen reps. Fifteen reps with >> a low load. >> Yeah, yeah, absolutely. I think you know some of the ice of measures that we talked about when you were working in Stanford and having that Anil Jessica effect. So having the ability to have the mitigation on acute windows of what, fifteen, forty five minutes, but also the college and proliferation. So you're getting an increase in human growth hormone that there's like one hundred seventy percent times greater after ah workout, which we know. H gh doesn't necessarily build bigger muscles, but it does stimulate collagen growth. So when you're having somebody who is maybe coming back from a ruptured Achilles or another, you know IDA cirrhosis issue, You know, it's a great way to help promote and environment and maybe in a vascular area and the kind of forces, nutrients and a hormonal shift that may promote a more appealing environment. I think you know, we talked about it briefly. The training piece, I think you know, the more that you can start to get people into. I'm not overly dramatic, sport specific person, but I think the more you can get people into activities that are going to be replicated on the field, know whether it's sled pushes and walks or whether it's, you know, having some type of, um, you know, activity. If your picture where you're getting your arm through these range of emotions that are going to be necessary while using the inclusion is actually gonna promote a lot of ongoing benefit. I think toe rehabilitate the area on a functional manner and develop not only the musculature, but also remote the properties around that specific tissue that needs to be healed. So I think there's some really cool things that are just now kind of being played with Just because we can actually die. Elin, the proper collusions. We can actually die. Elin. What we want to see happen with you whether it's, uh, some of the cells, whole protocols that we're doing are these giving preconditions. Bread falls. Where were haven't athletes sit for extended period time passively with their occlusion of set? And then they're gonna reap, refuse. We're in, Allow blood flow back, and we're going to do that repeated intervals prior to activity and see a potential for increased power output. Oxygen. Connectix. The research is pretty amazing with some of the human reconditioning and that they're saying, um, increase time to exhaustion, decrease time trial performances. But they don't really know why. You know, there isn't like a clear mechanisms for performance gains that's been totally identified just yet. There has been stuff where it's shown to attenuate lacked eight levels. So you're obviously no cellular. Respiration is enhanced because you're not getting that amount of hydrogen present in the blood. So you may be potentially more efficient energy user using more, more fat and oxygen, so that's great there. But I think you know, as the research are sketching out, that piece is that's one thing that I'm looking at doing for my research focus for school. Is that potentially a shin piece? If I'm already going to be sitting around before a game, or I'm gonna have time between events like a track and field event are, you know, Cool event. And I know I can sit here passively, not use energy, provide a stimulus to the body that's gonna potentially open up neural pathways or physiological mechanisms to increase contract ability of the muscles. I'm going to, then maybe get that extra tenth of a second. I'm going to throw an extra, you know, a couple feet on the javelin. I'm going to do whatever I need to dio potentially at a higher level. I think that's really as we're pushing towards performance. Why do you take, you know, choose during the game like you want increase performance, you want to run longer, and I think this is going to add one more a little layer to it. That from an investment piece is minimally invasive is minimally changing to their to their schedule. They're not. They don't have to do anything crazy. They feel good. And that's the biggest thing. Is the anecdotal feedback on it is man, I feel great. I feel like I have to I don't have to do a full warm up. I feel like I can just kind of get out there, move around. We still have him do stuff, but they just feel like they've warmed up faster. And I think of that piece is gonna be really cool to see if we can demonstrate some of empirical evidence on it. >> Yeah, that I'm excited to see the research, >> and I know you're working hard on it. >> It's kind of a great stop. Making Brava kind really brings us full circle because you look at be fr it, increases their sit in the area and lacked a production and increases economic nervous system arousal, which has been shown both to increase cognitive abilities. Um, neural plasticity and ability to enhance memory. And so why you're doing this? It's also the only prime main the body for the coming activity. We also prime ing the body is a hole in regards to it's mental capacity and not just the muscular area. And so when you start looking at that, you know, full system, the human body and how we can talk about a little bit here, some dynamical systems where you know the body is really complex. What happens in one area affects another. You can't differentiate between your physical mental side because the physical side of the Afar is now enhancing your mental side. Just like your perception. Ten hands a workout. And so you have feedback up and feedback back down. And that's just a great, you know, highlight You brought up because now it's really inclusive. Were we're so often thinking this isolated manner. Oh, if we've been to this or we run this, this will happen. But we don't think about it in this recursive loop manor where what I did to my muscle, right, our muscle releases these myo times. I go talk to our brain, which then go back and talk to our muscle. And we have the endocrine system working together to orchestrate this all and just the whole idea of be a farm for a game It's not just right the muscles and the scheming Preconditioning, but it's also a fact that you're putting the person in a state That's more conducive. Two performance itself, because so often and this isn't to go on a rant and I apologise. And this is something you buy a top about, right? Avoiding the sympathetic states, All right, we don't want to be sitting there before game doing deep belly breathing because we need to be ready to roll. There's a reason why you get excited in these situations and a really excellent full loop example. How Don't comes together there. >> Yeah, I think one last little piece with that, too, is black. Tate has been shown and exercise of a specific lactate now to have been associated with BDNF, right? So that brain derived neurotrophic factor that exercise stimulates like Miracle Gro for the brain, >> and that if >> you're sitting around watching, you know, lecture for an hour, get up to ten SWATs. Walk around, and all of a sudden you have a renewed focus. And so with that to your point of it's all connected is you have an athlete who essentially is going to get a benefit from that. But we're also, you know, and there they'll never watch this, so I'll say it. I do planting that placebo. My burbage is really, really careful. And hey, just so you know, you wear this attempt ten, fifteen minutes before you do some ISOs, your ankle will feel better. It has an ability to mitigate. Think like him. Planting that sense of this is gonna work because we'll see Bo Effect works. We know it does. So there's a little bit of, you know, mix of art and science and how we imply these technologies and saying they like, Hey, Logan, just say no, you wear this before that game, your ankle will feel better. You're gonna feel looser, going to hell faster and just letting them roll with that and don't need to tell him anything else. And I think that to your point of it's all connected can then maximise whatever intervention you want to, then increase performance. >> Yeah, and I'll avoid a rant here. I'll keep it short, I promise. But what you hit on? Perfect. Especially since that. Look at some of studies regarding attendance, they'll look at it and see that the timid itself is healthy, yet they feel pain, and they've done lost studies where they're saying an external stimulus. So something like a metre gnome in the background going Ping Ping Ping and you're focused on the stimulus instead of the pain. And you now begin to de associate your knee with pain because the stimulus and regards to the tempo that's going on the background, you're doing it. Why didn't exercise So now? Because you're focused on this external stimulus fall during exercise, you begin to disassociate pain with your, you know, near tendon during that movement and just really shows how coupled the system is and how our brain talks your body body. And if we perceive that we're healthy right? You said, Oh, mixing the heart and the science while you're mixing the science of the science, right? Your you understand that perception is reality is not necessarily. We like to call it art because there's no number to put behind it. Really. It's, you know, the science that our body is deeply into connected and how are neurons from the brain talked to our muscles? Are muscles tough back to our brain are all essentially one and how everything from your nutrition, your perception to your stress from school, you're emotional state, whether you got a text message from someone that made you upset all effects, your internal load off the body itself. And regardless of what external only put and no matter how hard you want to work, if your internal system isn't able to handle the stimulus they're going to put on it in terms of the load you're going to give then what we're doing is it? It's really falling short of what we're actually trying to accomplish because we're essentially using external load to infer what's going on. But there's so many things that go on inside the body outside of external load that we're only using one system to monitor the internal system. We're kind of I was a falling short, but not maybe doing all that we can. >> D'oh Yeah, I mean, I think the you know not to rant myself, but that's one of the biggest mistakes that we as a sissy practitioners make, is the assumption with general adaptation Centrum theory that you're getting people and that they're adapting at the rate into the dose that you think is appropriate that we're making that assumption as to where they're at. So when we say, Oh, they're at home, you know, stasis. And we're going to apply to weeks of ah loading scheme, and then we're gonna unload, and then we're gonna push it higher because they're going to super compensate. I think that is a load of crap. I think that we want that to be the case because we want to feel justified and feel good ofwhat we d'oh. But in many cases, you really have to dial in all the factors associated with overreaching all the factors associated with performance and mix them and have checks and balances to see truly, if somebody is where you think they are and if you got them where they are and if not, what was the reason why was there an energy insufficiency? Was there a Micronesian problem? Was there associated stress damaging the functioning, The A access All those things have you know they come in to play, but we are so rigid and and a lot of our thinking me included Holy, guilty. This we work in four to six week block. So yeah, you know, my own load is gonna be a three week three. Well, maybe your own unload should be a week nine. You know, like, how do you know that they're not ready for Maura. Maura, Amore. Um, you know, so that I think that assumption of not necessarily taking into consideration that connectedness between all these systems Ah, can get us into trouble to make us have false positives. I think I think we really congrats pawn the stuff that's not there >> now, that's that's couldn't be said better because we like to make it simple, because we can understand Simple. And when we make it complex, we realize we don't really understand that much. But the more we appreciate as complex, the more we can appreciate how applying something simple, like we think a load ten push ups really isn't as simple as it may be. And that at times, can cause paralysis by analysis. Where you have so many things >> going on at once and to consider I'm not saying that we just sit there and measure every single subsystem. I know you're not either, >> but the idea that we need to appreciate that and see where can we maybe refer. Teo, Turn, Tio. That isn't just in the lane off. How much weight do we lift? How much low do we give someone But what other factors could be involved and that athletes life. That's not getting the results that we think this external load should be leading. Tio, it's a great check engine light, because now we have this external load. Hey, I expected to be here in three months, and you're not there. That's okay. Who knows whose fault it is? No one's. But the idea is that now we can turn different people because we didn't see the expected results. We can dive a little deeper, and that's allowing us to utilize our resource is whether it's a friend. You know, a doctor. You know, another practitioner, you know, to help arm us with the information to be the best that we can be. >> Yeah, I think that's what the external load comes in, right. You gotta know if they're not meeting expectations or the desired outcomes. No. Are they typically matching people in practice? You know that are similar positional demands. Are they typically being asked to do something that isn't looking normal? That would then we can kind of backtrack and see how they were doing it. What the fuck? Jack is associated with an internal load work, and again, we don't. We don't monitor everything. We don't think it's necessary. We try and find what's appropriate for his team and scenario. But I think again, if you're mindful and you know you're athletes and you know the scenario of what you're trying to put them in, you can then kind of use your your coaching, I to say, Okay, what are the things that I think may be influencing? Yeah, providing Malad a patient, you know, orange, the desired stimulus, you know, desired outcome. Now, what are we doing to them that we should be seeing or think we should be saying. And if I know them, what is essentially a confounding variable to that? >> Yeah, No, that's perfect. You don't assess everything. A because you can't and be known as time. But you assess what's pertinent and you're aware of what's apartment and you act out the check engine light and facilitate where you can now, well said, because I think both ends resettle. Let's be so simple and just do this or let's on Lee do this aspect over here. But when you take in consideration, all of it, you allow yourself to be the best you can be in your position that you're in because you're not trying to solve everything. You just try to facilitate where you can. Yeah, perfect for Chase. And I want to hold you up too long, and I really appreciate you being here. I want to wrap it up before finishing up here. I got, I guess, two questions for you. I didn't send them to you ahead of time so that I can if you don't have a quick answer, that's fine. The first one is it's pretty simple. I'm not going. I don't mean Resource is in terms of O go to Pub Med or go to this paper. But are there any individuals out there that you can possibly listen to or find that you have found the very informative and not just in terms of all that's good information, but sometimes change the way you think about how you do your job. >> I'm talking to you right now. It's a lot of my my thoughts and know how I address of, you know, some of the the bio mechanics and physics of what we're doing. You know, it's definitely not an area that I'm strong in, and I think you've done a great job of putting information out there for the public tio toe, you know, be able to digest an easy manner, man, you know, a public resource. You know, this may sound kind of cheesy and maybe a little bit of roast sci fi, but I still re t Nation and Goto like all those you know, you know, Jim Wendler sites and freed all the Westside stuff. And, you know, I think you can't isolate sports science and sail. It's just Dad are, Oh, it's just, you know, pumping out research out of the lab or Oh, it's physiology or urge technology. I think each practitioners gonna have their own flavour and what they like and what they bring to the table. And I think that we need to cater to that. Each person should say, Hey, this is what I'm good at. These are my skills. I want to learn more about tax and if X s o happens to be baseball and throwing and overhead athletes than you're going to find the Mike Ryan holds air crises and really dive into that. And if you want to know about traditional pure ization schemes and force plays, you're gonna look at the stone stuff. You're gonna look at half, you're going to look at people who are early pioneers in it. So I think, you know, I don't have ah, necessarily a one person go follow, but it's more of a question to the question is what do you want to know about? What do you like? What's something that's really really, you know, kind of hits the button for you and then just start Googling stuff start, you know, typing these these keywords in and people will start popping up. And I think that's my development has come has jumped. The greatest, I guess Leaves is when I started diving into these rabbit holes of what I want to learn about right now and just saying for the next two weeks, I'm going all in on, you know, let's see saturation lost muscle from Samo, too. You know, I'm just learn everything I can about my loving and hemoglobin and mad a crit and all that stuff. So it's really more about finding what you want to know at that time and just doing a deep dive and then finding something else, doing a deep that and before you know it, you're times years to that and you have a, you know, a well rounded hopefully, you know, face of knowledge to pull from. >> And my last question for you chase. And this might be a tough one for you to answer the that you are the ghost of social media. Yeah, That the king of the King of trolling my page. You know that you are interested. People are interested in following up on what you're doing. Where can they find more information about yourself? What links or handles either. Twitter, Instagram. Would you advise him to look up into and keep a tab on yourself? >> So the only thing I'm using, as I have on Instagram and at Underscore Chase felt so It's It's simple. It's like toe like to troll you and fight in every now and then. But, ah, that's basically what I got. I got a couple post up there. But maybe maybe if, uh, I get a little help, we'll see how it Ah, how it grows. >> Yeah. I highly advise you guys following him because we continue to push him to post more stuff. I shouldn't be the only one privileged to get his text messages at obscure hours, highlighting some interesting topics I would love for it to be shared publicly. So I'm not being the third party siphoning off his knowledge and posting there. Yeah, well, they could chase. I really appreciate you hanging here and be able to be our first guest again here. The reason why I wanted you on first you quite a bit played a big role in my development and continue, Tio. And we all wish the best for you. Um, it really was great to have you here and thank you. >> All right, man, I appreciate it was a lot of fun. >> All right. Awesome. Well, thank you guys for listening again. My handle here is strong. Sorry. At strong underscore by science. I did that all wrong. It's at strong. Underscored by underscore science. I should know my own handled by now. I use Instagram, I think my Twitter's handles at strong underscore science. Who knows? We'll make a link to it. We'll be sharing this podcast here shortly with different clips as well. For those of you who don't have the attention span to listen to an hour toy mint podcast will die some of this up. So thank you guys for listening. Really appreciate it and take care.

>> live from Las Vegas, Nevada. It's the Cube covering E M C. World 2015. Brought to you by E. M. C Brocade and D. C. >> You're watching E m C World Live here on the Q. Looking Angles Flagship program. We go out to the event they start the season noise. I'm John Kerry of my coast Dude. Minutemen. Our next guest is a cube. Alumni have been on a cute many times before and back again. 2011 John Thompson is the CEO of Virtual Instruments and also the chairman of a company called Microsoft. Um, welcome back to the cubes. Nice to be about Great to see you in the A M World week didn't interview on Virtual Instruments with CEO, and we were really riffing on this whole idea of data instrumentation. And we it was really free Internet of things. So give us the update. What's going on with virtue Instruments here? I see Microsoft has a conference going on ignite. Even though you're chairman. The board. You're also the CEO of Virgin Instruments and you're gonna do some business here. What's going on? What business are you doing? Well, this is an important conference for virtual instruments. DMC is one of our strongest go to market partners, and candidly, many of their customers are virtual instruments customers. And so it's an opportunity for me to be here to spend time with our partners and our customers in one venue. Our business is doing quite well. We just had a very, very strong March quarter, which is always a little bit of a down quarter for most tech companies. But we were up 27 28% year over year for the calendar. Q. One so we feel pretty good about that. This is the most important quarter of the year, though, which is always the case in Texas. So we're hoping that we can knock the ball out of the park again this quarter. We launched our virtual wisdom for platform in the spring of last year, and it is gaining tremendous traction, certainly in the U. S. And around the globe. It is all about health utilization in performance of the infrastructure, and we've defined a model where you can look at an application inside that infrastructure, monitor its performance and its availability, and that idea is so critical in a world where everything will someday live in the cloud and will you will want to assure a level of performance and, quite frankly, a level of responsiveness to customers as they come on says it's a reset to share the folks out. This is not a new concept for you guys. We talked about this years ago. It's not like you woke up one boys. Hey, things is trendy. This data center in fermentation takes us quickly back. Where did it come from? Was an itch to scratch. What original product as you have and how does that morph into today's crazy, data driven world, where dash boring riel time is actually competitive advantage and now table stakes? Well, if you were to go back to the genesis of virtual instruments, we started as a small technology investment inside a larger company called Venice are that was trying to solve the inevitable performance problem in the fibre channel world. And as the market crashed in 7 4008 the team at Venice or had to decide, how are we gonna clean up our portfolio? And the result waas. They sold off the assets? Were we, in fact, created virtual instruments. So a small group of investors, led by Jim Davidson from Silver Lake and Michael Marks from Riverwood, helped to fund the original investment and virtual instruments. We've been at it now for about seven years. We have clearly evolved the product quite a bit since then, and we've captured a number of very, very strong venture capital investment so long away as we made the choice. That said, we need the shift from being a fiber channel company to be in an infrastructure performance management company because the inevitable movement to the cloud will drive an opportunity for us. Yeah, and you're a senior executive private equity. I mean, this is pretty much a big bet. There's a lot of money involved with private equity. So it wasn't like you're, like, throw in the Silicon Valley startup together. It was really like, Okay, there's big money behind it. Well, you guys, did you see it turning out this way? What? What was learning that have been magnified from that trajectory? Well, I think in the early days we thought the path was a little different than what we've actually followed. We thought the path waas that the fibre channel World was so big and it needed better visibility. This would in fact give the world better visibility in the fibre channel space. What we have observed, however, is that the entire infrastructure has become Maur and more opaque, and therefore you need to not just drive visibility in the storage layer, but across the entire converge staff. And so the platform that we have evolved is all about supporting this converged platform not just fibre Channel, but filed a storage not just VM where, but all virtualized server environments. And we believe that's, ah, multibillion dollar market. And that's why we were able to attract both private equity initially and venture capital later as we built out of product. It's interesting. You see some of these ideas come a come around full circle. I'm curious. Just in industry trend. Your your opinion on Veritas, you know, being spun out. It's it's It's both sad for me personally, but I think it speaks to how difficult the cultural integration might have been between the two companies. While I really had a vision back in the old four or five days of security and backup coming together, I think It was a really, really difficult thing to make happen in the context of what has evolved at Samantha, so the fact that they've chosen to spend it out, it's perhaps a little disappointing for me personally, but not a surprise. So what is your vision of security today? My understanding, You advise, even sit on the board of ah Lumia company. We've way we've talked to the company really, what's happening in security. So if you think about how security has evolved once upon a time, it was about protecting the device candidly and a cloud based world. It's going to be more about protecting the workloads as they move around. And that's one of the elements of what a lumia does, in fact, provide. Furthermore, I have believed for a very, very long time that as time goes on, security will have to get closer and closer to that which is deemed to be most critical. In other words, you can't protect all of the data. You can't protect all of the instances that air on the Web, but you can identify those that are most critical and therefore need a level of protection beyond what the standard would be. And so my belief is that companies like a Loom EO and others that will evolve will get closer to the workload, and we'll get closer to the data that's most critical. And so data classification and things of that nature will become much, much more important than they have. You're an investor in aluminum. You on the board are okay, so you're on the board of director and investor. We covered their launch. Great company. The cracking is low slides, as as Alan Cohen would say, they phenomenal funding round gone from stealth two years and now the big $100,000,000 really funding round massive guerrilla marketing. Still going on at the air say, was kind of clever. The perimeter lists cloud is a factor. And what tech enabled? Do you see the key thing? Alan Cohen described it as 1000 foot shoulds soldiers protecting assets because there's no more perimeter that no front door any more. What is the technology driver for that? Well, the whole idea behind the loom Eo, is to have a what I would call a portable policy enforcement engine that can move as the workload moves around the cloud. So policy management, security policy management has been a very, very difficult task for most large enterprises. So if I can define security policies for every server of where workloads can go to and from on that server and make sure that nothing violates that policy, hence I enforce it routinely. Oh, I can change. The dynamic of House security gets delivered in a cloud based world because no workload is gonna run in any single place on a cloud world. That workload is gonna move to where there is capacity to handle. I gotta ask you because we have a lot of people out there that follow tech business test tech athletes that you are. But also, you're a senior executive who has a lot of experience, and we could be presenting to Harvard Business School, Stanford Business School. I want to get your kind of business mind out to the audience. And that is, is that as an executive who's seen the big, big companies, the big battleships, the big aircraft carriers, from the IBM days to the M in a world of the nineties and the transformation of the Internet now in a complete shift, an inflection point with things like a Loom, Eo and Cloud and and Virtual instruments and the new Microsoft and the Silicon Angles and the crowd shots out there, What do you advise managers out there to operate from a management perspective. I mean, there's a classic business school numbers quarter on the challenges of going public, managing enormous dynamic technology change. So every theater is kind of exploding the technology theater, the business theater, the social theater as an executive. How would you advise someone as a CEO are rising growing startup how they should stitch themselves together? If you can draw in from previous experiences? Or is there a pattern recognition you can share? Well, it's It's never simply about the numbers, while the numbers air always important and the numbers will always be the underpinning of evaluation or whatever. In reality, it's about having a team that is able to rally around a leader with vision that says, Here's how we're gonna change the world. Here's how we're going to make an impact as this industry goes through, the natural inflection points that it always does. And if you look at what has occurred in this industry about every 8 to 10 years, something significant changes. And so a company that may have missed an opportunity six or eight years ago has another shot at it six or eight years later because of the inflection points that we go through. So it's important for the leader of a company toe. Believe that I can change the world based upon the industry that I'm a part of and have a compelling point of view about what changing the world means for that company and that team. And if you could get the team together around that idea, what about cloud and big data and mobile thes dynamics that you would? If someone just wants a roadmap for navigation or what decked me to go after, What would you say? What do you say? You know, get it all in the cloud or go poke at a duel are indeed new, agile management. Things were happening like, Well, I think it starts with what are the court confidence is that you have as a team or company, so you can't say g I'm gonna go and do cloud and oh, by the way, I have no confidence in the management infrastructure for large enterprises or I'm gonna go do mobile and I really have no experience in the mobile space whatsoever. So core competencies matter and leveraging the core strengths of the company matters now. Oftentimes, what companies will do its supplement their core strengths through M, and we'll go out and acquire something and bolted on the hard part of M and A, which is what we were referencing early around. Veritas is Can you integrate it? Can you really make it work after you bought it? Buying it is the easy part. Generating it and making it work is the really, really tough part. And arguably we didn't do is good a job as I would have liked with Samantha. And so basically you're saying is if you as an executive, you want to look at the winds of change for hand, get the sails up, if you will, to confuse the metaphor and get into that slipstream so you can actually drive and you can't. Being an amateur, you gotta actually have some competency. You have a leverage point. Look, one of the great things about this industry is it doesn't take some brilliant business leader to create a new idea. I mean, no one ever would have viewed Zucker Bird as a business leader or some of the young, really, really powerful CEO built phenomenal, phenomenal companies in this industry. But they had an idea, and they were able to create a team around that idea and go change the world. And that's what's so powerful about this industry that I've had the pleasure to be a part of for 40 some years. Yes. Speaking about CEOs that changed the industry, John Chambers announced that he's stepping aside from the CEO role this morning. So you know when you look back, you know John was one of the four horsemen of the Internet era and 20 years there. Chuck Robbins is coming in. He's been there since C. I think 97. What do you think of that move? And you know what's happening with Cisco in leadership for the big companies? Well, John's a really, really good friend, and I admire him for all of what he's done and Cisco and I wish him well as he makes this transition. Interestingly enough, the transition is to executive chairman, with the new CEO stepping in so What that says is that John plans that have a little more involvement, perhaps in what goes on in the company. Then I do it. Microsoft. My title is not executive chairman of Microsoft. Thank goodness I wouldn't want it to. But it also speaks to the fact that John spend the CEO. It just goes since 1995 like that. So he has an enormous amount of knowledge and insight about the company industry, its customers, partners, culture, all of those culture. And so all of those things will be valuable and important to the new CEO. And I think him stepping into that role is trying to leverage that. Cenedella came in and made his voice heard really instantly. And Microsoft has been a great company to watch, you know, since Auntie's came on board, you know, just Cisco need to make some bold moves or are they pretty stable where they are is kind of the dominant? That's a better question for John and CEO. I think what is clear is that all all companies, at some point after find a way to redefine and Sasha's role at Microsoft. He has redefined Microsoft as a cloud first mobile first, and that's all about recognizing. Were acts are gonna run on what devices and what kind of service is. And that redefinition, I think, is important for any industry leader, regardless of how long you just brought us to the tagline of this show, M C World is redefined. So any comments, How's the emcee doing it? Redefining themselves, I think the emcees a terrific company. Joe's a longtime friend of mine. I mean, I know Joe forever on. It's been amazing to see how it's gone from being a storage company to this federation of companies that have capabilities that are so broad and so diverse. I hope they don't get pushed to do something that isn't in the best interest of customers, but maybe enamored by some investors. The angel of the activist pressure. Yeah, that's always and that that's unfortunate, but I think they have a nice balance now. They have a huge installed base and this competitive pressure so they gotta push that. But I have to. I have to ask, is that? You know, I was getting some tweets earlier about Microsoft, and I know you, you know, you're only chairman of the board executive chairman. But you were involved in a very historic where you were on the executive search committee for the CEO replacement for Steve Balmer, of which they chose sake. Nutella Cube alumni We interviewed at the XL Partners Innovation Summit in Stanford that that's about culture. That's about transitions, about inflection points. And Sister used to mention Cisco. Not similar situation. But Microsoft is the legend company. I think the computer industry like an apple. Microsoft was their big part of the computer revolution. Big seismic changing. You were right there. Just share some color on what that whole experience like for you personally. And if you can share any insights to the audience, I know it's a sense might be sensitive topic. But what's that like? And, you know, the outcomes. Looking good. As he says, he's doing great. What? What can you share? Well, I think it would be fair to say that it was a more consuming process than I ever thought it would be. I went from being a new board member of Microsoft in the spring of 2012 to be in the lead independent director in the fall of 2012 to leading the search starting in the summer of 2013. I mean, I never could have imagine my involvement there changing that dramatically, Nor would I have imagined that searching for a CEO of a company would consume 80% of my time when I was also running a company. So for a period of about six months, it's like athlete right there. I had two full time jobs where I was on the phone all day, every day, trying to get something done for the eye and on the phone all day, every day, trying to get something done for Microsoft as well. It was, I would also have to say and incredibly incredibly exhilarating experience. I talked to some phenomenal leaders from around the world way had hard, long look anywhere we wanted at any CEO or candidate that we wanted, and we settled on someone who was a Tech athlete. We believe that the company was at a really, really important inflection point where over the course of the next 12 to 24 months, we're gonna have to make some really, really important technology decisions that would set the course from Microsoft for many, many years to come. And so, while there was much speculation in the press about this person or that person, and what a great business leader, that person waas What we, as a board concluded, was that what our company needed at that moment in time was a true technology visionary who could drive the strategy of the company because it had assets. I mean, they had a whole search thing that they quote missed on paper. But they had, like you said, they could come back at it again with being the subtle art of assets. Here, Cloud was built out. Everything was kind of like in place for that tech athlete on. And I think soccer has done an amazing job. I'm quite proud of them. I'm happy toe say I have some small part in that, but I'm or happy for the way he has executed in the job. I mean, he steps into the job with a level of humility but confidence that is so important for the CEO of a company of that size, and to maintain that cultural DNA because you have one of most competitive companies on the planet. A question to the point where they had to be almost broken up by the DOJ from the Bill Gates kind of DNA and bomber to continued, be competitive, live in this new era. Really tough challenge. Well, he's he's a bright guy. He, as I said, has great humility and has the respect of the team. And it's been interesting to see the internal shift behavior and attitude with a guy who I jokingly say he has two ears and one mouth and he uses them proportionately. And that's a very important lesson for someone trying to transform a company. You must listen more than you talk, and I think he does a great job. We try to do that. The Cuban we talk all day long way do interviews, but I gotta ask you back to virtual instruments. Okay, gets a good business going on with the emcee Goto partner about the anywhere in the federation of a partner with you as well, say, Is it all Federation? It's mostly through E M. C. And while the em wears of small V I customer, we don't do much with them on the go to market side on the go to market side. We rely more heavily, if you will. On AMC, that partnership has evolved. I mean, from the early days it was viewed as G. We're not sure who you are and what you do and whether or not you're competitive with us today, we have very, very common go to market processes around the globe. I'd love to see them stronger. I just left to cheese office in San GI Joe. We could doom. Or but when it's when it's all said and gone, this is one of the strongest go to market partners we have that's also shared the folks out there what they might not know about insurance, that you could share their hearing this now for the first time and working on the radar future of your business, your division product, extensive bility. Future of Internet of everything. Future Internet of things, whatever you want to put on a big data and the data center now, and the migration of cloud is all here. So at our core, we believe that every large enterprise will inevitably have some, if not all, of their work in the class. So the question is, how do you help them manage that inevitable migration to the cloud by de risking the migration and ensuring appropriate infrastructure performance management. Once you arrive there, we focus on the largest enterprises in the world. So unlike many tech startups, that will start with a midsize or small company and work their way up well, the largest banks in the universe, the largest insurance companies in the universe, the largest of every sector in the universe is a customer of the eye or will be someday. And that notion of solving very, very complex problems is something that our team has great pride in our ability to do that I want to get philosophical with you. You can for second kind of sit back and, you know, have a glass of wine and kind of talk to the younger generation out there with all your history on experience. How great of an opportunity for the young entrepreneurs and CEOs out there right now. Given the the confluence of the shift and inflection points, can you compare this to an error? We on the Cubes say It's like the PC revolution bundled in with the clients, terrorists and the Internet. All kind of at once do you agree? And would you say it? Guys, you have an amazing opportunity. Well, I think example of just how crazy it is. I I was driving to the airport this morning, and what I thought would be our long drive took two hours. Because there's so many people on the road in the Valley going to work. There's just so much going on in Silicon Valley right now. It is amazing. And for anyone who has a really, really great idea, the thing that's equally amazing is there's lots of capital out there to support those ideas. And so I would encourage any young entrepreneur who has a thought socialize your thought, Get it out so people can learn about it and then go get money to support and back that though. There's lots of money out there for good ideas. Lots of money. \ewelry officially taking the time coming out. Your busy schedule. CEO Virtual Instruments, chairman of Microsoft Here inside the Cube tech athletes is a big deal. You are one of the great great. Always have a conversation with you, sharing your thanks so much. Just the Cuban. Be right back with more insights and the signal from the noise at this short break