>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>Welcome back to the Cube's coverage of AWS Summit 2020. It's virtual online, and we're the Cube virtual here in our Palo Alto studios with our covert 19 crew. We're in place here, getting all the content remotely and also digitally. We're gonna bring that in the virtual. Got a great guest here as part of the program at AWS, but more importantly, part of the community doing its part both on building applications but also around covert 19 Dean, great CEO of Skylab APS ink. And they got an app that's being featured called Do your Part Hashtag Do your part, Dean, Thanks for spending the time to come in and talk with me. >>Excited to be here. >>You got to love this virtual ization going on, and I think you know the sad news around what's going on is really an indication of a New World order that we're seeing a new expectation of virtual izing the world that we live in. Obviously, we've been doing content at events. Now it's virtual or digital, but Still, people are online there. They're converging their lives with digital technologies. You guys are in that business. You have an app that's pretty compelling and relevant for the covert. 19. Take a minute to tell us about yourself and Skylab Appsync and do it. Do your part. Uh huh. >>Sure. Thank you. Thank you for having us on first fall. Well, what we do is kind of acts as we launch rapid response platforms. That entire platform in about a week's worth. The times If you have your on Facebook or INSTAGRAM, we'll be doing for causes tribes organizations or some sort of situation that requires there was something to get it quickly. Where you can shave were warning and track behaviors of that community to hit a certain goal. So since we've been doing this for years with all kinds of communities, we code it. We started hearing all these things on the news about companies coming forward and making face faster hand sanitizers, which were great products. But there's nothing out there that was tracking and helping the people that would be in quarantine. Hi, my little heroes inside all of us. So we knew that every night on the news. We were being told to stay home, but how do we track that stuff? So we just had the ability to do it, and we stepped forward and said Amazon aws But you help us and they said, Absolutely give you credits on servers will handle the server stuff. You have a platform and look for war. All these people at home kids and parents >>talk about the app itself. You guys are doing your part and flattening the curve. Tracing has become a topic that they were digitally connected. Why not use the technology for good? You guys have an effort to flatten the curve and track, and people are opting in its not like its surveillance government surveillance. This is actually an opt in. Do your part, you mentioned heroes. It's a hero journey, if you will. But people are doing Their part here is that we talk about the app. What's it's what's it all about? >>So when you go in that it's a one stop shop to learn about leaks to the CDC information. First of all, you want to know making sure you have real news getting quality information, so resource for education. But the unique thing about it is there's tons of those out there is that you have all the action's listed where you can now. Why should you? Why in your hands reaching out to here saying Thank you for spending time with pets, unplugging all the things that just not psychological but actually coded actions that are saving lives? People voluntarily going there report that they're doing that by clicking on it instantly shows up on the wall like Instagram feed, but it's private, and everyone now can see what people are doing. Their high fiving change each other on their badges, and major companies are jumping on board one wiser or a all kinds of companies outside of Amazon. But only when people are doing these things. We'd love the highlight report that these actions state. >>It's really also, I think it's well, first, it's awesome that you're doing in your agile enough with AWS. I want to get to that in a second. But I think the trend with code 19 that I'd like to get your thoughts on this. I think this has a lot of head room is not so much the feel good nature of it that I'm doing my part. But you're starting to see the user experience. People are tired, tired of sheltering in place. We're pushing now 23 months now into this and is gonna go on for more and more. Universities want to open. People want open up their jobs, and it's almost a new norm developing where the tribes, if you will, or groups of people. My daughter lives in San Francisco. She's got some roommates. They're sheltering in place. They're watching their actions. They also want to socialize. So it's almost like a badge collected license to get into a bar. It's like, Hey, I'm doing my part So it's It's almost a signaling kind of tribal thing that you're seeing. And I think this might be part of a future that we're gonna live in, because if I'm aware of my responsibilities and I'm doing my part, I want to communicate with people who are doing their part, and there >>are people who >>aren't doing their part by the way, that's well documented. And then there's a trust element in all this. >>Bring this >>together for us. What does this all means? That tribalism communalism, norms or developing interactions, and expectations are emerging. New roles and new responsibilities are emerging from this. Your thoughts >>well, you're hitting me on the head. Everything's troubling. That's what Sky was focused around. Is, for example, well, we started to help the cheerleading industry because it was a bunch of young athletes from ages 6 to 22. And we have over 40,000 kids, for example, that are tracking behaviors and wannabe recognized for doing the things that really matter in life, not just taking a selfie be rewarded for >>being cheat. >>So how do you compete with all the concepts of being famous for the wrong reasons? So, for example, let's cheer up. We work people for being better athletes, taking the actions that advanced. They're still being a better human beings doing their homework, getting Obama complement, doing the dishes and then making the world a better place. We were already doing that. Now I'm making the world a better place. Is in addition to stopping a bully. Reaching out don't mean girl. Now we have the corporate actions of making the world a better place. Track it, and what was shocking is they can now show that we've got kids that have had 200 days streaks over the last year, and they were addicted to the positive things, not just being cute anymore, also perfectly for covert actions in there. And people are just loving it. So we've got Bruce. Whether navy seals of whether it's with cheer or whether it's with any type of affinity group is out there. >>It's interesting because, you know, people love to see the lights on their selfies on their posts. This >>is a >>new kind of social signaling, but it's got again social responsibility. Kind of built in with the Gamification is in the right way. That's what you're saying. Is that what's happening? >>Yes, and you're sitting on a white paper they wrote recently. It's called Beyond. Gamification is via rest value reinforcement systems, and it's highly. It's much more addictive and sustained engaging for long term, because Gamification is what's done to you without really knowing via Rest is, you are the organization grabbing the steering wheel of deciding what other behaviors that you should be reinforcing. So the RS is the next evolution of Gamification. >>I think that's a huge point. I'd love to do a follow up segment on that because I think this is exactly what I call the Facebook blowback, which is the users, the product that's been kind of the Silicon Valley kind of vibe, and that's really true. Facebook has been, you know, not exploiting that. Using the free service in exchange for leveraging you and being game. Gamification applied to people here. The script is flipped. The users, they're telegraphing their data into a system that's rewarding them for positive things. And it could be on anything >>well and reward them in. Our system is when you're gonna grow a tribe. If you want to take something and grow bigger, you have to have the basics. Talk to me. Follow me. Here's all the resources of channels. Here's the behaviors I want you to do consistently, and then maybe here's some certification course you go. So it's like five little absent, one that are geared for growing the community because learning something I know is not proving that I am and I am is a huge gap between just know, and so everyone was teaching out there Today needs to start backing up their incredible keynotes with an incredible continuity program to create sustained trip transparent change. And you mentioned the GDP. Our rules the world has written, has wised up, realized. I don't mind telling me what I'm doing is long is I get to see what I'm doing. I'm in volunteering. Data don't go straight behind my back when I've been a part of that. Really, Where? On whether I'm general social media, they feel like they're part of the track and will mission. That's totally different than going to a specific apt to tell you when I do. >>This is innovation. I think this is a great, innovative trend. I think this is going to be around much longer on and have a lot, a lot, a lot of headroom to it, because I mean, every wants to be an influencer and have influence. But what you're getting at is interesting. It's reputation, it's who you are, and your actions are contributing to that. You can control that. That's a really great trend. Awesome stuff, great stuff. >>Well, you said very key work. We call them. Everyone likes to be influencers, but they don't feel they can compete with the beautiful, super powerful influencers on social media, where you've got 10 million followers or a 1,000,000 you have to just be the ultimate look, the ultimate fan. People are now realizing they could be micro influencers, and they're attitude. Will it? As long as you recognize us the same way, we want you to know that we're not just customer, not just a fan. I'm a micro influencers long. You'll recognize me and I'll tear the door down. >>Well, you know what? That's something that's near and dear to our hearts. After the Cube, we have a Cube alumni network. We don't try to monetize it. It's just really smart people we share content with. And no network is too small in our mind. We think that is ultimately where it's gonna go. Really appreciate that with Covert 19 as it evolves, you guys had this rapid app. Amazon's helping out. I'll see they're involved in giving you some credits. What's going on with Amazon? What's the relationship? Free credits? Are you an Amazon customer using Amazon Cloud? What's your relationship with AWS? >>Well, first, we wouldn't be able to do what we do about them. So all of our APs for communities are powered by Amazon in AWS. So in addition to that by the given its Cremins, they didn't just want to do your partner. They have all of the other existing communities rapidly deploy these actions, like the cheerleading young athletes like the ones for personal development. So we suddenly were able to track over a 1,000,000 actions taken in people's households of people have shown funny moments and give these with what they're doing is basically making off color. So Amazon really stepped up and help them not just the general public, but on the existing ones, with their leveraging technology that we run off of, as well as providing credits for all of those people. >>Well, congratulations for being featured on the Amazon Summit Virtual Appliances Cube online here is, well, virtual great stuff. Love to follow the progress quickly get a plug in for the company where you guys are at and share the length of that white paper. I think that's something that's worth promoting the white paper you mentioned. >>So the people get all this information sky dot world, so that's kind of the world that we're basically a platform that people have access to this white label. So you have a community organization that you want to be able to train, track to reward people, own your data, and we allow you own a copy of your of your source code. So we truly are empowered people. If you have a tribe, man, right, get your world. You know, this is where the science of engagement business we like to help you get that sustaining and, you know, what >>are you fast forward of? What's the pricing model? >>Yeah, so we started to set up a VM on a monthly fee unless they end up buying out the code and then typically just face to maintain it. So we were I was a customer, was someone was a young person who had developed a large tribe with decent sized multiple countries, and they realized I sold my company. All my people were on Facebook and Instagram, so I was only valued a certain value. Had I had all that community on a platform that I owned. Oh my gosh, I was like a younger rock star realized >>that you're rolling out the rock star and >>again having social >>graph and having that interest graph really creates a lot of value and congratulations. And I >>think you >>look forward to seeing the success. And thanks for doing your part. Literally, Figuratively with the march, check it out online bringing social responsibility and Gamification in the hands of the users where they can control it. The reputation and thank you for coming on the Cube. Really appreciate it. I'm John Furrier. Thanks for watching this Cube. Virtual covering AWS Summit Online. Their virtual event as we are in our quarantine crew studio here in Palo Alto doing all the remote interviews. I'm John Ferrier. Thanks for watching. Yeah, yeah, yeah, yeah.

>> Announcer: Live from Las Vegas, it's theCUBE, covering Splunk .conf19 , brought to you by Splunk. >> Okay, welcome back, everyone. It's theCUBE's live coverage of, we're on day three of our three days of coverage of .conf from Splunk. This is their 10th anniversary, and theCUBE has been there along the way, riding the data wave with them, covering all the action. Our next guest is Jill Cagliostro, who's a product strategist at Anomali, who also has a sister in cyber. So she's got the cyber sisters going on. Jill, great to have you on. Looking forward to hearing about your story. >> Great, thanks. I'm glad to be here. I've been in the security industry for about seven years now. I started when I was 19, and my sister had started before me. She's a few years older than me, and she started out doing defense contracting on the cyber side. And she just kind of ended up in the internship looking for a summer job, and she fell in love. And as I got to kind of learn about what she was doing and how it all worked together, I started to pursue it at Georgia Tech. And I joined our on campus hacker's group club, Grey Hat. I was the first female executive. That was fun. I ended up getting an internship from there with ConocoPhillips and Bishop Fox, and moved on to the vendor side eventually with a brief stop in security operations. >> And so you have a computer science degree from Georgia Tech, is that right? >> I do, and I'm actually pursuing my master's in their online master's in cyber security program right now as well. >> Awesome. Georgia Tech, great school. One of the best computer science programs. Been following it for years. Amazing graduates come out of there. >> Yeah, we've got some pretty impressive graduates. >> So you just jumped right into cyber, okay. Male-dominated field. More women are coming in, more than ever now because there's a big surface area in security. What's your-- What attracted you to cyber? So, I love that it's evolving, and it allows you to think about problems in different ways, right. It's a new problem, there's new issues to solve, and I've been exposed to technology from a young age. I went to an all girls high school which had a really strong focus on STEM. So, I took my first computer science class at 15, and it was in an environment of all women that were incredibly supportive. I actually started a scholarship at our high school to get more women to look at technology longer term as career options, and I go back and speak and teach them that technology is more than coding. There's product management, there's, you know, customer success, there's sales engineering, there's marketing, there's so much more in the space than just coding. So, I really try to help the younger generation see that and explore their options. >> You know that's a great point, and, you know, when I was in the computer science back in the '80s, it was coding. And then it was--well, I got lucky it was systems also, a lot of operating systems, and Linux revolution was just begun coming on the scene. But it's more than that. There's data, data analytics. There's a whole creative side of it. There's a nerdy math side. >> The user experience. >> John: There's a huge area. >> Work flows and processes is something that is so needed in the security industry, right. It's how you do everything. It's how you retain knowledge. It's how you train your new staff. And even just building processes, is something that can be tedious, but it can be so powerful. And if that's something your used to doing, it can be a great field to build. >> Well, you're here. It's our third day at the .conf, our seventh year here. What's your take of Splunk, because you're coming in guns blaring in the industry. You've got your cyber sister; she's at AWS. You see Splunk now. They've got a lot of capabilities. What's the security conversations like? What are people talking about? What's the top story in your mind here at .comf for security and Splunk? >> Yeah, so I'm actually a Splunk certified architect as well. Splunk was one of the first security tools that I really got to play with, so it's near and dear to my heart. And I get to work with-- I'm over at Anomali, which is a threat intelligence company, and I get to work with our own art, Splunk integration. So, what we do is we enable you to bring your intelligence into Splunk to search against all of the logs that you're bringing there to help you find the known data in your environment. And so, that's if you're a Splunk Enterprise customer or Splunk Core. But if you're an Enterprise Security customer, they have the threat intel component of their product, which we integrate with seamlessly. So, the components are really easy to work with, and we help you manage your intelligence a little bit more effectively, so you can significantly reduce your false positive rate while working within the framework you're comfortable in. And one of the-- >> What's the problem-- What's the problems statement that you guys solve? Is there one specific thing? >> God, there's--Yes there's quite a few issues, right. I would say the biggest thing that we solve is enabling our customers to operationalize their intelligence. There's so much information out there about the known bad, and CCOs and CEOs are sending emails every day, "Are we impacted? "Are we safe?" And we enable you to answer those questions very easily and very effectively. One of the other big trends we see is there is an issue in knowledge gaps, right. The industry is evolving so quickly. There's so much to know. Data on everything, right. So, we have another way that we can work with Splunk that isn't a direct integration, and it's our product called Anomali Lens. And what it does is it uses natural language processing to interpret the page that you're on and bring the threat intelligence to you. So, if you're looking at a Splunk search page, you know, investigating an incident on brute force, and you have a seemingly random list of IPs in front of you, and you need to know what does everyone else know about these, to make your job easier, you can scan it with Lens, and it'll bring the information right there to you. You don't have to go anywhere else. You can stay in the Splunk UI that you love. >> What's some exciting things you're working on now that you think people should know about that if maybe covered in the press or in the media or in general? What is some exciting areas that are happening? >> Yeah, so Lens is pretty exciting for us. We just launched that last month. We're doing a lot. So, we also have a product called Anomali Match, which is purpose built for threat intel because often what we see is when a breach happens, the indicators that you need to know if they're in your environment, they don't come to light until six months to a year later. And then being able to go backwards in time to answer that question of were you impacted can be very difficult and very expensive, right. Anomali Match is purpose built to answer those questions. So, as the indicators become available, you know immediately was I impacted on the order of seconds. So, it just enables you to answer your CEOs a little faster, right, and get better visibility into your environment. >> So when you look at data to everything, how do you see it evolving as more volume comes in? There's more threat surface area out there. >> Right, and continues to increase it's bounds. >> How should people be thinking about it as they zoom out and think architecturally, "I got to lay out my enterprise strategy. "I bought a few tools that try to be platforms, "but I need a broader playbook. "I need something bigger to help me." >> You've got to take a step back and get a little altitude, right? >> John: Yeah, take a little step back, yeah. >> Yeah, so threat intelligence should really be driving your whole security practice. We already know, for the most part, who's attacking who and what they're trying to do. And so, threat intelligence shouldn't just be an integration into Splunk, although that is a critical component of it. It should be informing, you know, your security practices where you stand up offices. There may be locations that are higher risk for you as a particular type of entity. And all this information is available, but you have to just get access to it. You need one place to stop where you can google the threat intel, and that's what Anomali ThreatStream, our flagship product, aims to do. And Lens just makes it more accessible than ever. Rather than having to go look it up yourself, it brings it to you. And so, we're trying to augment the knowledge base without having to memorize everything. That's what we need to do is we need to find ways to bring this information and make it more accessible so you don't have to look in three tools to find it. >> So, I got to ask you and change topics. As the younger generation comes into the industry, one of the things that I'm seeing as a trend is more developers are coming in. And it's not just so much devops, whose clouds gray, we love devops, but ops, network ops and security ops, are also a big part of it. People are building applications now. So, like, you're seeing startups that have been tech for good startups coming out, where you're seeing a great examples of people literally standing up applications with data. What's the young generation-- because there's a hacker culture out there that can move fast, solve a problem, but they don't have to provision a lot of stuff. That's what cloud computing does. But now Splunk's the world. Data's becoming more accessible. Data's the raw materials to get that asset or that value. What are developers-- how do you see the developers programming with data? >> So, they're looking at their jobs and saying, "What am I bored doing "that I have to do over and over every day, "and how can I automate it?" So, there's a lot of store technology. Splunk also has Phantom, and that's enabling our developers, our younger generation who grew up around Python and coding, to quickly plug a few pieces together and automate half their jobs, which gives them the time to do the really interesting stuff, the stuff that requires human intervention and interpretation, and analysis that can't be coded. And it's just giving us more time and more resources to put-- >> What kind of things are they doing with that extra time? Creative things, pet projects, or critical problems? >> Oh, God, so many pet projects. God, what are you interested in? I've seen things being done to like mine bit coin on the side, right, to make a little extra cash. That's always fun. I've seen people automate their social media profile. I've seen threat researchers use scripting to help them find new information on the internet and reshare it to build their public brand. That's a really big component of the younger generation that I don't think was as big in previous generations, where your public brand matters more than ever. And so, we're bringing that into everything we do. It's not just a job, it's a lifestyle. >> Sharing's a big ethos, too, sharing data. How important is sharing data in the security culture? >> Oh, it's critical. So, I mean, sharing data's been happening for forever, right. Company A has always been calling up their friend at company B, "Hey, we see this thing. "You might want to take a look, "but you didn't hear it from me," right. But through intel platforms, not just ThreatStream but all of them, allow you to share information at a larger scale ever than ever before. But it also, it gives you the ability to remain anonymous. Everyone's really scared to put into writing, "Hey, we saw this at our company," 'cause there's the risk of attribution, there's legal requirements, right. But with automated sharing you can retain a little bit of-- you can be a little bit anonymous. So, you can help the others be protected without exposing yourself to additional risk. >> Jill, you're awesome to have on theCUBE. Love to get the perspective of the young, up and coming, computer science, cyber, cyber sister. >> Cyber sister. >> John: You can just, other--where does she work? Amazon? >> She's over at AWS now. She just moved over a couple of weeks ago. We actually used to work together at Anomali. She did presales, and I did post sales. It was a lot of fun. >> And she hooked you into security, didn't she? >> Oh, she did, for better or worse, although I hope she's not watching. >> She will. She'll get a clip of this, I'll make sure. Jill, final question. The Splunk this year .conf, what's your takeaway? What are you going to take back to the office with you or share with your friends if they say, "Hey, what was the big story happening at Splunk this year?" What's going on here this year? >> The big thing is the data. The data is more accessible than ever before, so we're being challenged by Splunk to find new ways to use it, to innovate new ways. And I think that's kind of been their messaging the whole time, "Hey, we're giving you the power to do what you want. "What are you going to do with it?" This is my third Splunk conference in a row, and every year it just gets more and more exciting. I can't wait to see what next year holds. >> They allow people to deal with data, messy data to good data. >> Clean it up. >> John: Clean it up >> Make it easy to search across multiple data sources from one command line. Their user experience is the most intuitive I've used in terms of the log management solutions. >> Jill, great to have you, great insights. Thanks for sharing the data >> Thanks so much, John. >> John: here on theCUBE. Sharing data on theCUBE, that's what we do. We bring the data, the guests, we try to create it for you. Of course, we're data-driven, we're a CUBE-driven. I'm John Furrier, here from .conf, the 10th anniversary. We've been here from the beginning, riding the data tsunami waves. Waves plural 'cause there's more waves coming. I'm John Furrier. Thanks for watching. (upbeat music)

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >> Welcome to this Cube conversation here in Palo Alto, California. At the Cube Studios. I'm John for a host of the Cube. We're here for a company profile coming called De Monte. Here. Tom Barton, CEO. As V M World approaches a lot of stuff is going to be talked about kubernetes applications. Micro Service's will be the top conversation, Certainly in the underlying infrastructure to power that Tom Barton is the CEO of De Monte, which is in that business. Tom, we've known each other for a few years. You've done a lot of great successful ventures. Thehe Monty's new one. Your got on your plate here right now? >> Yes, sir. And I'm happy to be here, so I've been with the Amante GIs for about a year or so. Um, I found out about the company through a head turner. Andi, I have to admit I had not heard of the company before. Um, but I was a huge believer in containers and kubernetes. So has already sold on that. And so I had a friend of mine. His name is Brian Walden. He had done some massive kubernetes cloud based deployments for us at Planet Labs, a company that I was out for a little over three years. So I had him do technical due diligence. Brian was also the number three guy, a core OS, um, and so deeply steeped in all of the core technologies around kubernetes, including things like that CD and other elements of the technology. So he looked at it, came back and gave me two thumbs up. Um, he liked it so much that I then hired him. So he is now our VP of product management. And the the cool thing about the Amanti is essentially were a purpose built solution for running container based workloads in kubernetes on premises and then hooking that in with the cloud. So we believe that's very much gonna be a hybrid cloud world where for the major corporations that we serve Fortune 500 companies like banks like energy and utilities and so forth Ah, lot of their workload will maintain and be maintained on premises. They still want to be cloud compatible. So you need a purpose built platform to sort of manage both environments >> Yeah, we certainly you guys have compelling on radar, but I was really curious to see when you came in and took over at the helm of the CEO. Because your entrepreneurial career really has been unique. You're unique. Executive. Both lost their lands. And as an operator you have an open source and software background. And also you have to come very successful companies and exits there as well as in the hardware side with trackable you took. That company went public. So you got me. It's a unique and open source software, open source and large hardware. Large data center departments at scale, which is essentially the hybrid cloud market right now. So you kind of got the unique. You have seen the view from all the different sides, and I think now more than ever, with Public Cloud certainly being validated. Everyone knows Amazon of your greenfield. You started the cloud, but the reality is hybrid. Cloud is the operating model of the genesis. Next generation of companies drive for the next 20 to 30 years, and this is the biggest conversation. The most important story in tech. You're in the middle of it with a hot start up with a name that probably no one's ever heard of, >> right? We hope to change that. >> Wassily. Why did you join this company? What got your attention? What was the key thing once you dug in there? What was the secret sauce was what Got your attention? Yes. So to >> me again, the market environment. I'm a huge believer that if you look at the history of the last 15 years, we went from an environment that was 0% virtualized too. 95% virtualized with, you know, Vienna based technologies from VM Wear and others. I think that fundamentally, containers in kubernetes are equally as important. They're going to be equally as transformative going forward and how people manage their workloads both on premises and in the clouds. Right? And the fact that all three public cloud providers have anointed kubernetes as the way of the future and the doctor image format and run time as the wave of the future means, you know, good things were gonna happen there. What I thought was unique about the company was for the first time, you know, surprisingly, none of the exit is sick. Senders, um, in companies like Nutanix that have hyper converse solutions. They really didn't have anything that was purpose built for native container support. And so the founders all came from Cisco UCS. They had a lot of familiarity with the underpinnings of hyper converged architectures in the X 86 server landscape and networking, subsistence and storage subsystems. But they wanted to build it using the latest technologies, things like envy and me based Flash. Um, and they wanted to do it with a software stack that was native containers in Kubernetes. And today we support two flavors of that one that's fully open source around upstream kubernetes in another that supports our partner Red hat with open shift. >> I think you're really onto something pretty big here because one of things that day Volonte and Mine's too many men and our team had been looking at is we're calling a cloud to point over the lack of a better word kind of riff on the Web to point out concept. But cloud one daughter was Amazon. Okay, Dev ops agile, Great. Check the box. They move on with life. It's always a great resource, is never gonna stop. But cloud 2.0, is about networking. It's about securities but data. And if you look at all the innovation startups, we'll have one characteristic. They're all playing in this hyper converged hardware meat software stack with data and agility, kind of to make the original Dev ops monocle better. The one daughter which was storage and compute, which were virtualization planes. So So you're seeing that pattern and it's wide ranging at security is data everything else So So that's kind of what we call the Cloud two point game. So if you look at V m World, you look at what's going on the conversations around micro service red. It's an application centric conversation in an infrastructure show. So do you see that same vision? And if so, how do you guys see you enabling the customer at this saying, Hey, you know what? I have all this legacy. I got full scale data centers. I need to go full scale cloud and I need zero and disruption to my developer. Yeah, so >> this is the beauty of containers and kubernetes, which is they know it'll run on the premises they know will run in the cloud, right? Um and it's it is all about micro service is so whether they're trying to adopt them on our database, something like manga TB or Maria de B or Crunchy Post Grey's, whether it's on the operational side to enable sort of more frequent and incremental change, or whether it's on a developer side to take advantage of new ways of developing and delivering APS with C I. C. D. Tools and so forth. It's pretty much what people want to do because it's future proofing your software development effort, right? So there's sort of two streams of demand. One is re factoring legacy applications that are insufficiently kind of granule, arised on, behave and fail in a monolithic way. Um, as well as trying to adopt modern, modern, cloud based native, you know, solutions for things like databases, right? And so that the good news is that customers don't have to re factor everything. There are logical break points in their applications stack where they can say, Okay, maybe I don't have the time and energy and resource is too totally re factor a legacy consumer banking application. But at least I can re factor the data based here and serve up you know container in Kubernetes based service is, as Micro Service's database is, a service to be consumed by. >> They don't need to show the old to bring in the new right. It's used containers in our orchestration, Layla Kubernetes, and still be positioned for whether it's service measures or other things. Floor That piece of the shirt and everything else could run, as is >> right, and there are multiple deployments scenarios. Four containers. You can run containers, bare metal. Most of our customers choose to do that. You can also run containers on top of virtual machines, and you can actually run virtual machines on top of containers. So one of our major media customers actually run Splunk on top of K B M on top of containers. So there's a lot of different deployment scenarios. And really, a lot of the genius of our architecture was to make it easy for people that are coming from traditional virtualized environments to remap system. Resource is from the bm toe to a container at a native level or through Vienna. >> You mentioned the history lesson there around virtualization. How 15 years ago there was no virtualization now, but everything's virtualized we agree with you that containers and compares what is gonna change that game for the next 15 years? But what's it about VM? Where would made them successful was they could add virtualization without requiring code modification, right? And they did it kind of under the covers. And that's a concern Customs have. I have developers out there. They're building stacks. The building code. I got preexisting legacy. They don't really want to change their code, right? Do you guys fit into that narrative? >> We d'oh, right, So every customer makes their own choice about something like that. At the end of the day, I mentioned Splunk. So at the time that we supported this media customer on Splunk, Splunk had not yet provided a container based version for their application. Now they do have that, but at the time they supported K B M, but not native containers and so unmodified Splunk unmodified application. We took them from a batch job that ran for 23 hours down the one hour based on accelerating and on our perfect converged appliance and running unmodified code on unmodified K B m on our gear. Right, So some customers will choose to do that. But there are also other customers, particularly at scale for transaction the intensive applications like databases and messaging and analytics, where they say, You know, we could we could preserve our legacy virtualized infrastructure. But let's try it as a pair a metal container approach. And they they discovered that there's actually some savings from both a business standpoint and a technology tax standpoint or an overhead standpoint. And so, as I mentioned most of our customers, actually really. Deficiencies >> in the match is a great example sticking to the product technology differentiate. What's the big secret sauce describe the product? Why are you winning in accounts? What's the lift in your business right now? You guys were getting some traction from what I'm hearing. Yeah, >> sure. So look at the at the highest level of value Proposition is simplicity. There is no other purpose built, you know, complete hardware software stack that delivers coup bernetti coproduction kubernetes environment up and running in 15 minutes. Right. The X 86 server guys don't really have it. Nutanix doesn't really have it. The software companies that are active in this space don't really have it. So everything that you need that? The hardware platform, the storage infrastructure, the actual distribution of the operating system sent the West, for example. We distribute we actually distributed kubernetes distribution upstream and unmodified. And then, very importantly, in the combinations landscape, you have to have a storage subsystem in a networking subsystem using something called C s I container storage interface in C N I. Container networking interface. So we've got that full stack solution. No one else has that. The second thing is the performance. So we do a certain amount of hardware offload. Um, and I would say, Amazons purchase of Annapurna so Amazon about a company called Annapurna its basis of their nitro technology and its little known. But the reality is more than 50% of all new instances at E. C to our hardware assisted with the technology that they thought were offloaded. Yeah, exactly. So we actually offload storage and network processing via to P C I. D cards that can go into any industry server. Right? So today we ship on until whites, >> your hyper converge containers >> were African verge containers. Yeah, exactly. >> So you're selling a box. We sell a box with software that's the >> with software. But increasingly, our customers are asking us to unbundle it. So not dissimilar from the sort of journey that Nutanix went through. If a customer wants to buy and l will support Del customer wants to buy a Lenovo will support Lenovo and we'll just sell >> it. Or have you unbundled? Yetta, you're on bundling. >> We are actively taking orders for on bundling at the present time in this quarter, we have validated Del and Lenovo as alternate platforms, toothy intel >> and subscription revenue. On that, we >> do not yet. But that's the golden mask >> Titanic struggle with. So, yeah, and then they had to take their medicine. >> They did. But, you know, they had to do that as a public company. We're still a private company, so we can do that outside the limelight of the public >> markets. So, um, I'm expecting that you guys gonna get pretty much, um I won't say picked off, but certainly I think your doors are gonna be knocked on by the big guys. Certainly. Delic Deli and see, for instance, I think it's dirty. And you said yes. You're doing business with del name. See, >> um, we are doing as a channel partner and as an OM partner with them at the present time there, I wouldn't call them a customer. >> How do you look at V M were actually there in the V M, where business impact Gelsinger's on the record. It'll be on the Cube, he said. You know Cu Bernays the dial tone of the Internet, they're investing their doubling down on it. They bought Hep D O for half a billion dollars. They're big and cloud native. We expect to see a V M World tons of cloud Native conversation. Yes, good, bad for you. What's the take? The way >> legitimizes what we're doing right? And so obviously, VM, where is a large and successful company? That kind of, you know, legacy and presence in the data center isn't gonna go anywhere overnight. There's a huge set of tooling an infrastructure that bm where has developed in offers to their customers. But that said, I think they've recognized in their acquisition of Hep Theo is is indicative of the fact that they know that the world's moving this way. I think that at the end of the day, it's gonna be up to the customer right. The customer is going to say, Do I want to run containers inside? Of'em? Do I want to run on bare metal? Um, but importantly, I think because of, you know, the impact of the cloud providers in particular. If you think of the lingua franca of cloud Native, it's gonna be around Dr Image format. It's gonna be around kubernetes. It's not necessarily gonna be around V M, d K and BMX and E s X right. So these are all very good technologies, but I think increasingly, you know, the open standard and open source community >> people kubernetes on switches directly is no. No need, Right. Have anything else there? So I gotta ask you on the customer equation. You mentioned you, you get so you're taking orders. How you guys doing business today? Where you guys winning, given example of of why people while you're winning And then for anyone watching, how would they know if they should be a customer of yours? What's is there like? Is there any smoke signs and signals? Inside the enterprise? They mentioned batch to one hour. That's just music. Just a lot of financial service is used, for instance, you know they have timetables, and whether they're pulling back ups back are doing all the kinds of things. Timing's critical. What's the profile customer? Why would someone call you? What's the situation? The >> profile is heavy duty production requirements to run in both the developer context and an operating contact container in kubernetes based workloads on premises. They're compatible with the cloud right so increasingly are controlled. Plane makes it easy to manage workloads not just on premises but also back and forth to the public cloud. So I would argue that essentially all Fortune 500 companies Global 1000 companies are all wrestling with what's the right way to implement industry standard X 86 based hardware on site that supports containers and kubernetes in his cloud compatible Right? So that that is the number one question then, >> so I can buy a box and or software put it on my data center. Yes, and then have that operate with Amazon? Absolutely. Or Google, >> which is the beauty of the kubernetes standards, right? As long as you are kubernetes certified, which we are, you can develop and run any workload on our gear on the cloud on anyone else that's carbonated certified, etcetera. So you know that there isn't >> given example the workload that would be indicative. >> So Well, I'll cite one customer, Right. So, um, the reason that I feel confident actually saying the name is that they actually sort of went public with us at the recent Gardner conference a week or so ago when the customer is Duke Energy. So very typical trajectory of journey for a customer like this, which is? A couple years ago, they decided that they wanted re factor some legacy applications to make them more resilient to things like hurricanes and weather events and spikes in demand that are associated with that. And so they said, What's the right thing to do? And immediately they pick containers and kubernetes. And then he went out and they looked at five different vendors, and we were the only vendor that got their POC up and running in the required time frame and hit all five use case scenarios that they wanted to do right. So they ended up a re factoring core applications for how they manage power outages using containers and kubernetes, >> a real production were real. Production were developing standout, absolutely in a sandbox, pushing into production, working Absolutely. So you sounds like you guys were positioned to handle any workload. >> We can handle any workload, but I would say that where we shine is things that transaction the intensive because we have the hardware assist in the I o off load for the storage and the networking. You know, the most demanding applications, things like databases, things like analytics, things like messaging, Kafka and so forth are where we're really gonna >> large flow data, absolutely transactional data. >> We have customers that are doing simpler things like C I. C D. Which at the end of the day involves compiling things right and in managing code bases. But so we certainly have customers in less performance intensive applications, but where nobody can really touch us in morning. What I mean is literally sort of 10 to 30 times faster than something that Nutanix could do, for example, is just So >> you're saying you're 30 times faster Nutanix >> absolutely in trans actually intensive applications >> just when you sell a prescription not to dig into this small little bit. But does the customer get the hardware assist on that as well >> it is. To date, we've always bundled everything together. So the customers have automatically got in the heart >> of the finest on the hard on box. Yes. If I buy the software, I got a loaded on a machine. That's right. But that machine Give me the hardware. >> You will not unless you have R two p C I. D. Cards. Right? And so this is how you know we're just in the very early stages of negotiating with companies like Dell to make it easy for them to integrate her to P. C. I. D cards into their server platform. >> So the preferred flagship is the is the device. It's a think if they want the hardware sit, that they still need to software meeting at that intensive. It's right. If they don't need to have 30 times faster than Nutanix, they can just get the software >> right, right. And that will involve RCS. I plug in RCN I plug in our OS distribution are kubernetes distribution, and the control plane that manages kubernetes clusters >> has been great to get the feature on new company, um, give a quick plug for the company. What's your objectives? Were you trying to do. I'll see. Probably hiring. Get some financing, Any news, Any kind of Yeah, we share >> will be. And we will be announcing some news about financing. I'm not prepared to announce that today, but we're in very good shape with respected being funded for our growth. Um, and consequently, so we're now in growth mode. So today we're 55 people. I want to double back over the course of the next 4/4 and increasingly just sort of build out our sales force. Right? We didn't have a big enough sales force in North America. We've gotta establish a beachhead in India. We do have one large commercial banking customer in Europe right now. Um, we also have a large automotive manufacturer in a pack. But, um, you know, the total sales and marketing reach has been too low. And so a huge focus of what I'm doing now is building out our go to market model and, um, sort of 10 Xing the >> standing up, a lot of field going, going to market. How about on the biz, Dev side? I might imagine that you mentioned delicate. Imagine that there's a a large appetite for the hardware offload >> absolution? Absolutely. So something is. Deb boils down to striking partnerships with the cloud providers really on two fronts, both with respect the hardware offload and assist, but also supporting their on premises strategy. So Google, for example, is announced. Antos. This is their approach to supporting, you know, on premises, kubernetes workloads and how they interact with cool cloud. Right. As you can imagine, Microsoft and Amazon also have on premises aspirations and strategies, and we want to support those as well. This goes well beyond something like Amazon Outpost, which is really a narrow use case in point solution for certain markets. So cloud provider partnerships are very important. Exit E six server vendor partnership. They're very important. And then major, I s V. So we've announced some things with red hat. We were at the Red Hat Open summit in Boston a few months ago and announced our open ship project and product. Um, that is now G a. Also working with eyes, he's like Maria de be Mondo di B Splunk and others to >> the solid texting product team. You guys are solid. You feel good on the product. I feel very good about the product. What aboutthe skeptics are out there? Just to put the hard question to use? Man, it's crowded field. How do you gonna compete? What do you chances? How do you like your chances known? That's a very crowded field. You're going to rely on your fastballs, they say. And on the speed, what's the what's What's your thinking? Well, it's unique. >> And so part of the way or approve point that I would cite There is the channel, right? So when you go to the channel and channel is afraid that you're gonna piss off Del or E M. C or Net app or Nutanix or somebody you know, then they're not gonna promote you. But our channel partners air promoting us and talking about companies like Life Boat at the distribution level. Talking about companies like CD W S H. I, um, you know, W W t these these major North American distributors and resellers have basically said, Look, we have to put you in our line car because you're unique. There is no other purpose built >> and why that, like they get more service is around that they wrap service's around it. >> They want to kill the murder where they want to. Wrap service's around it, absolutely, and they want to do migrations from legacy environments towards Micro Service's etcetera. >> Great to have you on share the company update. Just don't get personal. If you don't mind personal perspective. You've been on the hardware side. You've seen the large scale data centers from racquetball and that experience you'll spit on the software side. Open source. What's your take on the industry right now? Because you're seeing, um, I talked a lot of sea cells around the security space and, you know, they all say, Oh, multi clouds a bunch of B s because I'm not going to split my development team between four clouds. I need to have my people building software stacks for my AP eyes, and then I go to the vendors. They support my AP eyes where you can't be a supplier. Now that's on the sea suicide. But the big mega trend is there's software stacks being built inside the premise of the enterprise. Yes, that not mean they had developers before building. You know, Kobol, lapse in the old days, mainframes to client server wraps. But now you're seeing a Renaissance of developers building a stack for the domain specific applications that they need. I think that requires that they have to run on premise hyper scale like environment. What's your take on it >> might take is it's absolutely right. There is more software based innovation going on, so customers are deciding to write their own software in areas where they could differentiate right. They're not gonna do it in areas that they could get commodities solutions from a sass standpoint or from other kinds of on Prem standpoint. But increasingly they are doing software development, but they're all 99% of the time now. They're choosing doctor and containers and kubernetes as the way in which they're going to do that, because it will run either on Prem or in the Cloud. I do think that multi cloud management or a multi multi cloud is not a reality. Are our primary modality that we see our customers chooses tons of on premises? Resource is, that's gonna continue for the foreseeable future one preferred cloud provider, because it's simply too difficult to to do more than one. But at the same time they want an environment that will not allow themselves to be locked into that cloud bender. Right? So they want a potentially experiment with the second public cloud provider, or just make sure that they adhere to standards like kubernetes that are universally shared so that they can't be held hostage. But in practice, people don't. >> Or if they do have a militant side, it might be applications. Like if you're running office 3 65 right, That's Microsoft. It >> could be Yes, exactly. On one >> particular domain specific cloud, but not core cloud. Have a backup use kubernetes as the bridge. Right that you see that. Do you see that? I mean, I would agree with by the way we agreed to you on that. But the question we always ask is, we think you Bernays is gonna be that interoperability layer the way T c p I. P was with an I p Networks where you had this interoperability model. We think that there will be a future state of some point us where I could connect to Google and use that Microsoft and use Amazon. That's right together, but not >> this right. And so nobody's really doing that today, But I believe and we believe that there is, ah, a future world where a vendor neutral vendor, neutral with respect to public cloud providers, can can offer a hybrid cloud control plane that manages and brokers workloads for both production, as well as data protection and disaster recovery across any arbitrary cloud vendor that you want to use. Um, and so it's got to be an independent third party. So you know you're never going to trust Amazon to broker a workload to Google. You're never going to trust Google to broker a workload of Microsoft. So it's not gonna be one of the big three. And if you look at who could it be? It could be VM where pivotal. Now it's getting interesting. Appertaining. Cisco's got an interesting opportunity. Red hats got an interesting opportunity, but there is actually, you know, it's less than the number of companies could be counted on one hand that have the technical capability to develop hybrid cloud abstraction that that spans both on premises and all three. And >> it's super early. Had to peg the inning on this one first inning, obviously first inning really early. >> Yeah, we like our odds, though, because the disruption, the fundamental disruption here is containers and kubernetes and the interest that they're generating and the desire on the part of customers to go to micro service is so a ton of application re factoring in a ton of cloud native application development is going on. And so, you know, with that kind of disruption, you could say >> you're targeting opening application re factoring that needs to run on a cloud operating >> model on premise in public. That's correct. In a sense, dont really brings the cloud to theon premises environment, right? So, for example, we're the only company that has the concept of on premises availability zones. We have synchronous replication where you can have multiple clusters that air synchronously replicated. So if one fails the other one, you have no service disruption or loss of data, even for a state full application, right? So it's cloud like service is that we're bringing on Prem and then providing the links, you know, for both d. R and D P and production workloads to the public Cloud >> block locked Unpack with you guys. You might want to keep track of humaneness. Stateville date. It's a whole nother topic, as stateless data is easy to manage with AP Eyes and Service's wouldn't GET state. That's when it gets interesting. Com Part in the CEO. The new chief executive officer. Demonte Day How long you guys been around before you took over? >> About five years. Four years before me about been on board about a year. >> I'm looking forward to tracking your progress. We'll see ya next week and seven of'em Real Tom Barton, Sea of de Amante Here inside the Cube Hot startup. I'm John Ferrier. >> Thanks for watching.

>> Live from Las Vegas, it's The Cube, covering Magento Imagine 2019. Brought to you by Adobe. >> Welcome to The Cube. Lisa Martin with Jeff Frick, live at The Wynn Las Vegas, for Magento Imagine 2019. This is a really buzzy event. All e-commerce innovation, tech talks, with about 3,500 folks, and we're excited to welcome to The Cube Tina Mulqueen, CEO of Kindred PR Marketing Agency as well as contribute with Forbes, Digital Trends, expert on e-commerce, I would say. Welcome to The Cube. >> Thank you so much for having me. I'm happy to be here. >> So we were talking about influencer marketing before we went live. And you have been doing, been working in that kind of before it was even a concept. We were just saying how much marketing has changed in the last few years alone, and how brands have had to to survive and be profitable, evolve with that. Give us a bit of a perspective, first on kind of Kindred PR, what you're doing, how you got involved in influencer marketing. >> Sure, so I was really fortunate to have some great mentors early in my marketing career that kind of ushered me along in the right direction and said hey, I think we should really pay attention to this whole Twitter thing and what's happening with these real, everyday people that are amassing a following on Twitter, and that's really where it started was on that platform. So I ended up on a team for CBS that did some of the influencer marketing for Vanity Fair and for their coverage of The Insider and Entertainment Tonight, and we would work with them to get event coverage to trend online. And as you mentioned, that was before, really, we knew what influencer marketing was. It wasn't really, it didn't have to a name, so to speak, at that time. And so I learned a lot from then, and we have kind of come full circle with influencer marketing, where it, I was at first working with these sort of micro influencers, as we would call them now. And then it was a lot of brands working with more of the celebrity influencers, like the Kim Kardashians of the world, and now it's gone back to brands are really interested in these micro influencers again because of the concept of authenticity, which is a big one right now, that marketers are paying attention to. >> Exactly what I was going to say. >> So how do they dance around the authenticity? It's such an interesting and knife edge, right? Because you want people to promote your products because they like them, and that's the original celebrity endorsement back in the early days, right? People actually did use the product that they endorsed. But now you get paid endorsements, and people can see through that. At the same time, it obviously has some results, or people would not continue to invest, and now it's come full circle, whereas you said because of the internet, I with some particular interest can reach a huge number of people around a really small interest set, because of the distribution of the internet. >> Right. So what's interesting is, influencer marketing, when we first really started talking about influencer marketing, we treated it as word-of-mouth marketing. And it had some incredible benefits over some more traditional kinds of marketing because it was word of mouth. And then because influencer marketing had a lot of investments, brands were investing heavily in influencer marketing, and we were dealing more with celebrity influencers, consumers became smarter as well during this time. And then they started looking at these celebrity endorsements and realizing that these are not real endorsements. And so I think that's where we're seeing this shift back to micro influencers, and people that are really using the products that these brands are touting. >> But how does a brand, how do they engage with the micro influencer? >> Actually, there's a really great case study that I always use as an example of this, and it's actually BECCA Cosmetics, which, BECCA's one of the, I think the number one, sales cosmetic line in Sephora. And they reached out, I think it was about a year ago, maybe a couple of years ago now. They reached out to an influencer because they realized that their website traffic was going up every time a certain influencer would go live on YouTube and was using their products. So BECCA reached out to this influencer that was organically using the products, and collaborated with the influencer to create a line of products of her own. And that really, I think they sold out within the first hour when they actually went live with the product line. So that's a great example of how to engage with an influencer that is organically using your brand, and making sure that you're also including their audience, in, like, the iteration of the product, because then the audience of the influencer is also invested. >> And what defines influencer versus a micro influencer? I imagine the sheer volume of followers, but there's got to be more to it than that, because there's this really cool example that you gave, what BECCA Cosmetics found was much more probably authenticity. So talk to us about not just the number drivers there, but some of the other, I mean, it's one thing to be able to blast something to 100,000 people. It's a whole other thing to actually be able to engage their followers and convert it to a transaction. >> Right. So I think that often when we hear brands talking about micro or macro influencers, they really are talking about the number of followers, but I think you bring up a really great point with respect to that level of engagement of that following and how to really tap into somebody that is engaging their following. So I think brands are going toward actual experts in their field, or actual experts in the product line in a bigger capacity now because they know that what they say is going to be more meaningful to their audience and more engaging to their audience, rather than based on number of followers alone. So there's a lot of different things that are going into play to create a better context for marketing. >> I'm curious how other metrics have evolved beyond just the transaction. So there's the followers, and then, you know, there's obviously transactions, as you said, there's website traffic. But as people, as brands are starting to realize that engagement, ongoing engagement, interaction with content is part of the relationship, separate from and a value to the actual transaction. How have their metrics changed? How are they reviewing these programs? I'm sure a lot of it at first was, "Well, we hope it works, we think it's working." But how has that matured over time? >> It definitely has matured, and there are some platforms out there that will try to quantify influencer marketing in different ways than we've seen in the past. It's gotten a lot more sophisticated. That said, marketers still have a real challenge ahead of them in terms of quantifying their efforts in a meaningful way, because it's still hard to put a number to brand sentiment. And that's a lot of what influencer marketing is. >> Right. And is it, from an investment point of view, I always think of people with a large bucket of money, right, they put a very small piece in their venture fund, which has a real low probability of a hit, but if it hits, it hits big. And when they're budgeting for the influencer program, is it kind of like that? You know, we've got this carve-out that we are not quite sure what the ROI is. We think it's important. We don't want to miss out. Versus, you know, what I'm spending on print or what I'm spending on TV, or what I'm spending on kind of traditional campaigns. How are marketers looking at that within their portfolio? >> It is a great questions, and I think that marketers know that they need to invest in influencer marketing, so we're seeing an influx of investment coming in through influencer marketing. That said, I've been in a lot of conversations with brands that are talking about, do we go the macro influencer route or do we go with the micro influencer route? And right now I think that brands are starting to realize that if you get a lot of voices or a number of voices that are sharing the same sentiment and that are able to feed off of each other with respect to the conversation and amplify each other because even if you have micro influencers with smaller following count, they're going to amplify each other's content, and that ends up in the long run, as we talked about, being more authentic. So that's where a lot of the conversations are going right now in terms of how to spend that influencer marketing budget and weighing the pros and cons of those different options. >> Well, marketing is and should be a science these days. There is so much data about all of us from everything we do every day that brands need to be able to evaluate that, leveraging platforms from Adobe Magento for example, going back to the BECCA Cosmetics and thinking well, if they evaluate these micro influencers and the lift and the traffic that they get, if they're actually using that data appropriately then that should be able to inform how they're actually carving up their investment dollars into which influencers, macro or micro, they know that is going to make the biggest impact on revenue. So it behooves marketing organizations to become scientific and actually use all this consumer data that we are all putting out through our phones, on social devices, constantly. >> Absolutely. I think it's a great point. And I hear often from clients too that they have, they've invested in these platforms that will sort of try to analyze the data, but they're not doing anything with that data. So a lot of e-commerce merchants and retailers, if you don't have a strategy on how you're going to implement that what you're learning from your consumers, then it ends up falling flat. >> What's the biggest surprise you hear from marketers today in terms of this influencer marketing? Are they confused, they're getting it, are there any, I mean you had one really good success story, are there any other, you know, kind of success stories you can share that this is a very different way to get your message into the marketplace? >> You know, one thing that I think people should do more of, that it kind of surprises me that we aren't seeing more of is using media as a channel for e-commerce merchants to have an affiliate strategy. So basically utilizing influencers in collaboration with a media channel to be able to have a new revenue stream. I think that that's something that we haven't seen very often. It's something that when I was working as the CMO for a public trading company called Grey Cloak Technologies, we worked with Sherell's, which is a company that we were acquiring at the time to consult with Marie Claire on how to incorporate influencers into their e-commerce strategy as a publisher. And that's something that I think that people could take more advantage of. >> Even just with affiliate codes or coupon codes and those types of things? They're just not really executing on it that well. >> Right, right. And I think that part of it is a technological component, like the technology isn't quite there to be able to implement, well, to be able to implement that on a wide scale. Like Marie Claire, Sherell's ended up creating the technology for them to be able to incorporate influencers into their e-commerce strategy. But I think that we're going to see more of that. >> Right, because for the influencer, that's one of many sources of revenue that they need to execute on if they're actually going to build, you know, a lifestyle business around being, you know, quote-unquote influencer. They need that affiliate revenue on top of their advertising revenue and all these other little pieces, selling t-shirts, etc. >> Right, right. And we're seeing some companies that are coming to the table to try to provide solutions. One company that I've been watching for a while is called COSIGN, and their platform basically allows influencers to integrate on the platform and link things through social media so that people can buy through a picture, on Facebook for example. So I think we're going to see more of those types of technologies as well. >> Let's talk kind of on the spirit of trends and some of the things that you are seeing. There was this big trend in the last few years of everybody wanting to be able to, we can get anything through Amazon, right? And we can get in a matter of hours. But looking at, and seeing some big box stores that did not do a good job of being able to blend physical, digital, virtual, all these storefronts. What though are you seeing in terms of companies, maybe enterprises, needing to sort of still have or offer a brick and mortar experience? Like we were talking to HP Inc. this morning, he was on stage, and this click and collect program that they launched in APEC where depending on their region, people need to be able to start and actually transact online, but actually fulfill in store. In terms of like, maybe, either reverse engineering online to brick and mortar or hybridizing the two, what are some of the trends that you're seeing that businesses really need to start paying attention to? >> Sure, so I think that omnichannel has been a buzzword for some time, and the way that marketers are looking at omnichannel now, or the way that retailers are looking at omnichannel now is a little bit different. At first, when we started talking about the concept of create this sort of seamless interplay between brick and mortar and online storefronts, it was about taking the brick and mortar experience and putting it online. And now I think marketers are getting better at realizing that those are two completely different channels, and your customer's in a different place in both of those channels. So you need to give them an experience that is relevant for the channel, and it can be totally different than what we're used to in traditional retail stores. But brick and mortar obviously does have a place. We're seeing Amazon come out with their own brick and mortar locations, and we're seeing different e-commerce startups have brick and mortar locations and be very successful with them too as an e-commerce first storefront. So there's definitely a place for brick and mortar. I think people will always have to shop in brick and mortar storefronts, although we obviously are going to get more sophisticated delivery options, and that's coming as well. But I think that it's really an interplay and it's understanding what the channels are and where your consumers are at in that space. >> And then the whole next generation of that, which we're hearing about here, like shopping inside of Instagram. So now as opposed to a destination or I'm going to some place to buy something, whether it's online or a store, now it's actually just part of experiencing the media, as you said, and oh by the way, while I'm here, that looks interesting, I'll take one of those as well. Whole different level of experience that the retailers now have to support. >> Right, absolutely. There are other technology platforms too that, like one of them is basically producing video content that you can scroll over, or let's say you were just watching a commercial on your television, or maybe it's not even a commercial. Maybe it's like real long form content, and if you scroll over a product in the image, you can purchase it out of that video. And so these things are coming as well. It's really an exciting time. But it's an exciting time to be creative as well, because you have to have some creativity behind these strategies in order to make an impression on the consumer. >> It's exciting and creepy at the same time. (Jeff laughing) I don't know if my wallet can handle that. But we'll see. But one of the things I was wondering, when you were talking about, for example, Amazon going, starting as this online mega store and now having brick and mortar stores, the acquisition of Whole Foods. I can't go in there and shop without being asked if I'm a Prime member. But what are some of the sort of foundational customer experience expectations that, because I would think personalization would be kind of a common foundation that whether I'm shopping online with whatever, I want whoever I'm buying from, especially if I have a history, I want them to know what I've bought before, maybe my average order value, to be able to kind of incentivize loyalty. But I probably want the same thing if I'm in a brick and mortar. Are you seeing some sort of key foundations that businesses, whether they do one, the other, or both, need to put in place that can span both? >> Absolutely. So I think it's a great point. I think personalization and the experience. Obviously we're hearing so much about experience in terms of e-commerce, but in brick and mortar stores in particular. But I think that the personalization piece is such an important one. But I also think that it's now getting to where we need to personalize more on the marketing for no matter what channel it is. So you need to bring that physical experience with the customer to your e-commerce efforts as well so that you can, for example, if you're going to email market to me, I want it to be relevant. I want to know that you have been paying attention to my shopping habits, and it's kind of a fine line with respect to data, but if you're going to be using my data, I want to make sure that it's useful to me and it saves me time. >> And it kind of goes back to a point Jeff and I have heard a number of times today, and that's validating me as a consumer that you understand that what I'm interested in that you have to offer, you understand it, it's important to both of us. Well Tina, I wish we had more time to keep talking with you, but we thank you so much for joining us on The Cube this afternoon and talking with us about some of the things that you're seeing, your experiences. And now I know the difference between an influencer, macro and micro, and why they can be so important to brands of any size. So thank you for your time. >> Thank you so much for having me. >> Our pleasure >> Thank you. >> For Jeff Frick, I'm Lisa Martin, you're watching us on The Cube live from Las Vegas at Magento Imagine 2019. Thanks for watching. (upbeat digital music)

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Welcome back to the live coverage here in Mosconi North in San Francisco for IBM. Think this. The cubes coverage. I'm Jeffrey David. Launching a too great guest here. Carlos. Gavel, gavel. A chief date. Officer Clara, Columbia and Carlos. See? Good. Engage your manager. IBM data Science elite team a customer of IBM country around data science. Welcome to the Cube. Thanks for joining us. Thanks for having us. So we'll hear the street, the street to shut down a i N E. Where's the big theme? Multi cloud. But it's all about the data everywhere. People trying to put end to end solutions together to solve real business problems. Date is at the heart of all this moving date around from cloud to cloud using. Aye, aye. And technology get insights out of that. So take a minute to explain your situation, but you got to try to do. >> Okay. Okay, Perfect. Right now, we're working out a lot about the business thing because we need to use the machine learning models or all the artificial intelligence toe. Take best decisions for the company. Way. We're working with Carlo in a charming mother in order to know how how come with a boy the customers left the company Because for us it's very important to maintain our our customer toe. Now, how they're how are the cables is from them. There are two facility intelligences is next selling way to do it that way. Have a lot of challenge about that because, you know, we have a lot of data, different systems, that they're running the data way need to put all the information together to run them to run the mother's. The team that Carlo is leaving right now is helping to us a lot because we WeII know how to handle that. We know howto clean the data when you have to do the right governess for the data on the IBM iniquity is very compromised with us in there in order to do that safely. That is one of the union that is very close to us right now. She was working a lot with my team in order to run the models. You saying she was doing a lot of four. I mean, over fight on right now we are trained to do it in over the system, running this park on DH that is they? They Good way that we are. We are thinking that is going to get the gold for us way Need to maintain our customers. >> So years the largest telecommunications piece Claro in Mexico for boys and home services. Is that segments you guys are targeting? Yeah, Yeah. Scope. Size of how big is that? >> Clarisa? Largest company in Colombia For telecommunication. We have maybe fifty million customers in Colombia. More than fifty percent of the market marketer also way have many maybe two point five millions off forms in Colombia. That is more than fifty percent of the customers for from services on. Do you know that it's a big challenge for us because the competitors are all the time. Tryinto take our customers on DH the charm or they'll have toe. How's the boy that and how to I hope to do their artificial intelligence to do it much learning. It's a very good way to do that. >> So classic problem and telecommunications is Charon, right? So it's a date. A problem? Yeah, but So how did it all come about? So these guys came to you? >> Yeah. They help The game does. We got together. We talked about the problem and in turn was at the top right. These guys have a ton of data, so what we did is the team got together. We have really the way to data sensibly team works is we really helped clients in three areas. It's all about the right skills, the right people, the right tools and then the right process. So we put together a team. We put together some agile approaches on what we're going to do on DH. Then we'd get started by spinning up in environment. We took some data and we took there. And there's a lot of data is terabytes of data. We took their user data way, took their use users usage data, which is like how many text, cellphone and then bill on day that we pulled all that together and environment. Then the data scientists alongside what Carlos is team really worked on the problem, and they addressed it with, you know, machine learning, obviously target. In turn, they tried a variety of models, But actually, boost ended up being one of the better approaches on DH. They came up with a pretty good accuracy about nineties ninety two. Percent precision on the model. Predicting unpredictable turn. Yeah. >> So what did you do with that? That >> that that is a very good question because the company is preparing to handle that. I have a funny history. I said today to the business people. Okay, these customers are going to leave the company. Andi, I forget about that on DH. Two months later, I was asking Okay, what happened? They say, Okay, your model is very good. All the customers goes, >> Oh, my God, What >> this company with that they weren't working with a with information. That is the reason that we're thinking that the good ways to fame for on the right toe the left because twist them which is therefore, pulls the purposes toe Montana where our customers And in that case, we lose fifty thousand customers because we didn't do nothing Where we are close in the circle, we are taking care about that prescriptive boys could have tto do it on. OK, maybe that is her name. Voice problem. We need to correct them to fix the problem in orderto avoid that. But the fetus first parties toe predict toe. Get any score for the charm on Tau handled that with people obviously working. Also at the root cause analysis because way need to charm, way, need to fix from their road, >> Carla. So walk us through the scope of, like, just the project, because this is a concern we see in the industry a lot of data. How do I attack it? What's the scoop? You just come in and just into a data lake. How do you get to the value? These insights quickly because, honestly, they're starving for insights would take us through that quick process. >> Well, you know, every every problems with different. We helped hundreds of clients in different ways. But this pig a problem. It was a big data problem because we knew we had a lot of data. They had a new environment, but some of the data wasn't there. So what we did was way spun up a separate environment. We pulled some of the big data in there. We also pulled some of the other data together on DH. We started to do analysis on that kind of separately in the cloud, which is a little different, but we're working now to push that down into their Duke Data Lake, because not all the data is there, but some of the data is there, and we want to use some of that >> computer that almost to audit. Almost figure out what you want, what you want to pull in first, absolutely tie into the business on the business side. What would you guys like waiting for the answers? Or was that some of the on your side of process? How did it go down? >> I'm thinking about our business way. We're talking a little bit about about that about their detective tow hundred that I see before data within. That is a very good solution for that because we need infested toe, have us in orderto get the answers because finally we have a question we have question quite by. The customers are leaving us. Andi. What is data on the data handed in the good in a good way with governor? Dance with data cleaning with the rhyme orders toe. Do that on DH Right now, our concern is Business Section a business offer Because because the solution for the companies that way always, the new problems are coming from the data >> started ten years ago, you probably didn't have a new cluster to solve this problem. Data was maybe maybe isn't a data warehouse that maybe it wasn't And you probably weren't chief data officer back then. You know that roll kind of didn't exist, so a lot has changed in the last ten years. My question is, do you first of all be adjusting your comment on that? But do you see a point in which you could now take remedial action or maybe even automate some of that remedial action using machine intelligence and that data cloud or however else you do it to actually take action on behalf of the brand before humans who are without even human involvement foresee a day? >> Yeah. So just a comment on your thought about the times I've been doing technology for twenty something years, and data science is something has been around, but it's kind of evolved in software development. My thought is, uh, you know, we have these rolls of data scientists, but a lot of the feature engineering Data prep does require traditional people that were devious. And now Dave engineers and variety of skills come together, and that's what we try to do in every project. Just add that comment. A ce faras predicted ahead of time. Like, I think you're trying to say what data? Help me understand >> you. You know, you've got a ninety three percent accuracy. Okay, So I presume you take that, You give it to the business businesses, Okay? Let's maybe, you know, reach out to them, maybe do a little incentive or you know what kind of action in the machines take action on behalf of your brand? Do you foresee a day >> so that my thought is for Clara, Columbia and Carlos? But but obviously this is to me. Remain is the predictive models we build will obviously be deployed. And then it would interact with their digital mobile applications. So in real time, it'll react for the customers. And then obviously, you know, you want to make sure that claro and company trust that and it's making accurate predictions. And that's where a lot more, you know, we have to do some model validation and evaluation of that so they can begin to trust those predictions. I think is where >> I want to get your thoughts on this because you're doing a lot of learnings here. So can you guys each taking minutes playing the key Learnings from this As you go through the process? Certainly in the business side, there's a big imperative to do this. You want to have a business outcome that keeps the users there. But what did you learn? What was some of the learnings? You guys gone from the project? >> They the most important learning front from the company that wass teen in the data that that sound funny, but waiting in an alley, garbage in garbage, out on DH that wass very, very important for other was one of the things that we learn that we need to put cleaning date over the system. Also, the government's many people forget about the governments of the governments of the data on DH. Right now, we're working again with IBM in our government's >> so data quality problem? Yeah, they fight it and you report in to your CEO or the CEO. Seo, your spear of the CIA is OK. That >> is it. That's on another funny history, because because the company the company is right now, I am working for planning. This is saying they were working for planning for the company. >> Business planning? >> Yeah, for business planning. I was coming for an engineer engineering on DH. Right now, I'm working for a planning on trying to make money for the company, and you know that it's an engineer thinking how to get more money for the company I was talking about. So on some kind of analysis ticks, that is us Partial Analytics on I want you seeing that in engineer to know how the network handling how the quality of the network on right now using the same software this acknowledge, to know which is the better point to do sales is is a good combination finally and working. Ralph of planning on my boss, the planning the planet is working for the CEO and I heard about different organizations. Somebody's in Financial City owes in financial or the video for it is different. That depends from the company. Right now, I'm working for planning how to handle things, to make more money for the company, how to tow hundred children. And it is interesting because all the knowledge that I have engineering is perfect to do it >> Well, I would argue that's the job of a CDO is to figure out how to make money with data. Are saying money. Yeah. Absolute number one. Anyway, start there. >> Yeah, The thing we always talked about is really proving value. It starts with that use case. Identify where the real value is and then waken. You know, technology could come in the in the development work after that. So I agree with hundred percent. >> Carlos. Thanks for coming in. Largest telecommunication in Colombia. Great. Great customer reference. Carlo thinking men to explain real quick in a plug in for your data science elite team. What do you guys do? How do you engage? What? Some of the projects you work on Grey >> out. So we were a team of about one hundred data scientists worldwide. We work side by side with clients. In our job is to really understand the problem from end and help in all areas from skills, tools and technique. And we won't prototype in a three agile sprints. We use an agile methodology about six to eight weeks and we tied. It developed a really We call it a proof of value. It's it's not a M v P just yet or or poc But at the end of the day we prove out that we could get a model. We can do some prediction. We get a certain accuracy and it's gonna add value to the >> guys. Just >> It's not a freebie. It actually sorry. I'm sorry. It's not for paint service. It's a freebie is no cough you've got. But I don't like to use >> free way. Don't charge, but >> But it's something that clients could take advantage of if they're interesting problem and maybe eventually going to do some business. >> If you the largest telecommunication provider in the country, to get a freebie and then three keys, You guys dig in because its practitioners, real practitioners with the right skills, working on problems that way. Claro, >> Colombia's team. They were amazing. In Colombia. We had a really good time. Six to eight weeks working on it. You know, a problem on those guys. All loved it, too. They were. They were. Before they knew it. They were coding and python. And are they ready? Knew a lot of this stuff, but they're digging in with the team and became well together. >> This is the secret to modernization of digital transformation, Having sales process is getting co creating together. Absolutely. Guys do a great job, and I think this is a trend will see more of. Of course, the cubes bring you live coverage here in San Francisco at Mosconi. Nor That's where I said it is. They're shutting down the streets for IBM. Think twenty here in San Francisco, more cube coverage after the short break right back.