(upbeat music) >> Hey everyone, welcome back to theCUBE's continuous coverage of AWS reinvent 2021, I'm Lisa Martin. This is day four for theCUBE. We have two live sets, I'm here with Dave Nicholson, Dave two live sets, 100 guests on theCUBE for AWS Re:Invent 2021. >> Not all at the same time. >> Not all-- That's a good, he brings up a good point, not all at the same time, we are pleased to welcome Gretchen Peri who's going to be sitting down and chatting with Dave with me next. She is from Slalom, at the US State Local and Education, SLED leader. We're going to be talking about Slalom and AWS digital innovation in the public sector. Gretchen, it's a pleasure to have you on the program. >> Thank you for having me. >> For the audience that might not be familiar with Slalom before we dig into AWS and SLED in particular, talk to us about Slalom and what it is that you guys do. >> I'd love to. So Slalom's a modern business and technology consulting firm. We're headquartered in Seattle Washington, we have about 11,000 employees across 40 markets globally. And what's different about Slalom is we're local model firm, so our consultants live and work in the same locale, which means we're personally invested in our client's outcomes because they impact us directly in the communities in which we live. >> And you've been in a leader in SLED for a long time, talk to us about what's going on on SLED these days. Obviously the last 18, 22 months have been quite dynamic, but what's going on in the market? >> Absolutely. What we're seeing is an extra emphasis on data data data, obviously, data is king and data is queen right now, right? So when the pandemic hit, we saw a ton of digital innovation, as our SLED clients needed to get their services online. That had been going on for a long time but it absolutely accelerated when then pandemic it and then it was a public health hazard, to ask people to come into the location. So what we saw was for constituents, we saw just absolute blast of omni-channel service delivery, so we saw the advent of SMS and chat bots and the more tech services, right? Leveraging AWS Lex and Transcribe and other services of AWS really helped our SLED clients react to the pandemic and respond to make sure that their constituents were receiving the digital services they needed, and their employees were able to be productive at home. >> Well, that was one of the keys the employee productivity, the student productivity, when everything's went remote overnight, one of the most challenging things was the demand for collaboration tools. Then of course, there's security challenges, there was concerns there, but talk to us about, and we've seen so much innovation out of AWS in the last, I mean always, but even what they announced the last couple of days, the innovation flywheel of AWS is probably stronger than ever enabling organizations like SLED, FED, private sector, public sector to be data-driven. >> Absolutely. One thing that's really exciting right now is to see the evolution of how our SLED customers are thinking about data. So we've been working on like integrated visions in SLED for a long time, integrated justice, integrated health care, integrated eligibility, how do we bring all this information together so that we can supply the right information to the right people at the right time to deliver the right outcomes? And AWS has been a huge part of that. It's not the journey to get to the cloud, it's the destination once you get there, right? Because then you can leverage all their AIML tools, IOT, edge, container, blockchain. And so our customers, who have already made that switch to AWS, they're able to take advantage of that. It's not what you can do in the cloud anymore is what you can't do without it really, right? So we're seeing tons of advances, intelligent document processing is one area I'm really excited about for our SLED clients, and working very closely with AWS to make sure that we see our clients adopt that and achieve the value out of it. >> AWS is dominating the IT space, although what five to 15% of IT is in the cloud, which means the vast majority is still on premises. So there's a huge potential for growth. In this sort of wild, wild west that we're in, there are all sorts of different kinds of services and consultancy partners, that are seeking to bridge the gap between the technology that AWS delivers and the outcomes that customers desire. >> Right. >> Now I've had a couple of experiences actually with Slalom folks, that were very, very positive. And what I saw was that the Slalom people were embedded in a way that you don't see some other consultancies embedded. You mentioned that something that piqued my interest, you talked about the local nature, is that your superpower? Because it sure seemed to be powerful to see this person where some of these very, very large global companies had no idea who Slalom was, until they realized that Sally was the one who had the best relationship with the customer. So Sally's a fictitious name that I just came up with, but I want to hear a little more about Slalom and your superpower and your differentiation. 'Cause it's a crowded space, you've got global systems integrators, you got all kinds of people. What makes you special? >> It's really the breadth of professional services that we provide, combined with AWS's cloud technologies and services. What we do I think a little bit differently is whereas AWS works back from the customer, we work back from our customer's vision. And so what we do with our, especially with our SLED clients, but with all of our commercial clients, is we say, what is your business strategy and your business vision, and how do we design the technology solutions, working back from that. So you're able to answer the business questions through data-driven tech technology, that's really important to you. And when we look at that, it's not just generating data to create information to then garner insights, but let's go one step further. And how do we create knowledge and how do we create wisdom this space, right? Where we understand situational awareness, common operating pictures, that's really what we want to do. When we talk about criminal justice and public safety, I love how we're thinking about joining data in new and different ways. It's not necessarily applications anymore, right? How do we create data as a service? How do we create documents as a service? Where we're pulling out the exact information that we need from semi-structured, structured and unstructured data and providing it to the right people to make the right decisions. >> Talk to us about intelligent document processing, a lot of buzz going on with that. What is it? Where are public sector agencies in terms of embracing it, adopting it and having it be part of that vision? >> Yeah, the promise is huge for IDP. What IDP is basically is leveraging AWS AI services to create intelligent automation solutions that help extract information from printed documents, digital documents, paper documents, right? So leveraging AWS services like Amazon Textract, Comprehend, Augmented AI, things like, and Kendra. What that does in combination, is it helps our clients unlock the data from, you can imagine government, it's heavy, heavy documents, and in criminal justice and public safety in particular, these documents represent key milestones and processes, right? So we're never going to get rid of documents in SLED, they're going to be used in perpetuity, it's important for accessibility and practicality and everything else. But what this does is it lets us unlock the data from those kind of stale documents and create it into usable formats for so that people can make decisions. >> That's critical because there's, I mean, we talk about in Amazon, AWS been this week have been talking about it and Dave, we have too. Every company, public sector, private sector, it needs to be a data-driven company, but they need to be able to extract that value from the data and the data isn't just digital. And that's something that, to your point, that's going to be persistent within SLED, they have to be able to extract the value from it quickly. >> Yes. >> To be able to see what new products and services can we deliver? What directions should we be going? And what outcomes should we be driving based on that visibility? And that visibility is critical. >> Exactly. And right now we absolutely have to support our communities. And we have a lot of our slide clients who are talking about this is a time where we don't just respond in a way that helps people kind of navigate this pandemic, we have to build resiliency as well in our communities and we do that through helping people through these hard times and making sure that we're moving our services to places where people can access them, in any language from wherever they are, right? We're having to actually go into people's homes on their couches, to deliver government services. Where we used to bring them into a single location. >> Right. >> Typically public sector has often been seen as lagging behind the private sector in some ways, the pandemic, as I'm sure ignited a fire with, especially with federal acknowledgement of things that need to happen, budgets flowing, are you seeing even more of an awakening from a cloud perspective within public sector? >> We are, we are and we're seeing really interesting initiatives pop up like, behavioral health initiatives, that are meant to address some really serious concerns in our country like nationwide 988 suicide prevention projects, right? And the federal government is providing a lot of funding to states and local governments so that they can help take care of our communities and also make sure that we're moving our services online so everyone can access them. >> I'm curious about that point, the funding. >> Yeah. >> Do you find yourself almost in the position of prize patrol? Where were some of the state local governments aren't necessarily as aware as Slalom might be of programs that are coming down immediately. Is that part of the conversation? >> It is part of the conv-- That's a great point because what we do is we look at what's coming down from the federal government, how is it going to flow to the states? How is it going to land ultimately, and then helping governments come up with a strategy for how to spend that money in the right way is really important, right? And we saw with some of the funding that come out, that there were delays on getting like eviction prevention funding out to folks. And so making sure that we have the technology to support those outcomes. >> It's all about outcomes. >> Yes. >> Speaking of outcomes, something I want to congratulate Slalom on is winning the first ever National Essay Partner of the Year for the US. >> Yes. >> Nice. >> That's awesome, congratulations. >> What does that mean for Slalom and what direction can we expect the Slalom and AWS partnership to go? >> Up and up. >> To the right? >> Yes. For us it's about validating the relationship that we have, right? It's really, when we walk into a client conversation, what we want to do is develop trust that our clients know we're looking for their best interest and their best outcomes. We're not trying to sell them something we're trying to solve their problems together. And it validates that for us, our partnership with AWS obviously is so important. And what we're doing in terms of making sure that we have a strong bench full of certifications and we can go to market together in the right way for our clients. This is a huge award and the recognition is very powerful for us. >> Well, congratulations. And so last question, you mentioned AWS and we always talk about when we talk with them at their event, we talk about their customer obsession, right? They work backwards, as you said, from the customer. And you guys from customer vision. Talk to me about when you go in jointly together, work with the customer, what does that alignment look like? >> Absolutely. So what we typically do is, Slalom will focus on what is the business outcome that we want to generate? And we will help design, how are we going to go about solving that problem? And how is AWS going to help support us with enabling technology? And so we will go into client conversations together, say, what is the outcome we want from this initiative together? And how are both partners going to get aligned to support the client in that conversation, in that product. >> That alignment is (indistinct). Gretchen, thank you for joining Dave and me today, talking about Slalom, what you guys are doing, how you're really helping organizations in SLED transform and not just survive challenging time but really thrive and be data-driven. We appreciate your insights and congratulations again on the National Essay Partner of The Year. >> Thank you so much. >> All right. For Dave Nicholson, I'm Lisa Martin. You're watching theCUBE, the global leader in live tech coverage. (lively music)

>> Live from Orlando, Florida. It's theCUBE. Covering Microsoft Ignite. Brought to you by Cohesity. And theCUBE's ecosystem partners. >> Welcome back everyone to theCUBE's live coverage of Microsoft Ignite here in Orlando, Florida. I'm your host, Rebecca Knight, along with my co-host Stu Miniman. We're joined by David Willis, he is the corporate VP US One Commercial Partner at Microsoft. Thanks so much for coming on theCUBE. >> My pleasure, thanks for inviting me today. >> So, congrats on a great show. This has been a lot of fun. We've been here three days. It's our first time here, it's been a great show. >> Yeah, yeah we're really excited about it. There's I mean a lot of energy from our customers and our partners. Talking a lot to partners and customers. Everybody's going through digital transformation right now. They're either being disrupted or they plan to disrupt. They know that, they know they have to get ahead of that. And so, digital transformation's a big theme we're hearing today. And then some of the technology's that we're really driving hard. Artificial Intelligence is a very hot topic this week and as I meet with partners I run the partner for the US, but actually meeting with a lot of customers here this week. And what we're seeing is a lot of our customers are actually looking to Microsoft to become partners, as they leverage the Cloud solutions to bring value to market. And that can be IT companies that are either delivering services and MSP or on premise that now with the Cloud they can go to the market with us. But sometimes it's a company that say makes equipment for manufacturers, and they see an opportunity to turn on an IoT device with that product. Deliver more value to the customer, and as a result we can go to market with that customer to those manufacturing companies. So there's some really interesting evolutions that we're seeing in the business. At this specific event, I've been meeting back to back with customers, talking about how we can partner together and go to market, it's really exciting. >> David I feel like you watched our intro talking about they keynote on day one. Because we said Microsoft itself is going through a digital transformation. And the question we had coming in is well, how does that transformation line up with your customers and partners. So you've been with the company almost 26 years now. >> That's right yeah. >> I want you to talk about digital transformation but before, questions we ask a lot of the Microsoft guests is, what's the same and what's different about the Satya Nadella Microsoft compared to what you've done in the past? >> Yeah we've gone through a lot of changes over the years since I joined in 1992 for sure and a lot of it's fun. I got to say, I'm more excited now then I ever have been. Part of it is just the momentum we have with our Cloud solutions and the opportunity that's available to us and our partners and quite frankly our customers as well. And Satya talks about our mission, empowering every person, every organization on the planet to achieve more. But loosely translated the way I see it it's all about customer success, and when Satya got up in front of our new hirers. We have this mock program which is kind of, new employees coming out of school. And he said, listen you don't join Microsoft to be cool, you join Microsoft to make others cool, which is our customers and so, that's a radical change in how we think and how just the culture is at Microsoft, and it's really exciting. But then add to that, the technology we're lining up. We got four key solution areas and not sure how familiar we're from a modern workplace around office, seeing some amazing take-up with teams right now and as I talk to partners, they're really excited about the momentum around teams. Dynamics as well. We're seeing some great take-up from customer experience right through to finance and operations scenarios. And of course Azure, I mean the growth and momentum we're seeing across apps and infrastructure data and AI is just fantastic. But at the end if they day again, it's all around using that technology and those solutions to enable digital transformation for our customers so that they can succeed. >> Azure is having tremendous momentum, talk to our viewers a little bit about what you're seeing. >> Yeah so Azure I think I guess the biggest differentiators we hear from our partners that I'm meeting and our customers quite frankly are many dimensions. One is around just how we're focused on developers to make them more productive, 'cause it's for them it's all about how can I be more agile, develop applications faster for my business or just to bring to market. So that's one key piece. The fact that we have a hybrid solution as well. We're consistent from on-premise to cloud, is very big for customers because very few customers are willing to go 100% into Cloud right away. They got a vision, they want to get there, but knowing they can balance that with a consistent management approach and security infrastructure as well. Intelligence is big too. So as I said, being able to as you have all this data and the accumulation of big data that's happening. Being able to apply machine learning. Apply cognitive services solutions like Chatbot and other agents. And of course A.I. is a big one. And then lastly trust, and that was a key, Satya talked a lot about that at our, at his keynote around trust, and really differentiating ourselves from that perspective in the sense that we got over 70 certifications to meet various compliance standards. And GDPR on privacy is a big focus for us, it's while it started in the EU it's actually pretty high in our North America customer list as well from a priority stand point, so that's helping. But quite frankly, when I meet with partners, what they love is this go-to-market approach. So we've got a large sales force, that our partners can plug into and take advantage of as we go to marker together. And obviously technology one key element, pricing is another key element. But knowing that they can work with us to go to market. We're not going to compete with them in any way. You know we're really clear on what our proposition is and how we go to market, it's a big value proposition as well. >> David we can throw down a bit on the partner ecosystem, because there are some partners that have been going through that digital transformation like with Microsoft. There's other that started out, Cloud-Native if you will. Cloud first and talk a little bit about the changes that at Amex that you see in the ecosystem. How many of them start out their businesses on Azure versus the other options. >> Sure, yeah I mean partners have always been a big part of our business model at Microsoft since day one. And in many ways it's been a large part of our success being able to scale and reach a broad audience. But I would say now with Cloud services partners are more important now than ever before. And as we focus on customer success, not just delivering technology, not just licensing technology, but actually focus on customer success. We need partner solutions. Like what Cohesity provides, to provide that last mile of functionality and capability that customer are looking for, and that's why this ecosystem is really growing at a rapid pace for us, which is really exciting. And then the other piece that we're putting a lot more emphasis on now particularly as many of our partners are becoming more focused with specialized I.P. and really, we're encouraging partners to just really be clear on what you do best. It's creating this opportunity for partners to partner with other partners. And so we're developing this whole ecosystem, which provides great opportunities for a partner like Cohesity to work with say one of our service delivery partners to go to market together, and achieve 1 plus 1 equals more than just two, which was really exciting. And then the value brought up to customers is that we can just provide that many more solutions, and then solutions that they can provide us. They make all about Microsoft and so the value prop there is super high. >> So I mean this is what we, it's been a continual theme of this conference and also here on theCUBE is the breadth and depth of this ecosystem. I mean, and you've just described how partners are partnering with others and I mean, what's sort of the end point? Is it just going to get, that ever vaster? I mean I don't even know if that the right word but-- >> I believe so, I mean we estimate that total digital transformation opportunity on a global level to be $4.5 trillion. You look at the size of Microsoft and our competitors we're nowhere close to that, so that's why I say this opportunity is just tremendous, and new solutions are being developed all the time that we hadn't even thought of or dreamt of before. And partners are just, I mean that's what I love about our partners. They're so innovative, and they bring these new solutions to market and so, hey as far as I'm concerned, it's infinite. I mean, there's just so much opportunity out there and some of the opportunity we don't even know about just yet. >> David one of the challenges is just the pace of change is just keeps increasing, it's the only this constant in our industry I think. Talk about how you work with your partners, how training is involved, is there any things you've done from certification towards levels, you usually hear the gold platinum and like that has changed in the last few years to enable this. >> Yeah I would say we're really focused on simplifying how to work with Microsoft, it's been a big focus for us, a year ago we went through a major field re-organization you may be aware of. Where we lined up our sales teams by industry as an example so they can really drive value to customers. And one thing we do with partners was we were highly fragmented. So we had enterprise partners in with our enterprise sales teams. We had SMB partners over with small medium business groups. We had ISVs kind of over here so, that's why we call the one commercial partner group in my title, in my org. As we pulled all that together into one organization so we could really simplify how to engage with Microsoft from a partner perspective. And then we clarified, we really have three primary functions that within my team the partners plug into. I build-with, I go to market, and I sell with. Pretty straight forward. Build with, was hey, you want to build an application or solution or develop a new practice area. I've got tactical resources and other resources that can help partners build that solution or practice. On the go to market side I've got a whole marketing team that can sit down with a partner who may not 'cause a lot of our partners actually don't have marketing expertise. They're great at technology, great solution, but they need help, and so I get marketing people who are assigned to help them build a marketing campaign and go-to-market. We got lots of great funded programs as well. And then I've got this, this sell-with team and they're actually aligned to out field sales teams and they plug partners into our field sales teams. So, you can imagine every now forecasting meeting that happens or pipeline review with our sales teams. I've got somebody sitting at that table representing partners and plugging partners into our Go-to-Market focus and so, partners are living that, and our one of the metrics we track is partner attached to pipeline. A year ago when we started on this journey, 25% was a partner attached to a pipeline. We're up to almost 90% now in terms of partner attached to a pipeline as a result of having that direct connection into our field team. So it's really, again that simplifying how you build with or be clear on how we do that, how we go to market together then how we co-sale together. >> Yeah, as I look for and I hear the places where Microsoft is leading towards the future, talk about A.I., talk about IoT, I mean I heard about Microsoft even creating products down to some of the Edge device. That's going to propose even more challenges to the broadening and deepening of the ecosystem. What should we look to see from Microsoft? How do you plan, for kind of that future of even more diversity? >> In terms of more partner and more capability yeah I mean we've got a major partner recruitment effort. But quite frankly a lot of our new solutions actually comes from our existing partners. So they're looking to round out, set-up new practice areas. So we're always willing and open to sit down with partners to help them map-out that future as well and then, we got a whole lot of partners out there including partners outside the U.S that want to come to the U.S to help partner with us so we try to be as welcoming as possible because there is so much opportunity, to your question earlier that we can all go after together. >> I want to ask about cultures. So, Satya Nadella up on the main stage and in various media reports and interviews. He talks about Microsoft's culture, the culture he wants to create and cultivate. Creativity, collaboration, inclusiveness, a real embracing of diverse perspectives. >> Right. >> So, that sounds great especially in an industry where the tech culture has pretty much a bad reputation as not being diverse, being relentless and competitive. What's it like to work there? I mean you've been there nearly three decades. >> Yeah, as I said it's, well actually it really starts in what we call the growth mind-set. I think Satya talked about that on Monday, we talk about it all the time so I can't remember when it's talked about or not but this approach is different. It's not that we know what we're doing, we're growing really well, stocks flying all this kind of stuff. It's not about kind of just getting excited about those accomplishments. It's all around, hey how can I learn more, and how can I do more and capture those learnings and just grow in the market. So it's really founded in this growth mind-set. But then the three key elements that sit on top of that, are around customer obsession, so I talked about that, putting the customer first. It's around one Microsoft, where we can't operate in silos we need to work together, and be selfless as possible, so that we can achieve greatness together. And then diversity and inclusion is a big focus for us. We put a lot of emphasis on that. And that includes, bringing in a diverse workforce. We got a really big focus on that. And there's good business reasons for that as well. Our customers are diverse. We want to make sure we're developing products and interacting with our customers from that perspective as well. But then inclusion's important as well. One of the ways we look at it and say, diversity is being invited to the party. Inclusion actually feeling welcomed while you're at the party. And so, that's why this reinforcement of inclusion of not just race and gender and other things like that, but it's you're backgrounds, what's on your resumes or just how you think or how your personal style as well. And that's a big cultural change we've been going through the last few years I wouldn't have said was around as strong in the early part of my career at Microsoft. >> So how do you do it? How do you make sure I mean the hiring as you said the numbers are bearing out, then how do you make sure people do feel comfortable and that they have a seat at the table? >> Yeah I think, I mean in starts at the top. So we got the best cheerleader with Satya, I mean he reinforced this throughout and his leadership team and down and I lead a large organization as well. And it's a top priority for me. We review that regularly. And it's not even just within Microsoft as well. Um, so we're actually doing a lot with our channel. We believe our channel could be a lot more diverse as well. So, as an example we started up this Women in Cloud initiative within the U.S., and we've got, led by Gretchen O'Hara who runs my go-to-market marketing team. Doing a great job, literally up to hundreds now of women that are in our channel that are learning from each other, sharing from each other, supporting each other. But also people like myself and other males and others getting involved to help nurture that environment and make sure that everybody feels really comfortable that hey this diversity and inclusion thing it's really really good for all of us. It's not only, the right thing, it's also good for business. >> Right, exactly. Yeah, great. Well thank you so much David for coming on theCUBE. It was great talking to you. Great conversation. >> Yeah my pleasure. Thanks so much for having me. >> I'm Rebecca Knight for Stu Miniman. We will have more from Microsoft Ignite in just a little bit. (upbeat music)

>>Hey, welcome back everyone. We're here live here in San Francisco for Amazon web services summit. This is the smaller event compared to reinvent the big conference in Vegas, which we were broadcasting live. I'm John furry, the founder's SiliconANGLE. This is the cube. Our flagship program where we go out to the events district to see live from the noise and a an Amazon show would not be complete without talking to the Amazon guys directly about what's going on under the hood. And our next guest is ADI Krishnan and Ryan Wade have run the Canisius teams. Guys, welcome to the cube. So we, Dave Vellante and I was not here unfortunately. He has another commitment but we were going Gaga over the says we'd love red shift in love with going with the data. I see glaciers really low cost options, the store stuff, but when you start adding on red shift and you know can, he says you're adding in some new features that really kind of really pointed where the market's game, which is I need to deal with real time stuff. >>I'll need to deal with a lot of data. I need to manage it effectively at a low latency across any work use case. Okay. So how the hell do you come up with an ISA? Give us the insight into how it all came together. We'd love the real time. We'd love how it's all closing the loop if you will for developer. Just take us through how it came about. What are some of the stats now post re-invent share with us will be uh, the Genesis for Canisius was trying to solve our metering problem. The metering problem inside of AWS is how do we keep track with how our customers are using our products. So every time a customer does a read out of dynamo DB or they read a file out of S3 or they do some sort of transaction with any of our products, that generates a meeting record, it's tens of millions of records per second and tens of terabytes per hour. >>So it's a big workload. And what we were trying to do is understand how to transition from being a batch oriented processing where we using large hitting clusters to process all that data to a continuous processing where we could read all of that data in real time and make decisions on that data in real time. So you basically had created an aspirin for yourself is Hey, a little pain point internally, right? Yeah. It's kind of an example of us building a product to solve some of our own problems first and then making that available to the public. Okay. So when you guys do your Amazon thing, which I've gotten to know about it a little bit, the culture there, you guys kind of break stuff, kind of the quote Zuckerberg, you guys build kind of invented that philosophy, you know stuff good. Quickly iterating fast. So you saw your own problem and then was there an aha moment like hell Dan, this is good. We can bring it out in the market. What were customers asking for at the same time was kind of a known use case. Did you bring it to the market? What happened next? >>We spend a lot of time talking to a lot of customers. I mean that was kind of the logistical, uh, we had customers from all different sorts of investigative roles. Uh, financial services, consumer online services from manufacturing conditional attic come up to us and say, we have this canonical workflow. This workflow is about getting data of all of these producers, uh, the sources of data. They didn't have a way to aggregate that data and then driving it through a variety of different crossing systems to ultimately light up different data stores. Are these data source could be native to AWS stores like S3 time would be be uh, they could be a more interesting, uh, uh, higher data warehousing services like Gretchen. But the key thing was how do we deal with all this massive amount of data that's been producing real time, ingested, reliably scale it elastically and enable continuous crossing in the data. >>Yeah, we always loved the word of last tickets. You know, a term that you guys have built your business around being elastic. You need some new means. You have a lot of flexibility and that's a key part of being agile. But I want you guys at while we're here in the queue, define Kenny SIS for the folks out there, what the hell is it? Define it for the record. Then I have some specific questions I want to ask. Uh, so Canisius is a new service for processing huge amounts of streaming data in real time. Shortens and scales elastically. So as your data volume increases or decreases the service grows with you. And so like a no JS error log or an iPhone data. This is an example of this would be example of streaming. Yeah, exactly. You can imagine that you were tailing a whole bunch of logs coming off of servers. >>You could also be watching event streams coming out of a little internet of things type devices. Um, one of our customers we're talking about here is a super cell who's capturing in gain data from their game, Pasha, the plans. So as you're playing clash of the plans, you're tapping on the screen. All of that data is captured in thesis and then processed by my super Supercell. And this is validated. I mean obviously you mentioned some of the use cases you needed of things, just a sensor network to wearable computers or whatever. Mobile phones, I'll see event data coming off machines. So you've got machine data, you've got human data, got application data. That's kind of the data sets we're seeing with Kinesis, right? Traverse set. Um, also attraction with trends like spark out of Berkeley. You seeing in memory does this kind of, is this in your wheelhouse? >>How does that all relate to, cause you guys have purpose-built SSDs now in your new ECQ instances and all this new modern gear we heard in the announcements. How does all the in-memory stuff affect the Canisius service? It's a great question. When you can imagine as Canisius is being a great service for capturing all of that data that's being generated by, you know, hundreds of thousands or millions of sources, it gets sent to Canisius where we replicated across three different availability zones. That data is then made available for applications to process those that are processing that data could be Hadoop clusters, they could be your own Kaloosas applications. And it could be a spark cluster. And so writing spark applications that are processing that data in real time is a, it's a great use case and the in memory capabilities and sparker probably ideal for being able to process data that's stored in pieces. >>Okay. So let's talk about some of the connecting the dots. So Canisius works in conjunction with what other services are you seeing that is being adopted most right now? Now see I mentioned red shift, I'm just throwing that in there. I'll see a data warehousing tool seeing a lot of business tells. So basically people are playing with data, a lot of different needs for the data. So how does connect through the stack? I think they are the number one use case we see is customers capturing all of this data and then archiving all of it right away to S3 just been difficult to capture everything. Right. And even if you did, you probably could keep it for a little while and then you had to get, do you have to get rid of it? But, uh, with the, the prices for us three being so low and Canisius being so easy to capture tiny rights, these little tiny tales of log data, they're coming out of your servers are little bits of data coming off of mobile devices capture all of that, aggregate it and put it in S3. >>That's the number one use case we see as customers are becoming more sophisticated with using Kinesis, they then begin to run real time dashboards on top of Kinesis data. So you could, there's all the data into dynamo DB where you could push all that data into even something like Redshift and run analytics on top of that. The final cases, people in doing real time decision making based on PISA. So once you've got all this data coming in, putting it into a dynamo DB or Redshift or EMR, you then process it and then start making decisions, automated decisions that take advantage of them. So essentially you're taking STEM the life life cycle of kind of like man walking the wreck at some point. Right? It's like they start small, they store the data, usually probably a developer problem just in efficiencies. Log file management is a disaster. >>We know it's a pain in the butt for developers. So step one is solve that pain triage, that next step is okay I'm dashboard, I'm starting to learn about the data and then three is more advanced like real time decision making. So like now that I've got the data coming in in real time and not going to act. Yeah, so when I want to bring that up, this is more of a theoretical kind of orthogonal conversation is where you guys are basically doing is we look, we like that Silicon angles like the point out to kind of what's weird in the market and kind of why it's important and that is the data things. There's something to do with data. It really points to a new developer. Fair enough. And I want to give you guys comments on this. No one's really come out yet and said here's a development kit or development environment for data. >>You see companies like factual doing some amazing stuff. I don't know if you know those guys just met with um, new Relic. They launched kind of this data off the application. So you seeing, you seeing what you guys are doing, you can imagine that now the developer framework is, Hey I had to deal with as a resource constraint so you haven't seen it. So I want to get your thoughts. Do you see that happening in that direction? How will data be presented to developers? Is it going to be abstracted away? Will there be development environments? Is it matter? And just organizing the data, what's your vision around? So >>that's really good person because we've got customers that come up to us and say I want to mail real time data with batch processing or I have my data that is right now lots of little data and now I want to go ahead and aggregate it to make sense of it over a longer period of time. And there's a lot of theory around how data should be modeled, how we should be represented. But the way we are taking the evolution set is really learning from our customers and customers come up and say we need the ability to capture data quickly. But then what I want to do is apply my existing Hadoop stack and tools to my data because then you won't understand that. And as a response to that classroom demand, uh, was the EMR connect. Somehow customers can use say hi queries or cascading scripts and apply that to real time data. That can means is ingesting. Another response to pass was, was the, that some customers that would really liked the, the, the stream processing construct a storm. And so on, our step over there was to say, okay, we shipped the Canisius storm spout, so now customers can bring their choice of matter Dame in and mail back with Canisius. So I think the, the short answer there right now is that, >>you know, it's crazy. It's really early, right? I would also add like, like just with, uh, as with have you, there's so many different ways to process data in the real time space. They're going to be so many different ways that people process that data. There's never going to be a single tool that you use for processing real time data. It's a lot of tools and it adapts to the way that people think about data. So this also brings us back to the dev ops culture, which you guys essentially founded Amazon early in the early days and you know I gotta give you credit for that and you guys deserve it. Dev ops was really about building from the ground good cloud, which post.com bubble. Really the thing about that's Amazon's, you've lived your own, your own world, right? To survive with lesson and help other developers. >>But that brings up a good point, right? So okay, data's early and I'm now going to be advancing slowly. Can there be a single architecture for dealing with data or is it going to be specialized systems? You're seeing Oracle made some mates look probably engineered systems. You seeing any grade stacks work? What's the take on the data equation? I'm not just going to do because of the data out the internet of things data. What is the refer architecture right now? I think what we're going to see is a set of patterns that we can do alone and people will be using those patterns for doing particular types of processing. Uh, one of the other teams that I run at is the fraud detection team and we use a set of machine learning algorithms to be able to continuously monitor usage of the cloud, to identify patterns of behavior which are indicative of fraud. >>Um, that kind of pattern of use is very different than I'm doing clickstream analysis and the kind of pattern that we use for doing that would naturally be different. I think we're going to see a canonical set of patterns. I don't know if we're going to see a very particular set of technologies. Yeah. So that brings us back to the dev ops things. So how do I want to get your take on this? Because dev ops is really about efficiencies. Software guys don't want to be hardware guys the other day. That's how it all started. I don't want to provision the network. I don't want a stack of servers. I just want to push code and then you guys have crazy, really easy ways to make that completely transparent. But now you joke about composite application development. You're saying, Hey, I'm gonna have an EMR over here for my head cluster and then a deal with, so maybe fraud detection stream data, it's going to be a different system than a Duke or could be a relational database. >>Now I need to basically composite we build an app. That's what we're talking about here. Composite construction resource. Is that kind of the new dev ops 2.0 maybe. So we'll try to tease out here's what's next after dev ops. I mean dev ops really means there's no operations. And how does a developer deal with these kinds of complex environments like fraud detection, maybe application here, a container for this bass. So is it going to be fully composite? Well, I don't know if we run the full circuit with the dev ops development models. It's a great model. It's worked really well for a number of startups. However, making it easy to be able to plug different components together. I get just a great idea. So, like as ADI mentioned just a moment ago, our ability to take data and Kinesis and pump that right into a elastic MapReduce. >>It's great. And it makes it easy for people to use their existing applications with a new system like pieces that kind of composing of applications. It's worth well for a long time. And I think you're just going to see us continuing to do more and more of that kind of work. So I'm going to ask both of you guys a question. Give me an example of when something broke internally. This is not in a sound, John, I don't go negative here, but you got your, part of your culture is, is to move fast, iterate. So when you, these important projects like Canisius give me an example of like, that was a helpful way in which I stumbled. What did you learn? What was the key pain points of the evolution of getting it out the door and what key things did you learn from media success or kind of a speed bump or a failure along the way? >>Well, I think, uh, I think one of the first things we learned right after we chipped and we were still in a limited previous and we were trying it out with our customers who are getting feedback and learning with, uh, what they wanted to change in the product. Uh, one of the first things that we learned was that the, uh, the amount of time that it took to put data into Canisius and receive a return code was too high for a lot of our customers. It was probably around a hundred milliseconds for the, that you put the data in to the time that we've replicated that data across multiple availability zones and return success to the client. Uh, that was, that was a moment for us to really think about what it meant to enable people to be pushing tons of data into pieces. And we went back a hundred milliseconds. >>That's low, no bad. But right away we went back and doubled our efforts and we came back in around, you know, somewhere between 30 and 40 milliseconds depending on your network connectivity. Hey, the old days, that was, that was the spitting disc of the art. 10, 20 Meg art. It's got a VC. That's right. Those Lotus files out, you know, seeing those windows files. So you guys improve performance. So that's an example. You guys, what's the biggest surprise that you guys have seen from a customer use case that was kind of like, wow, this is really something that we didn't see happening on a, on a larger scale that caught me by surprise. >>Uh, I is in use case it'd be a corner use case. Like, well, I'd never figured that, you know, I would say like, uh, some of the one thing that actually surprised us was how common it is for people to have multiple applications reading out of the same stream. Uh, like again, the basic use case for so many customers is I'm going to take all this data and I'm just going to throw it into S3. Uh, and we kind of envisioned that there might be a couple of different applications reading data of that stream. We have a couple of customers that actually have uh, as many as three applications that are reading that stream of events that are coming out of Kinesis. Each one of them is reading from a different position in the stream. They're able to read from different locations, process that data differently. >>But uh, but the idea that cleanses is so different from traditional queuing systems and yet provides, uh, a real time emotionality and that multiple applications can read from it. That was, that was a bit of a versa. The number one use case right now, who's adopting, can you sit there, watch folks watching out there, did the Canisius brain trust right here with an Amazon? Um, what are the killer no brainer scenarios that you're seeing on the uptake side right now that people should be aware of that they haven't really kicked the tires on Kinesis where they should be? What should they be looking at? I think the number one use case is log and ingestion. So like I'm tailing logs that are coming off of web servers, my application servers, uh, data that's just being produced continuously who grab all that data. And very easily put it into something like us through the beauty of that model is I now have all the logo that I got it off of all of my hosts as quickly as possible and I can go do log nights later if there's a problem that is the slam dunk use case for using crisis. >>Uh, there are other scenarios that are beginning to emerge as well. I don't know audio if you want to talk, that's many interesting and lots of customers are doing so already is emit data from all sorts of devices. So this is, these devices are not just your smartphones and tablets that are practically food computing machines, but also seemingly low power, seemingly dumb devices. And the design remains the same. There are millions of these out there and having the ability to capture that in a day produce in real time is, you know, I think just, uh, just to highlight that, one of things I'm hearing on the cube interviews, all the customers we talk to is the number one thing is I just got to scroll the date. I know what I want to do with it yet. Now that's a practice that's a hangover from the BI data warehouse in business of just store from a compliance reasons now, which is basically like, that's like laser as far as I'm concerned. >>Traditional business intelligence systems are like their version of Galatians chipped out somewhere and give me those reports. Five weeks later they come back. But that's different. Now you see people store that data and they realize that I need to touch it faster. I don't know yet when, that's why I'm teasing out this whole development 2.0 model because I'm just seeing more and more people want the data hanging around but not fully parked out in Malaysia or some sort of, you know, compliance storage. So there's, you know, I think, I think I kind of understand where you're going. There's a, I'm going to use a model for like how we used to do BI analytics and our own internal data warehouse. I also run the data warehouse for AWS. Um, and the classic BI model there is somebody asks a question, we go off and we just do some analysis and if it's a question that we're going to ask repeatedly, we don't, you know, a special fact table or a dimensional view or something to be able to grind through that particular view and do it very quickly. >>A Kunis is offers a different kind of data processing model, which is I'm collecting all of the data and make it easy to capture everything, but now I can start doing things like, Oh, there's, there's certain pieces of data that I want to respond to you quickly. Just like we would create dimensional views that would give us access to particular sets of data and very quick pace. We can now also respond to when those events are generated very quickly. Well, you guys are the young guns in the industry now. I'm a little bit older and the gray hair showing, we actually use the word data processing back in the day. The data processing that the DP department or the MIS department, if you remember those those days, MIS was the management information. Are we going back to those terms? I mean we're looking at look what's happening. >>Is it the software mainframe in the cloud? I mean these are some of the words you're using. Just data processing data pipeline. Well, I my S that's my work, but I mean we're back to those old school stuff but different, well and I think those kinds of very generic terms make a lot of sense for what we're doing is we, especially as we move into these brand new spaces like wow, what do I do with real time data? Like real time data processing is kind of the third type of big data processing or data warehousing was the first time I know what my data looks like. I've created indices like a pre computation of the data, uh, uh, Hadoop clusters and the MapReduce model was kind of the second wave of big data processing and realtime processing I think will be the third way. I think our process, well, I'm getting the hook here, but I got to just say, you guys are doing an amazing job. >>We're big fans of Amazon. I always say that, uh, you know, it was very rare in the history the world. We look at innovations like the printing press, the Wright brothers discover, you know, flying and things like we, Amazon with cloud. You guys have done something that's pretty amazing. But what I find fascinating is it's very rare to see a company that's commoditizing and disrupting and innovating at the same time. And it's really a unique value proposition and the competition is responding. IBM, Google. So you guys have a lot of targets painted on your back by a lot of big players. So, uh, one congratulations on your success, which means that you, you know, you're not going to go in the open field and fight the, the British if they said use the American revolution analogy. You've got to continue to compete. So what's your view of that? >>I mean, and I'm sure you don't talk about competition. You'd probably told him not to talk about it, but I mean, you got to know that all the guns are on you right now. The big guys are putting up the sea wall for your wave of innovation. How do you guys deal with that? It's just cause it's not like we, we ignore our competitors but we obsess about our customers, right? Like it's just constantly looking for what are people trying to do and how can we help them and can seem like a very simple strategy. But the strategy is built with people want and we get a lot of great feedback on how we can make our products better. And it certainly will force you to up your game when you have the competition citing on you. You've got more focused on the customer, which is cool. >>But like you guys kind of aware of like games on, I mean Amazon is at any given a little pep talk, Hey, game is on guys. Let's rock and roll. Right? You guys are aware, right? I think we're totally wearing, I think we're actually sometimes a little surprised at how long it's taken to our competitors to kind of get into this industry with us. So, uh, again, as Andy talked about earlier today, we've had eight years in the cloud computing market. It's been a great eight years and we have a lot of work to do, a lot of stuff that we're going to be almost ready for middle school. Um, final final question for you guys and give you the final word here. Share the photos on the last word is why is this show so important, right this point in time in this market. Why is this environment of the thousands of people that are here learning about Amazon, why, what should they know about why this is such an important advance? I think our summits are a great opportunity for us to share with customers how to use our AWS services. Learn firsthand from not only our hands on labs, but also our partners that are providing information about how they use AWS resources. It's, it's a great opportunity to meet a lot of people that are taking advantage of the cloud computing wave and see how to use the cloud most effectively. >>It's a great time to be in the cloud right now and the Olin's amazing services coming up. There's no better mind now of people coming together and so that's probably as good reasons. Then you guys are doing a great job disrupting change in the future. Modern enterprise and modern business, modern applications. Excited to watch it. If you guys keep focusing on your customer, but that customer base, you keep up the pace that's sick. That question, can you finish the race? That's what I always tell Dave a lot. They, I know Jay's watching Dave. Shout out to Dave Volante, who's on the mobile app right now is traveling. Guys, thanks for coming inside. Can he says great stuff. Closing the loop real time. Amazon really building it out. Thanks for coming on. If you'd be right back with our next guest after this short break. Thank you.