(upbeat music) >> Hey everyone. Welcome back to "The Cube"'s live coverage of "Women in Data Science 2023". As every year we are here live at Stanford University, profiling some amazing women and men in the fields of data science. I have my co-host for this segment is Hannah Freitag. Hannah is from Stanford's Data Journalism program, really interesting, check it out. We're very pleased to welcome our first guest of the day fresh from the keynote stage, Gayatree Ganu, the VP of Data Science at Meta. Gayatree, It's great to have you on the program. >> Likewise, Thank you for having me. >> So you have a PhD in Computer Science. You shared some really cool stuff. Everyone knows Facebook, everyone uses it. I think my mom might be one of the biggest users (Gayatree laughs) and she's probably watching right now. People don't realize there's so much data behind that and data that drives decisions that we engage with. But talk to me a little bit about you first, PhD in Computer Science, were you always, were you like a STEM kid? Little Gayatree, little STEM, >> Yeah, I was a STEM kid. I grew up in Mumbai, India. My parents are actually pharmacists, so they were not like math or stats or anything like that, but I was always a STEM kid. I don't know, I think it, I think I was in sixth grade when we got our first personal computer and I obviously used it as a Pacman playing machine. >> Oh, that's okay. (all laugh) >> But I was so good at, and I, I honestly believe I think being good at games kind of got me more familiar and comfortable with computers. Yeah. I think I always liked computers, I, yeah. >> And so now you lead, I'm looking at my notes here, the Engagement Ecosystem and Monetization Data Science teams at Facebook, Meta. Talk about those, what are the missions of those teams and how does it impact the everyday user? >> Yeah, so the engagement is basically users coming back to our platform more, there's, no better way for users to tell us that they are finding value on the things that we are doing on Facebook, Instagram, WhatsApp, all the other products than coming back to our platform more. So the Engagement Ecosystem team is looking at trends, looking at where there are needs, looking at how users are changing their behaviors, and you know, helping build strategy for the long term, using that data knowledge. Monetization is very different. You know, obviously the top, top apex goal is have a sustainable business so that we can continue building products for our users. And so, but you know, I said this in my keynote today, it's not about making money, our mission statement is not, you know, maximize as much money as you can make. It's about building a meaningful connection between businesses, customers, users, and, you know especially in these last two or three funky, post-pandemic years, it's been such a big, an important thing to do for small businesses all over all, all around the world for users to find like goods and services and products that they care about and that they can connect to. So, you know, there is truly an connection between my engagement world and the monetization world. And you know, it's not very clear always till you go in to, like, you peel the layers. Everything we do in the ads world is also always first with users as our, you know, guiding principle. >> Yeah, you mentioned how you supported especially small businesses also during the pandemic. You touched a bit upon it in the keynote speech. Can you tell our audience what were like special or certain specific programs you implemented to support especially small businesses during these times? >> Yeah, so there are 200 million businesses on our platform. A lot of them small businesses, 10 million of them run ads. So there is a large number of like businesses on our platform who, you know use the power of social media to connect to the customers that matter to them, to like you, you know use the free products that we built. In the post-pandemic years, we built a lot of stuff very quickly when Covid first hit for business to get the word out, right? Like, they had to announce when special shopping hours existed for at-risk populations, or when certain goods and services were available versus not. We had grants, there's $100 million grant that we gave out to small businesses. Users could show sort of, you know show their support with a bunch of campaigns that we ran, and of course we continue running ads. Our ads are very effective, I guess, and, you know getting a very reliable connection with from the customer to the business. And so, you know, we've run all these studies. We support, I talked about two examples today. One of them is the largest black-owned, woman black-owned wine company, and how they needed to move to an online program and, you know, we gave them a grant, and supported them through their ads campaign and, you know, they saw 60% lift in purchases, or something like that. So, a lot of good stories, small stories, you know, on a scale of 200 million, that really sort of made me feel proud about the work we do. And you know, now more than ever before, I think people can connect so directly with businesses. You can WhatsApp them, I come from India, every business is on WhatsApp. And you can, you know, WhatsApp them, you can send them Facebook messages, and you can build this like direct connection with things that matter to you. >> We have this expectation that we can be connected anywhere. I was just at Mobile World Congress for MWC last week, where, obviously talking about connectivity. We want to be able to do any transaction, whether it's post on Facebook or call an Uber, or watch on Netflix if you're on the road, we expect that we're going to be connected. >> Yeah. >> And what we, I think a lot of us don't realize I mean, those of us in tech do, but how much data science is a facilitator of all of those interactions. >> Yeah! >> As we, Gayatree, as we talk about, like, any business, whether it is the black women-owned wine business, >> Yeah. >> great business, or a a grocer or a car dealer, everybody has to become data-driven. >> Yes. >> Because the consumer has the expectation. >> Yes. >> Talk about data science as a facilitator of just pretty much everything we are doing and conducting in our daily lives. >> Yeah, I think that's a great question. I think data science as a field wasn't really defined like maybe 15 years ago, right? So this is all in our lifetimes that we are seeing this. Even in data science today, People come from so many different backgrounds and bring their own expertise here. And I think we, you know, this conference, all of us get to define what that means and how we can bring data to do good in the world. Everything you do, as you said, there is a lot of data. Facebook has a lot of data, Meta has a lot of data, and how do we responsibly use this data? How do we use this data to make sure that we're, you know representing all diversity? You know, minorities? Like machine learning algorithms don't do well with small data, they do well with big data, but the small data matters. And how do you like, you know, bring that into algorithms? Yeah, so everything we do at Meta is very, very data-driven. I feel proud about that, to be honest, because while data gets a bad rap sometimes, having no data and making decisions in the blind is just the absolute worst thing you can do. And so, you know, we, the job as a data scientist at Facebook is to make sure that we use this data, use this responsibly, make sure that we are representing every aspect of the, you know, 3 billion users who come to our platform. Yeah, data serves all the products that we build here. >> The responsibility factor is, is huge. You know, we can't talk about AI without talking about ethics. One of the things that I was talking with Hannah and our other co-host, Tracy, about during our opening is something I just learned over the weekend. And that is that the CTO of ChatGPT is a woman. (Gayatree laughs) I didn't know that. And I thought, why isn't she getting more awareness? There's a lot of conversations with their CEO. >> Yeah. >> Everyone's using it, playing around with it. I actually asked it yesterday, "What's hot in Data Science?" (all laugh) I was like, should I have asked that to let itself in, what's hot? (Gayatree laughs) But it, I thought that was phenomenal, and we need to be talking about this more. >> Yeah. >> This is something that they're likening to the launch of the iPhone, which has transformed our lives. >> I know, it is. >> ChatGPT, and its chief technologist is a female, how great is that? >> And I don't know whether you, I don't know the stats around this, but I think CTO is even less, it's even more rare to have a woman there, like you have women CEOs because I mean, we are building upon years and years of women not choosing technical fields and not choosing STEM, and it's going to take some time, but yeah, yeah, she's a woman. Isn't it amazing? It's wonderful. >> Yes, there was a great, there's a great "Fast Company" article on her that I was looking at yesterday and I just thought, we need to do what we can to help spread, Mira Murati is her name, because what she's doing is, one of the biggest technological breakthroughs we may ever see in our lifetime. It gives me goosebumps just thinking about it. (Gayatree laughs) I also wanted to share some stats, oh, sorry, go ahead, Hannah. >> Yeah, I was going to follow up on the thing that you mentioned that we had many years with like not enough women choosing a career path in STEM and that we have to overcome this trend. What are some, like what is some advice you have like as the Vice-President Data Science? Like what can we do to make this feel more, you know, approachable and >> Yeah. >> accessible for women? >> Yeah, I, there's so much that we have done already and you know, want to continue, keep doing. Of course conferences like these were, you know and I think there are high school students here there are students from my Alma Mater's undergrad year. It's amazing to like get all these women together to get them to see what success could look like. >> Yeah. >> What being a woman leader in this space could look like. So that's, you know, that's one, at Meta I lead recruiting at Meta and we've done a bunch to sort of open up the thinking around data science and technical jobs for women. Simple things like what you write in your job description. I don't know whether you know this, or this is a story you've heard before, when you see, when you have a job description and there are like 10 things that you need to, you know be good at to apply to this job, a woman sees those 10 and says, okay, I don't meet the qualifications of one of them and she doesn't apply. And a man sees one that he meets the qualifications to and he applies. And so, you know, there's small things you can do, and just how you write your job description, what goals you set for diversity and inclusion for your own organization. We have goals, Facebook's always been pretty up there in like, you know, speaking out for diversity and Sheryl Sandberg has been our Chief Business Officer for a very long time and she's been, like, amazing at like pushing from more women. So yeah, every step of the way, I think, we made a lot of progress, to be honest. I do think women choose STEM fields a lot more than they did. When I did my Computer Science I was often one of one or two women in the Computer Science class. It takes some time to, for it to percolate all the way to like having more CTOs and CEOs, >> Yeah. >> but it's going to happen in our lifetime, and you know, three of us know this, women are going to rule the world, and it (laughs) >> Drop the mic, girl! >> And it's going to happen in our lifetime, so I'm excited about it. >> And we have responsibility in helping make that happen. You know, I'm curious, you were in STEM, you talked about Computer Science, being one of the only females. One of the things that the nadb.org data from 2022 showed, some good numbers, the number of women in technical roles is now 27.6%, I believe, so up from 25, it's up in '22, which is good, more hiring of women. >> Yeah. >> One of the biggest challenges is attrition. What keeps you motivated? >> Yeah. >> To stay what, where you are doing what you're doing, managing a family and helping to drive these experiences at Facebook that we all expect are just going to happen? >> Yeah, two things come to mind. It does take a village. You do need people around you. You know, I'm grateful for my husband. You talked about managing a family, I did the very Indian thing and my parents live with us, and they help take care of the kids. >> Right! (laughs) >> (laughs) My kids are young, six and four, and I definitely needed help over the last few years. It takes mentors, it takes other people that you look up to, who've gone through all of those same challenges and can, you know, advise you to sort of continue working in the field. I remember when my kid was born when he was six months old, I was considering quitting. And my husband's like, to be a good role model for your children, you need to continue working. Like, just being a mother is not enough. And so, you know, so that's one. You know, the village that you build around you your supporters, your mentors who keep encouraging you. Sheryl Sandberg said this to me in my second month at Facebook. She said that women drop out of technical fields, they become managers, they become sort of administrative more, in their nature of their work, and her advice was, "Don't do that, Don't stop the technical". And I think that's the other thing I'd say to a lot of women. Technical stuff is hard, but you know, keeping up with that and keeping sort of on top of it actually does help you in the long run. And it's definitely helped me in my career at Facebook. >> I think one of the things, and Hannah and I and Tracy talked about this in the open, and I think you'll agree with us, is the whole saying of you can't be what you can't see, and I like to way, "Well, you can be what you can see". That visibility, the great thing that WiDS did, of having you on the stage as a speaker this morning so people can understand, everyone, like I said, everyone knows Meta, >> Yeah. >> everyone uses Facebook. And so it's important to bring that connection, >> Yeah. >> of how data is driving the experiences, the fact that it's User First, but we need to be able to see women in positions, >> Yes. >> like you, especially with Sheryl stepping down moving on to something else, or people that are like YouTube influencers, that have no idea that the head of YouTube for a very long time, Susan Wojcicki is a woman. >> (laughs) Yes. Who pioneered streaming, and I mean how often do you are you on YouTube every day? >> Yep, every day. >> But we have to be able to see and and raise the profile of these women and learn from them and be inspired, >> Absolutely. >> to keep going and going. I like what I do, I'm making a difference here. >> Yeah, yeah, absolutely. >> And I can be the, the sponsor or the mentor for somebody down the road. >> Absolutely. >> Yeah, and then referring back to what we talked in the beginning, show that data science is so diverse and it doesn't mean if you're like in IT, you're like sitting in your dark room, >> Right. (laughs) >> coding all day, but you know, >> (laughs) Right! >> to show the different facets of this job and >> Right! >> make this appealing to women, >> Yeah. for sure. >> And I said this in my keynote too, you know, one of the things that helped me most is complimenting the data and the techniques and the algorithms with how you work with people, and you know, empathy and alignment building and leadership, strategic thinking. And I think honestly, I think women do a lot of this stuff really well. We know how to work with people and so, you know, I've seen this at Meta for sure, like, you know, all of these skills soft skills, as we call them, go a long way, and like, you know, doing the right things and having a lasting impact. And like I said, women are going to rule the world, you know, in our lifetimes. (laughs) >> Oh, I can't, I can't wait to see that happen. There's some interesting female candidates that are already throwing their hats in the ring for the next presidential election. >> Yes. >> So we'll have to see where that goes. But some of the things that are so interesting to me, here we are in California and Palo Alto, technically Stanford is its own zip code, I believe. And we're in California, we're freaking out because we've gotten so much rain, it's absolutely unprecedented. We need it, we had a massive drought, an extreme drought, technically, for many years. I've got friends that live up in Tahoe, I've been getting pictures this morning of windows that are >> (laughs) that are covered? >> Yes, actually, yes. (Gayatree laughs) That, where windows like second-story windows are covered in snow. >> Yeah. >> Climate change. >> Climate change. >> There's so much that data science is doing to power and power our understanding of climate change whether it's that, or police violence. >> Yeah. (all talk together) >> We had talk today on that it was amazing. >> Yes. So I want more people to know what data science is really facilitating, that impacts all of us, whether you're in a technical role or not. >> And data wins arguments. >> Yes, I love that! >> I said this is my slide today, like, you know, there's always going to be doubters and naysayers and I mean, but there's hard evidence, there's hard data like, yeah. In all of these fields, I mean the data that climate change, the data science that we have done in the environmental and climate change areas and medical, and you know, medicine professions just so much, so much more opportunity, and like, how much we can learn more about the world. >> Yeah. >> Yeah, it's a pretty exciting time to be a data scientist. >> I feel like, we're just scratching the surface. >> Yeah. >> With the potential and the global impact that we can make with data science. Gayatree, it's been so great having you on theCUBE, thank you. >> Right, >> Thank you so much, Gayatree. >> So much, I love, >> Thank you. >> I'm going to take Data WiD's arguments into my personal life. (Gayatree laughs) I was actually just, just a quick anecdote, funny story. I was listening to the radio this morning and there was a commercial from an insurance company and I guess the joke is, it's an argument between two spouses, and the the voiceover comes in and says, "Let's watch a replay". I'm like, if only they, then they got the data that helped the woman win the argument. (laughs) >> (laughs) I will warn you it doesn't always help with arguments I have with my husband. (laughs) >> Okay, I'm going to keep it in the middle of my mind. >> Yes! >> Gayatree, thank you so much. >> Thank you so much, >> for sharing, >> Thank you both for the opportunity. >> And being a great female that we can look up to, we really appreciate your insights >> Oh, likewise. >> and your time. >> Thank you. >> All right, for our guest, for Hannah Freitag, I'm Lisa Martin, live at Stanford University covering "Women in Data Science '23". Stick around, our next guest joins us in just a minute. (upbeat music) I have been in the software and technology industry for over 12 years now, so I've had the opportunity as a marketer to really understand and interact with customers across the entire buyer's journey. Hi, I'm Lisa Martin and I'm a host of theCUBE. (upbeat music) Being a host on theCUBE has been a dream of mine for the last few years. I had the opportunity to meet Jeff and Dave and John at EMC World a few years ago and got the courage up to say, "Hey, I'm really interested in this. I love talking with customers, gimme a shot, let me come into the studio and do an interview and see if we can work together". I think where I really impact theCUBE is being a female in technology. We interview a lot of females in tech, we do a lot of women in technology events and one of the things I.

>> Hello everyone. Welcome to theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE been profiling the leaders in the technology world, women in technology from developers to the boardroom, everything in between. We have two great guests promoting in from Malaysia. Nancy Wang is the general manager, also CUBE alumni from AWS Data Protection, and founder and board chair of Advancing Women in Tech, awit.org. And of course Kate Watts who's the executive director of Advancing Women in Tech.org. So it's awit.org. Nancy, Kate, thanks for coming all the way across remotely from Malaysia. >> Of course, we're coming to you as fast as our internet bandwidth will allow us. And you know, I'm just thrilled today that you get to see a whole nother aspect of my life, right? Because typically we talk about AWS, and here we're talking about a topic near and dear to my heart. >> Well, Nancy, I love the fact that you're spending a lot of time taking the empowerment to go out and help the industries and helping with the advancement of women in tech. Kate, the executive director it's a 501C3, it's nonprofit, dedicating to accelerating the careers of women in groups in tech. Can you talk about the organization? >> Yes, I can. So Advancing Women in Tech was founded in 2017 in order to fix some of the pathway problems that we're seeing on the rise to leadership in the industry. And so we specifically focus on supporting mid-level women in technical roles, get into higher positions. We do that in a few different ways through mentorship programs through building technical skills and by connecting people to a supportive community. So you have your peer network and then a vertical sort of relationships to help you navigate the next steps in your career. So to date we've served about 40,000 individuals globally and we're just looking to expand our reach and impact and be able to better support women in the industry. >> Nancy, talk about the creation, the origination story. How'd this all come together? Obviously the momentum, everyone in the industry's been focused on this for a long time. Where did AWIT come from? Advancing Women in Technology, that's the acronym. Advancing Women in Technology.org, where'd it come from? What's the origination story? >> Yeah, so AWIT really originated from this desire that I had, to Kate's point around, well if you look around right and you know, don't take my word for it, right? Look at stats, look at news reports, or just frankly go on your LinkedIn and see how many women in underrepresented groups are in senior technical leadership roles right out in the companies whose names we all know. And so that was my case back in 2016. And so when I first got the idea and back then I was actually at Google, just another large tech company in the valley, right? It was about how do we get more role models, how we get more, for example, women into leadership roles so they can bring up the next generation, right? And so this is actually part of a longer speech that I'm about to give on Wednesday and part of the US State Department speaker program. In fact, that's why Kate and I are here in Malaysia right now is working with over 200 women entrepreneurs from all over in Southeast Asia, including Malaysia Philippines, Vietnam, Borneo, you know, so many countries where having more women entrepreneurs can help raise the GDP right, and that fits within our overall mission of getting more women into top leadership roles in tech. >> You know, I was talking about Teresa Carlson she came on the program as well for this year this next season we're going to do. And she mentioned the decision between the US progress and international. And she's saying as much as it's still bad numbers, it's worse than outside the United States and needs to get better. Can you comment on the global aspect? You brought that up. I think it's super important to highlight that it's just not one area, it's a global evolution. >> Absolutely, so let me start, and I'd love to actually have Kate talk about our current programs and all of the international groups that we're working with. So as Teresa aptly mentioned there is so much work to be done not just outside the US and North Americas where typically tech nonprofits will focus, but rather if you think about the one to end model, right? For example when I was doing the product market fit workshop for the US State Department I had women dialing in from rice fields, right? So let me just pause there for a moment. They were holding their cell phones up near towers near trees just so that they can get a few minutes of time with me to do a workshop and how to accelerate their business. So if you don't call that the desire to propel oneself or accelerate oneself, not sure what is, right. And so it's really that passion that drove me to spend the next week and a half here working with local entrepreneurs working with policy makers so we can take advantage and really leverage that passion that people have, right? To accelerate more business globally. And so that's why, you know Kate will be leading our contingent with the United Nations Women Group, right? That is focused on women's economic empowerment because that's super important, right? One aspect can be sure, getting more directors, you know vice presidents into companies like Google and Amazon. But another is also how do you encourage more women around the world to start businesses, right? To reach economic and freedom independence, right? To overcome some of the maybe social barriers to becoming a leader in their own country. >> Yes, and if I think about our own programs and our model of being very intentional about supporting the learning development and skills of women and members of underrepresented groups we focused very much on providing global access to a number of our programs. For instance, our product management certification on Coursera or engineering management our upcoming women founders accelerator. We provide both access that you can get from anywhere. And then also very intentional programming that connects people into the networks to be able to further their networks and what they've learned through the skills online, so. >> Yeah, and something Kate just told me recently is these courses that Kate's mentioning, right? She was instrumental in working with the American Council on Education and so that our learners can actually get up to six college credits for taking these courses on product management engineering management, on cloud product management. And most recently we had our first organic one of our very first organic testimonials was from a woman's tech bootcamp in Nigeria, right? So if you think about the worldwide impact of these upskilling courses where frankly in the US we might take for granted right around the world as I mentioned, there are women dialing in from rice patties from other, you know, for example, outside the, you know corporate buildings in order to access this content. >> Can you think about the idea of, oh sorry, go ahead. >> Go ahead, no, go ahead Kate. >> I was going to say, if you can't see it, you can't become it. And so we are very intentional about ensuring that we have we're spotlighting the expertise of women and we are broadcasting that everywhere so that anybody coming up can gain the skills and the networks to be able to succeed in this industry. >> We'll make sure we get those links so we can promote them. Obviously we feel the same way getting the word out. I think a couple things I'd like to ask you guys cause I think you hit a great point. One is the economic advantage the numbers prove that diverse teams perform better number one, that's clear. So good point there. But I want to get your thoughts on the entrepreneurial equation. You mentioned founders and startups and there's also different makeups in different countries. It's not like the big corporations sometimes it's smaller business in certain areas the different cultures have different business sizes and business types. How do you guys see that factoring in outside the United States, say the big tech companies? Okay, yeah. The easy lower the access to get in education than stay with them, in other countries is it the same or is it more diverse in terms of business? >> So what really actually got us started with the US State Department was around our work with women founders. And I love for Kate to actually share her experience working with AWS startups in that capacity. But frankly, you know, we looked at the content and the mentor programs that were providing women who wanted to be executives, you know, quickly realize a lot of those same skills such as finding customers, right? Scaling your product and building channels can also apply to women founders, not just executives. And so early supporters of our efforts from firms such as Moderna up in Seattle, Emergence Ventures, Decibel Ventures in, you know, the Bay Area and a few others that we're working with right now. Right, they believed in the mission and really helped us scale out what is now our existing platform and offerings for women founders. >> Those are great firms by the way. And they also are very founder friendly and also understand the global workforce. I mean, that's a whole nother dimension. Okay, what's your reaction to all that? >> Yes, we have been very intentional about taking the product expertise and the learnings of women and in our network, we first worked with AWS startups to support the development of the curriculum for the recent accelerator for women founders that was held last spring. And so we're able to support 25 founders and also brought in the expertise of about 20 or 30 women from Advancing Women in Tech to be able to be the lead instructors and mentors for that. And so we have really realized that with this network and this individual sort of focus on product expertise building strong teams, we can take that information and bring it to folks everywhere. And so there is very much the intentionality of allowing founders allowing individuals to take the lessons and bring it to their individual circumstances and the cultures in which they are operating. But the product sense is a skill that we can support the development of and we're proud to do so. >> That's awesome. Nancy, I want to ask you some never really talk about data storage and AWS cloud greatness and goodness, here's different and you also work full-time at AWS and you're the founder or the chairman of this great organization. How do you balance both and do you get, they're getting behind you on this, Amazon is getting behind you on this. >> Well, as I say it's always easier to negotiate on the way in. But jokes aside, I have to say the leadership has been tremendously supportive. If you think about, for example, my leaders Wayne Duso who's also been on the show multiple times, Bill Vaas who's also been on the show multiple times, you know they're both founders and also operators entrepreneurs at heart. So they understand that it is important, right? For all of us, it's really incumbent on all of us who are in positions to do so, to create a pathway for more people to be in leadership roles for more people to be successful entrepreneurs. So, no, I mean if you just looked at LinkedIn they're always uploading my vote so they reach to more audiences. And frankly they're rooting for us back home in the US while we're in Malaysia this week. >> That's awesome. And I think that's a good culture to have that empowerment and I think that's very healthy. What's next for you guys? What's on the agenda? Take us through the activities. I know that you got a ton of things happening. You got your event out there, which is why you're out there. There's a bunch of other activities. I think you guys call it the Advancing Women in Tech week. >> Yes, this week we are having a week of programming that you can check out at Advancing Women in Tech.org. That is spotlighting the expertise of a number of women in our space. So it is three days of programming Tuesday, Wednesday and Thursday if you are in the US so the seventh through the ninth, but available globally. We are also going to be in New York next week for the event at the UN and are looking to continue to support our mentorship programs and also our work supporting women founders throughout the year. >> All right. I have to ask you guys if you don't mind get a little market data so you can share with us here at theCUBE. What are you hearing this year that's different in the conversation space around the topics, the interests? Obviously I've seen massive amounts of global acceleration around conversations, more video, things like this more stories are scaling, a lot more LinkedIn activity. It just seems like it's a lot different this year. Can you guys share any kind of current trends you're seeing relative to the conversations and topics being discussed across the the community? >> Well, I think from a needle moving perspective, right? I think due to the efforts of wonderful organizations including the Q for spotlighting all of these awesome women, right? Trailblazing women and the nonprofits the government entities that we work with there's definitely more emphasis on creating access and creating pathways. So that's probably one thing that you're seeing is more women, more investors posting about their activities. Number two, from a global trend perspective, right? The rise of women in security. I noticed that on your agenda today, you had Lena Smart who's a good friend of mine chief information security officer at MongoDB, right? She and I are actually quite involved in helping founders especially early stage founders in the security space. And so globally from a pure technical perspective, right? There's right more increasing regulations around data privacy, data sovereignty, right? For example, India's in a few weeks about to get their first data protection regulation there locally. So all of that is giving rise to yet another wave of opportunity and we want women founders uniquely positioned to take advantage of that opportunity. >> I love it. Kate, reaction to that? I mean founders, more pathways it sounds like a neural network, it sounds like AI enabled. >> Yes, and speaking of AI, with the rise of that we are also hearing from many community members the importance of continuing to build their skills upskill learn to be able to keep up with the latest trends. There's a lot of people wondering what does this mean for my own career? And so they're turning to organizations like Advancing Women in Tech to find communities to both learn the latest information, but also build their networks so that they are able to move forward regardless of what the industry does. >> I love the work you guys are doing. It's so impressive. I think the economic angle is new it's more amplified this year. It's always kind of been there and continues to be. What do you guys hope for by next year this time what do you hope to see different from a needle moving perspective, to use your word Nancy, for next year? What's the visual output in your mind? >> I want to see real effort made towards 50-50 representation in all tech leadership roles. And I'd like to see that happen by 2050. >> Kate, anything on your end? >> I love that. I'm going to go a little bit more touchy-feely. I want everybody in our space to understand that the skills that they build and that the networks they have carry with them regardless of wherever they go. And so to be able to really lean in and learn and continue to develop the career that you want to have. So whether that be at a large organization or within your own business, that you've got the potential to move forward on that within you. >> Nancy, Kate, thank you so much for your contribution. I'll give you the final word. Put a plug in for the organization. What are you guys looking for? Any kind of PSA you want to share with the folks watching? >> Absolutely, so if you're in a position to be a mentor, join as a mentor, right? Help elevate and accelerate the next generation of women leaders. If you're an investor help us invest in more women started companies, right? Women founded startups and lastly, if you are women looking to accelerate your career, come join our community. We have resources, we have mentors and who we have investors who are willing to come in on the ground floor and help you accelerate your business. >> Great work. Thank you so much for participating in our International Women's Day 23 program and we'd look to keep this going quarterly. We'll see you next year, next time. Thanks for coming on. Appreciate it. >> Thanks so much John. >> Thank you. >> Okay, women leaders here. >> Nancy: Thanks for having us >> All over the world, coming together for a great celebration but really highlighting the accomplishments, the pathways the investment, the mentoring, everything in between. It's theCUBE. Bring as much as we can. I'm John Furrier, your host. Thanks for watching.

(soothing music) >> Hey everyone, welcome to this event, "Build Your Cloud Center of Excellence." I'm your host, Lisa Martin. In the next 15 minutes or so my guest and I are going to be talking about redefining cloud operations, an application modernization for customers, and specifically how partners are helping to speed up that process. As you saw on our first two segments, we talked about problems enterprises are facing with cloud operations. We talked about redefining cloud operations as well to solve these problems. This segment is going to be focusing on how Hitachi Vantara's partners are really helping to speed up that process. We've got Johnson Controls here to talk about their partnership with Hitachi Vantara. Please welcome both of my guests, Prem Balasubramanian is with us, SVP and CTO Digital Solutions at Hitachi Vantara. And Suresh Mothikuru, SVP Customer Success Platform Engineering and Reliability Engineering from Johnson Controls. Gentlemen, welcome to the program, great to have you. >> Thank. >> Thank you, Lisa. >> First question is to both of you and Suresh, we'll start with you. We want to understand, you know, the cloud operations landscape is increasingly complex. We've talked a lot about that in this program. Talk to us, Suresh, about some of the biggest challenges and pin points that you faced with respect to that. >> Thank you. I think it's a great question. I mean, cloud has evolved a lot in the last 10 years. You know, when we were talking about a single cloud whether it's Azure or AWS and GCP, and that was complex enough. Now we are talking about multi-cloud and hybrid and you look at Johnson Controls, we have Azure we have AWS, we have GCP, we have Alibaba and we also support on-prem. So the architecture has become very, very complex and the complexity has grown so much that we are now thinking about whether we should be cloud native or cloud agnostic. So I think, I mean, sometimes it's hard to even explain the complexity because people think, oh, "When you go to cloud, everything is simplified." Cloud does give you a lot of simplicity, but it also really brings a lot more complexity along with it. So, and then next one is pretty important is, you know, generally when you look at cloud services, you have plenty of services that are offered within a cloud, 100, 150 services, 200 services. Even within those companies, you take AWS they might not know, an individual resource might not know about all the services we see. That's a big challenge for us as a customer to really understand each of the service that is provided in these, you know, clouds, well, doesn't matter which one that is. And the third one is pretty big, at least at the CTO the CIO, and the senior leadership level, is cost. Cost is a major factor because cloud, you know, will eat you up if you cannot manage it. If you don't have a good cloud governance process it because every minute you are in it, it's burning cash. So I think if you ask me, these are the three major things that I am facing day to day and that's where I use my partners, which I'll touch base down the line. >> Perfect, we'll talk about that. So Prem, I imagine that these problems are not unique to Johnson Controls or JCI, as you may hear us refer to it. Talk to me Prem about some of the other challenges that you're seeing within the customer landscape. >> So, yeah, I agree, Lisa, these are not very specific to JCI, but there are specific issues in JCI, right? So the way we think about these are, there is a common issue when people go to the cloud and there are very specific and unique issues for businesses, right? So JCI, and we will talk about this in the episode as we move forward. I think Suresh and his team have done some phenomenal step around how to manage this complexity. But there are customers who have a lesser complex cloud which is, they don't go to Alibaba, they don't have footprint in all three clouds. So their multi-cloud footprint could be a bit more manageable, but still struggle with a lot of the same problems around cost, around security, around talent. Talent is a big thing, right? And in Suresh's case I think it's slightly more exasperated because every cloud provider Be it AWS, JCP, or Azure brings in hundreds of services and there is nobody, including many of us, right? We learn every day, nowadays, right? It's not that there is one service integrator who knows all, while technically people can claim as a part of sales. But in reality all of us are continuing to learn in this landscape. And if you put all of this equation together with multiple clouds the complexity just starts to exponentially grow. And that's exactly what I think JCI is experiencing and Suresh's team has been experiencing, and we've been working together. But the common problems are around security talent and cost management of this, right? Those are my three things. And one last thing that I would love to say before we move away from this question is, if you think about cloud operations as a concept that's evolving over the last few years, and I have touched upon this in the previous episode as well, Lisa, right? If you take architectures, we've gone into microservices, we've gone into all these server-less architectures all the fancy things that we want. That helps us go to market faster, be more competent to as a business. But that's not simplified stuff, right? That's complicated stuff. It's a lot more distributed. Second, again, we've advanced and created more modern infrastructure because all of what we are talking is platform as a service, services on the cloud that we are consuming, right? In the same case with development we've moved into a DevOps model. We kind of click a button put some code in a repository, the code starts to run in production within a minute, everything else is automated. But then when we get to operations we are still stuck in a very old way of looking at cloud as an infrastructure, right? So you've got an infra team, you've got an app team, you've got an incident management team, you've got a soft knock, everything. But again, so Suresh can talk about this more because they are making significant strides in thinking about this as a single workload, and how do I apply engineering to go manage this? Because a lot of it is codified, right? So automation. Anyway, so that's kind of where the complexity is and how we are thinking, including JCI as a partner thinking about taming that complexity as we move forward. >> Suresh, let's talk about that taming the complexity. You guys have both done a great job of articulating the ostensible challenges that are there with cloud, especially multi-cloud environments that you're living in. But Suresh, talk about the partnership with Hitachi Vantara. How is it helping to dial down some of those inherent complexities? >> I mean, I always, you know, I think I've said this to Prem multiple times. I treat my partners as my internal, you know, employees. I look at Prem as my coworker or my peers. So the reason for that is I want Prem to have the same vested interest as a partner in my success or JCI success and vice versa, isn't it? I think that's how we operate and that's how we have been operating. And I think I would like to thank Prem and Hitachi Vantara for that really been an amazing partnership. And as he was saying, we have taken a completely holistic approach to how we want to really be in the market and play in the market to our customers. So if you look at my jacket it talks about OpenBlue platform. This is what JCI is building, that we are building this OpenBlue digital platform. And within that, my team, along with Prem's or Hitachi's, we have built what we call as Polaris. It's a technical platform where our apps can run. And this platform is automated end-to-end from a platform engineering standpoint. We stood up a platform engineering organization, a reliability engineering organization, as well as a support organization where Hitachi played a role. As I said previously, you know, for me to scale I'm not going to really have the talent and the knowledge of every function that I'm looking at. And Hitachi, not only they brought the talent but they also brought what he was talking about, Harc. You know, they have set up a lot and now we can leverage it. And they also came up with some really interesting concepts. I went and met them in India. They came up with this concept called IPL. Okay, what is that? They really challenged all their employees that's working for GCI to come up with innovative ideas to solve problems proactively, which is self-healing. You know, how you do that? So I think partners, you know, if they become really vested in your interests, they can do wonders for you. And I think in this case Hitachi is really working very well for us and in many aspects. And I'm leveraging them... You started with support, now I'm leveraging them in the automation, the platform engineering, as well as in the reliability engineering and then in even in the engineering spaces. And that like, they are my end-to-end partner right now? >> So you're really taking that holistic approach that you talked about and it sounds like it's a very collaborative two-way street partnership. Prem, I want to go back to, Suresh mentioned Harc. Talk a little bit about what Harc is and then how partners fit into Hitachi's Harc strategy. >> Great, so let me spend like a few seconds on what Harc is. Lisa, again, I know we've been using the term. Harc stands for Hitachi application reliability sectors. Now the reason we thought about Harc was, like I said in the beginning of this segment, there is an illusion from an architecture standpoint to be more modern, microservices, server-less, reactive architecture, so on and so forth. There is an illusion in your development methodology from Waterfall to agile, to DevOps to lean, agile to path program, whatever, right? Extreme program, so on and so forth. There is an evolution in the space of infrastructure from a point where you were buying these huge humongous servers and putting it in your data center to a point where people don't even see servers anymore, right? You buy it, by a click of a button you don't know the size of it. All you know is a, it's (indistinct) whatever that name means. Let's go provision it on the fly, get go, get your work done, right? When all of this is advanced when you think about operations people have been solving the problem the way they've been solving it 20 years back, right? That's the issue. And Harc was conceived exactly to fix that particular problem, to think about a modern way of operating a modern workload, right? That's exactly what Harc. So it brings together finest engineering talent. So the teams are trained in specific ways of working. We've invested and implemented some of the IP, we work with the best of the breed partner ecosystem, and I'll talk about that in a minute. And we've got these facilities in Dallas and I am talking from my office in Dallas, which is a Harc facility in the US from where we deliver for our customers. And then back in Hyderabad, we've got one more that we opened and these are facilities from where we deliver Harc services for our customers as well, right? And then we are expanding it in Japan and Portugal as we move into 23. That's kind of the plan that we are thinking through. However, that's what Harc is, Lisa, right? That's our solution to this cloud complexity problem. Right? >> Got it, and it sounds like it's going quite global, which is fantastic. So Suresh, I want to have you expand a bit on the partnership, the partner ecosystem and the role that it plays. You talked about it a little bit but what role does the partner ecosystem play in really helping JCI to dial down some of those challenges and the inherent complexities that we talked about? >> Yeah, sure. I think partners play a major role and JCI is very, very good at it. I mean, I've joined JCI 18 months ago, JCI leverages partners pretty extensively. As I said, I leverage Hitachi for my, you know, A group and the (indistinct) space and the cloud operations space, and they're my primary partner. But at the same time, we leverage many other partners. Well, you know, Accenture, SCL, and even on the tooling side we use Datadog and (indistinct). All these guys are major partners of our because the way we like to pick partners is based on our vision and where we want to go. And pick the right partner who's going to really, you know make you successful by investing their resources in you. And what I mean by that is when you have a partner, partner knows exactly what kind of skillset is needed for this customer, for them to really be successful. As I said earlier, we cannot really get all the skillset that we need, we rely on the partners and partners bring the the right skillset, they can scale. I can tell Prem tomorrow, "Hey, I need two parts by next week", and I guarantee it he's going to bring two parts to me. So they let you scale, they let you move fast. And I'm a big believer, in today's day and age, to get things done fast and be more agile. I'm not worried about failure, but for me moving fast is very, very important. And partners really do a very good job bringing that. But I think then they also really make you think, isn't it? Because one thing I like about partners they make you innovate whether they know it or not but they do because, you know, they will come and ask you questions about, "Hey, tell me why you are doing this. Can I review your architecture?" You know, and then they will try to really say I don't think this is going to work. Because they work with so many different clients, not JCI, they bring all that expertise and that's what I look from them, you know, just not, you know, do a T&M job for me. I ask you to do this go... They just bring more than that. That's how I pick my partners. And that's how, you know, Hitachi's Vantara is definitely one of a good partner from that sense because they bring a lot more innovation to the table and I appreciate about that. >> It sounds like, it sounds like a flywheel of innovation. >> Yeah. >> I love that. Last question for both of you, which we're almost out of time here, Prem, I want to go back to you. So I'm a partner, I'm planning on redefining CloudOps at my company. What are the two things you want me to remember from Hitachi Vantara's perspective? >> So before I get to that question, Lisa, the partners that we work with are slightly different from from the partners that, again, there are some similar partners. There are some different partners, right? For example, we pick and choose especially in the Harc space, we pick and choose partners that are more future focused, right? We don't care if they are huge companies or small companies. We go after companies that are future focused that are really, really nimble and can change for our customers need because it's not our need, right? When I pick partners for Harc my ultimate endeavor is to ensure, in this case because we've got (indistinct) GCI on, we are able to operate (indistinct) with the level of satisfaction above and beyond that they're expecting from us. And whatever I don't have I need to get from my partners so that I bring this solution to Suresh. As opposed to bringing a whole lot of people and making them stand in front of Suresh. So that's how I think about partners. What do I want them to do from, and we've always done this so we do workshops with our partners. We just don't go by tools. When we say we are partnering with X, Y, Z, we do workshops with them and we say, this is how we are thinking. Either you build it in your roadmap that helps us leverage you, continue to leverage you. And we do have minimal investments where we fix gaps. We're building some utilities for us to deliver the best service to our customers. And our intention is not to build a product to compete with our partner. Our intention is to just fill the wide space until they go build it into their product suite that we can then leverage it for our customers. So always think about end customers and how can we make it easy for them? Because for all the tool vendors out there seeing this and wanting to partner with Hitachi the biggest thing is tools sprawl, especially on the cloud is very real. For every problem on the cloud. I have a billion tools that are being thrown at me as Suresh if I'm putting my installation and it's not easy at all. It's so confusing. >> Yeah. >> So that's what we want. We want people to simplify that landscape for our end customers, and we are looking at partners that are thinking through the simplification not just making money. >> That makes perfect sense. There really is a very strong symbiosis it sounds like, in the partner ecosystem. And there's a lot of enablement that goes on back and forth it sounds like as well, which is really, to your point it's all about the end customers and what they're expecting. Suresh, last question for you is which is the same one, if I'm a partner what are the things that you want me to consider as I'm planning to redefine CloudOps at my company? >> I'll keep it simple. In my view, I mean, we've touched upon it in multiple facets in this interview about that, the three things. First and foremost, reliability. You know, in today's day and age my products has to be reliable, available and, you know, make sure that the customer's happy with what they're really dealing with, number one. Number two, my product has to be secure. Security is super, super important, okay? And number three, I need to really make sure my customers are getting the value so I keep my cost low. So these three is what I would focus and what I expect from my partners. >> Great advice, guys. Thank you so much for talking through this with me and really showing the audience how strong the partnership is between Hitachi Vantara and JCI. What you're doing together, we'll have to talk to you again to see where things go but we really appreciate your insights and your perspectives. Thank you. >> Thank you, Lisa. >> Thanks Lisa, thanks for having us. >> My pleasure. For my guests, I'm Lisa Martin. Thank you so much for watching. (soothing music)

(soothing music) >> Hey everyone, welcome to this event, "Build Your Cloud Center of Excellence." I'm your host, Lisa Martin. In the next 15 minutes or so my guest and I are going to be talking about redefining cloud operations, an application modernization for customers, and specifically how partners are helping to speed up that process. As you saw on our first two segments, we talked about problems enterprises are facing with cloud operations. We talked about redefining cloud operations as well to solve these problems. This segment is going to be focusing on how Hitachi Vantara's partners are really helping to speed up that process. We've got Johnson Controls here to talk about their partnership with Hitachi Vantara. Please welcome both of my guests, Prem Balasubramanian is with us, SVP and CTO Digital Solutions at Hitachi Vantara. And Suresh Mothikuru, SVP Customer Success Platform Engineering and Reliability Engineering from Johnson Controls. Gentlemen, welcome to the program, great to have you. >> Thank. >> Thank you, Lisa. >> First question is to both of you and Suresh, we'll start with you. We want to understand, you know, the cloud operations landscape is increasingly complex. We've talked a lot about that in this program. Talk to us, Suresh, about some of the biggest challenges and pin points that you faced with respect to that. >> Thank you. I think it's a great question. I mean, cloud has evolved a lot in the last 10 years. You know, when we were talking about a single cloud whether it's Azure or AWS and GCP, and that was complex enough. Now we are talking about multi-cloud and hybrid and you look at Johnson Controls, we have Azure we have AWS, we have GCP, we have Alibaba and we also support on-prem. So the architecture has become very, very complex and the complexity has grown so much that we are now thinking about whether we should be cloud native or cloud agnostic. So I think, I mean, sometimes it's hard to even explain the complexity because people think, oh, "When you go to cloud, everything is simplified." Cloud does give you a lot of simplicity, but it also really brings a lot more complexity along with it. So, and then next one is pretty important is, you know, generally when you look at cloud services, you have plenty of services that are offered within a cloud, 100, 150 services, 200 services. Even within those companies, you take AWS they might not know, an individual resource might not know about all the services we see. That's a big challenge for us as a customer to really understand each of the service that is provided in these, you know, clouds, well, doesn't matter which one that is. And the third one is pretty big, at least at the CTO the CIO, and the senior leadership level, is cost. Cost is a major factor because cloud, you know, will eat you up if you cannot manage it. If you don't have a good cloud governance process it because every minute you are in it, it's burning cash. So I think if you ask me, these are the three major things that I am facing day to day and that's where I use my partners, which I'll touch base down the line. >> Perfect, we'll talk about that. So Prem, I imagine that these problems are not unique to Johnson Controls or JCI, as you may hear us refer to it. Talk to me Prem about some of the other challenges that you're seeing within the customer landscape. >> So, yeah, I agree, Lisa, these are not very specific to JCI, but there are specific issues in JCI, right? So the way we think about these are, there is a common issue when people go to the cloud and there are very specific and unique issues for businesses, right? So JCI, and we will talk about this in the episode as we move forward. I think Suresh and his team have done some phenomenal step around how to manage this complexity. But there are customers who have a lesser complex cloud which is, they don't go to Alibaba, they don't have footprint in all three clouds. So their multi-cloud footprint could be a bit more manageable, but still struggle with a lot of the same problems around cost, around security, around talent. Talent is a big thing, right? And in Suresh's case I think it's slightly more exasperated because every cloud provider Be it AWS, JCP, or Azure brings in hundreds of services and there is nobody, including many of us, right? We learn every day, nowadays, right? It's not that there is one service integrator who knows all, while technically people can claim as a part of sales. But in reality all of us are continuing to learn in this landscape. And if you put all of this equation together with multiple clouds the complexity just starts to exponentially grow. And that's exactly what I think JCI is experiencing and Suresh's team has been experiencing, and we've been working together. But the common problems are around security talent and cost management of this, right? Those are my three things. And one last thing that I would love to say before we move away from this question is, if you think about cloud operations as a concept that's evolving over the last few years, and I have touched upon this in the previous episode as well, Lisa, right? If you take architectures, we've gone into microservices, we've gone into all these server-less architectures all the fancy things that we want. That helps us go to market faster, be more competent to as a business. But that's not simplified stuff, right? That's complicated stuff. It's a lot more distributed. Second, again, we've advanced and created more modern infrastructure because all of what we are talking is platform as a service, services on the cloud that we are consuming, right? In the same case with development we've moved into a DevOps model. We kind of click a button put some code in a repository, the code starts to run in production within a minute, everything else is automated. But then when we get to operations we are still stuck in a very old way of looking at cloud as an infrastructure, right? So you've got an infra team, you've got an app team, you've got an incident management team, you've got a soft knock, everything. But again, so Suresh can talk about this more because they are making significant strides in thinking about this as a single workload, and how do I apply engineering to go manage this? Because a lot of it is codified, right? So automation. Anyway, so that's kind of where the complexity is and how we are thinking, including JCI as a partner thinking about taming that complexity as we move forward. >> Suresh, let's talk about that taming the complexity. You guys have both done a great job of articulating the ostensible challenges that are there with cloud, especially multi-cloud environments that you're living in. But Suresh, talk about the partnership with Hitachi Vantara. How is it helping to dial down some of those inherent complexities? >> I mean, I always, you know, I think I've said this to Prem multiple times. I treat my partners as my internal, you know, employees. I look at Prem as my coworker or my peers. So the reason for that is I want Prem to have the same vested interest as a partner in my success or JCI success and vice versa, isn't it? I think that's how we operate and that's how we have been operating. And I think I would like to thank Prem and Hitachi Vantara for that really been an amazing partnership. And as he was saying, we have taken a completely holistic approach to how we want to really be in the market and play in the market to our customers. So if you look at my jacket it talks about OpenBlue platform. This is what JCI is building, that we are building this OpenBlue digital platform. And within that, my team, along with Prem's or Hitachi's, we have built what we call as Polaris. It's a technical platform where our apps can run. And this platform is automated end-to-end from a platform engineering standpoint. We stood up a platform engineering organization, a reliability engineering organization, as well as a support organization where Hitachi played a role. As I said previously, you know, for me to scale I'm not going to really have the talent and the knowledge of every function that I'm looking at. And Hitachi, not only they brought the talent but they also brought what he was talking about, Harc. You know, they have set up a lot and now we can leverage it. And they also came up with some really interesting concepts. I went and met them in India. They came up with this concept called IPL. Okay, what is that? They really challenged all their employees that's working for GCI to come up with innovative ideas to solve problems proactively, which is self-healing. You know, how you do that? So I think partners, you know, if they become really vested in your interests, they can do wonders for you. And I think in this case Hitachi is really working very well for us and in many aspects. And I'm leveraging them... You started with support, now I'm leveraging them in the automation, the platform engineering, as well as in the reliability engineering and then in even in the engineering spaces. And that like, they are my end-to-end partner right now? >> So you're really taking that holistic approach that you talked about and it sounds like it's a very collaborative two-way street partnership. Prem, I want to go back to, Suresh mentioned Harc. Talk a little bit about what Harc is and then how partners fit into Hitachi's Harc strategy. >> Great, so let me spend like a few seconds on what Harc is. Lisa, again, I know we've been using the term. Harc stands for Hitachi application reliability sectors. Now the reason we thought about Harc was, like I said in the beginning of this segment, there is an illusion from an architecture standpoint to be more modern, microservices, server-less, reactive architecture, so on and so forth. There is an illusion in your development methodology from Waterfall to agile, to DevOps to lean, agile to path program, whatever, right? Extreme program, so on and so forth. There is an evolution in the space of infrastructure from a point where you were buying these huge humongous servers and putting it in your data center to a point where people don't even see servers anymore, right? You buy it, by a click of a button you don't know the size of it. All you know is a, it's (indistinct) whatever that name means. Let's go provision it on the fly, get go, get your work done, right? When all of this is advanced when you think about operations people have been solving the problem the way they've been solving it 20 years back, right? That's the issue. And Harc was conceived exactly to fix that particular problem, to think about a modern way of operating a modern workload, right? That's exactly what Harc. So it brings together finest engineering talent. So the teams are trained in specific ways of working. We've invested and implemented some of the IP, we work with the best of the breed partner ecosystem, and I'll talk about that in a minute. And we've got these facilities in Dallas and I am talking from my office in Dallas, which is a Harc facility in the US from where we deliver for our customers. And then back in Hyderabad, we've got one more that we opened and these are facilities from where we deliver Harc services for our customers as well, right? And then we are expanding it in Japan and Portugal as we move into 23. That's kind of the plan that we are thinking through. However, that's what Harc is, Lisa, right? That's our solution to this cloud complexity problem. Right? >> Got it, and it sounds like it's going quite global, which is fantastic. So Suresh, I want to have you expand a bit on the partnership, the partner ecosystem and the role that it plays. You talked about it a little bit but what role does the partner ecosystem play in really helping JCI to dial down some of those challenges and the inherent complexities that we talked about? >> Yeah, sure. I think partners play a major role and JCI is very, very good at it. I mean, I've joined JCI 18 months ago, JCI leverages partners pretty extensively. As I said, I leverage Hitachi for my, you know, A group and the (indistinct) space and the cloud operations space, and they're my primary partner. But at the same time, we leverage many other partners. Well, you know, Accenture, SCL, and even on the tooling side we use Datadog and (indistinct). All these guys are major partners of our because the way we like to pick partners is based on our vision and where we want to go. And pick the right partner who's going to really, you know make you successful by investing their resources in you. And what I mean by that is when you have a partner, partner knows exactly what kind of skillset is needed for this customer, for them to really be successful. As I said earlier, we cannot really get all the skillset that we need, we rely on the partners and partners bring the the right skillset, they can scale. I can tell Prem tomorrow, "Hey, I need two parts by next week", and I guarantee it he's going to bring two parts to me. So they let you scale, they let you move fast. And I'm a big believer, in today's day and age, to get things done fast and be more agile. I'm not worried about failure, but for me moving fast is very, very important. And partners really do a very good job bringing that. But I think then they also really make you think, isn't it? Because one thing I like about partners they make you innovate whether they know it or not but they do because, you know, they will come and ask you questions about, "Hey, tell me why you are doing this. Can I review your architecture?" You know, and then they will try to really say I don't think this is going to work. Because they work with so many different clients, not JCI, they bring all that expertise and that's what I look from them, you know, just not, you know, do a T&M job for me. I ask you to do this go... They just bring more than that. That's how I pick my partners. And that's how, you know, Hitachi's Vantara is definitely one of a good partner from that sense because they bring a lot more innovation to the table and I appreciate about that. >> It sounds like, it sounds like a flywheel of innovation. >> Yeah. >> I love that. Last question for both of you, which we're almost out of time here, Prem, I want to go back to you. So I'm a partner, I'm planning on redefining CloudOps at my company. What are the two things you want me to remember from Hitachi Vantara's perspective? >> So before I get to that question, Lisa, the partners that we work with are slightly different from from the partners that, again, there are some similar partners. There are some different partners, right? For example, we pick and choose especially in the Harc space, we pick and choose partners that are more future focused, right? We don't care if they are huge companies or small companies. We go after companies that are future focused that are really, really nimble and can change for our customers need because it's not our need, right? When I pick partners for Harc my ultimate endeavor is to ensure, in this case because we've got (indistinct) GCI on, we are able to operate (indistinct) with the level of satisfaction above and beyond that they're expecting from us. And whatever I don't have I need to get from my partners so that I bring this solution to Suresh. As opposed to bringing a whole lot of people and making them stand in front of Suresh. So that's how I think about partners. What do I want them to do from, and we've always done this so we do workshops with our partners. We just don't go by tools. When we say we are partnering with X, Y, Z, we do workshops with them and we say, this is how we are thinking. Either you build it in your roadmap that helps us leverage you, continue to leverage you. And we do have minimal investments where we fix gaps. We're building some utilities for us to deliver the best service to our customers. And our intention is not to build a product to compete with our partner. Our intention is to just fill the wide space until they go build it into their product suite that we can then leverage it for our customers. So always think about end customers and how can we make it easy for them? Because for all the tool vendors out there seeing this and wanting to partner with Hitachi the biggest thing is tools sprawl, especially on the cloud is very real. For every problem on the cloud. I have a billion tools that are being thrown at me as Suresh if I'm putting my installation and it's not easy at all. It's so confusing. >> Yeah. >> So that's what we want. We want people to simplify that landscape for our end customers, and we are looking at partners that are thinking through the simplification not just making money. >> That makes perfect sense. There really is a very strong symbiosis it sounds like, in the partner ecosystem. And there's a lot of enablement that goes on back and forth it sounds like as well, which is really, to your point it's all about the end customers and what they're expecting. Suresh, last question for you is which is the same one, if I'm a partner what are the things that you want me to consider as I'm planning to redefine CloudOps at my company? >> I'll keep it simple. In my view, I mean, we've touched upon it in multiple facets in this interview about that, the three things. First and foremost, reliability. You know, in today's day and age my products has to be reliable, available and, you know, make sure that the customer's happy with what they're really dealing with, number one. Number two, my product has to be secure. Security is super, super important, okay? And number three, I need to really make sure my customers are getting the value so I keep my cost low. So these three is what I would focus and what I expect from my partners. >> Great advice, guys. Thank you so much for talking through this with me and really showing the audience how strong the partnership is between Hitachi Vantara and JCI. What you're doing together, we'll have to talk to you again to see where things go but we really appreciate your insights and your perspectives. Thank you. >> Thank you, Lisa. >> Thanks Lisa, thanks for having us. >> My pleasure. For my guests, I'm Lisa Martin. Thank you so much for watching. (soothing music)

(soothing music) >> Hey everyone, welcome to this event, "Build Your Cloud Center of Excellence." I'm your host, Lisa Martin. In the next 15 minutes or so my guest and I are going to be talking about redefining cloud operations, an application modernization for customers, and specifically how partners are helping to speed up that process. As you saw on our first two segments, we talked about problems enterprises are facing with cloud operations. We talked about redefining cloud operations as well to solve these problems. This segment is going to be focusing on how Hitachi Vantara's partners are really helping to speed up that process. We've got Johnson Controls here to talk about their partnership with Hitachi Vantara. Please welcome both of my guests, Prem Balasubramanian is with us, SVP and CTO Digital Solutions at Hitachi Vantara. And Suresh Mothikuru, SVP Customer Success Platform Engineering and Reliability Engineering from Johnson Controls. Gentlemen, welcome to the program, great to have you. >> Thank. >> Thank you, Lisa. >> First question is to both of you and Suresh, we'll start with you. We want to understand, you know, the cloud operations landscape is increasingly complex. We've talked a lot about that in this program. Talk to us, Suresh, about some of the biggest challenges and pin points that you faced with respect to that. >> Thank you. I think it's a great question. I mean, cloud has evolved a lot in the last 10 years. You know, when we were talking about a single cloud whether it's Azure or AWS and GCP, and that was complex enough. Now we are talking about multi-cloud and hybrid and you look at Johnson Controls, we have Azure we have AWS, we have GCP, we have Alibaba and we also support on-prem. So the architecture has become very, very complex and the complexity has grown so much that we are now thinking about whether we should be cloud native or cloud agnostic. So I think, I mean, sometimes it's hard to even explain the complexity because people think, oh, "When you go to cloud, everything is simplified." Cloud does give you a lot of simplicity, but it also really brings a lot more complexity along with it. So, and then next one is pretty important is, you know, generally when you look at cloud services, you have plenty of services that are offered within a cloud, 100, 150 services, 200 services. Even within those companies, you take AWS they might not know, an individual resource might not know about all the services we see. That's a big challenge for us as a customer to really understand each of the service that is provided in these, you know, clouds, well, doesn't matter which one that is. And the third one is pretty big, at least at the CTO the CIO, and the senior leadership level, is cost. Cost is a major factor because cloud, you know, will eat you up if you cannot manage it. If you don't have a good cloud governance process it because every minute you are in it, it's burning cash. So I think if you ask me, these are the three major things that I am facing day to day and that's where I use my partners, which I'll touch base down the line. >> Perfect, we'll talk about that. So Prem, I imagine that these problems are not unique to Johnson Controls or JCI, as you may hear us refer to it. Talk to me Prem about some of the other challenges that you're seeing within the customer landscape. >> So, yeah, I agree, Lisa, these are not very specific to JCI, but there are specific issues in JCI, right? So the way we think about these are, there is a common issue when people go to the cloud and there are very specific and unique issues for businesses, right? So JCI, and we will talk about this in the episode as we move forward. I think Suresh and his team have done some phenomenal step around how to manage this complexity. But there are customers who have a lesser complex cloud which is, they don't go to Alibaba, they don't have footprint in all three clouds. So their multi-cloud footprint could be a bit more manageable, but still struggle with a lot of the same problems around cost, around security, around talent. Talent is a big thing, right? And in Suresh's case I think it's slightly more exasperated because every cloud provider Be it AWS, JCP, or Azure brings in hundreds of services and there is nobody, including many of us, right? We learn every day, nowadays, right? It's not that there is one service integrator who knows all, while technically people can claim as a part of sales. But in reality all of us are continuing to learn in this landscape. And if you put all of this equation together with multiple clouds the complexity just starts to exponentially grow. And that's exactly what I think JCI is experiencing and Suresh's team has been experiencing, and we've been working together. But the common problems are around security talent and cost management of this, right? Those are my three things. And one last thing that I would love to say before we move away from this question is, if you think about cloud operations as a concept that's evolving over the last few years, and I have touched upon this in the previous episode as well, Lisa, right? If you take architectures, we've gone into microservices, we've gone into all these server-less architectures all the fancy things that we want. That helps us go to market faster, be more competent to as a business. But that's not simplified stuff, right? That's complicated stuff. It's a lot more distributed. Second, again, we've advanced and created more modern infrastructure because all of what we are talking is platform as a service, services on the cloud that we are consuming, right? In the same case with development we've moved into a DevOps model. We kind of click a button put some code in a repository, the code starts to run in production within a minute, everything else is automated. But then when we get to operations we are still stuck in a very old way of looking at cloud as an infrastructure, right? So you've got an infra team, you've got an app team, you've got an incident management team, you've got a soft knock, everything. But again, so Suresh can talk about this more because they are making significant strides in thinking about this as a single workload, and how do I apply engineering to go manage this? Because a lot of it is codified, right? So automation. Anyway, so that's kind of where the complexity is and how we are thinking, including JCI as a partner thinking about taming that complexity as we move forward. >> Suresh, let's talk about that taming the complexity. You guys have both done a great job of articulating the ostensible challenges that are there with cloud, especially multi-cloud environments that you're living in. But Suresh, talk about the partnership with Hitachi Vantara. How is it helping to dial down some of those inherent complexities? >> I mean, I always, you know, I think I've said this to Prem multiple times. I treat my partners as my internal, you know, employees. I look at Prem as my coworker or my peers. So the reason for that is I want Prem to have the same vested interest as a partner in my success or JCI success and vice versa, isn't it? I think that's how we operate and that's how we have been operating. And I think I would like to thank Prem and Hitachi Vantara for that really been an amazing partnership. And as he was saying, we have taken a completely holistic approach to how we want to really be in the market and play in the market to our customers. So if you look at my jacket it talks about OpenBlue platform. This is what JCI is building, that we are building this OpenBlue digital platform. And within that, my team, along with Prem's or Hitachi's, we have built what we call as Polaris. It's a technical platform where our apps can run. And this platform is automated end-to-end from a platform engineering standpoint. We stood up a platform engineering organization, a reliability engineering organization, as well as a support organization where Hitachi played a role. As I said previously, you know, for me to scale I'm not going to really have the talent and the knowledge of every function that I'm looking at. And Hitachi, not only they brought the talent but they also brought what he was talking about, Harc. You know, they have set up a lot and now we can leverage it. And they also came up with some really interesting concepts. I went and met them in India. They came up with this concept called IPL. Okay, what is that? They really challenged all their employees that's working for GCI to come up with innovative ideas to solve problems proactively, which is self-healing. You know, how you do that? So I think partners, you know, if they become really vested in your interests, they can do wonders for you. And I think in this case Hitachi is really working very well for us and in many aspects. And I'm leveraging them... You started with support, now I'm leveraging them in the automation, the platform engineering, as well as in the reliability engineering and then in even in the engineering spaces. And that like, they are my end-to-end partner right now? >> So you're really taking that holistic approach that you talked about and it sounds like it's a very collaborative two-way street partnership. Prem, I want to go back to, Suresh mentioned Harc. Talk a little bit about what Harc is and then how partners fit into Hitachi's Harc strategy. >> Great, so let me spend like a few seconds on what Harc is. Lisa, again, I know we've been using the term. Harc stands for Hitachi application reliability sectors. Now the reason we thought about Harc was, like I said in the beginning of this segment, there is an illusion from an architecture standpoint to be more modern, microservices, server-less, reactive architecture, so on and so forth. There is an illusion in your development methodology from Waterfall to agile, to DevOps to lean, agile to path program, whatever, right? Extreme program, so on and so forth. There is an evolution in the space of infrastructure from a point where you were buying these huge humongous servers and putting it in your data center to a point where people don't even see servers anymore, right? You buy it, by a click of a button you don't know the size of it. All you know is a, it's (indistinct) whatever that name means. Let's go provision it on the fly, get go, get your work done, right? When all of this is advanced when you think about operations people have been solving the problem the way they've been solving it 20 years back, right? That's the issue. And Harc was conceived exactly to fix that particular problem, to think about a modern way of operating a modern workload, right? That's exactly what Harc. So it brings together finest engineering talent. So the teams are trained in specific ways of working. We've invested and implemented some of the IP, we work with the best of the breed partner ecosystem, and I'll talk about that in a minute. And we've got these facilities in Dallas and I am talking from my office in Dallas, which is a Harc facility in the US from where we deliver for our customers. And then back in Hyderabad, we've got one more that we opened and these are facilities from where we deliver Harc services for our customers as well, right? And then we are expanding it in Japan and Portugal as we move into 23. That's kind of the plan that we are thinking through. However, that's what Harc is, Lisa, right? That's our solution to this cloud complexity problem. Right? >> Got it, and it sounds like it's going quite global, which is fantastic. So Suresh, I want to have you expand a bit on the partnership, the partner ecosystem and the role that it plays. You talked about it a little bit but what role does the partner ecosystem play in really helping JCI to dial down some of those challenges and the inherent complexities that we talked about? >> Yeah, sure. I think partners play a major role and JCI is very, very good at it. I mean, I've joined JCI 18 months ago, JCI leverages partners pretty extensively. As I said, I leverage Hitachi for my, you know, A group and the (indistinct) space and the cloud operations space, and they're my primary partner. But at the same time, we leverage many other partners. Well, you know, Accenture, SCL, and even on the tooling side we use Datadog and (indistinct). All these guys are major partners of our because the way we like to pick partners is based on our vision and where we want to go. And pick the right partner who's going to really, you know make you successful by investing their resources in you. And what I mean by that is when you have a partner, partner knows exactly what kind of skillset is needed for this customer, for them to really be successful. As I said earlier, we cannot really get all the skillset that we need, we rely on the partners and partners bring the the right skillset, they can scale. I can tell Prem tomorrow, "Hey, I need two parts by next week", and I guarantee it he's going to bring two parts to me. So they let you scale, they let you move fast. And I'm a big believer, in today's day and age, to get things done fast and be more agile. I'm not worried about failure, but for me moving fast is very, very important. And partners really do a very good job bringing that. But I think then they also really make you think, isn't it? Because one thing I like about partners they make you innovate whether they know it or not but they do because, you know, they will come and ask you questions about, "Hey, tell me why you are doing this. Can I review your architecture?" You know, and then they will try to really say I don't think this is going to work. Because they work with so many different clients, not JCI, they bring all that expertise and that's what I look from them, you know, just not, you know, do a T&M job for me. I ask you to do this go... They just bring more than that. That's how I pick my partners. And that's how, you know, Hitachi's Vantara is definitely one of a good partner from that sense because they bring a lot more innovation to the table and I appreciate about that. >> It sounds like, it sounds like a flywheel of innovation. >> Yeah. >> I love that. Last question for both of you, which we're almost out of time here, Prem, I want to go back to you. So I'm a partner, I'm planning on redefining CloudOps at my company. What are the two things you want me to remember from Hitachi Vantara's perspective? >> So before I get to that question, Lisa, the partners that we work with are slightly different from from the partners that, again, there are some similar partners. There are some different partners, right? For example, we pick and choose especially in the Harc space, we pick and choose partners that are more future focused, right? We don't care if they are huge companies or small companies. We go after companies that are future focused that are really, really nimble and can change for our customers need because it's not our need, right? When I pick partners for Harc my ultimate endeavor is to ensure, in this case because we've got (indistinct) GCI on, we are able to operate (indistinct) with the level of satisfaction above and beyond that they're expecting from us. And whatever I don't have I need to get from my partners so that I bring this solution to Suresh. As opposed to bringing a whole lot of people and making them stand in front of Suresh. So that's how I think about partners. What do I want them to do from, and we've always done this so we do workshops with our partners. We just don't go by tools. When we say we are partnering with X, Y, Z, we do workshops with them and we say, this is how we are thinking. Either you build it in your roadmap that helps us leverage you, continue to leverage you. And we do have minimal investments where we fix gaps. We're building some utilities for us to deliver the best service to our customers. And our intention is not to build a product to compete with our partner. Our intention is to just fill the wide space until they go build it into their product suite that we can then leverage it for our customers. So always think about end customers and how can we make it easy for them? Because for all the tool vendors out there seeing this and wanting to partner with Hitachi the biggest thing is tools sprawl, especially on the cloud is very real. For every problem on the cloud. I have a billion tools that are being thrown at me as Suresh if I'm putting my installation and it's not easy at all. It's so confusing. >> Yeah. >> So that's what we want. We want people to simplify that landscape for our end customers, and we are looking at partners that are thinking through the simplification not just making money. >> That makes perfect sense. There really is a very strong symbiosis it sounds like, in the partner ecosystem. And there's a lot of enablement that goes on back and forth it sounds like as well, which is really, to your point it's all about the end customers and what they're expecting. Suresh, last question for you is which is the same one, if I'm a partner what are the things that you want me to consider as I'm planning to redefine CloudOps at my company? >> I'll keep it simple. In my view, I mean, we've touched upon it in multiple facets in this interview about that, the three things. First and foremost, reliability. You know, in today's day and age my products has to be reliable, available and, you know, make sure that the customer's happy with what they're really dealing with, number one. Number two, my product has to be secure. Security is super, super important, okay? And number three, I need to really make sure my customers are getting the value so I keep my cost low. So these three is what I would focus and what I expect from my partners. >> Great advice, guys. Thank you so much for talking through this with me and really showing the audience how strong the partnership is between Hitachi Vantara and JCI. What you're doing together, we'll have to talk to you again to see where things go but we really appreciate your insights and your perspectives. Thank you. >> Thank you, Lisa. >> Thanks Lisa, thanks for having us. >> My pleasure. For my guests, I'm Lisa Martin. Thank you so much for watching. (soothing music)

(upbeat music) >> Welcome back, everyone, to our Cube special programming on "Securing Compute, Engineered for the Hybrid World." We got Cole Humphreys who's with HPE, global server security product manager, and Mike Ferron-Jones with Intel. He's the product manager for data security technology. Gentlemen, thank you for coming on this special presentation. >> All right, thanks for having us. >> So, securing compute, I mean, compute, everyone wants more compute. You can't have enough compute as far as we're concerned. You know, more bits are flying around the internet. Hardware's mattering more than ever. Performance markets hot right now for next-gen solutions. When you're talking about security, it's at the center of every single conversation. And Gen11 for the HPE has been big-time focus here. So let's get into the story. What's the market for Gen11, Cole, on the security piece? What's going on? How do you see this impacting the marketplace? >> Hey, you know, thanks. I think this is, again, just a moment in time where we're all working towards solving a problem that doesn't stop. You know, because we are looking at data protection. You know, in compute, you're looking out there, there's international impacts, there's federal impacts, there's state-level impacts, and even regulation to protect the data. So, you know, how do we do this stuff in an environment that keeps changing? >> And on the Intel side, you guys are a Tier 1 combination partner, Better Together. HPE has a deep bench on security, Intel, We know what your history is. You guys have a real root of trust with your code, down to the silicon level, continuing to be, and you're on the 4th Gen Xeon here. Mike, take us through the Intel's relationship with HPE. Super important. You guys have been working together for many, many years. Data security, chips, HPE, Gen11. Take us through the relationship. What's the update? >> Yeah, thanks and I mean, HPE and Intel have been partners in delivering technology and delivering security for decades. And when a customer invests in an HPE server, like at one of the new Gen11s, they're getting the benefit of the combined investment that these two great companies are putting into product security. On the Intel side, for example, we invest heavily in the way that we develop our products for security from the ground up, and also continue to support them once they're in the market. You know, launching a product isn't the end of our security investment. You know, our Intel Red Teams continue to hammer on Intel products looking for any kind of security vulnerability for a platform that's in the field. As well as we invest heavily in the external research community through our bug bounty programs to harness the entire creativity of the security community to find those vulnerabilities, because that allows us to patch them and make sure our customers are staying safe throughout that platform's deployed lifecycle. You know, in 2021, between Intel's internal red teams and our investments in external research, we found 93% of our own vulnerabilities. Only a small percentage were found by unaffiliated external entities. >> Cole, HPE has a great track record and long history serving customers around security, actually, with the solutions you guys had. With Gen11, it's more important than ever. Can you share your thoughts on the talent gap out there? People want to move faster, breaches are happening at a higher velocity. They need more protection now than ever before. Can you share your thoughts on why these breaches are happening, and what you guys are doing, and how you guys see this happening from a customer standpoint? What you guys fill in with Gen11 with solution? >> You bet, you know, because when you hear about the relentless pursuit of innovation from our partners, and we in our engineering organizations in India, and Taiwan, and the Americas all collaborating together years in advance, are about delivering solutions that help protect our customer's environments. But what you hear Mike talking about is it's also about keeping 'em safe. Because you look to the market, right? What you see in, at least from our data from 2021, we have that breaches are still happening, and lot of it has to do with the fact that there is just a lack of adequate security staff with the necessary skills to protect the customer's application and ultimately the workloads. And then that's how these breaches are happening. Because ultimately you need to see some sort of control and visibility of what's going on out there. And what we were talking about earlier is you see time. Time to seeing some incident happen, the blast radius can be tremendous in today's technical, advanced world. And so you have to identify it and then correct it quickly, and that's why this continued innovation and partnership is so important, to help work together to keep up. >> You guys have had a great track record with Intel-based platforms with HPE. Gen11's a really big part of the story. Where do you see that impacting customers? Can you explain the benefits of what's going on with Gen11? What's the key story? What's the most important thing we should be paying attention to here? >> I think there's probably three areas as we look into this generation. And again, this is a point in time, we will continue to evolve. But at this particular point it's about, you know, a fundamental approach to our security enablement, right? Partnering as a Tier 1 OEM with one of the best in the industry, right? We can deliver systems that help protect some of the most critical infrastructure on earth, right? I know of some things that are required to have a non-disclosure because it is some of the most important jobs that you would see out there. And working together with Intel to protect those specific compute workloads, that's a serious deal that protects not only state, and local, and federal interests, but, really, a global one. >> This is a really- >> And then there's another one- Oh sorry. >> No, go ahead. Finish your thought. >> And then there's another one that I would call our uncompromising focus. We work in the industry, we lead and partner with those in the, I would say, in the good side. And we want to focus on enablement through a specific capability set, let's call it our global operations, and that ability to protect our supply chain and deliver infrastructure that can be trusted and into an operating environment. You put all those together and you see very significant and meaningful solutions together. >> The operating benefits are significant. I just want to go back to something you just said before about the joint NDAs and kind of the relationship you kind of unpacked, that to me, you know, I heard you guys say from sand to server, I love that phrase, because, you know, silicone into the server. But this is a combination you guys have with HPE and Intel supply-chain security. I mean, it's not just like you're getting chips and sticking them into a machine. This is, like, there's an in-depth relationship on the supply chain that has a very intricate piece to it. Can you guys just double down on that and share that, how that works and why it's important? >> Sure, so why don't I go ahead and start on that one. So, you know, as you mentioned the, you know, the supply chain that ultimately results in an end user pulling, you know, a new Gen11 HPE server out of the box, you know, started, you know, way, way back in it. And we've been, you know, Intel, from our part are, you know, invest heavily in making sure that all of our entire supply chain to deliver all of the Intel components that are inside that HPE platform have been protected and monitored ever since, you know, their inception at one of any of our 14,000, you know, Intel vendors that we monitor as part of our supply-chain assurance program. I mean we, you know, Intel, you know, invests heavily in compliance with guidelines from places like NIST and ISO, as well as, you know, doing best practices under things like the Transported Asset Protection Alliance, TAPA. You know, we have been intensely invested in making sure that when a customer gets an Intel processor, or any other Intel silicone product, that it has not been tampered with or altered during its trip through the supply chain. HPE then is able to pick up that, those components that we deliver, and add onto that their own supply-chain assurance when it comes down to delivering, you know, the final product to the customer. >> Cole, do you want to- >> That's exactly right. Yeah, I feel like that integration point is a really good segue into why we're talking today, right? Because that then comes into a global operations network that is pulling together these servers and able to deploy 'em all over the world. And as part of the Gen11 launch, we have security services that allow 'em to be hardened from our factories to that next stage into that trusted partner ecosystem for system integration, or directly to customers, right? So that ability to have that chain of trust. And it's not only about attestation and knowing what, you know, came from whom, because, obviously, you want to trust and make sure you're get getting the parts from Intel to build your technical solutions. But it's also about some of the provisioning we're doing in our global operations where we're putting cryptographic identities and manifests of the server and its components and moving it through that supply chain. So you talked about this common challenge we have of assuring no tampering of that device through the supply chain, and that's why this partnering is so important. We deliver secure solutions, we move them, you're able to see and control that information to verify they've not been tampered with, and you move on to your next stage of this very complicated and necessary chain of trust to build, you know, what some people are calling zero-trust type ecosystems. >> Yeah, it's interesting. You know, a lot goes on under the covers. That's good though, right? You want to have greater security and platform integrity, if you can abstract the way the complexity, that's key. Now one of the things I like about this conversation is that you mentioned this idea of a hardware-root-of-trust set of technologies. Can you guys just quickly touch on that, because that's one of the major benefits we see from this combination of the partnership, is that it's not just one, each party doing something, it's the combination. But this notion of hardware-root-of-trust technologies, what is that? >> Yeah, well let me, why don't I go ahead and start on that, and then, you know, Cole can take it from there. Because we provide some of the foundational technologies that underlie a root of trust. Now the idea behind a root of trust, of course, is that you want your platform to, you know, from the moment that first electron hits it from the power supply, that it has a chain of trust that all of the software, firmware, BIOS is loading, to bring that platform up into an operational state is trusted. If you have a breach in one of those lower-level code bases, like in the BIOS or in the system firmware, that can be a huge problem. It can undermine every other software-based security protection that you may have implemented up the stack. So, you know, Intel and HPE work together to coordinate our trusted boot and root-of-trust technologies to make sure that when a customer, you know, boots that platform up, it boots up into a known good state so that it is ready for the customer's workload. So on the Intel side, we've got technologies like our trusted execution technology, or Intel Boot Guard, that then feed into the HPE iLO system to help, you know, create that chain of trust that's rooted in silicon to be able to deliver that known good state to the customer so it's ready for workloads. >> All right, Cole, I got to ask you, with Gen11 HPE platforms that has 4th Gen Intel Xeon, what are the customers really getting? >> So, you know, what a great setup. I'm smiling because it's, like, it has a good answer, because one, this, you know, to be clear, this isn't the first time we've worked on this root-of-trust problem. You know, we have a construct that we call the HPE Silicon Root of Trust. You know, there are, it's an industry standard construct, it's not a proprietary solution to HPE, but it does follow some differentiated steps that we like to say make a little difference in how it's best implemented. And where you see that is that tight, you know, Intel Trusted Execution exchange. The Intel Trusted Execution exchange is a very important step to assuring that route of trust in that HPE Silicon Root of Trust construct, right? So they're not different things, right? We just have an umbrella that we pull under our ProLiant, because there's ILO, our BIOS team, CPLDs, firmware, but I'll tell you this, Gen11, you know, while all that, keeping that moving forward would be good enough, we are not holding to that. We are moving forward. Our uncompromising focus, we want to drive more visibility into that Gen11 server, specifically into the PCIE lanes. And now you're going to be able to see, and measure, and make policies to have control and visibility of the PCI devices, like storage controllers, NICs, direct connect, NVME drives, et cetera. You know, if you follow the trends of where the industry would like to go, all the components in a server would be able to be seen and attested for full infrastructure integrity, right? So, but this is a meaningful step forward between not only the greatness we do together, but, I would say, a little uncompromising focus on this problem and doing a little bit more to make Gen11 Intel's server just a little better for the challenges of the future. >> Yeah, the Tier 1 partnership is really kind of highlighted there. Great, great point. I got to ask you, Mike, on the 4th Gen Xeon Scalable capabilities, what does it do for the customer with Gen11 now that they have these breaches? Does it eliminate stuff? What's in it for the customer? What are some of the new things coming out with the Xeon? You're at Gen4, Gen11 for HP, but you guys have new stuff. What does it do for the customer? Does it help eliminate breaches? Are there things that are inherent in the product that HP is jointly working with you on or you were contributing in to the relationship that we should know about? What's new? >> Yeah, well there's so much great new stuff in our new 4th Gen Xeon Scalable processor. This is the one that was codenamed Sapphire Rapids. I mean, you know, more cores, more performance, AI acceleration, crypto acceleration, it's all in there. But one of my favorite security features, and it is one that's called Intel Control-Flow Enforcement Technology, or Intel CET. And why I like CET is because I find the attack that it is designed to mitigate is just evil genius. This type of attack, which is called a return, a jump, or a call-oriented programming attack, is designed to not bring a whole bunch of new identifiable malware into the system, you know, which could be picked up by security software. What it is designed to do is to look for little bits of existing, little bits of existing code already on the server. So if you're running, say, a web server, it's looking for little bits of that web-server code that it can then execute in a particular order to achieve a malicious outcome, something like open a command prompt, or escalate its privileges. Now in order to get those little code bits to execute in an order, it has a control mechanism. And there are different, each of the different types of attacks uses a different control mechanism. But what CET does is it gets in there and it disrupts those control mechanisms, uses hardware to prevent those particular techniques from being able to dig in and take effect. So CET can, you know, disrupt it and make sure that software behaves safely and as the programmer intended, rather than picking off these little arbitrary bits in one of these return, or jump, or call-oriented programming attacks. Now it is a technology that is included in every single one of the new 4th Gen Xeon Scalable processors. And so it's going to be an inherent characteristic the customers can benefit from when they buy a new Gen11 HPE server. >> Cole, more goodness from Intel there impacting Gen11 on the HPE side. What's your reaction to that? >> I mean, I feel like this is exactly why you do business with the big Tier 1 partners, because you can put, you know, trust in from where it comes from, through the global operations, literally, having it hardened from the factory it's finished in, moving into your operating environment, and then now protecting against attacks in your web hosting services, right? I mean, this is great. I mean, you'll always have an attack on data, you know, as you're seeing in the data. But the more contained, the more information, and the more control and trust we can give to our customers, it's going to make their job a little easier in protecting whatever job they're trying to do. >> Yeah, and enterprise customers, as you know, they're always trying to keep up to date on the skills and battle the threats. Having that built in under the covers is a real good way to kind of help them free up their time, and also protect them is really killer. This is a big, big part of the Gen11 story here. Securing the data, securing compute, that's the topic here for this special cube conversation, engineering for a hybrid world. Cole, I'll give you the final word. What should people pay attention to, Gen11 from HPE, bottom line, what's the story? >> You know, it's, you know, it's not the first time, it's not the last time, but it's our fundamental security approach to just helping customers through their digital transformation defend in an uncompromising focus to help protect our infrastructure in these technical solutions. >> Cole Humphreys is the global server security product manager at HPE. He's got his finger on the pulse and keeping everyone secure in the platform integrity there. Mike Ferron-Jones is the Intel product manager for data security technology. Gentlemen, thank you for this great conversation, getting into the weeds a little bit with Gen11, which is great. Love the hardware route-of-trust technologies, Better Together. Congratulations on Gen11 and your 4th Gen Xeon Scalable. Thanks for coming on. >> All right, thanks, John. >> Thank you very much, guys, appreciate it. Okay, you're watching "theCube's" special presentation, "Securing Compute, Engineered for the Hybrid World." I'm John Furrier, your host. Thanks for watching. (upbeat music)

>>Hey everyone, welcome to the Cube's coverage of AWS Reinvent 2022. Lisa Martin here with you with Subaru ier, one of our alumni who's now the CEO of Aerospike. Sabu. Great to have you on the program. Thank you for joining us. >>Great as always, to be on the cube. Luisa, good to meet you. >>So, you know, every company these days has got to be a data company, whether it's a retailer, a manufacturer, a grocer, a automotive company. But for a lot of companies, data is underutilized, yet a huge asset that is value added. Why do you think companies are struggling so much to make data a value added asset? >>Well, you know, we, we see this across the board when I talk to customers and prospects. There's a desire from the business and from it actually to leverage data to really fuel newer applications, newer services, newer business lines, if you will, for companies. I think the struggle is one, I think one the, you know, the plethora of data that is created, you know, surveys say that over the next three years data is gonna be, you know, by 2025, around 175 zetabytes, right? A hundred and zetabytes of data is gonna be created. And that's really a, a, a growth of north of 30% year over year. But the more important, and the interesting thing is the real time component of that data is actually growing at, you know, 35% cagr. And what enterprises desire is decisions that are made in real time or near real time. >>And a lot of the challenges that do exist today is that either the infrastructure that enterprises have in place was never built to actually manipulate data in real time. The second is really the ability to actually put something in place which can handle spikes yet be cost efficient if you'll, so you can build for really peak loads, but then it's very expensive to operate that particular service at normal loads. So how do you build something which actually works for you, for both you, both users, so to speak? And the last point that we see out there is even if you're able to, you know, bring all that data, you don't have the processing capability to run through that data. So as a result, most enterprises struggle with one, capturing the data, you know, making decisions from it in real time and really operating it at the cost point that they need to operate it at. >>You know, you bring up a great point with respect to real time data access. And I think one of the things that we've learned the last couple of years is that access to real time data, it's not a nice to have anymore. It's business critical for organizations in any industry. Talk about that as one of the challenges that organizations are facing. >>Yeah. When, when, when we started Aerospike, right when the company started, it started with the premise that data is gonna grow, number one, exponentially. Two, when applications open up to the internet, there's gonna be a flood of users and demands on those applications. And that was true primarily when we started the company in the ad tech vertical. So ad tech was the first vertical where there was a lot of data both on the supply side and the demand side from an inventory of ads that were available. And on the other hand, they had like microseconds or milliseconds in which they could make a decision on which ad to put in front of you and I so that we would click or engage with that particular ad. But over the last three to five years, what we've seen is as digitization has actually permeated every industry out there, the need to harness data in real time is pretty much present in every industry. >>Whether that's retail, whether that's financial services, telecommunications, e-commerce, gaming and entertainment. Every industry has a desire. One, the innovative companies, the small companies rather, are innovating at a pace and standing up new businesses to compete with the larger companies in each of these verticals. And the larger companies don't wanna be left behind. So they're standing up their own competing services or getting into new lines of business that really harness and are driven by real time data. So this compelling pressures, one, the customer exp you know, customer experience is paramount and we as customers expect answers in, you know, an instant in real time. And on the other hand, the way they make decisions is based on a large data set because you know, larger data sets actually propel better decisions. So there's competing pressures here, which essentially drive the need. One from a business perspective, two from a customer perspective to harness all of this data in real time. So that's what's driving an inces need to actually make decisions in real or near real time. >>You know, I think one of the things that's been in short supply over the last couple of years is patients we do expect as consumers, whether we're in our business lives, our personal lives that we're going to be getting, be given information and data that's relevant, it's personal to help us make those real time decisions. So having access to real time data is really business critical for organizations across any industries. Talk about some of the main capabilities that modern data applications and data platforms need to have. What are some of the key capabilities of a modern data platform that need to be delivered to meet demanding customer expectations? >>So, you know, going back to your initial question Lisa, around why is data really a high value but underutilized or underleveraged asset? One of the reasons we see is a lot of the data platforms that, you know, some of these applications were built on have been then around for a decade plus and they were never built for the needs of today, which is really driving a lot of data and driving insight in real time from a lot of data. So there are four major capabilities that we see that are essential ingredients of any modern data platform. One is really the ability to, you know, operate at unlimited scale. So what we mean by that is really the ability to scale from gigabytes to even petabytes without any degradation in performance or latency or throughput. The second is really, you know, predictable performance. So can you actually deliver predictable performance as your data size grows or your throughput grows or your concurrent user on that application of service grows? >>It's really easy to build an application that operates at low scale or low throughput or low concurrency, but performance usually starts degrading as you start scaling one of these attributes. The third thing is the ability to operate and always on globally resilient application. And that requires a, a really robust data platform that can be up on a five, nine basis globally, can support global distribution because a lot of these applications have global users. And the last point is, goes back to my first answer, which is, can you operate all of this at a cost point? Which is not prohibitive, but it makes sense from a TCO perspective. Cuz a lot of times what we see is people make choices of data platforms and as ironically their service or applications become more successful and more users join their journey, the revenue starts going up, the user base starts going up, but the cost basis starts crossing over the revenue and they're losing money on the service, ironically, as the service becomes more popular. So really unlimited scale, predictable performance always on, on a globally resilient basis and low tco. These are the four essential capabilities of any modern data platform. >>So then talk to me with those as the four main core functionalities of a modern data platform. How does aerospace deliver that? >>So we were built, as I said, from the from day one to operate at unlimited scale and deliver predictable performance. And then over the years as we work with customers, we build this incredible high availability capability which helps us deliver the always on, you know, operations. So we have customers who are, who have been on the platform 10 years with no downtime for example, right? So we are talking about an amazing continuum of high availability that we provide for customers who operate these, you know, globally resilient services. The key to our innovation here is what we call the hybrid memory architecture. So, you know, going a little bit technically deep here, essentially what we built out in our architecture is the ability on each node or each server to treat a bank of SSDs or solid state devices as essentially extended memory. So you're getting memory performance, but you're accessing these SSDs, you're not paying memory prices, but you're getting memory performance as a result of that. >>You can attach a lot more data to each node or each server in your distributed cluster. And when you kind of scale that across basically a distributed cluster you can do with aerospike, the same things at 60 to 80% lower server count and as a result 60 to 80% lower TCO compared to some of the other options that are available in the market. Then basically, as I said, that's the key kind of starting point to the innovation. We layer around capabilities like, you know, replication change, data notification, you know, synchronous and asynchronous replication. The ability to actually stretch a single cluster across multiple regions. So for example, if you're operating a global service, you can have a single aerospace cluster with one node in San Francisco, one northern New York, another one in London. And this would be basically seamlessly operating. So that, you know, this is strongly consistent. >>Very few no SQL data platforms are strongly consistent or if they are strongly consistent, they will actually suffer performance degradation. And what strongly consistent means is, you know, all your data is always available, it's guaranteed to be available, there is no data lost anytime. So in this configuration that I talked about, if the node in London goes down, your application still continues to operate, right? Your users see no kind of downtime and you know, when London comes up, it rejoins the cluster and everything is back to kind of the way it was before, you know, London left the cluster so to speak. So the op, the ability to do this globally resilient, highly available kind of model is really, really powerful. A lot of our customers actually use that kind of a scenario and we offer other deployment scenarios from a higher availability perspective. So everything starts with HMA or hybrid memory architecture and then we start building out a lot of these other capabilities around the platform. >>And then over the years, what our customers have guided us to do is as they're putting together a modern kind of data infrastructure, we don't live in a silo. So aerospace gets deployed with other technologies like streaming technologies or analytics technologies. So we built connectors into Kafka, pulsar, so that as you're ingesting data from a variety of data sources, you can ingest them at very high ingest speeds and store them persistently into Aerospike. Once the data is in Aerospike, you can actually run spark jobs across that data in a, in a multithreaded parallel fashion to get really insight from that data at really high, high throughput and high speed, >>High throughput, high speed, incredibly important, especially as today's landscape is increasingly distributed. Data centers, multiple public clouds, edge IOT devices, the workforce embracing more and more hybrid these days. How are you ex helping customers to extract more value from data while also lowering costs? Go into some customer examples cause I know you have some great ones. >>Yeah, you know, I think we have, we have built an amazing set of customers and customers actually use us for some really mission critical applications. So, you know, before I get into specific customer examples, let me talk to you about some of kind of the use cases which we see out there. We see a lot of aerospace being used in fraud detection. We see us being used in recommendations and since we use get used in customer data profiles or customer profiles, customer 360 stores, you know, multiplayer gaming and entertainment, these are kind of the repeated use case digital payments. We power most of the digital payment systems across the globe. Specific example from a, from a specific example perspective, the first one I would love to talk about is PayPal. So if you use PayPal today, then you know when you actually paying somebody your transaction is, you know, being sent through aero spike to really decide whether this is a fraudulent transaction or not. >>And when you do that, you know, you and I as a customer not gonna wait around for 10 seconds for PayPal to say yay or me, we expect, you know, the decision to be made in an instant. So we are powering that fraud detection engine at PayPal for every transaction that goes through PayPal before us, you know, PayPal was missing out on about 2% of their SLAs, which was essentially millions of dollars, which they were losing because, you know, they were letting transactions go through and taking the risk that it, it's not a fraudulent transaction with the aerospace. They can now actually get a much better sla and the data set on which they compute the fraud score has gone up by, you know, several factors. So by 30 x if you will. So not only has the data size that is powering the fraud engine actually grown up 30 x with Aerospike. Yeah. But they're actually making decisions in an instant for, you know, 99.95% of their transactions. So that's, >>And that's what we expect as consumers, right? We want to know that there's fraud detection on the swipe regardless of who we're interacting with. >>Yes. And so that's a, that's a really powerful use case and you know, it's, it's a great customer, great customer success story. The other one I would talk about is really Wayfair, right? From retail and you know, from e-commerce. So everybody knows Wayfair global leader in really, you know, online home furnishings and they use us to power their recommendations engine and you know, it's basically if you're purchasing this, people who bought this but also bought these five other things, so on and so forth, they have actually seen the card size at checkout go by up to 30% as a result of actually powering their recommendations in G by through Aerospike. And they, they were able to do this by reducing the server count by nine x. So on one ninth of the servers that were there before aerospace, they're now powering their recommendation engine and seeing card size checkout go up by 30%. Really, really powerful in terms of the business outcome and what we are able to, you know, drive at Wayfair >>Hugely powerful as a business outcome. And that's also what the consumer wants. The consumer is expecting these days to have a very personalized, relevant experience that's gonna show me if I bought this, show me something else that's related to that. We have this expectation that needs to be really fueled by technology. >>Exactly. And you know, another great example you asked about, you know, customer stories, Adobe, who doesn't know Adobe, you know, they, they're on a, they're on a mission to deliver the best customer experience that they can and they're talking about, you know, great customer 360 experience at scale and they're modernizing their entire edge compute infrastructure to support this. With Aerospike going to Aerospike, basically what they have seen is their throughput go up by 70%, their cost has been reduced by three x. So essentially doing it at one third of the cost while their annual data growth continues at, you know, about north of 30%. So not only is their data growing, they're able to actually reduce their cost to actually deliver this great customer experience by one third to one third and continue to deliver great customer 360 experience at scale. Really, really powerful example of how you deliver Customer 360 in a world which is dynamic and you know, on a dataset which is constantly growing at north, north of 30% in this case. >>Those are three great examples, PayPal, Wayfair, Adobe talking about, especially with Wayfair when you talk about increasing their cart checkout sizes, but also with Adobe increasing throughput by over 70%. I'm looking at my notes here. While data is growing at 32%, that's something that every organization has to contend with data growth is continuing to scale and scale and scale. >>Yep. I, I'll give you a fun one here. So, you know, you may not have heard about this company, it's called Dream 11 and it's a company based out of India, but it's a very, you know, it's a fun story because it's the world's largest fantasy sports platform and you know, India is a nation which is cricket crazy. So you know, when, when they have their premier league going on, you know, there's millions of users logged onto the dream alone platform building their fantasy lead teams and you know, playing on that particular platform, it has a hundred million users, a hundred million plus users on the platform, 5.5 million concurrent users and they have been growing at 30%. So they are considered a, an amazing success story in, in terms of what they have accomplished and the way they have architected their platform to operate at scale. And all of that is really powered by aerospace where think about that they are able to deliver all of this and support a hundred million users, 5.5 million concurrent users all with you know, 99 plus percent of their transactions completing in less than one millisecond. Just incredible success story. Not a brand that is you know, world renowned but at least you know from a what we see out there, it's an amazing success story of operating at scale. >>Amazing success story, huge business outcomes. Last question for you as we're almost out of time is talk a little bit about Aerospike aws, the partnership GRAVITON two better together. What are you guys doing together there? >>Great partnership. AWS has multiple layers in terms of partnerships. So you know, we engage with AWS at the executive level. They plan out, really roll out of new instances in partnership with us, making sure that, you know, those instance types work well for us. And then we just released support for Aerospike on the graviton platform and we just announced a benchmark of Aerospike running on graviton on aws. And what we see out there is with the benchmark, a 1.6 x improvement in price performance and you know, about 18% increase in throughput while maintaining a 27% reduction in cost, you know, on graviton. So this is an amazing story from a price performance perspective, performance per wat for greater energy efficiencies, which basically a lot of our customers are starting to kind of talk to us about leveraging this to further meet their sustainability target. So great story from Aero Aerospike and aws, not just from a partnership perspective on a technology and an executive level, but also in terms of what joint outcomes we are able to deliver for our customers. >>And it sounds like a great sustainability story. I wish we had more time so we would talk about this, but thank you so much for talking about the main capabilities of a modern data platform, what's needed, why, and how you guys are delivering that. We appreciate your insights and appreciate your time. >>Thank you very much. I mean, if, if folks are at reinvent next week or this week, come on and see us at our booth. We are in the data analytics pavilion. You can find us pretty easily. Would love to talk to you. >>Perfect. We'll send them there. So Ira, thank you so much for joining me on the program today. We appreciate your insights. >>Thank you Lisa. >>I'm Lisa Martin. You're watching The Cubes coverage of AWS Reinvent 2022. Thanks for watching.

(upbeat music) >> Hello, fellow cloud nerds and welcome back to AWS re:Invent here in a beautiful sin city. We are theCUBE. My name is Savannah Peterson, joined by my dear colleague and co-host Paul Gillon. Paul, last segment. >> Good thing too. >> Of our first re:Invent. >> A good thing too 'cause I think you're going to lose your voice after this one. >> We are right on the line. (laughter) You can literally hear it struggling to come out right now. But that doesn't mean that the conversation we're going to have is not just as important as our first or our middle interview. Very excited to have Ganesh from Uptycs with us today. Ganesh, welcome to the show. >> Savannah and Paul, thank you for having me here. >> It's a pleasure. I can tell from your smile and your energy. You're like us, you've been having a great time. How has the show been for you so far? >> Tremendous. Two reasons. One, we've had great parties since Monday night. >> Yes. Love that. >> The turnout has been fantastic. >> You know, honestly you're the first guest to bring up the party side of this. But it is such, and obviously there's a self-indulgence component of that. But beyond the hedonism. It is a big part of the networking in the community. And I love that you had a whiskey tasting. Paul and I will definitely be at the next one that you have. In case folks aren't familiar. Give us the Uptycs pitch. >> So we are a Boston based venture. What we provide is cloud infrastructure security. I know if you raise your hand. >> Hot topic. >> Yeah, hot topic obviously in given where we are. But we have a unique way of providing visibility into workloads from inside the workload. As well as by connecting to the AWS control plane. We cover the entire Gartner acronym soup, they call it as CNAP. Which is cloud native application protection platform. That's what we do. >> Now you provide cloud infrastructure security. I thought the cloud providers did that. >> Cloud providers, they provide elements of it because they can only provide visibility from outside in. And if you were to take AWS as an example they give you only at an account level. If you want to do things at an organization where you might have a thousand accounts. You're left to fend to yourself. If you want to span other cloud service providers at the same time. Then you're left to fend to yourself. That's why technologies like us exist. Who can not only span across accounts but go across cloud and get visibility into your workload. >> Now we know that the leading cause of data loss in the cloud or breaches if you'll call them, is misconfiguration. Is that something that you address as well? >> Yes. If you were to look at the majority of the breaches they're due to two reasons. One, due to arguably what you can call as vulnerabilities, misconfigurations, and compliance related issues. Or the second part, things related to like behavioral nature. Which are due to threats. Which then result in like some kind of data loss. But misconfiguration is a top issue and it's called a cloud security posture management. Where once you scope and assess what's the extent of misconfigurations. Maybe there's a chance that you go quickly remediate it. >> So how do you address that? >> Oh, yeah. >> How does that work? So if you were to look at AWS and if you were to think of it as orchestration plane for your workload and services. They provide a API. And this API allows you to get visibility into what's your configuration looking like. And it also allows you to like figure out on an ongoing basis. If there are any changes to your configurations. And usually when you start with a baseline of configuration and as a passage of time. Is where misconfigurations come into play. By understanding the full stream of how it's been configured and how changes are occurring. You get the chance to like go remediate any kind of misconfigure and hence vulnerabilities from that. >> That was a great question Paul. And I'm sure, I mean people want to do that. 23 billion was invested in cybersecurity in 2021 alone, casual dollar amount. I can imagine cybersecurity is a top priority for all of your customers. Probably most of the people on the show floor. How quickly does that mean your team has to scale and adapt given how smart attacks and various things are getting on the dark side of things? >> Great question. The biggest bigger problem than what we are solving for scale is the shortage of people. There's the shortage of people who actually know. >> I was curious about that. Yeah. >> So a shortage of people who understand how to configure it. Let alone people who can secure it like with technology like ours, right? So if you go in that pecking order of pull. It's people and organizations like us exist. Such that at scale you can identify these changes. And help enable those people to quickly scope and assess what's wrong. And potentially help them remediate before it really goes out of control. (metal clinking) >> This is the so-called XDR part of your business, right? >> Yes. So there are two parts. One is around the notion of auditing and compliance and getting visibility. Like the first question that you asked around misconfiguration. And that's one part what we do from the control plane of the cloud. The second part is more behavioral in nature. It results from having visibility into the actual workload. For example, if there's been a misconfiguration. If it's been exploited. You then want to reduce the type well time to figure out like. What really is happening in case there's something potentially nefarious and malicious activity going on. That's the part where XDR (metal clinking) or CWPP comes into play where it's basically called as detection and response of cloud workload protection. >> And how is, it's a fairly new concept, XDR. How is the market taking to it? How popular is this with the customer? >> XDR is extremely popular. So much so that thanks to Gartner and other top analysts. It's become like a catchall for a whole bunch of things. So it's popularity is incredibly on the rise. However, there are elements of XDR the last two part detection and response. Which are like very crucial. X could stand for whatever it is it's extended version. As applied to cloud there's a bunch of things you can do as applied to like laptops. There's a bunch of things it can do. Where we fit into the equation is. Especially from a AWS or a cloud-centric perspective. If the crown jewels of software are developed on a laptop. And the journey of the software is from the laptop to the cloud. That's the arc that we protect. That's where we provide the visibility. >> Mm. >> Wow, that's impressive. So I imagine you get to see quite a few different trends. Working with different customers across the market. What do you think is coming next? How are you and your brilliant team adapting for an ever-changing space? (nails tapping) >> That's a great question. And this is what we are seeing especially with some of our large barrier customers. There's a notion of what's emerging what's called a security as infrastructure. >> Mm. >> Unlike security traditionally being like an operational spend. There's a notion investing in that. Look, if you're going to be procuring technology from AWS as infrastructure. What else will you do to secure it? And that's the notion that that's really taking off. >> Nice. >> You are an advocate of what you call shift up the shift up approach to security. I haven't heard that term before. What is shift? >> Me either. >> I sure have heard of shift left and shift right? >> Yes. >> But what is shift up? >> Great question. So for us, given the breadth of what's possible. And the scale at which one needs to do things. The traditional approach has been shift left where you try to get into like the developer side of laptops. Which is what we do. But if you were to look at it from the perspective that the scale at which these changes occur. And for you to figure out if there is anything malicious in there. You then need to look across it using observability techniques. Which means that you take a step up and look across the complete spectrum. From where the software is developed to where it's deployed. And that's what we call as shift up security. Taking it up like one level notch and looking at it using a telemetry driven approach. >> Yeah, go for it. >> So telemetry driven. So do you integrate with the observability platforms that your customers are using? >> Yeah, so we've taken a lot of cues and IP from observability techniques. Which are traditionally applied to like numerical approaches to figuring out if things are changing. Because there's a number which tells you. And we've applied that to like state related changes. We use similar approach, but we don't look at numbers. We look at what's changing and then the rate of change. And what's actually changing allows us to figure out if there's something malicious. And the only way you can do it at scale by getting the telemetry and not doing it on the actual workload. >> I'm curious, I'm taking, this is maybe your own thought leadership moment. But I as we adapt to nefarious things. Love your use of the word nefarious. Despite folks investing in cybersecurity. I mean the VCs are obviously funding all these startups. But not, but beyond that it is a, it's a huge priority. Breaches still happen. >> Yes. >> And they still happen all the time. They happen every day, every second. There's probably multiple breaches happen. I'm sure there are multiple breaches happening right now. Do you think we'll get to a point where things are truly secure and these breaches don't continue to happen? >> I'd love to say that (crowd cheering) the short answer is no. >> Right? (laughing) >> And this is where there are two schools of thought. You can always try to figure out is there a lead up? With a high degree of conviction that you can say there's something malicious? The second part is you figure out like once you've been breached. How do you reduce the time by like figuring out your dwell time and like meantime to know. >> Nice. So we have a bit of a challenge. I'm going to put his in the middle of this segment. >> Oh, okay. >> I feel like spicing it up for our last one. >> All right. >> I'm feeling a little zesty. >> All right. >> We've been giving everyone a challenge. This is your 30 seconds of thought leadership. Your hot take on the most important theme for, for you coming out of the show and looking towards 2023. >> For us, the most important thing coming out of the show is that you need to get visibility across your cloud from two perspectives. One is from your workload. Second, in terms of protecting your identity. You need to protect your workload. And you need to protect your identity. And then you need to protect the rest of the services. Right? So identity is probably the next perimeter in conjunction with the workload. And that is the most important theme. And we see it consistent in our customer conversations out here. >> Now when you say identity are you referring to down to the individual user level? >> At a cloud level, when you have both bots as well as humans interacting with cloud and you know bringing up workloads and bringing them down. The potential things which can go wrong due to like automated accounts. You know, going haywire. Is really high. And if some privileges are leaked which are meant only for automation. Get into the hands of people they could do inflict a lot of damage, right? So understanding the implications of IAM in the realm of cloud is extremely important. >> Is this, I thought zero trust was supposed to solve for that. How, where does zero trust fall short? >> So zero trust is a bigger thing. It could be in the context of someone trying to access services from their laptop. To like a, you know email exchange or something internal >> Hm. >> on the internet. In a similar way, when you use AWS as a provider. You've got like a role and then you've got like privileges associated with the role. When your identity is asserted. We need to make sure that it's actually indeed you. >> Mm. >> And there's a bunch of analytics that we do today. Allow us to like get that visibility. >> Talk about the internal culture. I'm going to let you get a little recruiting sound bite. >> Yes. >> Out of this interview. What, how big is the team? What's the vibe like? Where are you all based? >> So we are based in Boston. These days we are globally distributed. We've got R and D centers in Boston. We've got in two places in India. And we've got a distributed workforce across the US. Since pre-pandemic to now we've like increased four X or five X from around 60 employees to 300 plus. And it's a very. >> Nicely done. >> We have a very strong ethos and it's very straightforward. We are very engineering product driven when it comes to innovation. Engineering driven when it comes to productivity. But we are borderline maniacal about customer experience. And that's what resulted in our success today. >> Something that you have in common with AWS. >> I would arguably say so, yes. (laughter) Thank you for identifying that. I didn't think of it that way. But now that you put it, yes. >> Yeah, I think. One of the things that I've loved about the whole show. And I am curious if you felt this way too. So much community first, customer first, behavior here. >> Yeah. >> Has that been your take as well? >> Yes, very much so. And that's reflected in the good fortune of our customer engagement. And if you were to look at our. Where has our growth come from? Despite the prevalent macroeconomic conditions. All our large customers have doubled on us because of the experience we provide. >> Ganesh, it has been absolutely fantastic having you on theCUBE. Thank you so much for joining us today. >> Yes, thank you. And if I may say one last thing? >> Of course you can. >> As, a venture, we've put together a new program. Especially for AWS Re:Invent. And it allows people to experience everything that Uptycs has to offer up to a thousand endpoints for a dollar. It's called as the Uptyc Secret menu. >> Woo. >> Go to Uptycsecretmenu.com and you'd be available to avail that until the end of the year. >> I'm signing up right now. >> I know. I was going to say, I feel like that's the best deal of reinvent. That's fantastic Ganesh. >> Yes. >> Well again, thank you so much. We look forward to our next conversation. Can't wait to see how many employees you have then. As a result of this wonderful recruitment video that we've just. >> We hope to nominally double. Thank you for having me here. (laughter) >> Absolutely. And thank all of you for tuning into our over 100 interviews here at AWS re:Invent. We are in Las Vegas, Nevada. Signing off for the last time with Paul Gillon. I'm Savannah Peterson. You're watching theCUBE, the leader in high tech coverage. (upbeat music fading) (upbeat music fading)

(upbeat music) >> Good morning everybody. Welcome back to Las Vegas. This is day four of theCUBE's wall-to-wall coverage of our Super Bowl, aka AWS re:Invent 2022. I'm here with my co-host, Paul Gillin. My name is Dave Vellante. Sanjay Poonen is in the house, CEO and president of Cohesity. He's sitting in as our guest market watcher, market analyst, you know, deep expertise, new to the job at Cohesity. He was kind enough to sit in, and help us break down what's happening at re:Invent. But Paul, first thing, this morning we heard from Werner Vogels. He was basically given a masterclass on system design. It reminded me of mainframes years ago. When we used to, you know, bury through those IBM blue books and red books. You remember those Sanjay? That's how we- learned back then. >> Oh God, I remember those, Yeah. >> But it made me think, wow, now you know IBM's more of a systems design, nobody talks about IBM anymore. Everybody talks about Amazon. So you wonder, 20 years from now, you know what it's going to be. But >> Well- >> Werner's amazing. >> He pulled out a 24 year old document. >> Yup. >> That he had written early in Amazon's evolution about synchronous design or about essentially distributed architectures that turned out to be prophetic. >> His big thing was nature is asynchronous. So systems are asynchronous. Synchronous is an illusion. It's an abstraction. It's kind of interesting. But, you know- >> Yeah, I mean I've had synonyms for things. Timeless architecture. Werner's an absolute legend. I mean, when you think about folks who've had, you know, impact on technology, you think of people like Jony Ive in design. >> Dave: Yeah. >> You got to think about people like Werner in architecture and just the fact that Andy and the team have been able to keep him engaged that long... I pay attention to his keynote. Peter DeSantis has obviously been very, very influential. And then of course, you know, Adam did a good job, you know, watching from, you know, having watched since I was at the first AWS re:Invent conference, at time was President SAP and there was only a thousand people at this event, okay? Andy had me on stage. I think I was one of the first guest of any tech company in 2011. And to see now this become like, it's a mecca. It's a mother of all IT events, and watch sort of even the transition from Andy to Adam is very special. I got to catch some of Ruba's keynote. So while there's some new people in the mix here, this has become a force of nature. And the last time I was here was 2019, before Covid, watched the last two ones online. But it feels like, I don't know 'about what you guys think, it feels like it's back to 2019 levels. >> I was here in 2019. I feel like this was bigger than 2019 but some people have said that it's about the same. >> I think it was 60,000 versus 50,000. >> Yes. So close. >> It was a little bigger in 2019. But it feels like it's more active. >> And then last year, Sanjay, you weren't here but it was 25,000, which was amazing 'cause it was right in that little space between Omicron, before Omicron hit. But you know, let me ask you a question and this is really more of a question about Amazon's maturity and I know you've been following them since early days. But the way I get the question, number one question I get from people is how is Amazon AWS going to be different under Adam than it was under Andy? What do you think? >> I mean, Adam's not new because he was here before. In some senses he knows the Amazon culture from prior, when he was running sales and marketing prior. But then he took the time off and came back. I mean, this will always be, I think, somewhat Andy's baby, right? Because he was the... I, you know, sent him a text, "You should be really proud of what you accomplished", but you know, I think he also, I asked him when I saw him a few weeks ago "Are you going to come to re:Invent?" And he says, "No, I want to leave this to be Adam's show." And Adam's going to have a slightly different view. His keynotes are probably half the time. It's a little bit more vision. There was a lot more customer stories at the beginning of it. Taking you back to the inspirational pieces of it. I think you're going to see them probably pulling up the stack and not just focused in infrastructure. Many of their platform services are evolved. Many of their, even application services. I'm surprised when I talk to customers. Like Amazon Connect, their sort of call center type technologies, an app layer. It's getting a lot. I mean, I've talked to a couple of Fortune 500 companies that are moving off Ayer to Connect. I mean, it's happening and I did not know that. So it's, you know, I think as they move up the stack, the platform's gotten more... The data centric stack has gotten, and you know, in the area we're working with Cohesity, security, data protection, they're an investor in our company. So this is an important, you know, both... I think tech player and a partner for many companies like us. >> I wonder the, you know, the marketplace... there's been a big push on the marketplace by all the cloud companies last couple of years. Do you see that disrupting the way softwares, enterprise software is sold? >> Oh, for sure. I mean, you have to be a ostrich with your head in the sand to not see this wave happening. I mean, what's it? $150 billion worth of revenue. Even though the growth rates dipped a little bit the last quarter or so, it's still aggregatively between Amazon and Azure and Google, you know, 30% growth. And I think we're still in the second or third inning off a grand 1 trillion or 2 trillion of IT, shifting not all of it to the cloud, but significantly faster. So if you add up all of the big things of the on-premise world, they're, you know, they got to a certain size, their growth is stable, but stalling. These guys are growing significantly faster. And then if you add on top of them, platform companies the data companies, Snowflake, MongoDB, Databricks, you know, Datadog, and then apps companies on top of that. I think the move to the Cloud is inevitable. In SaaS companies, I don't know why you would ever implement a CRM solution on-prem. It's all gone to the Cloud. >> Oh, it is. >> That happened 15 years ago. I mean, begin within three, five years of the advent of Salesforce. And the same thing in HR. Why would you deploy a HR solution now? You've got Workday, you've got, you know, others that are so some of those apps markets are are just never coming back to an on-prem capability. >> Sanjay, I want to ask you, you built a reputation for being able to, you know, forecast accurately, hit your plan, you know, you hit your numbers, you're awesome operator. Even though you have a, you know, technology degree, which you know, that's a two-tool star, multi-tool star. But I call it the slingshot economy. This is like, I mean I've seen probably more downturns than anybody in here, you know, given... Well maybe, maybe- >> Maybe me. >> You and I both. I've never seen anything like this, where where visibility is so unpredictable. The economy is sling-shotting. It's like, oh, hurry up, go Covid, go, go go build, build, build supply, then pull back. And now going forward, now pulling back. Slootman said, you know, on the call, "Hey the guide, is the guide." He said, "we put it out there, We do our best to hit it." But you had CrowdStrike had issues you know, mid-market, ServiceNow. I saw McDermott on the other day on the, on the TV. I just want to pay, you know, buy from the guy. He's so (indistinct) >> But mixed, mixed results, Salesforce, you know, Octa now pre-announcing, hey, they're going to be, or announcing, you know, better visibility, forward guide. Elastic kind of got hit really hard. HPE and Dell actually doing really well in the enterprise. >> Yep. >> 'Course Dell getting killed in the client. But so what are you seeing out there? How, as an executive, do you deal with such poor visibility? >> I think, listen, what the last two or three years have taught us is, you know, with the supply chain crisis, with the surge that people thought you may need of, you know, spending potentially in the pandemic, you have to start off with your tech platform being 10 x better than everybody else. And differentiate, differentiate. 'Cause in a crowded market, but even in a market that's getting tougher, if you're not differentiating constantly through technology innovation, you're going to get left behind. So you named a few places, they're all technology innovators, but even if some of them are having challenges, and then I think you're constantly asking yourselves, how do you move from being a point product to a platform with more and more services where you're getting, you know, many of them moving really fast. In the case of Roe, I like him a lot. He's probably one of the most savvy operators, also that I respect. He calls these speedboats, and you know, his core platform started off with the firewall network security. But he's built now a very credible cloud security, cloud AI security business. And I think that's how you need to be thinking as a tech executive. I mean, if you got core, your core beachhead 10 x better than everybody else. And as you move to adjacencies in these new platforms, have you got now speedboats that are getting to a point where they are competitive advantage? Then as you think of the go-to-market perspective, it really depends on where you are as a company. For a company like our size, we need partners a lot more. Because if we're going to, you know, stand on the shoulders of giants like Isaac Newton said, "I see clearly because I stand on the shoulders giants." I need to really go and cultivate Amazon so they become our lead partner in cloud. And then appropriately Microsoft and Google where I need to. And security. Part of what we announced last week was, last month, yeah, last couple of weeks ago, was the data security alliance with the biggest security players. What was I trying to do with that? First time ever done in my industry was get Palo Alto, CrowdStrike, Wallace, Tenable, CyberArk, Splunk, all to build an alliance with me so I could stand on their shoulders with them helping me. If you're a bigger company, you're constantly asking yourself "how do you make sure you're getting your, like Amazon, their top hundred customers spending more with that?" So I think the the playbook evolves, and I'm watching some of these best companies through this time navigate through this. And I think leadership is going to be tested in enormously interesting ways. >> I'll say. I mean, Snowflake is really interesting because they... 67% growth, which is, I mean, that's best in class for a company that's $2 billion. And, but their guide was still, you know, pretty aggressive. You know, so it's like, do you, you know, when it when it's good times you go, "hey, we can we can guide conservatively and know we can beat it." But when you're not certain, you can't dial down too far 'cause your investors start to bail on you. It's a really tricky- >> But Dave, I think listen, at the end of the day, I mean every CEO should not be worried about the short term up and down in the stock price. You're building a long-term multi-billion dollar company. In the case of Frank, he has, I think I shot to a $10 billion, you know, analytics data warehousing data management company on the back of that platform, because he's eyeing the market that, not just Teradata occupies today, but now Oracle occupies or other databases, right? So his tam as it grows bigger, you're going to have some of these things, but that market's big. I think same with Palo Alto. I mean Datadog's another company, 75% growth. >> Yeah. >> At 20% margins, like almost rule of 95. >> Amazing. >> When they're going after, not just the observability market, they're eating up the sim market, security analytics, the APM market. So I think, you know, that's, you look at these case studies of companies who are going from point product to platforms and are steadily able to grow into new tams. You know, to me that's very inspiring. >> I get it. >> Sanjay: That's what I seek to do at our com. >> I get that it's a marathon, but you know, when you're at VMware, weren't you looking at the stock price every day just out of curiosity? I mean listen, you weren't micromanaging it. >> You do, but at the end of the day, and you certainly look at the days of earnings and so on so forth. >> Yeah. >> Because you want to create shareholder value. >> Yeah. >> I'm not saying that you should not but I think in obsession with that, you know, in a short term, >> Going to kill ya. >> Makes you, you know, sort of myopically focused on what may not be the right thing in the long term. Now in the long arc of time, if you're not creating shareholder value... Look at what happened to Steve Bomber. You needed Satya to come in to change things and he's created a lot of value. >> Dave: Yeah, big time. >> But I think in the short term, my comments were really on the quarter to quarter, but over a four a 12 quarter, if companies are growing and creating profitable growth, they're going to get the valuation they deserve. >> Dave: Yeah. >> Do you the... I want to ask you about something Arvind Krishna said in the previous IBM earnings call, that IT is deflationary and therefore it is resistant to the macroeconomic headwinds. So IT spending should actually thrive in a deflation, in a adverse economic climate. Do you think that's true? >> Not all forms of IT. I pay very close attention to surveys from, whether it's the industry analysts or the Morgan Stanleys, or Goldman Sachs. The financial analysts. And I think there's a gluc in certain sectors that will get pulled back. Traditional view is when the economies are growing people spend on the top line, front office stuff, sales, marketing. If you go and look at just the cloud 100 companies, which are the hottest private companies, and maybe with the public market companies, there's way too many companies focused on sales and marketing. Way too many. I think during a downsizing and recession, that's going to probably shrink some, because they were all built for the 2009 to 2021 era, where it was all about the top line. Okay, maybe there's now a proposition for companies who are focused on cost optimization, supply chain visibility. Security's been intangible, that I think is going to continue to an investment. So I tell, listen, if you are a tech investor or if you're an operator, pay attention to CIO priorities. And right now, in our business at Cohesity, part of the reason we've embraced things like ransomware protection, there is a big focus on security. And you know, by intelligently being a management and a security company around data, I do believe we'll continue to be extremely relevant to CIO budgets. There's a ransomware, 20 ransomware attempts every second. So things of that kind make you relevant in a bank. You have to stay relevant to a buying pattern or else you lose momentum. >> But I think what's happening now is actually IT spending's pretty good. I mean, I track this stuff pretty closely. It's just that expectations were so high and now you're seeing earnings estimates come down and so, okay, and then you, yeah, you've got the, you know the inflationary factors and your discounted cash flows but the market's actually pretty good. >> Yeah. >> You know, relative to other downturns that if this is not a... We're not actually not in a downturn. >> Yeah. >> Not yet anyway. It may be. >> There's a valuation there. >> You have to prepare. >> Not sales. >> Yeah, that's right. >> When I was on CNBC, I said "listen, it's a little bit like that story of Joseph. Seven years of feast, seven years of famine." You have to prepare for potentially your worst. And if it's not the worst, you're in good shape. So will it be a recession 2023? Maybe. You know, high interest rates, inflation, war in Russia, Ukraine, maybe things do get bad. But if you belt tightening, if you're focused in operational excellence, if it's not a recession, you're pleasantly surprised. If it is one, you're prepared for it. >> All right. I'm going to put you in the spot and ask you for predictions. Expert analysis on the World Cup. What do you think? Give us the breakdown. (group laughs) >> As my... I wish India was in the World Cup, but you can't get enough Indians at all to play soccer well enough, but we're not, >> You play cricket, though. >> I'm a US man first. I would love to see one of Brazil, or Argentina. And as a Messi person, I don't know if you'll get that, but it would be really special for Messi to lead, to end his career like Maradonna winning a World Cup. I don't know if that'll happen. I'm probably going to go one of the Latin American countries, if the US doesn't make it far enough. But first loyalty to the US team, and then after one of the Latin American countries. >> And you think one of the Latin American countries is best bet to win or? >> I don't know. It's hard to tell. They're all... What happens now at this stage >> So close, right? >> is anybody could win. >> Yeah. You just have lots of shots of gold. I'm a big soccer fan. It could, I mean, I don't know if the US is favored to win, but if they get far enough, you get to the finals, anybody could win. >> I think they get Netherlands next, right? >> That's tough. >> Really tough. >> But... The European teams are good too, but I would like to see US go far enough, and then I'd like to see Latin America with team one of Argentina, or Brazil. That's my prediction. >> I know you're a big Cricket fan. Are you able to follow Cricket the way you like? >> At god unearthly times the night because they're in Australia, right? >> Oh yeah. >> Yeah. >> I watched the T-20 World Cup, select games of it. Yeah, you know, I'm not rapidly following every single game but the World Cup games, I catch you. >> Yeah, it's good. >> It's good. I mean, I love every sport. American football, soccer. >> That's great. >> You get into basketball now, I mean, I hope the Warriors come back strong. Hey, how about the Warriors Celtics? What do we think? We do it again? >> Well- >> This year. >> I'll tell you what- >> As a Boston Celtics- >> I would love that. I actually still, I have to pay off some folks from Palo Alto office with some bets still. We are seeing unprecedented NBA performance this year. >> Yeah. >> It's amazing. You look at the stats, it's like nothing. I know it's early. Like nothing we've ever seen before. So it's exciting. >> Well, always a pleasure talking to you guys. >> Great to have you on. >> Thanks for having me. >> Thank you. Love the expert analysis. >> Sanjay Poonen. Dave Vellante. Keep it right there. re:Invent 2022, day four. We're winding up in Las Vegas. We'll be right back. You're watching theCUBE, the leader in enterprise and emerging tech coverage. (lighthearted soft music)

>>Hello, brilliant humans and welcome back to Las Vegas, Nevada, where we are live from the AWS Reinvent Show floor here with the cube. My name is Savannah Peterson, joined with Dave Valante, and we have a very exciting conversation with you. Two, two companies you may have heard of. We've got AWS and Red Hat in the house. Manu and Joel, thank you so much for being here. Love this little fist bump. Started off, that's right. Before we even got rolling, Manu, you said that you wanted this to be the best segment of, of the cubes airing. We we're doing over a hundred segments, so you're gonna have to bring the heat. >>We're ready. We're did go. Are we ready? Yeah, go. We're ready. Let's bring it on. >>We're ready. All right. I'm, I'm ready. Dave's ready. Let's do it. How's the show going for you guys real quick before we dig in? >>Yeah, I think after Covid, it's really nice to see that we're back into the 2019 level and, you know, people just want to get out, meet people, have that human touch with each other, and I think a lot of trust gets built as a functional that, so it's super amazing to see our partners and customers here at Reedman. Yeah, >>And you've got a few in the house. That's true. Just a few maybe, maybe a couple >>Very few shows can say that, by the way. Yeah, it's maybe a handful. >>I think one of the things we were saying, it's almost like the entire Silicon Valley descended in the expo hall area, so >>Yeah, it's >>For a few different reasons. There's a few different silicon defined. Yeah, yeah, yeah. Don't have strong on for you. So far >>It's, it's, it is amazing. It's the 10th year, right? It's decade, I think I've been to five and it's, it grows every single year. It's the, you have to be here. It's as simple as that. And customers from every single industry are here too. You don't get, a lot of shows have every single industry and almost every single location around the globe. So it's, it's a must, must be >>Here. Well, and the personas evolved, right? I was at reinvent number two. That was my first, and it was all developers, not all, but a lot of developers. And today it's a business mix, really is >>Totally, is a business mix. And I just, I've talked about it a little bit down the show, but the diversity on the show floor, it's the first time I've had to wait in line for the ladies' room at a tech conference. Almost a two decade career. It is, yeah. And it was really refreshing. I'm so impressed. So clearly there's a commitment to community, but also a commitment to diversity. Yeah. And, and it's brilliant to see on the show floor. This is a partnership that is robust and has been around for a little while. Money. Why don't you tell us a little bit about the partnership here? >>Yes. So Red Hand and AWS are best friends, you know, forever together. >>Aw, no wonder we got the fist bumps and all the good vibes coming out. I know, it's great. I love that >>We have a decade of working together. I think the relationship in the first phase was around running rail bundled with E two. Sure. We have about 70,000 customers that are running rail, which are running mission critical workloads such as sap, Oracle databases, bespoke applications across the state of verticals. Now, as more and more enterprise customers are finally, you know, endorsing and adopting public cloud, I think that business is just gonna continue to grow. So a, a lot of progress there. The second titration has been around, you know, developers tearing Red Hat and aws, Hey, listen, we wanna, it's getting competitive. We wanna deliver new features faster, quicker, we want scale and we want resilience. So just entire push towards devs containers. So that's the second chapter with, you know, red Hat OpenShift on aws, which launched as a, a joint manage service in 2021 last year. And I think the third phase, which you're super excited about, is just bringing the ease of consumption, one click deployment, and then having our customers, you know, benefit from the joint committed spend programs together. So, you know, making sure that re and Ansible and JBoss, the entire portfolio of Red Hat products are available on AWS marketplace. So that's the 1, 2, 3, it of our relationship. It's a decade of working together and, you know, best friends are super committed to making sure our customers and partners continue successful. >>Yeah, that he said it, he said it perfectly. 2008, I know you don't like that, but we started with Rel on demand just in 2008 before E two even had a console. So the partnership has been there, like Manu says, for a long time, we got the partnership, we got the products up there now, and we just gotta finalize that, go to market and get that gas on the fire. >>Yeah. So Graviton Outpost, local zones, you lead it into all the new stuff. So that portends, I mean, 2008, we're talking two years after the launch of s3. >>That's right. >>Right. So, and now look, so is this a harbinger of things to come with these new innovations? >>Yeah, I, I would say, you know, the innovation is a key tenant of our partnership, our relationship. So if you look at from a product standpoint, red Hat or Rel was one of the first platforms that made a support for graviton, which is basically 40% better price performance than any other distribution. Then that translated into making sure that Rel is available on all of our regions globally. So this year we launched Switzerland, Spain, India, and Red Hat was available on launch there, support for Nitro support for Outpost Rosa support on Outpost as well. So I think that relationship, that innovation on the product side, that's pretty visible. I think that innovation again then translates into what we are doing on marketplace with one click deployments we spoke about. I think the third aspect of the know innovation is around making sure that we are making our partners and our customers successful. So one of the things that we've done so far is Joe leads a, you know, a black belt team that really goes into each customer opportunity, making sure how can we help you be successful. We launched and you know, we should be able to share that on a link. After this, we launched like a big playlist, which talks about every single use case on how do you get successful and running OpenShift on aws. So that innovation on behalf of our customers partners to make them successful, that's been a key tenant for us together as >>Well. That's right. And that team that Manu is talking about, we're gonna, gonna 10 x that team this year going into January. Our fiscal yield starts in January. Love that. So yeah, we're gonna have a lot of no hiring freeze over here. Nope. No ma'am. No. Yeah, that's right. Yeah. And you know what I love about working with aws and, and, and Manu just said it very, all of that's customer driven. Every single event that we, that he just talked about in that timeline, it's customer driven, right? Customers wanted rail on demand, customers want JBoss up in the cloud, Ansible this week, you know, everything's up there now. So it's just getting that go to market tight and we're gonna, we're gonna get that done. >>So what's the algorithm for customer driven in terms of taking the input? Because if every customers saying, Hey, I this a >>Really similar >>Question right up, right? I, that's what I want. And if you know, 95% of the customers say it, Jay, maybe that's a good idea. >>Yeah, that's right. Trends. But >>Yeah. You know, 30% you might be like, mm, you know, 20%, you know, how do you guys decide when to put gas on the fire? >>No, that, I think, as I mentioned, there are about 70,000 large customers that are running rail on Easy Two, many of these customers are informing our product strategy. So we have, you know, close to about couple of thousand power users. We have customer advisory booths, and these are the, you know, customers are informing us, Hey, let's get all of the Red Hat portfolio and marketplace support for graviton, support for Outpost. Why don't we, why are we not able to dip into the consumption committed spend programs for both Red Hat and aws? That's right. So it's these power users both at the developer level as well as the guys who are actually doing large commercial consumption. They are the ones who are informing the roadmap for both Red Hat and aws. >>But do, do you codify the the feedback? >>Yeah, I'm like, I wanna see the database, >>The, I think it was, I don't know, it was maybe Chasy, maybe it was Besos, that that data beats intuition. So do you take that information and somehow, I mean, it's global, 70,000 customers, right? And they have different weights, different spending patterns, different levels of maturity. Yeah. Do you, how do you codify that and then ultimately make the decision? Yeah, I >>If, I mean, well you, you've got the strategic advisory boards, which are made up of customers and partners and you know, you get, you get a good, you gotta get a good slice of your customer base to get, and you gotta take their feedback and you gotta do something with it, right? That's the, that's the way we do it and codify it at the product level, I'm sure open source. That's, that's basically how we work at the product level, right? The most elegant solution in open source wins. And that's, that's pretty much how we do that at the, >>I would just add, I think it's also just the implicit trust that the two companies had built with each other, working in the trenches, making our customers and partners successful over the last decade. And Alex, give an example. So that manifests itself in context of like, you know, Amazon and Red Hat just published the entire roadmap for OpenShift. What are the new features that are becoming over the next six to nine to 12 months? It's open source available on GitHub. Customers can see, and then they can basically come back and give feedback like, Hey, you know, we want hip compliance. We just launched. That was a big request that was coming from our >>Customers. That is not any process >>Also for Graviton or Nvidia instances. So I I I think it's a, >>Here's the thing, the reason I'm pounding on this is because you guys have a pretty high hit rate, and I think as a >>Customer, mildly successful company >>As, as a customer advocate, the better, you know, if, if you guys make bets that pay off, it's gonna pay off for customers. Right. And because there's a lot of failures in it. Yeah. I mean, let's face it. That's >>Right. And I think, I think you said the key word bets. You place a lot of small bets. Do you have the, the innovation engine to do that? AWS is the perfect place to place those small bets. And then you, you know, pour gas on the fire when, when they take off. >>Yeah, it's a good point. I mean, it's not expensive to experiment. Yeah. >>Especially in the managed service world. Right? >>And I know you love taking things to market and you're a go to market guy. Let's talk gtm, what's got your snow pumped about GTM for 2023? >>We, we are gonna, you know, 10 x the teams that's gonna be focused on these products, right? So we're gonna also come out with a hybrid committed spend program for our customers that meet them where they want to go. So they're coming outta the data center going into a cloud. We're gonna have a nice financial model for them to do that. And that's gonna take a lot of the friction out. >>Yeah. I mean, you've nailed it. I, I think the, the fact that now entire Red Hat portfolio is available on marketplace, you can do it on one click deployment. It's deeply integrated with Amazon services and the most important part that Joel was making now customers can double dip. They can drive benefit from the consumption committed spend programs, both from Red Hat and from aws, which is amazing. Which is a game changer That's right. For many of our large >>Customers. That's right. And that, so we're gonna, we're gonna really go to town on that next year. That's, and all the, all the resources that I have, which are the technology sellers and the sas, you know, the engineers we're growing this team the most out that team. So it's, >>When you say 10 x, how many are you at now? I'm >>Curious to see where you're headed. Tell you, okay. There's not right? Oh no, there's not one. It's triple digit. Yeah, yeah. >>Today. Oh, sweet. Awesome. >>So, and it's a very sizable team. They're actually making sure that each of our customers are successful and then really making sure that, you know, no customer left behind policy. >>And it's a great point that customers love when Amazonians and Red Hats show up, they love it and it's, they want to get more of it, and we're gonna, we're gonna give it to 'em. >>Must feel great to be loved like that. >>Yeah, that's right. Yeah. Yeah. I would say yes. >>Seems like it's safe to say that there's another decade of partnership between your two companies. >>Hope so. That's right. That's the plan. >>Yeah. And I would say also, you know, just the IBM coming into the mix here. Yeah. I, you know, red Hat has informed the way we have turned around our partnership with ibm, essentially we, we signed the strategic collaboration agreement with the company. All of IBM software now runs on Rosa. So that is now also providing a lot of tailwinds both to our rail customers and as well as Rosa customers. And I think it's a very net creative, very positive for our partnership. >>That's right. It's been very positive. Yep. Yeah. >>You see the >>Billboards positive. Yeah, right. Also that, that's great. Great point, Dave. Yep. We have a, we have a new challenge, a new tradition on the cube here at Reinvent where we're, well, it's actually kind of a glamor moment for you, depending on how you leverage it. We're looking for your 32nd hot take your Instagram reel, your sizzle thought leadership, biggest takeaway, most important theme from this year's show. I know you want, right, Joel? I mean, you TM boy, I feel like you can spit the time. >>Yeah. It is all about Rosa for us. It is all in on that, that's the native OpenShift offering on aws and that's, that's the soundbite we're going go to town with. Now, I don't wanna forget all the other products that are in there, but Rosa is a, is a very key push for us this year. >>Fantastic. All right. Manu. >>I think our customers, it's getting super competitive. Our customers want to innovate just a >>Little bit. >>The enterprise customers see the cloud native companies. I wanna do what these guys are doing. I wanna develop features at a fast clip. I wanna scale, I wanna be resilient. And I think that's really the spirit that's coming out. So to Joel's point, you know, move to worlds containers, serverless, DevOps, which was like, you know, aha, something that's happening on the side of an enterprise is not becoming mainstream. The business is demanding it. The, it is becoming the centerpiece in the business strategy. So that's been really like the aha. Big thing that's happening here. >>Yeah. And those architectures are coming together, aren't they? That's correct. Right. You know, VMs and containers, it used to be one architecture and then at the other end of the spectrum is serverless. People thought of those as different things and now it's a single architecture and, and it's kind of right approach for the right job. >>And, and a compliments say to Red Hat, they do an incredible job of hiding that complexity. Yeah. Yes. And making sure that, you know, for example, just like, make it easier for the developers to create value and then, and you know, >>Yeah, that's right. Those, they were previously siloed architectures and >>That's right. OpenShift wanna be place where you wanna run containers or virtual machines. We want that to be this Yeah. Single place. Not, not go bolt on another piece of architecture to just do one or the other. Yeah. >>And hey, the hybrid cloud vision is working for ibm. No question. You know, and it's achievable. Yeah. I mean, I just, I've said unlike, you know, some of the previous, you know, visions on fixing the world with ai, hybrid cloud is actually a real problem that you're attacking and it's showing the results. Agreed. Oh yeah. >>Great. Alright. Last question for you guys. Cause it might be kind of fun, 10 years from now, oh, we're at another, we're sitting here, we all look the same. Time has passed, but we are not aging, which is a part of the new technology that's come out in skincare. That's my, I'm just throwing that out there. Why not? What do you guys hope that you can say about the partnership and, and your continued commitment to community? >>Oh, that's a good question. You go first this time. Yeah. >>I think, you know, the, you know, for looking into the future, you need to look into the past. And Amazon has always been driven by working back from our customers. That's like our key tenant, principle number 1 0 1. >>Couple people have said that on this stage this week. Yeah. >>Yeah. And I think our partnership, I hope over the next decade continues to keep that tenant as a centerpiece. And then whatever comes out of that, I think we, we are gonna be, you know, working through that. >>Yeah. I, I would say this, I think you said that, well, the customer innovation is gonna lead us to wherever that is. And it's, it's, it's gonna be in the cloud for sure. I think we can say that in 10 years. But yeah, anything from, from AI to the quant quantum computing that IBM's really pushing behind that, you know, those are, those are gonna be things that hopefully we show up on a, on a partnership with Manu in 10 years, maybe sooner. >>Well, whatever happens next, we'll certainly be covering it here on the cube. That's right. Thank you both for being here. Joel Manu, fantastic interview. Thanks to see you guys. Yeah, good to see you brought the energy. I think you're definitely ranking high on the top interviews. We >>Love that for >>The day. >>Thank >>My pleasure >>Job, guys. Now that you're competitive at all, and thank you all for tuning in to our live coverage here from AWS Reinvent in Las Vegas, Nevada, with Dave Valante. I'm Savannah Peterson. You're watching The Cube, the leading source for high tech coverage.

>>Hello everyone. Welcome back to the Cube Live, AWS Reinvent 2022. This is our first day of three and a half days of wall to wall coverage on the cube. Lisa Martin here with Dave Valante. Dave, it's getting louder and louder behind us. People are back. They're excited. >>You know what somebody told me today? Hm? They said that less than 15% of the audience is developers. I'm like, no way. I don't believe it. But now maybe there's a redefinition of developers because it's all about the data and it's all about the developers in my mind. And that'll never change. >>It is. And one of the things we're gonna be talking about is app modernization. As customers really navigate the journey to do that so that they can be competitive and, and meet the demands of customers. We've got an alumni back with us to talk about that. AJ Patel joins us, the SVP and GM Modern Apps and Management business group at VMware. Aj, welcome back. Thank >>You. It's always great to be here, so thank you David. Good to see >>You. Isn't great. It's great to be back in person. So the VMware Tansu team here back at Reinvent on the Flow Shore Flow show floor. There we go. Talk about some of the things that you guys are doing together, innovating with aws. >>Yeah, so it's, it's great to be back after in person after multiple years and the energy level continues to amaze me. The partnership with AWS started on the infrastructure side with VMware cloud on aws. And when with tanza, we're extending it to the application space. And the work here is really about how do you make developers productive To your earlier point, it's all about developers. It's all about getting applications in production securely, safely, continuously. And tanza is all about making that bridge between great applications being built, getting them deployed and running, running and operating at scale. And EKS is a dominant Kubernetes platform. And so the better together story of tanu and EKS is a great one for us, and we're excited to announce some sort of innovations in that area. >>Well, Tanu was so front and center at VMware Explorer. I wasn't at in, in VMware Explorer, Europe. Right. But I'm sure it was a similar kind of focus. When are customers choosing Tanu? Why are they choosing Tanu? What's, what's, what's the update since last August when >>We, you know, the market settled into three main use cases. One is all about developer productivity. You know, consistently we're all dealing with skill set gap issues. How do we make every developer productive, modern developer? And so 10 is all about enabling that develop productivity. And we can talk quite a bit about it. Second one is security's front and center and security's being shifted left right into how you build great software. How do you secure that through the entire supply chain process? And how do you run and operationalize secure at runtime? So we're hearing consistently about making secure software supply chain heart of what our solution is. And third one is, how do I run and operate the modern application at scale across any Kubernetes, across any cloud? These are the three teams that are continuing to get resonance and empowering. All of this is exciting. David is this formation of platform teams. I just finished a study with Bain Consulting doing some research for me. 40% of our organization now have some form of a central team that's responsive for, for we call platform engineering and building platforms to make developers productive. That is a big change since about two years ago even. So this is becoming mainstream and customers are really focusing on delivering in value to making developers productive. >>Now. And, and, and the other nuance that I see, and you kinda see it here in the ecosystem, but when you talk about your customers with platform engineering, they're actually building their, they're pointing their business. They gonna page outta aws, pointing their businesses to their customers, right? Becoming software companies, becoming cloud companies and really generating new forms of revenue. >>You know, the interesting thing is, some of my customers I would never have thought as leading edge are retailers. Yeah. And not your typical Starbucks that you get a great example. I have an auto parts company that's completely modernizing how they deliver point of sale all the way to the supply chain. All built on ES at scale. You're typically think of that a financial services or a telco leading the pack. But I'm seeing innovation in India. I'm seeing the innovation in AMEA coming out of there, across the board. Every industry is becoming a product company. A digital twin as we would call it. Yeah. And means they become software houses. Yeah. They behave more like you and I in this event versus a, a traditional enterprise. >>And they're building their own ecosystems and that ecosystem's generating data that's generating more value. And it's just this cycle. It's, >>It's a amazing, it's a flywheel. So innovation continues to grow. Talk about really unlocking the developer experience and delivering to them what they need to modernize apps to move as fast and quickly as they want to. >>So, you know, I think AWS coin this word undifferentiated heavy lifting. If you think of a typical developer today, how much effort does he have to put in before he can get a single line of code out in production? If you can take away all the complexity, typically security compliance is a big headache for them, right? Developer doesn't wanna worry about that. Infrastructure provisioning, getting all the configurations right, is a headache for them. Being able to understand what size of infrastructure or resource to use cost effectively. How do you run it operationally? Cuz the application team is responsible for the operational cost of the product or service. So these are the un you know, heavy lifting that developers want to get away from. So they wanna write great code, build great experiences. And we've always talked about frameworks a way to abstract with the complexity. And so for us, there's a massive opportunity to say, how do I simplify and take away all the heavy lifting to get an idea into production seamlessly, continuously, securely. >>Is that part of your partnership? Because you think about a aws, they're really not about frameworks, they're about primitives. I mean, Warner Vos even talks about that in his, in his speech, you know, but, but that makes it more challenging for developers. >>No, actually, if you look at some of their initial investments around proton and et cetera work, they're starting to do, they're recognized, you know, PS is a bad, bad word, but the outcomes a platform as a service offers is what everybody wants. Just talking to the AWS leaders, responsible area, he actually has a separate build team. He didn't know what to call the third team. He has a Kubernetes team, he has a serverless team and has a build team. And that build team is everything above Kubernetes to make the developer productive. Right. And the ecosystem to bring together to make that happen. So I think AWS is recognizing that primitives are great for the elite developers, but if they want to get the mass scale and adoption in the business, it, if you will, they're gonna have to provide richer set of building blocks and reduce the complex and partnership like ours. Make that a reality. And what I'm excited about is there's a clear gap here, and t's the best platform to kind of fill that gap. Well, >>And I, I think that, you know, they're gonna double down triple, I just wrote about this double down, triple down on the primitives. Yes. They have to have the best, you know, servers and storage and database. And I think the way they, they, I call it taping the seams is with the ecosystem. Correct. You know, and they, nobody has a, a better ecosystem. I mean, you guys are, you know, the, the postage child for the ecosystem and now this even exceeds that. But partnering up, that's how they >>Continue to, and they're looking for someone who's open, right? Yeah. Yeah. And so one of the first question is, you know, are you proprie or open? Because one of the things they're fighting against is the lock in. So they can find a friendly partner who is open source, led, you know, upstream committing to the code, delivering that innovation, and bring the ecosystem into orchestrated choreography. It's like singing a music, right? They're running a, running an application delivery team is like running a, a musical orchestra. There's so many moving parts here, right? How do you make them sing together? And so if Tan Zoo and our platform can help them sing and drive more of their services, it's only more valuable for them. And >>I think the partners would generally say, you know, AWS always talking about customer obsession. It's like becomes this bromine, you go, yeah, yeah. But I actually think in the field, the the sellers would say, yeah, we're gonna do what the customer, if that means we're gonna partner up. Yeah. And I think AWS's comp structure makes it sort >>Of, I learned today how, how incentives with marketplaces work. Yeah. And it is powerful. It's very powerful. Yeah. Right. So you line up the sales incentive, you line up the customer and the benefits, you line up bringing the ecosystem to drive business results and everybody, and so everybody wins. And which is what you're seeing here, the excitement and the crowd is really the whole, all boats are rising. Yeah. Yeah. Right, right. And it's driven by the fact that customers are getting true value out of it. >>Oh, absolutely. Tremendous value. Speaking of customers, give us an example of a customer story that you think really articulates the value of what Tanzi was delivering, especially making that developer experience far simpler. What are some of those big business outcomes that that delivers? >>You know, at Explorer we had the CIO of cvs and with their acquisition of Aetna and CVS Health, they're transforming the, the health industry. And they talked about the whole covid and then how they had to deliver the number of, you know, vaccines to u i and how quickly they had to deliver on that. It talked about Tanu and how they leverage, leverage a Tanza platform to get those new applications out and start to build that. And Ro was basically talking about his number one prior is how does he get his developers more productive? Number to priority? How does he make sure the apps are secure? Number three, priority, how does he do it cost effectively in the world? Particularly where we're heading towards where, you know, the budgets are gonna get tighter. So how do I move more dollars to innovation while I continue to drive more efficiency in my platform? And so cloud is the future. How does he make the best use of the cloud both for his developers and his operations team? Right? >>What's happening in serverless, I, in 2017, Andy Chassy was in the cube. He said if AWS or if Amazon had to build all over again, they would build in, in was using serverless. And that was a big quote. We've mined that for years. And as you were talking about developer productivity, I started writing down all the things developers have to do. Yep. With it, they gotta, they gotta build a container image. They said they gotta deploy an EC two instance. They gotta allocate memory, they gotta fence off the apps in a virtual machine. They gotta run the, you know, compute against the app goes, they gotta pay for all that. So, okay, what's your story on, what's the market asking for in terms of serverless? Because there's still some people who want control over the run time. Help us sift through that. >>And it really comes back to the application pattern or the type you're running. If it's a stateless application that you need to spin up and spin down. Serverless is awesome. Why would I wanna worry about scaling it up in, I wanna set up some SLAs, SLIs service level objectives or, or, or indicators and then let the systems bring the resources I need as I need them. That's a perfect example for serverless, right? On the other hand, if you have a, a more of a workflow type application, there's a sequence, there's state, try building an application using serverless where you had to maintain state between two, two steps in the process. Not so much fun, right? So I don't think serverless is the answer for everything, but many use cases, the scale to zero is a tremendous benefit. Events happen. You wanna process something, work is done, you quietly go away. I don't wanna shut down the server started up, I want that to happen magically. So I think there's a role of serverless. So I believe Kubernetes and servers are the new runtime platform. It's not one or the other. It's about marrying that around the application patterns. I DevOps shouldn't care about it. That's an infrastructure concern. Let me just run application, let the infrastructure manage the operations of it, whether it's serverless, whether it's Kubernetes clusters, whether it's orchestration, that's details right. I I I shouldn't worry about it. Right. >>So we shouldn't think of those as separate architectures. We should think of it as an architecture, >>The continuum in some ways Yeah. Of different application workload types. And, and that's a toolkit that the operator has at his disposal to configure and saying, where does, should that application run? Should I want control? You can run it on a, a conveyance cluster. Can I just run it on a serverless infrastructure and and leave it to the cloud provider? Do it all for me. Sure. What, what was PAs? PAs was exactly that. Yeah. Yeah. Write the code once you do the rest. Yeah. Okay. Those are just elements of that. >>And then K native is kinda in the middle, >>Right? K native is just a technology that's starting to build that capability out in a standards way to make serverless available consistently across all clouds. So I'm not building to a, a lambda or a particular, you know, technology type. I'm building it in a standard way, in a standard programming model. And infrastructure just >>Works for me on any cloud. >>The whole idea portability. Consistency. >>Right. Powerful. Yep. >>What are some of the things that, that folks can expect to learn from VMware Tan to AWS this week at the >>Show? Yeah, so there's some really great announcements. First of all, we're excited to extend our, our partnership with AWS in the area of eks. What I mean by that is we traditionally, we would manage an EKS cluster, you visibility of what's running in there, but we weren't able to manage the lifecycle With this announcement. We can give you a full management of lifecycle of S workloads. Our customers have 400 plus EKS clusters, multiple teams sharing those in a multi-tenanted way with common policy. And they wanna manage a full life cycle, including all the upstream open source component that make up Kubernetes people. That ES is the one thing, it's a collection of a lot of open, open source packages. We're making it simple to manage it consistently from a single place on the security front. We're now making tons of service mesh available in the marketplace. >>And if you look at what service MeSHs, it's an overlay. It's an abstraction. I can create an idea of a global name space that cuts across multiple VPCs. I'm, I'm hearing at Amazon's gonna make some announcements around VPC and how they stitch VPCs together. It's all moving towards this idea of abstractions. I can set policy at logical level. I don't have to worry about data security and the communication between services. These are the things we're now enabling, which are really an, and to make EKS even more productive, making enterprise grade enterprise ready. And so a lot of excitement from the EKS development teams as well to partner closely with us to make this an end to end solution for our >>Customers. Yeah. So I mean it's under chasy, it was really driving those primitives and helping developers under continuing that path, but also recognizing the need for solutions. And that's where the ecosystem comes in, >>Right? And the question is, what is that box? As you said last time, right? For the super cloud, there is a cloud infrastructure, which is becoming the new palette, but how do you make sense of the 300 plus primitives? How do you bring them together? What are the best practices, patterns? How do I manage that when something goes wrong? These are real problems that we're looking to solve. >>And if you're gonna have deeper business integration with the cloud and technology in general, you have to have that >>Abstraction. You know, one of the simple question I ask is, how do you know you're getting value from your cloud investment? That's a very hard question. What's your trade off between performance and cost? Do you know where your security, when a lock 4G happens, do you know all the open source packages you need to patch? These are very simple questions, but imagine today having to do that when everybody's doing in a bespoke manner using the set of primitives. You need a platform. The industry is shown at scale. You have to start standardizing and building a consistent way of delivering and abstracting stuff. And that's where the next stage of the cloud journey >>And, and with the economic environment, I think people are also saying, okay, how do we get more? Exactly. We're in the cloud now. How do we get more? How do we >>Value out of the cloud? >>Exactly. Totally. >>How do we transform the business? Last question, AJ for you, is, if you had a bumper sticker and you're gonna put it on your fancy car, what would it say about VMware tan zone aws? >>I would say tan accelerates apps. >>Love >>It. Thank you so much. >>Thank you. Thank you so much for joining us. >>Appreciate it. Always great to be here. >>Pleasure. Likewise. For our guest, I'm Dave Ante. I'm Lisa Martin. You're watching The Cube, the leader in emerging and enterprise tech coverage.

>> And it'll be the fastest 15 minutes of your day from there. >> In three- >> We go Lisa. >> Wait. >> Yes >> Wait, wait, wait. I'm sorry I didn't pin the right speed. >> Yap, no, no rush. >> There we go. >> The beauty of not being live. >> I think, in the background. >> Fantastic, you all ready to go there, Lisa? >> Yeah. >> We are speeding around the horn and we are coming to you in five, four, three, two. >> Hey everyone, welcome to theCUBE's coverage of AWS re:Invent 2022. Lisa Martin here with you with Subbu Iyer one of our alumni who's now the CEO of Aerospike. Subbu, great to have you on the program. Thank you for joining us. >> Great as always to be on theCUBE Lisa, good to meet you. >> So, you know, every company these days has got to be a data company, whether it's a retailer, a manufacturer, a grocer, a automotive company. But for a lot of companies, data is underutilized yet a huge asset that is value added. Why do you think companies are struggling so much to make data a value added asset? >> Well, you know, we see this across the board. When I talk to customers and prospects there is a desire from the business and from IT actually to leverage data to really fuel newer applications, newer services newer business lines if you will, for companies. I think the struggle is one, I think one the, the plethora of data that is created. Surveys say that over the next three years data is going to be you know by 2025 around 175 zettabytes, right? A hundred and zettabytes of data is going to be created. And that's really a growth of north of 30% year over year. But the more important and the interesting thing is the real time component of that data is actually growing at, you know 35% CAGR. And what enterprises desire is decisions that are made in real time or near real time. And a lot of the challenges that do exist today is that either the infrastructure that enterprises have in place was never built to actually manipulate data in real time. The second is really the ability to actually put something in place which can handle spikes yet be cost efficient to fuel. So you can build for really peak loads, but then it's very expensive to operate that particular service at normal loads. So how do you build something which actually works for you for both users, so to speak. And the last point that we see out there is even if you're able to, you know bring all that data you don't have the processing capability to run through that data. So as a result, most enterprises struggle with one capturing the data, making decisions from it in real time and really operating it at the cost point that they need to operate it at. >> You know, you bring up a great point with respect to real time data access. And I think one of the things that we've learned the last couple of years is that access to real time data it's not a nice to have anymore. It's business critical for organizations in any industry. Talk about that as one of the challenges that organizations are facing. >> Yeah, when we started Aerospike, right? When the company started, it started with the premise that data is going to grow, number one exponentially. Two, when applications open up to the internet there's going to be a flood of users and demands on those applications. And that was true primarily when we started the company in the ad tech vertical. So ad tech was the first vertical where there was a lot of data both on the supply set and the demand side from an inventory of ads that were available. And on the other hand, they had like microseconds or milliseconds in which they could make a decision on which ad to put in front of you and I so that we would click or engage with that particular ad. But over the last three to five years what we've seen is as digitization has actually permeated every industry out there the need to harness data in real time is pretty much present in every industry. Whether that's retail, whether that's financial services telecommunications, e-commerce, gaming and entertainment. Every industry has a desire. One, the innovative companies, the small companies rather are innovating at a pace and standing up new businesses to compete with the larger companies in each of these verticals. And the larger companies don't want to be left behind. So they're standing up their own competing services or getting into new lines of business that really harness and are driven by real time data. So this compelling pressures, one, you know customer experience is paramount and we as customers expect answers in you know an instant, in real time. And on the other hand, the way they make decisions is based on a large data set because you know larger data sets actually propel better decisions. So there's competing pressures here which essentially drive the need one from a business perspective, two from a customer perspective to harness all of this data in real time. So that's what's driving an incessant need to actually make decisions in real or near real time. >> You know, I think one of the things that's been in short supply over the last couple of years is patience. We do expect as consumers whether we're in our business lives our personal lives that we're going to be getting be given information and data that's relevant it's personal to help us make those real time decisions. So having access to real time data is really business critical for organizations across any industries. Talk about some of the main capabilities that modern data applications and data platforms need to have. What are some of the key capabilities of a modern data platform that need to be delivered to meet demanding customer expectations? >> So, you know, going back to your initial question Lisa around why is data really a high value but underutilized or under-leveraged asset? One of the reasons we see is a lot of the data platforms that, you know, some of these applications were built on have been then around for a decade plus. And they were never built for the needs of today, which is really driving a lot of data and driving insight in real time from a lot of data. So there are four major capabilities that we see that are essential ingredients of any modern data platform. One is really the ability to, you know, operate at unlimited scale. So what we mean by that is really the ability to scale from gigabytes to even petabytes without any degradation in performance or latency or throughput. The second is really, you know, predictable performance. So can you actually deliver predictable performance as your data size grows or your throughput grows or your concurrent user on that application of service grows? It's really easy to build an application that operates at low scale or low throughput or low concurrency but performance usually starts degrading as you start scaling one of these attributes. The third thing is the ability to operate and always on globally resilient application. And that requires a really robust data platform that can be up on a five nine basis globally, can support global distribution because a lot of these applications have global users. And the last point is, goes back to my first answer which is, can you operate all of this at a cost point which is not prohibitive but it makes sense from a TCO perspective. 'Cause a lot of times what we see is people make choices of data platforms and as ironically their service or applications become more successful and more users join their journey the revenue starts going up, the user base starts going up but the cost basis starts crossing over the revenue and they're losing money on the service, ironically as the service becomes more popular. So really unlimited scale predictable performance always on a globally resilient basis and low TCO. These are the four essential capabilities of any modern data platform. >> So then talk to me with those as the four main core functionalities of a modern data platform, how does Aerospike deliver that? >> So we were built, as I said from day one to operate at unlimited scale and deliver predictable performance. And then over the years as we work with customers we build this incredible high availability capability which helps us deliver the always on, you know, operations. So we have customers who are who have been on the platform 10 years with no downtime for example, right? So we are talking about an amazing continuum of high availability that we provide for customers who operate these, you know globally resilient services. The key to our innovation here is what we call the hybrid memory architecture. So, you know, going a little bit technically deep here essentially what we built out in our architecture is the ability on each node or each server to treat a bank of SSDs or solid-state devices as essentially extended memory. So you're getting memory performance but you're accessing these SSDs. You're not paying memory prices but you're getting memory performance. As a result of that you can attach a lot more data to each node or each server in a distributed cluster. And when you kind of scale that across basically a distributed cluster you can do with Aerospike the same things at 60 to 80% lower server count. And as a result 60 to 80% lower TCO compared to some of the other options that are available in the market. Then basically, as I said that's the key kind of starting point to the innovation. We lay around capabilities like, you know replication, change data notification, you know synchronous and asynchronous replication. The ability to actually stretch a single cluster across multiple regions. So for example, if you're operating a global service you can have a single Aerospike cluster with one node in San Francisco one node in New York, another one in London and this would be basically seamlessly operating. So that, you know, this is strongly consistent, very few no SQL data platforms are strongly consistent or if they are strongly consistent they will actually suffer performance degradation. And what strongly consistent means is, you know all your data is always available it's guaranteed to be available there is no data lost any time. So in this configuration that I talked about if the node in London goes down your application still continues to operate, right? Your users see no kind of downtime and you know, when London comes up it rejoins the cluster and everything is back to kind of the way it was before, you know London left the cluster so to speak. So the ability to do this globally resilient highly available kind of model is really, really powerful. A lot of our customers actually use that kind of a scenario and we offer other deployment scenarios from a higher availability perspective. So everything starts with HMA or Hybrid Memory Architecture and then we start building a lot of these other capabilities around the platform. And then over the years what our customers have guided us to do is as they're putting together a modern kind of data infrastructure, we don't live in the silo. So Aerospike gets deployed with other technologies like streaming technologies or analytics technologies. So we built connectors into Kafka, Pulsar, so that as you're ingesting data from a variety of data sources you can ingest them at very high ingest speeds and store them persistently into Aerospike. Once the data is in Aerospike you can actually run Spark jobs across that data in a multi-threaded parallel fashion to get really insight from that data at really high throughput and high speed. >> High throughput, high speed, incredibly important especially as today's landscape is increasingly distributed. Data centers, multiple public clouds, Edge, IoT devices, the workforce embracing more and more hybrid these days. How are you helping customers to extract more value from data while also lowering costs? Go into some customer examples 'cause I know you have some great ones. >> Yeah, you know, I think, we have built an amazing set of customers and customers actually use us for some really mission critical applications. So, you know, before I get into specific customer examples let me talk to you about some of kind of the use cases which we see out there. We see a lot of Aerospike being used in fraud detection. We see us being used in recommendations engines we get used in customer data profiles, or customer profiles, Customer 360 stores, you know multiplayer gaming and entertainment. These are kind of the repeated use case, digital payments. We power most of the digital payment systems across the globe. Specific example from a specific example perspective the first one I would love to talk about is PayPal. So if you use PayPal today, then you know when you're actually paying somebody your transaction is, you know being sent through Aerospike to really decide whether this is a fraudulent transaction or not. And when you do that, you know, you and I as a customer are not going to wait around for 10 seconds for PayPal to say yay or nay. We expect, you know, the decision to be made in an instant. So we are powering that fraud detection engine at PayPal. For every transaction that goes through PayPal. Before us, you know, PayPal was missing out on about 2% of their SLAs which was essentially millions of dollars which they were losing because, you know, they were letting transactions go through and taking the risk that it's not a fraudulent transaction. With Aerospike they can now actually get a much better SLA and the data set on which they compute the fraud score has gone up by you know, several factors. So by 30X if you will. So not only has the data size that is powering the fraud engine actually gone up 30X with Aerospike but they're actually making decisions in an instant for, you know, 99.95% of their transactions. So that's- >> And that's what we expect as consumers, right? We want to know that there's fraud detection on the swipe regardless of who we're interacting with. >> Yes, and so that's a really powerful use case and you know, it's a great customer success story. The other one I would talk about is really Wayfair, right, from retail and you know from e-commerce. So everybody knows Wayfair global leader in really in online home furnishings and they use us to power their recommendations engine. And you know it's basically if you're purchasing this, people who bought this also bought these five other things, so on and so forth. They have actually seen their cart size at checkout go up by up to 30%, as a result of actually powering their recommendations engine through Aerospike. And they were able to do this by reducing the server count by 9X. So on one ninth of the servers that were there before Aerospike, they're now powering their recommendations engine and seeing cart size checkout go up by 30%. Really, really powerful in terms of the business outcome and what we are able to, you know, drive at Wayfair. >> Hugely powerful as a business outcome. And that's also what the consumer wants. The consumer is expecting these days to have a very personalized relevant experience that's going to show me if I bought this show me something else that's related to that. We have this expectation that needs to be really fueled by technology. >> Exactly, and you know, another great example you asked about you know, customer stories, Adobe. Who doesn't know Adobe, you know. They're on a mission to deliver the best customer experience that they can. And they're talking about, you know great Customer 360 experience at scale and they're modernizing their entire edge compute infrastructure to support this with Aerospike. Going to Aerospike basically what they have seen is their throughput go up by 70%, their cost has been reduced by 3X. So essentially doing it at one third of the cost while their annual data growth continues at, you know about north of 30%. So not only is their data growing they're able to actually reduce their cost to actually deliver this great customer experience by one third to one third and continue to deliver great Customer 360 experience at scale. Really, really powerful example of how you deliver Customer 360 in a world which is dynamic and you know on a data set which is constantly growing at north of 30% in this case. >> Those are three great examples, PayPal, Wayfair, Adobe, talking about, especially with Wayfair when you talk about increasing their cart checkout sizes but also with Adobe increasing throughput by over 70%. I'm looking at my notes here. While data is growing at 32%, that's something that every organization has to contend with data growth is continuing to scale and scale and scale. >> Yap, I'll give you a fun one here. So, you know, you may not have heard about this company it's called Dream11 and it's a company based out of India but it's a very, you know, it's a fun story because it's the world's largest fantasy sports platform. And you know, India is a nation which is cricket crazy. So you know, when they have their premier league going on and there's millions of users logged onto the Dream11 platform building their fantasy league teams and you know, playing on that particular platform, it has a hundred million users a hundred million plus users on the platform, 5.5 million concurrent users and they have been growing at 30%. So they are considered an amazing success story in terms of what they have accomplished and the way they have architected their platform to operate at scale. And all of that is really powered by Aerospike. Think about that they're able to deliver all of this and support a hundred million users 5.5 million concurrent users all with, you know 99 plus percent of their transactions completing in less than one millisecond. Just incredible success story. Not a brand that is, you know, world renowned but at least you know from what we see out there it's an amazing success story of operating at scale. >> Amazing success story, huge business outcomes. Last question for you as we're almost out of time is talk a little bit about Aerospike AWS the partnership Graviton2 better together. What are you guys doing together there? >> Great partnership. AWS has multiple layers in terms of partnerships. So, you know, we engage with AWS at the executive level. They plan out, really roll out of new instances in partnership with us, making sure that, you know those instance types work well for us. And then we just released support for Aerospike on the Graviton platform and we just announced a benchmark of Aerospike running on Graviton on AWS. And what we see out there is with the benchmark a 1.6X improvement in price performance. And you know about 18% increase in throughput while maintaining a 27% reduction in cost, you know, on Graviton. So this is an amazing story from a price performance perspective, performance per watt for greater energy efficiencies, which basically a lot of our customers are starting to kind of talk to us about leveraging this to further meet their sustainability target. So great story from Aerospike and AWS not just from a partnership perspective on a technology and an executive level, but also in terms of what joint outcomes we are able to deliver for our customers. >> And it sounds like a great sustainability story. I wish we had more time so we would talk about this but thank you so much for talking about the main capabilities of a modern data platform, what's needed, why, and how you guys are delivering that. We appreciate your insights and appreciate your time. >> Thank you very much. I mean, if folks are at re:Invent next week or this week come on and see us at our booth and we are in the data analytics pavilion and you can find us pretty easily. Would love to talk to you. >> Perfect, we'll send them there. Subbu Iyer, thank you so much for joining me on the program today. We appreciate your insights. >> Thank you Lisa. >> I'm Lisa Martin, you're watching theCUBE's coverage of AWS re:Invent 2022. Thanks for watching. >> Clear- >> Clear cutting. >> Nice job, very nice job.

>>Hello and welcome back to the live coverage of the Cube here. Live in Detroit, Michigan for Cub Con, our seventh year covering all seven years. The cube has been here. M John Fur, host of the Cube, co-founder of the Cube. I'm here with Lisa Mart, my co-host, and our new host, Savannah Peterson. Great to see you guys. We're wrapping up day one of three days of coverage, and our guest analyst is Sario Wall, who's the cube analyst who's gonna give us his report. He's been out all day, ear to the ground in the sessions, peeking in, sneaking in, crashing him, getting all the data. Great to see you, Sarvi. Lisa Savannah, let's wrap this puppy up. >>I am so excited to be here. My first coupon with the cube and being here with you and Lisa has just been a treat. I can't wait to hear what you have to say in on the report side. And I mean, I have just been reflecting, it was last year's coupon that brought me to you, so I feel so lucky. So much can change in a year, folks. You never know where you're be. Wherever you're sitting today, you could be living your dreams in just a few >>Months. Lisa, so much has changed. I mean, just look at the past this year. Events we're back in person. Yeah. Yep. This is a big team here. They're still wearing masks, although we can take 'em off with a cube. But mask requirement. Tech has changed. Conversations are upleveling, skill gaps still there. So much has changed. >>So much has changed. There's so much evolution and so much innovation that we've also seen. You know, we started out the keynote this morning, standing room. Only thousands of people are here. Even though there's a mass requirement, the community that is CNCF Co Con is stronger than I, stronger than I saw it last year. This is only my second co con. But the collaboration, what they've done, their devotion to the maintainers, their devotion to really finding mentors for mentees was really a strong message this morning. And we heard a >>Lot of that today. And it's going beyond Kubernetes, even though it's called co con. I also call it cloud native con, which I think we'll probably end up being the name because at the end of day, the cloud native scaling, you're starting to see the pressure points. You're start to see where things are breaking, where automation's coming in, breaking in a good way. And we're gonna break it all down Again. So much going on again, I've overs gonna be in charge. Digital is transformation. If you take it to its conclusion, then you will see that the developers are running the business. It isn't a department, it's not serving the business, it is the business. If that's the case, everything has to change. And we're, we're happy to have Sarib here with us Cube analysts on the badge. I saw that with the press pass. Well, >>Thank you. Thanks for getting me that badge. So I'm here with you guys and >>Well, you got a rapport. Let's get into it. You, I >>Know. Let's hear what you gotta say. I'm excited. >>Yeah. Went around, actually attend some sessions and, and with the analysts were sitting in, in the media slash press, and I spoke to some people at their booth and the, there are a few, few patterns, you know, which are, some are the exaggeration of existing patterns or some are kind of new patterns emerging. So things are getting complex in open source. The lawn more projects, right. They have, the CNCF has graduated some projects even after graduation, they're, they're exploring, right? Kubernetes is one of those projects which has graduated. And on that front, just a side note, the new projects where, which are entering the cncf, they're the, we, we gotta see that process and the three stages and all that stuff. I tweeted all day long, if you wanna know what it is, you can look at my tweets. But when I will look, actually write right on that actually after, after the show ends, what, what I saw there, these new projects need to be curated properly. >>I think they need to be weed. There's a lot of noise in these projects. There's a lot of overlap. So the, the work is cut out for CNCF folks, by the way. They're sort of managerial committee or whatever you call that. The, the people who are leading it, they're try, I think they're doing their best and they're doing a good job of that. And another thing actually, I really liked in the morning's keynote was that lot of women on the stage and minorities represented. I loved it, to be honest with you. So believe me, I'm a minority even though I'm Indian, but from India, I'm a minority. So people who have Punjab either know that I'm a minority, so I, I understand their pain and how hard it is to, to break through the ceiling and all that. So I love that part as well. Yeah, the >>Activity is clear. Yeah. From day one. It's in the, it's in the dna. I mean, they'll reject anything that the opposite >>Representation too. I mean, it's not just that everyone's invited, it's they're celebrated and that's a very big difference. Yeah. It's, you see conferences offer discounts for women for tickets or minorities, but you don't necessarily see them put them running where their mouth is actually recruit the right women to be on stage. Right. Something you know a little bit about John >>Diversity brings better outcomes, better product perspectives. The product is better with all the perspectives involved. Percent, it might go a little slower, maybe a little debates, but it's all good. I mean, it's, to me, the better product comes when everyone's in. >>I hope you didn't just imply that women would make society. So >>I think John men, like slower means a slower, >>More diversity, more debate, >>The worst. Bringing the diversity into picture >>Wine. That's, that's how good groups, which is, which is >>Great. I mean, yeah, yeah, >>Yeah, yeah. I, I take that mulligan back and say, hey, you knows >>That's >>Just, it's gonna go so much faster and better and cheaper, but that not diversity. Absolutely. >>Yes. Well, you make better products faster because you have a variety >>Of perspectives. The bigger the group, there's more debate. More debate is key. But the key to success is aligning and committing. Absolutely. Once you have that, and that's what open sources has been about for. Oh God, yeah. Generations >>Has been a huge theme in the >>Show generations. All right, so, so, >>So you have to add another, like another important, so observation if you will, is that the security is, is paramount right. Requirement, especially for open source. There was a stat which was presented in the morning that 60% of the projects in under CNCF have more vulnerabilities today than they had last year. So that was, That's shocking actually. It's a big jump. It's a big jump. Like big jump means jump, jump means like it can be from from 40 to 60 or or 50 or 60. But still that percentage is high. What, what that means is that lot more people are contributing. It's very sort of di carmic or ironic that we say like, Oh this project has 10,000 contributors. Is that a good thing? Right. We do. Do we know the quality of that, where they're coming from? Are there any back doors being, you know, open there? How stringent is the process of rolling those things, which are being checked in, into production? You know, who is doing that? I've >>Wondered about that. Yeah. The quantity, quality, efficacy game. Yes. And what a balance that must be for someone like CNCF putting in the structure to try and >>That's >>Hard. Curate and regulate and, and you know, provide some bumpers on the bowling lane, so to speak, of, of all of these projects. Yeah. >>Yeah. We thought if anybody thought that the innovation coming from, or the number of services coming from AWS or Google Cloud or likes of them is overwhelming, look at open source, it's even more >>Overwhelming. What's your take on the supply chain discussion? More code more happening. What are you hearing there? >>The supply chain from the software? Yeah. >>Supply chain software, supply chain security pays. Are people talking about that? What are you >>Seeing? Yeah, actually people are talking about that. The creation, the curation, not creation. Curation of suppliers of software I think is best done in the cloud. Marketplaces Ive call biased or what, you know, but curation of open source is hard. It's hard to know which project to pick. It's hard to know which project will pan out. Many of the good projects don't see the day light of the day, but some decent ones like it becomes >>A marketing problem. Exactly. The more you have out there. Exactly. The more you gotta get above the noise. Exactly. And the noise echo that. And you got, you got GitHub stars, you got contributors, you have vanity metrics now coming in to this that are influencing what's real. But sometimes the best project could have smaller groups. >>Yeah, exactly. And another controversial thing a little bit I will say that is that there's a economics of the practitioner, right? I usually talk about that and economics of the, the enterprise, right? So practitioners in our world, in software world especially right in systems world, practitioners are changing jobs every two to three years. And number of developers doubles every three years. That's the stat I've seen from Uncle Bob. He's authority on that software side of things. Wow. So that means there's a lot more new entrance that means a lot of churn. So who is watching out for the enterprise enterprises economics, You know, like are we creating stable enterprises? How stable are our operations? On a side note to that, most of us see the software as like one band, which is not true. When we talk about all these roles and personas, somebody's writing software for, for core layer, which is the infrastructure part. Somebody's writing business applications, somebody's writing, you know, systems of bracket, some somebody's writing systems of differentiation. We talk about those things. We need to distinguish between those and have principle based technology consumption, which I usually write about in our Oh, >>So bottom line in Europe about it, in your opinion. Yeah. What's the top story here at coupon? >>Top story is >>Headline. Yeah, >>The, the headline. Okay. The open source cannot be ignored. That's a headline. >>And what should people be paying attention to if there's a trend coming out? See any kind of trends coming out or any kind of signal, What, what do you see that people should pay attention to here? The put top >>Two, three things. The signal is that, that if you are a big shop, like you'd need to assess your like capacity to absorb open source. You need to be certain size to absorb the open source. If you are below that threshold, I mean we can talk about that at some other time. Like what is that threshold? I will suggest you to go with the managed services from somebody, whoever is providing those managed services around open source. So manage es, right? So from, take it from aws, Google Cloud or Azure or IBM or anybody, right? So use open source as managed offering rather than doing it yourself. Because doing it yourself is a lot more heavy lifting. >>I I, >>There's so many thoughts coming, right? >>Mind it's, >>So I gotta ask you, what's your rapport? You have some swag, What's the swag look >>Like to you? I do. Just as serious of a report as you do on the to floor, but I do, so you know, I come from a marketing background and as I, I know that Lisa does as well. And one of the things that I think about that we touched on in this is, is you know, canceling the noise or standing out from the noise and, and on a show floor, that's actually a huge challenge for these startups, especially when you're up against a rancher or companies or a Cisco with a very large budget. And let's say you've only got a couple grand for an activation here. Like most of my clients, that's how I ended up in the CU County ecosystem, was here with the A client before. So there actually was a booth over there and I, they didn't quite catch me enough, but they had noise canceling headphones. >>So if you just wanted to take a minute on the show floor and just not hear anything, which I thought was a little bit clever, but gonna take you through some of my favorite swag from today and to all the vendors, you know, this is why you should really put some thought into your swag. You never know when you're gonna end up on the cube. So since most swag is injection molded plastic that's gonna end up in the landfill, I really appreciate that garden has given all of us a potable plant. And even the packaging is plantable, which is very exciting. So most sustainable swag goes to garden. Well done >>Rep replicated, I believe is their name. They do a really good job every year. They had some very funny pins that say a word that, I'm not gonna say live on television, but they have created, they brought two things for us, yet it's replicated little etch sketch for your inner child, which is very nice. And given that we are in Detroit, we are in Motor City, we are in the home of Ford. We had Ford on the show. I love that they have done the custom K eight s key chains in the blue oval logo. Like >>Fords right behind us by the way, and are on you >>Interviewed, we had 'em on earlier GitLab taking it one level more personal and actually giving out digital portraits today. Nice. Cool. Which is quite fun. Get lap house multiple booths here. They actually IPOed while they were on the show floor at CubeCon 2021, which is fun to see that whole gang again. And then last but not least, really embracing the ship wheel logo of a Kubernetes is the robusta accrue that is giving out bucket hats. And if you check out my Twitter at sabba Savvy, you can see me holding the ship wheel that they're letting everyone pose with. So we are all in on Kubernetes. That cove gone 2022, that's for sure. Yeah. >>And this is something, day one guys, we've got three. >>I wanna get one of those >>Hats. We we need to, we need a group photo >>By the end of Friday we will have a beverage and hats on to sign off. That's, that's my word. If I can convince John, >>Don, what's your takeaway? You guys did a great kind of kickoff about last week or so about what you were excited about, what your thoughts were going to be. We're only on day one, There's been thousands of people here, we've had great conversations with contributors, the community. What's your take on day one? What's your, what's your tagline? >>Well, Savannah and I had at we up, we, we were talking about what we might see and I think we, we were right. I think we had it right. There's gonna be a lot more people than there were last year. Okay, check. That's definitely true. We're in >>Person, which >>Is refreshing. I was very surprised about the mask mandate that kind of caught me up guard. I was major. Yeah. Cause I've been comfortable without the mask. I'm not a mask person, but I had to wear it and I was like, ah, mask. But I understand I support that. But whatever. It's >>Corporate travel policy. So you know, that's what it is. >>And then, you know, they, I thought that they did an okay job with the gates, but they wasn't slow like last time. But on the content side, definitely Kubernetes security, top line headline, Kubernetes at scale security, that's, that's to me the bumper sticker top things to pay attention to the supply chain and the role of docker and the web assembly was a surprise. You're starting to see containers ecosystem coming back to, I won't say tension growth in the functionality of containers cuz they have to solve the security problem in the container images. Okay, you got scanning technology so it's a little bit in the weeds, but there's a huge movement going on to fix that problem to scale it so it's not a problem area contain. And then Dr sent a great job with productivity interviews. Scott Johnston over a hundred million in revenue so far. That's my number. They have not publicly said that. That's what I'm reporting from sources extremely well financially. And they, and they love their business model. They make productivity for developers. That's a scoop. That's new >>Information. That's a nice scoop we just dropped there on the co casually. >>You're watching that. Pay attention to that. But that, that's proof. But guess what, Red Hat's got developers too. Yes. Other people have to, So developers gonna go where it's the best. Yeah. Developers are voting with their code, they're voting with their feet. You will see the winners with the developers and that's what we've talked about. >>Well and the companies are catering to the developers. Savannah and I had a great conversation with Ford. Yeah. You saw, you showed their fantastic swag was an E for Ev right behind us. They were talking about the, all the cultural changes that they've really focused on to cater towards the developers. The developers becoming the influencers as you say. But to see a company that is as, as historied as Ford Motor Company and what they're doing to attract and retain developer talent was impressive. And honestly that surprised me. Yeah. >>And their head of deb relations has been working for, for, for 29 years. Which I mean first of all, most companies on the show floor haven't been around for 29 years. Right. But what I love is when you put community first, you get employees to stick around. And I think community is one of the biggest themes here at Cuco. >>Great. My, my favorite story that surprised me and was cool was the Red Hat Lockheed Martin interview where they had edge deployments with micro edge, >>Micro shift, >>Micro >>Shift, new projects under, there's, there are three new projects under, >>Under that was so, so cool because it was an edge story in deployment for the military where lives are on the line, they actually had it working. That is a real world example of Kubernetes and tech orchestrating to deploy the industrial edge. And I think that's proof in my mind that Kubernetes and this ecosystem is gonna move faster through this next wave of growth. Because once things start clicking, you get hybrid on premise to super cloud and edge. That was, that was my favorite cause it was real. That was real >>Story that it can make is literally life and death on the battlefield. Yeah, that was amazing. With what they're doing and what >>They're talking check out the Lockheed Martin Red Hat edge story on Silicon Angle and then a press release all pillar. >>Yeah. Another actually it's impressive, which we knew this which is happening, but I didn't know that it was happening at this scale is the finops. The finops is, I saw your is a discipline which most companies are adopting bigger companies, which are spending like hundreds of millions dollars in cloud average. Si a team size of finops for finops is seven people. And average number of tools is I think 3.5 or around 3.7 or something like that. Average number of tools they use to control the cost. So finops is a very generic term for years. It's not financial operations, it's the financial operations for the cloud cost, you know, containing the cloud costs. So that's a finops that is a very emerging sort of discipline >>To keep an eye on. And well, not only is that important, I talked to, well one of the principles over there, it's growing and they have real big players in that foundation. Their, their events are highly attended. It's super important. It's just, it's the cost side of cloud. And, and of course, you know, everyone wants to know what's going on. No one wants to leave there. Their Amazon on Yeah, you wanna leave the lights on the cloud, as we always say, you never know what the bill's gonna look like. >>The cloud is gonna reach $3 billion in next few years. So we might as well control the cost there. Yeah, >>It was, it was funny to get the reaction I found, I don't know if I was, how I react, I dunno how I felt. But we, we did introduce Super Cloud to a couple of guests and a, there were a couple reactions, a couple drawn. There was a couple, right. There was a couple, couple reactions. And what I love about the super cloud is that some people are like, oh, cringing. And some people are like, yeah, go. So it's a, it's a solid debate. It is solid. I saw more in the segments that I did with you together. People leaning in. Yeah. Super fun. We had a couple sum up, we had a couple, we had a couple cringes, I'll say their names, but I'll go back and make sure I, >>I think people >>Get 'em later. I think people, >>I think people cringe on the, on the term not on the idea. Yeah. You know, so the whole idea is that we are building top of the cloud >>And then so I mean you're gonna like this, I did successfully introduce here on the cube, a new term called architectural list. He did? That's right. Okay. And I wanna thank Charles Fitzgerald for that cuz he called super cloud architectural list. And that's exactly the point of super cloud. If you have a great coding environment, you shouldn't have to do an architecture to do. You should code and let the architecture of the Super cloud make it happen. And of course Brian Gracely, who will be on tomorrow at his cloud cast said Super Cloud enables super services. Super Cloud enables what Super services, super service. The microservices underneath the covers have to be different. High performing, automated. So again, the debate and Susan, the goal is to keep it open. And that's our, that's our goal. But we had a lot of fun with that. It was fun to poke the bear a little bit. So >>What is interesting to see just how people respond to it too, with you throwing it out there so consistently, >>You wanna poke the bear, get a conversation going, you know, let let it go. We'll see, it's been positive so far. >>There, there I had a discussion outside somebody who is from Ford but not attending this conference and they have been there for a while. I, I just some moment hit like me, like I said, people, okay, technologists are horizontal, the codes are horizontal. They will go from four to GM to Chrysler to Bank of America to, you know, GE whatever, you know, like cross vertical within vertical different vendors. So, but the culture of a company is local, right? Right. Ford has been building cars for forever. They sort of democratize it. They commercialize it, right? But they have some intense culture. It's hard to change those cultures. And how do we bring in the new thinking? What is, what approach that should be? Is it a sandbox approach for like putting new sensors on the car? They have to compete with te likes our Tesla, right? Yeah. But they cannot, if they are afraid of deluding their existing market or they're afraid of failure there, right? So it's very >>Tricky. Great stuff. Sorry. Great to have you on as our cube analyst breaking down the stories. We'll document that, that we'll roll out a post on it. Lisa Savannah, let's wrap up the show for day one. We got day two and three. We'll start with you. What's your summary? Quick bumper sticker. What's today's show all about? >>I'm a community first gal and this entire experience is about community and it's really nice to see the community come together, celebrate that, share ideas, and to have our community together on stage. >>Yeah. To me, to me it was all real. It's happening. Kubernetes cloud native at scale, it's happening, it's real. And we see proof points and we're gonna have faster time to value. It's gonna accelerate faster from here. >>The proof points, the impact is real. And we saw that in some amazing stories. And this is just a one of the cubes >>Coverage. Ib final word on this segment was well >>Said Lisa. Yeah, I, I think I, I would repeat what I said. I got eight, nine years back at a rack space conference. Open source is amazing for one biggest reason. It gives the ability to the developing nations to be at somewhat at par where the dev develop nations and, and those people to lift up their masses through the automation. Cuz when automation happens, the corruption goes down and the economy blossoms. And I think it's great and, and we need to do more in it, but we have to be careful about the supply chains around the software so that, so our systems are secure and they are robust. Yeah, >>That's it. Okay. To me for SAR B and my two great co-host, Lisa Martin, Savannah Peterson. I'm John Furry. You're watching the Cube Day one in, in the Books. We'll see you tomorrow, day two Cuban Cloud Native live in Detroit. Thanks for watching.

>> We're back at the ARIA Las Vegas. We're covering CrowdStrike's Fal.Con 22. First one since 2019. Dave Vellante and Dave Nicholson on theCUBE. Adam Meyers is here, he is the Senior Vice President of Intelligence at CrowdStrike. Adam, thanks for coming to theCUBE. >> Thanks for having me. >> Interesting times, isn't it? You're very welcome. Senior Vice President of Intelligence, tell us what your role is. >> So I run all of our intelligence offerings. All of our analysts, we have a couple hundred analysts that work at CrowdStrike tracking threat actors. There's 185 threat actors that we track today. We're constantly adding more of them and it requires us to really have that visibility and understand how they operate so that we can inform our other products: our XDR, our Cloud Workload Protections and really integrate all of this around the threat actor. >> So it's that threat hunting capability that CrowdStrike has. That's what you're sort of... >> Well, so think of it this way. When we launched the company 11 years ago yesterday, what we wanted to do was to tell customers, to tell people that, well, you don't have a malware problem, you have an adversary problem. There are humans that are out there conducting these attacks, and if you know who they are what they're up to, how they operate then you're better positioned to defend against them. And so that's really at the core, what CrowdStrike started with and all of our products are powered by intelligence. All of our services are our OverWatch and our Falcon complete, all powered by intelligence because we want to know who the threat actors are and what they're doing so we can stop them. >> So for instance like you can stop known malware. A lot of companies can stop known malware, but you also can stop unknown malware. And I infer that the intelligence is part of that equation, is that right? >> Absolutely. That that's the outcome. That's the output of the intelligence but I could also tell you who these threat actors are, where they're operating out of, show you pictures of some of them, that's the threat intel. We are tracking down to the individual persona in many cases, these various threats whether they be Chinese nation state, Russian threat actors, Iran, North Korea, we track as I said, quite a few of these threats. And over time, we develop a really robust deep knowledge about who they are and how they operate. >> Okay. And we're going to get into some of that, the big four and cyber. But before we do, I want to ask you about the eCrime index stats, the ECX you guys call it a little side joke for all your nerds out there. Maybe you could explain that Adam >> Assembly humor. >> Yeah right, right. So, but, what is that index? You guys, how often do you publish it? What are you learning from that? >> Yeah, so it was modeled off of the Dow Jones industrial average. So if you look at the Dow Jones it's a composite index that was started in the late 1800s. And they took a couple of different companies that were the industrial component of the economy back then, right. Textiles and railroads and coal and steel and things like that. And they use that to approximate the overall health of the economy. So if you take these different stocks together, swizzle 'em together, and figure out some sort of number you could say, look, it's up. The economy's doing good. It's down, not doing so good. So after World War II, everybody was exuberant and positive about the end of the war. The DGI goes up, the oil crisis in the seventies goes down, COVID hits goes up, sorry, goes down. And then everybody realizes that they can use Amazon still and they can still get the things they need goes back up with the eCrime index. We took that approach to say what is the health of the underground economy? When you read about any of these ransomware attacks or data extortion attacks there are criminal groups that are working together in order to get things spammed out or to buy credentials and things like that. And so what the eCrime index does is it takes 24 different observables, right? The price of a ransom, the number of ransom attacks, the fluctuation in cryptocurrency, how much stolen material is being sold for on the underground. And we're constantly computing this number to understand is the eCrime ecosystem healthy? Is it thriving or is it under pressure? And that lets us understand what's going on in the world and kind of contextualize it. Give an example, Microsoft on patch Tuesday releases 56 vulnerabilities. 11 of them are critical. Well guess what? After hack Tuesday. So after patch Tuesday is hack Wednesday. And so all of those 11 vulnerabilities are exploitable. And now you have threat actors that have a whole new array of weapons that they can deploy and bring to bear against their victims after that patch Tuesday. So that's hack Wednesday. Conversely we'll get something like the colonial pipeline. Colonial pipeline attack May of 21, I think it was, comes out and all of the various underground forums where these ransomware operators are doing their business. They freak out because they don't want law enforcement. President Biden is talking about them and he's putting pressure on them. They don't want this ransomware component of what they're doing to bring law enforcement, bring heat on them. So they deplatform them. They kick 'em off. And when they do that, the ransomware stops being as much of a factor at that point in time. And the eCrime index goes down. So we can look at holidays, and right around Thanksgiving, which is coming up pretty soon, it's going to go up because there's so much online commerce with cyber Monday and such, right? You're going to see this increase in online activity; eCrime actors want to take advantage of that. When Christmas comes, they take vacation too; they're going to spend time with their families, so it goes back down and it stays down till around the end of the Russian Orthodox Christmas, which you can probably extrapolate why that is. And then it goes back up. So as it's fluctuating, it gives us the ability to really just start tracking what that economy looks like. >> Realtime indicator of that crypto. >> I mean, you talked about, talked about hack Wednesday, and before that you mentioned, you know, the big four, and I think you said 185 threat actors that you're tracking, is 180, is number 185 on that list? Somebody living in their basement in their mom's basement or are the resources necessary to get on that list? Such that it's like, no, no, no, no. this is very, very organized, large groups of people. Hollywood would have you believe that it's guy with a laptop, hack Wednesday, (Dave Nicholson mimics keyboard clacking noises) and everything done. >> Right. >> Are there individuals who are doing things like that or are these typically very well organized? >> That's a great question. And I think it's an important one to ask and it's both it tends to be more, the bigger groups. There are some one-off ones where it's one or two people. Sometimes they get big. Sometimes they get small. One of the big challenges. Have you heard of ransomware as a service? >> Of course. Oh my God. Any knucklehead can be a ransomwarist. >> Exactly. So we don't track those knuckleheads as much unless they get onto our radar somehow, they're conducting a lot of operations against our customers or something like that. But what we do track is that ransomware as a service platform because the affiliates, the people that are using it they come, they go and, you know, it could be they're only there for a period of time. Sometimes they move between different ransomware services, right? They'll use the one that's most useful for them that that week or that month, they're getting the best rate because it's rev sharing. They get a percentage that platform gets percentage of the ransom. So, you know, they negotiate a better deal. They might move to a different ransomware platform. So that's really hard to track. And it's also, you know, I think more important for us to understand the platform and the technology that is being used than the individual that's doing it. >> Yeah. Makes sense. Alright, let's talk about the big four. China, Iran, North Korea, and Russia. Tell us about, you know, how you monitor these folks. Are there different signatures for each? Can you actually tell, you know based on the hack who's behind it? >> So yeah, it starts off, you know motivation is a huge factor. China conducts espionage, they do it for diplomatic purposes. They do it for military and political purposes. And they do it for economic espionage. All of these things map to known policies that they put out, the Five Year Plan, the Made in China 2025, the Belt and Road Initiative, it's all part of their efforts to become a regional and ultimately a global hegemon. >> They're not stealing nickels and dimes. >> No they're stealing intellectual property. They're stealing trade secrets. They're stealing negotiation points. When there's, you know a high speed rail or something like that. And they use a set of tools and they have a set of behaviors and they have a set of infrastructure and a set of targets that as we look at all of these things together we can derive who they are by motivation and the longer we observe them, the more data we get, the more we can get that attribution. I could tell you that there's X number of Chinese threat groups that we track under Panda, right? And they're associated with the Ministry of State Security. There's a whole other set. That's too associated with the People's Liberation Army Strategic Support Force. So, I mean, these are big operations. They're intelligence agencies that are operating out of China. Iran has a different set of targets. They have a different set of motives. They go after North American and Israeli businesses right now that's kind of their main operation. And they're doing something called hack and lock and leak. With a lock and leak, what they're doing is they're deploying ransomware. They don't care about getting a ransom payment. They're just doing it to disrupt the target. And then they're leaking information that they steal during that operation that brings embarrassment. It brings compliance, regulatory, legal impact for that particular entity. So it's disruptive >> The chaos creators that's.. >> Well, you know I think they're trying to create a they're trying to really impact the legitimacy of some of these targets and the trust that their customers and their partners and people have in them. And that is psychological warfare in a certain way. And it, you know is really part of their broader initiative. Look at some of the other things that they've done they've hacked into like the missile defense system in Israel, and they've turned on the sirens, right? Those are all things that they're doing for a specific purpose, and that's not China, right? Like as you start to look at this stuff, you can start to really understand what they're up to. Russia very much been busy targeting NATO and NATO countries and Ukraine. Obviously the conflict that started in February has been a huge focus for these threat actors. And then as we look at North Korea, totally different. They're doing, there was a major crypto attack today. They're going after these crypto platforms, they're going after DeFi platforms. They're going after all of this stuff that most people don't even understand and they're stealing the crypto currency and they're using it for revenue generation. These nuclear weapons don't pay for themselves, their research and development don't pay for themselves. And so they're using that cyber operation to either steal money or steal intelligence. >> They need the cash. Yeah. >> Yeah. And they also do economic targeting because Kim Jong Un had said back in 2016 that they need to improve the lives of North Koreans. They have this national economic development strategy. And that means that they need, you know, I think only 30% of North Korea has access to reliable power. So having access to clean energy sources and renewable energy sources, that's important to keep the people happy and stop them from rising up against the regime. So that's the type of economic espionage that they're conducting. >> Well, those are the big four. If there were big five or six, I would presume US and some Western European countries would be on there. Do you track, I mean, where United States obviously has you know, people that are capable of this we're out doing our thing, and- >> So I think- >> That defense or offense, where do we sit in this matrix? >> Well, I think the big five would probably include eCrime. We also track India, Pakistan. We track actors out of Columbia, out of Turkey, out of Syria. So there's a whole, you know this problem is getting worse over time. It's proliferating. And I think COVID was also, you know a driver there because so many of these countries couldn't move human assets around because everything was getting locked down. As machine learning and artificial intelligence and all of this makes its way into the cameras at border and transfer points, it's hard to get a human asset through there. And so cyber is a very attractive, cheap and deniable form of espionage and gives them operational capabilities, not, you know and to your question about US and other kind of five I friendly type countries we have not seen them targeting our customers. So we focus on the threats that target our customers. >> Right. >> And so, you know, if we were to find them at a customer environment sure. But you know, when you look at some of the public reporting that's out there, the malware that's associated with them is focused on, you know, real bad people, and it's, it's physically like crypted to their hard drive. So unless you have sensor on, you know, an Iranian or some other laptop that might be target or something like that. >> Well, like Stuxnet did. >> Yeah. >> Right so. >> You won't see it. Right. See, so yeah. >> Well Symantec saw it but way back when right? Back in the day. >> Well, I mean, if you want to go down that route I think it actually came from a company in the region that was doing the IR and they were working with Symantec. >> Oh, okay. So, okay. So it was a local >> Yeah. I think Crisis, I think was the company that first identified it. And then they worked with Symantec. >> It Was, they found it, I guess, a logic controller. I forget what it was. >> It was a long time ago, so I might not have that completely right. >> But it was a seminal moment in the industry. >> Oh. And it was a seminal moment for Iran because you know, that I think caused them to get into cyber operations. Right. When they realized that something like that could happen that bolstered, you know there was a lot of underground hacking forums in Iran. And, you know, after Stuxnet, we started seeing that those hackers were dropping their hacker names and they were starting businesses. They were starting to try to go after government contracts. And they were starting to build training offensive programs, things like that because, you know they realized that this is an opportunity there. >> Yeah. We were talking earlier about this with Shawn and, you know, in the nuclear war, you know the Cold War days, you had the mutually assured destruction. It's not as black and white in the cyber world. Right. Cause as, as Robert Gates told me, you know a few years ago, we have a lot more to lose. So we have to be somewhat, as the United States, careful as to how much of an offensive posture we take. >> Well here's a secret. So I have a background on political science. So mutually assured destruction, I think is a deterrent strategy where you have two kind of two, two entities that like they will destroy each other if they so they're disinclined to go down that route. >> Right. >> With cyber I really don't like that mutually assured destruction >> That doesn't fit right. >> I think it's deterrents by denial. Right? So raising the cost, if they were to conduct a cyber operation, raising that cost that they don't want to do it, they don't want to incur the impact of that. Right. And think about this in terms of a lot of people are asking about would China invade Taiwan. And so as you look at the cost that that would have on the Chinese military, the POA, the POA Navy et cetera, you know, that's that deterrents by denial, trying to, trying to make the costs so high that they don't want to do it. And I think that's a better fit for cyber to try to figure out how can we raise the cost to the adversary if they operate against our customers against our enterprises and that they'll go someplace else and do something else. >> Well, that's a retaliatory strike, isn't it? I mean, is that what you're saying? >> No, definitely not. >> It's more of reducing their return on investment essentially. >> Yeah. >> And incenting them- disincening them to do X and sending them off somewhere else. >> Right. And threat actors, whether they be criminals or nation states, you know, Bruce Lee had this great quote that was "be like water", right? Like take the path of least resistance, like water will. Threat actors do that too. So, I mean, unless you're super high value target that they absolutely have to get into by any means necessary, then if you become too hard of a target, they're going to move on to somebody that's a little easier. >> Makes sense. Awesome. Really appreciate your, I could, we'd love to have you back. >> Anytime. >> Go deeper. Adam Myers. We're here at Fal.Con 22, Dave Vellante, Dave Nicholson. We'll be right back right after this short break. (bouncy music plays)

>>Hello, welcome back to the cubes coverage of Monaco, crypto summit presented by digital bits. It's a conference where a lot of the people using digital bits and the industry coming together around the future of crypto in the applicates got a great guest garage, rod cot, founder, and CEO of an innovative company. Love this co I love this company, Luke mogul, Rob, thanks for coming on the queue. Appreciate it. Oh, >>Thank you for having >>Us. Yeah. So I checked out what you guys are doing. You've got the sports metaverse angle going on with super valuable, cuz sports is super entertaining. Uh, people are engaged. There's huge fan base, huge online now, digital convergence going on with the physical, you know, you see all kinds of sports betting going on now everything's going digital. There's a whole nother consumer experience going on with sports and the game is still the same on the, on the field or so to, or the court. That's correct. Yeah. Now it's going to digital take a minute to explain what you guys are working on. >>Yeah, so yes, we are building out a sports ERs where we are bringing athletes, whether they're NBA stars, NFL stars, w N B a many of those athletes into meows giving them the ownership of the entire, um, meows commerce along with gameplay. So that's something from our perspective, this, uh, this is something that we're focused on. We're building out stadiums. Athletes can own stadiums. Athlete can create their own training centers, media hubs. Um, and imagine Lisa, Leslie for example, is building out a woman leadership sports academy, right? We have Michael Cooper building out defensive academy. So those are all the brands. We have 174 NBA w N B stars. And, um, and we are building out this, >>The brand is the brand, is the platform that's correct. That's the trend we're seeing. And it's, it's also an extension of their reach in community. So there's, they can convert their star power and athlete with owner's approval. If they probably write it on to the contracts, he, they can imagine all the complications, but they bring that online and extend that energy and brand equity yep. To fans and social network. Yeah. >>And many of these athletes are tremendous successful in their web two careers, right? Yeah. Um, some are current athletes, some are former athletes, but they have built such a brand persona where people are following them on Instagram. For example, Carlos Boozer. He has like almost 6 million followers between Twitter and Instagram and those kind of brands are looking or how do I give back to the community? How do I engage with my community and web three? And especially with our platform, we are giving that power back to the players. >>So you guys got some big names booers on there. You mentioned Carlos Boozer. You mentioned that Lisa, Leslie others among others, Michael Cooper throw back to the old Lakers, uh, magic. Johnson's kind actually here in crypto. We just saw him in the lobbies and in dinner and the other night, um, at Nobu, um, you got a lot of NBA support. Take a take, take, even explain how you're working this angle. Uh, you got some great traction, uh, momentum. Um, you got great pedigree, riot games in your career. Uh, you kind of get the world, the tech world, the media world, as it comes together. What's the secret sauce here? Is it the NBA relationship combination of the team explained >>It's really focusing on what, uh, we are building on me was focusing on players first, right? So players are literally, we call our platform as, uh, owned by the players, made for the players. Uh, and engagement is really all done through the players, right? So that's our key sauce. And when we worked out with NBA, we, we are part of the NBA BPA acceleration program for 2022 that is funded by a six Z, uh, and, and many others. Um, and our partnership with league is very critical. So it's not only partnered with player association partnered with leagues, whether it's NBA, w N B a NFL. So those are the venues. And this becomes almost a program, especially for athletes to really generate this lifetime engagement and royalty model because some of this famous athletes really want to give back to the communities. So like for example, I use Lisa Leslie a lot, but Lisa, Leslie really wants to empower women leadership, leadership, and really help, um, women in sports, for example. Right? So those are the angles that, um, that really people are excited about. >>Well, for the people watching that might not understand some of the ins and outs of sports and, and rod, your background in your team, it's interesting. The sports teams have been on the big day to train for many, many years. You look at all the stadiums. Now they've got mobile devices, they got wifi under the chairs. They use data and technology to manage the team. Mm-hmm, <affirmative> manage the stadium and venue and operations suppliers, whatnot. And then also the fans. So you, they, they got about a decade or so experience already in the digital world. This is not new to the, to the sports world. Yeah. So you guys come to the table kind of at a good time. >>Yeah. Especially the defi of the sports, right? So there's a defi of the finance, but this is the really, uh, a, a decentralization of the sports is something that there's a lot of traction. And there are many companies that are really focusing on that. Our focus obviously is players first, right? How do we give power to the players? Uh, and those are really driving the entire engagement. And also the brands >>How's the NBA feel about this because, you know, you got the NBA and you get the team, you got the owners. I mean, the democratization of the players, which I love by the way that angle kind of brings their power. Now's the new kind of balance of power. How is the NBA handling this? What's some of the conversations you've had with the, the organization. >>Yeah. So obviously there are a lot of things that, uh, people have to be careful about, right? They have existing contracts, existing, digital media rights. Um, so that's something that, uh, we have to be very tactful when we are working with NBA and NPA, uh, on what we can say, we cannot say. So that is obviously they have a lot of existing multimillion or billion dollar contracts that they cannot void with the web because the evolution of web three, >>You know, I love, uh, riffing on the notion of contract compliance when there's major structural change happening. Remember back in baseball, back in the days before the internet, the franchise rights was geographic territory. Mm-hmm <affirmative> well, if you're the New York Yankees, you're doing great. If you're Milwaukee, you're not doing too good, but then comes the internet. That's good. That's no geography. There's no boundaries. That's good. So you're gonna have stadiums have virtual Bo. So again, how do they keep up with the contracts? Yeah. I mean, this is gonna be a fundamental issue. >>That's >>Good. Good. And I think if they don't move, the players are gonna fill that void. >>That's correct. Yeah. And especially with this, this an IL deal, right. That happened for the players, uh, especially college athletes. So we are in process of onboarding 1.5 million college athletes. Uh, and those athletes are looking for not only paying for the tuition for the colleges, but also for engagement and generating this early on, uh, >>More okay. Rod, we're gonna make a prediction here in the cube, 20, 20 we're in Monaco, all the NBA, NHL, the teams they're gonna be run by player Dows. Yeah. What do you think? A very good prediction. Yeah. Very good prediction. Yeah. I mean you, I mean, that's a joke, I'm joking aside. I mean, it's kind of connecting the dots, but you know, whether that happens or not, what this means is if this continues to go down this road, that's correct. Get the players collectively could come together. Yeah. And flip the script. >>Yeah. And that's the entire decentralization, right. So it's like the web three has really disrupted this industry as you know. Um, and, and I know your community knows that too. >>Of course, course we do. We love it. >>Something from sports perspective, we are very excited. >>Well, I love it. Love talking. Let's get to the, to the weeds here on the product, under the hood, tell about the roadmap, obviously NFTs are involved. That's kind of sexy right now. I get the digital asset model on there. Uh, but there's a lot more under the coverage. You gotta have a platform, you gotta have the big data and then ultimately align into connecting other systems together. How do you view the tech roadmap and the product roadmap? What's your vision? >>Yeah. So the, the one thing that you had to be T full, uh, as a company, whether it's LUT, mogul or any other startup, is you have to be really part of the ecosystem. So the reason why we are here at Monaco is that we obviously are looking at partnership with digital bits, um, and those kind of partnership, whether it's fourth centric, centric are very critical for the ecosystem in the community to grow. Um, and that's one thing you cannot build a, another, uh, isolated metaverse right? So that's one thing. Many companies have done it, but obviously not. >>It's a wall garden doesn't work. >>Exactly. So you have to be more open platform. So one things that we did early on in our platform, we have open APIs and SDKs where not only you as an athlete can bring in your, uh, other eCommerce or web, uh, NFTs or anything you want, but you can also bring in other real estate properties. So when we are building out this metaverse, you start with real estate, then you build out obviously stadiums and arenas and academies training academies, but then athletes can bring their, uh, web commerce, right. Where it's NFT wearables shoe line. So >>Not an ecosystem on top of Luke Mo. So you're like, I'm almost like you think about a platform as a service and a cloud computing paradigm. Yeah. Look different, not decentralized, but similarly enabling others, do the heavy lifting on their behalf. Yeah. Is that right? >>So that's correct. Yes. So we are calling ourself as the sports platform as a service, right. So we want to add the word sports because we, uh, in, in many contexts, right. When you're building metaverse, you can get distracted with them, especially we are in Los Angeles. Right. >>Can I get a luxury box for the cube and some of the metaverse islands and the stadiums you're doing? >>We, we are working >>On it. We're >>Definitely working on, especially the, uh, Los Angeles, uh, stadium. Yeah. >>Well, we're looking for some hosts, anyone out there looking for some hosts, uh, for the metaverse bring your avatar. You can host the cube, bro. Thanks for coming on the cube. Really appreciate. What's the, what's next for you guys, obviously, continuing to build momentum. You got your playful, how many people on the team what's going on, give a plug for the company. What are you looking for share with the audience, some of the, some of your goals. Yeah. >>So, uh, the main thing we're looking for is really, um, from a brand perspective, if you are looking at buying properties, this would be an amazing time to buy virtual sports stadium. Um, so we are, obviously we have 175 stadiums in roadmap right now. We started with Los Angeles. Then we are in San Francisco, New York, Qatar, Dubai. So all those sports stadiums, whether they're basketball, football, soccer are all the properties. And, uh, from a community perspective, if you want to get an early access, we are all about giving back to the community. Uh, so you can buy it at a much better presale price right now. Uh, so that's one, the second thing is that if you have any innovative ideas or a player that you want to integrate into, we have an very open platform from a community engagement perspective. If you have something unique from a land sale perspective yeah. Or the NFD perspective plug, contact us at, at Raj lumo.com. >>And I'm assuming virtual team, you in LA area where where's your home. >>So, yeah, so I live in Malibu, um, and our office is in Santa Monica. We have an office in India. Uh, we have few developers also in Europe. So, uh, and then we are team of 34 people right now >>Looking to hire some folks >>We are looking for, what >>Are you, what are you looking for? >>So, uh, we are looking for a passionate sports, uh, fanatics. >>It's a lot, not hard to find. Yeah. >><laugh> who knows how to also code. Right? So from blockchain perspective, we are, uh, chain agnostic. Uh, but obviously right now we are building on polygon, but we are chain agnostic. So if you have any blockchain development experience, uh, that's something we, we are looking for. Yeah. >>RA, thanks for coming out. Luke Mo check him out. I'm John furry with the cube here in Monaco for the mono crypto summit presented by digital bits. We got all the action, a lot of great guests going on, stay with us for more coverage. Um, John furrier, thanks for watching.