(upbeat music) >> Hello, everyone. Welcome to theCUBE's special presentation of International Women's Day. I'm John Furrier, host of theCUBE. Jenni Troutman is here, Director of Products and Services, and Training and Certification at AWS, and Heather Ruden, Director of Education Programs, Training and Certification. Thanks for coming on theCUBE and for the International Women's Day special program. >> Thanks so much for having us. >> So, I'll just get it out of the way. I'm a big fan of what you guys do. I've been shouting at the top of my lungs, "It's free. Get cloud training and you'll have a six figure job." Pretty much. I'm over amplifying. But this is really a big opportunity in the industry, education and the skills gap, and the skill velocities that's changing. New roles are coming on around cloud native, cloud native operators, cybersecurity. There's so much excitement going on around the industry, and all these open positions, and they need new talent. So you can't get a degree for some of these things. So, nope, it doesn't matter what school you went to, everyone's kind of level. This is a really big deal. So, Heather, share with us your thoughts as well on this topic. Jenni, you too. Like, where are you guys at? 'Cause this is a big opportunity for women and anyone to level up in the industry. >> Absolutely. So I'll jump in and then I'll hand it over to Jenni. We're your dream team here. We can talk about both sides of this. So I run a set of programs here at AWS that are really intended to help build the next generation of cloud builders. And we do that with a variety of programs, whether it is targeting young learners from kind of 12 and up. We have AWS GetIT that is designed to get women ambassadors or women mentors in front of girls 12 to 14 and get them curious about a career in STEM. We also have a program that is all digital online. It's available in 11 languages. It's got hundreds of courses. That's called AWS Educate that is designed to do exactly what you just talked about, expose the opportunities and start building cloud skills for learners at age 13 and up. They can go online and register with an email and start learning. We want them to understand not only what the opportunity is for them, but the ways that they can help influence and bring more diversity and more inclusion and into the cloud technology space, and just keep building all those amazing builders that we need here for our customers and partners. And those are the programs that I manage, but Jenni also has an amazing program, a set of programs. And so I'll hand it over to her as you get into the professional side of this things. >> So Jenni, you're on the product side. You've got the keys to the kingdom on all the materials and shaping it. What's your view on this? 'Cause this is a huge opportunity and it's always changing. What's the latest and greatest? >> It is a massive opportunity and to give you a sense, there was a study in '21 where IT executives said that talent availability is the biggest challenge to emerging tech adoption. 64% of IT executives said that up from only 4% the year before. So the challenge is growing really fast, which for everyone that's ready to go out there and learn and try something new is a massive opportunity. And that's really why I'm here. We provide all kinds of learning experiences for people across different cloud technologies to be able to not only gain the knowledge around cloud, but also the confidence to be able to build in the cloud. And so we look across different learner levels, different roles, different opportunities, and we provide those experiences where people can actually get hands-on in a totally risk-free environment and practice building in the cloud so they can go and be ready to get their certifications, their AWS certifications, give them the credentials to be able to show an employer they can do it, and then go out and get these jobs. It's really exciting. And we go kind of end to end from the very beginning. What is cloud? I want to know what it is all the way through to I can prove that I can build in the cloud and I'm ready for a job. >> So Jenni, you nailed that confidence word. I think I want to double click on that. And Heather, you talked about you're the dream team. You guys, you're the go to market, you bring this to the marketplace. Jenni, you get the products. This is the key, but to me the the international women days angle is, is that what I hear over and over again is that, "It's too technical. I'm not qualified." It can be scary. We had a guest on who has two double E degrees in robotics and aerospace and she's hard charging. She almost lost her confidence twice she said in her career. But she was hard charging. It can get scary, but also the ability to level up fast is just as good. So if you can break through that confidence and keep the curiosity and be a builder, talk about that dynamic 'cause you guys are in the middle of it, you're in the industry, how do you handle that? 'Cause I think that's a big thing that comes up over and over again. And confidence is not just women, it's men too. But women can always, that comes up as a theme. >> It is. It is a big challenge. I mean, I've struggled with it personally and I mentor a lot of women and that is the number one challenge that is holding women back from really being able to advance is the confidence to step out there and show what they can do. And what I love about some of the products we've put out recently is we have AWS Skill Builder. You can go online, you can get all kinds of free core training and if you want to go deeper, you can go deeper. And there's a lot of different options on there. But what it does is not only gives you that based knowledge, but you can actually go in. We have something called AWS Labs. You can go in and you can actually practice on the AWS console with the services that people are using in their jobs every day without any risk of doing something that is going to blow up in your face. You're not going to suddenly get this big AWS bill. You're not going to break something that's out there running. You just go in. It's your own little environment that gets wiped when you're done and you can practice. And there's lots of different ways to learn as well. So if you go in there and you're watching a video and to your point you're like, "Oh my gosh, this is too technical. I can't understand it. I don't know what I'm going to go do." You can go another route. There's something called AWS Cloud Quest. It's a game. You go in and it's like you're gaming and it walks you through. You're actually in a virtual world. You're walking through and it's telling you, "Hey, go build this and if you need help, here's hints and here's tips." And it continues to build on itself. So you're learning and you're applying practical skills and it's at your own pace. You don't have to watch somebody else talking that is going at a pace that maybe accelerates beyond what you're ready. You can do it at your own pace, you can redo it, you can try it again until you feel confident that you know it and you're really ready to move on to the next thing. Personally, I find that hugely valuable. I go in and do these myself and I sit there and I have a lot of engineers on my team, very smart people. And I have my own imposter syndrome. I get nervous to go talk to them. Like, are they going to think I'm totally lost? And so I go in and I learn some of this myself by experiment. And then I feel like, okay, now I can go ask them some intelligent questions and they're not going to be like, "Oh gosh, my leader is totally unaware of what we're doing." And so I think that we all struggle with confidence. I think everybody does, but I see it especially in women as I mentor them. And that's what I encourage them to do is go and on your own time, practice a bit, get a little bit of experience and once you feel like you can throw a couple words out there that you know what they mean and suddenly other people look at you like, "Oh, she knows what she's talking about." And you can kind of get past that feeling. >> Well Jenni, you nailed it. Heather, she just mentioned she's in the job and she's going and she's still leveling up. That's the end when you're in, but it's also the barriers to entry are lowering. You guys are doing a good job of getting people in, but also growing fast too. So there's two dynamics at play here. How do people do this? What's the playbook? Because I think that's really key, easy to get in. And then once you're in, you can level up fast at your own pace to ride the wave. And then there's new stuff coming. I mean, every re:Invent there's 5,000 announcements. So it's like zillion new things and AI taught now. >> re:Invent is a perfect example of that ongoing imposter syndrome or confidence check for all of us. I think something that that Jenni said too is we really try and meet learners where they are and make sure that we have the support, whether it's accessibility requirements or we have the content that is built for the age that we're talking to, or we have a workforce development program called re/Start that is for people that have very little tech experience and really want to talk about a career in cloud, but they need a little bit more handholding. They need a combination of instructor-led and digital. But then we have AWS educators, I mentioned. If you want to be more self-directed, all of these tools are intended to work well together and to be complimentary and to take you on a journey as a learner. And the more skills you have, the more you increase your knowledge, the more you can take on more. But meeting folks where they are with a variety of programs, tools, languages, and accessibility really helps ensure that we can do that for learners throughout the world. >> That's awesome. Let's get into it. Let's get into the roadmaps of people and their personas. And you guys can share the programs that you have and where people could fit in. 'Cause this comes up a lot when I talk to folks. There's the young person who's I'm a gamer or whatever, I want to get a job. I'm in high school or an elementary or I want to tinker around or I'm in college or I'm learning, I'm an entry level kind of entry. Then you have the re-skilling. I'm going to change my careers, I'm kind of bored, I want to do something compelling. How do I get into the cloud game? And then the advanced re-skill is I want to get into cyber and AI and then there's other. Could you break down? Did I get that right or did I miss anything? And then what's available for those kind of lanes? So those persona lanes? >> Well, let's see, I could start with maybe the high schooler stuff and then we can bring Jenni in as well. I would say a great place to start for anyone is aws.amazon.com/training. That's going to give them the full suite of options that they could take on. If you're in high school, you can go onto AWS Educate. All you need is an email. And if you're 13 years and older, you can start exploring the types of jobs that are available in the cloud and you could start taking some introductory classes. You can do some of those labs in a safe environment that Jenni mentioned. That's a great place to start. If you are in an environment where you have an educator that is willing to go on this with you, this journey with you, we have this AWS GetIT program that is, again, educator-led. So it's an afterschool or it's an a program where we match mentors and students up with cloud professionals and they do some real-time experimentation. They build an app, they work on things together, and do a presentation at the end. The other thing I would say too is that if you are in a university, I would double check and see if the AWS Academy curriculum is already in your university. And if so, explore some of those classes there. We have instructor-led, educator-ready. course curriculum that we've designed that help people get to those certifications and get closer to those jobs and as well as hopefully then lead people right into skill builder and all the things that Jenni talked about to help them as they start out in a professional environment. >> So is the GetIT, is that an instructor-led that the person has to find someone for? Or is this available for them? >> It is through teachers. It's through educators. We are in, we've reached over 19,000 students. We're available in eight countries. There are ways for educators to lead this, but we want to make sure that we are helping the kids be successful and giving them an educator environment to do that. If they want to do it on their own, then they can absolutely go through AWS Educate or even and to explore where they want to get started. >> So what about someone who's educated in their middle of their career, might want to switch from being a biologist to a cloud cybersecurity guru or a cloud native operator? >> Yeah, so in that case, AWS re/Start is one of the great program for them to explore. We run that program with collaborating organizations in 160 cities in 80 countries throughout the world. That is a multi-week cohort-based program where we do take folks through a very clear path towards certification and job skilling that will help them get into those opportunities. Over 98% of the cohorts, the graduates of those cohorts get an interview and are hopefully on their path to getting a job. So that really has global reach. The partnership with collaborating organizations helps us ensure that we find communities that are often unreached by cloud skills training and we really work to keep a diverse focus on those cohorts and bring those folks into the cloud. >> Okay. Jenni, you've got the Skill Builder action here. What's going on on your side? Because you must have to manage all the change. I mean, AI is hot right now. I'm sure you're cranking away on curriculum and content for SageMaker, large language models, computer vision, cybersecurity. >> We do. There are a lot of options. >> How is your world? Tell us about what people can take out of way from your side. >> Yeah. So a great way to think about it is if they're already out in the workforce or they're entering the workforce, but they are technical, have technical skills is what are the roles that are interesting in the technologies that are interesting. Because the way we put out our training and our certifications is aligned to paths. So if you're look interested in a specific role. If you're interested in architecting a cloud environment or in security as you mentioned, and you want to go deep in security, there are AWS certifications that give you that. If you achieve them, they're very difficult. But if you work to them and achieve them, they give you the credential that you can take to an employer and say, "Look, I can do this job." And they are in very high demand. In fact that's where if you look at some of the publications that have come out, they talk about, what are people making if they have different certifications? What are the most in-demand certifications that are out there? And those are what help people get jobs. And so you identify what is that role or that technology area I want to learn. And then you have multiple options for how you build those skills depending on how you want to learn. And again, that's really our focus, is on providing experiences based on how people learn and making it accessible to them. 'Cause not everybody wants to learn in the same way. And so there is AWS Skill Builder where people can go learn on their own that is really great particularly for people who maybe are already working and have to learn in the evenings, on the weekends. People who like to learn at their own pace, who just want to be hands-on, but are self-starters. And they can get those whole learning plans through there all the way aligned to the certification and then they can go get their certification. There's also classroom training. So a lot of people maybe want to do continuous learning through an online, but want to go really deep with an expert in the room and maybe have a more focused period of time if they can go for a couple days. And so they can do classroom training. We provide a lot of classroom training. We have partners all over the globe who provide classroom training. And so there's that and what we find to be the most powerful is when you couple the two. If you can really get deep, you have an expert, you can ask questions, but first before you go do that, you get some of that foundational that you've kind of learned on your own. And then after you go back and reinforce, you go back online, you try out things that maybe you learned in the classroom, but you didn't quite, you hadn't used it enough yet to quite know how to do it. Now you can go back and actually use it, experiment and play around. And so we really encourage that kind of, figure out what are some areas you're interested in, go learn it and then go get a job and continue to learn because then once you learn that first area, you start to build confidence in it. Suddenly other areas become interesting. 'Cause as you said, cloud is changing fast. And once you learn a space, first of all you have to keep going back to stay up on it as it changes. But you quickly find that there are other areas that are really interesting too. >> I've observed that the training side, it's just like cloud itself, it's very agile. You can get hands-on quickly, you don't need to take a class, and then get in weeks later. You're in it like it's real time. So you're immersed in gamification and all kinds of ways to funnel into the either advanced tracks and certification. So you guys do a great job and I want to give you props for that and a shout out. The question I have for you guys is can you scope the opportunity for these certifications and opportunities for women in particular? What are some of the top jobs pulling down? Scope out the opportunity because I think when people hear that they really fall out of their chair, they go, "Wow, I didn't know I could make $200,000 doing cybersecurity." Well, yeah or maybe more. I just made the number, I don't actually know, but like I know people do make that much in cyber, but there are huge financial opportunities with certifications and education. Can you scope that order of magnitude? Can you share any data? >> Yeah, so in the US they certainly are. Certifications on average aligned to six digit type jobs. And if you go out and do a search, there are research studies out there that are refreshed every year that say what are the top IT industry certifications and how much money do they make? And the reason I don't put a number out there is because it's constantly changing and in fact it keeps going up, >> It's going up, not going down. >> But I would encourage people to do that quick search. What are the top IT industry certifications. Again, based on the country you're in, it makes a difference. But if you're US, there's a lot of data out there for the US and then there is some for other countries as well around how much on average people make. >> Do you list like the higher level certifications, stack rank them in terms of order? Like say, I'm a type A personnel, I want to climb Mount Everest, I want to get the highest level certification. How do I know that? Is it like laddered up or is like how do you guys present that? >> Yeah, so we have different types of certifications. There is a foundational, which we call the cloud practitioner. That one is more about just showing that you know something about cloud. It's not aligned to a specific job role. But then we have what we call associate level certifications, which are aligned to roles. So there's the solutions architect, cloud developer, so developer operations. And so you can tell by the role and associate is kind of that next level. And then the roles often have a professional level, which is even more advanced. And basically that's saying you're kind of an Uber expert at that point. And then there are technology specialties, which are less about a specific role, although some would argue a security technology specialty might align very well to a security role, but they're more about showing the technology. And so typically, it goes foundational, advanced, professional, and then the specialties are more on the side. They're not aligned, but they're deep. They're deep within that area. >> So you can go dig and pick your deep dive and jump into where you're comfortable. Heather, talk about the commitment in terms of dollars. I know Amazon's flaunted some numbers like 30 million or something, people they want to have trained, hundreds of millions of dollars in investment. This is key, obviously, more people trained on cloud, more operators, more cloud usage, obviously. I see the business connection. What's the women relationship to the numbers? Or what the experience is? How do you guys see that? Obviously International Women's Day, get the confidence, got the curiosity. You're a builder, you're in. It's that easy. >> It doesn't always feel that way, I'm sure to everybody, but we'd like to think that it is. Amazon and AWS do invest hundreds of millions of dollars in free training every year that is accessible to everyone out there. I think that sometimes the hardest obstacles to get overcome are getting started and we try and make it as easy as possible to get started with the tools that we've talked about already today. We run into plenty of cohorts of women as part of our re/Start program that are really grateful for the opportunity to see something, see a new way of thinking, see a new opportunity for them. We don't necessarily break out our funding by women versus men. We want to make sure that we are open and diverse for everybody to come in and get the training that they need to. But we definitely want to make sure that we are accessible and available to women and all genders outside of the US and inside the US. >> Well, I know the number's a lot lower than they should be and that's obviously why we're promoting this heavily. There's a lot more interest I see in tech. So digital transformation is gender neutral. I mean, it's like the world eats software and uses software, uses the cloud. So it has to get 50/50 in my opinion. So you guys do a great job. Now that we're done kind of promoting Amazon, which I wanted to do 'cause I think it's super important. Let's talk about you guys. What got you guys involved in tech? What was the inspiration and share some stories about your experiences and advice for folks watching? >> So I've always been in traditionally male dominated roles. I actually started in aviation and then moved to tech. And what I found was I got a mentor early on, a woman who was senior to me and who was kind of who I saw as the smartest person out there. She was incredibly smart, she was incredibly kind, and she was always lifting women up. And I kind of latched onto her and followed her around and she was such an amazing mentor. She brought me from throughout tech, from company to company, job to job, was always positioning me in front of other people as the go-to person. And I realized, "Wow, I want to be like her." And so that's been my focus as well in tech is you can be deeply technical in tech or you can be not deeply technical and be in tech and you can be successful both ways, but the way you're going to be most successful is if you find other people, build them up and help put them out in front. And so I personally love to mentor women and to put them in places where they can feel comfortable being out in front of people. And that's really been my career. I have tried to model her approach as much as I can. >> That's a really interesting observation. It's the pattern we've been seeing in all these interviews for the past two years of doing the International Women's Day is that networking, mentoring and sponsorship are one thing. So it's all one thing. It's not just mentoring. It's like people think, "Oh, just mentoring. What does that mean? Advice?" No, it's sponsorship, it's lifting people up, creating a keiretsu, creating networks. Really important. Heather, what's your experience? >> Yeah, I'm sort of the example of somebody who never thought they'd be in tech, but I happened to graduate from college in the Silicon Valley in the early nineties and next thing you know, it's more than a couple years later and I'm deeply in tech and I think it when we were having the conversation about confidence and willingness to learn and try that really spoke to me as well. I think I had to get out of my own way sometimes and just be willing to not be the smartest person in the room and just be willing to ask a lot of questions. And with every opportunity to ask questions, I think somebody, I ended up with good mentors, male and female, that saw the willingness to ask questions and the willingness to be humble in my approach to learning. And that really helped. I'm also very aware that nobody's journey is the same and I need to create an environment on my team and I need to be a role model within AWS and Amazon for allowing people to show up in the way that they're going to be most successful. And sometimes that will mean giving them learning opportunities. Sometimes that will be hooking them up with a mentor. Sometimes that will be giving them the freedom to do what they need for their family or their personal life. And modeling that behavior regardless of gender has always been how I choose to show up and what I ask my leaders to do. And the more we can do that, I've seen the team been able to grow and flourish in that way and support our entire team. >> I love that story. You also have a great leader, Maureen Lonergan, who I've met many conversations with, but also it starts at the top. Andy Jassy who can come across, he's kind of technical, he's dirty, he's a builder mentality. He has first principles and you're bringing up this first principles concept and whether that's passing it forward, what you've learned, having first principles helps in an organization. Can you guys talk about what that's like at your company? 'Cause everyone's different. And sometimes whether, and I sometimes I worry about what I say, but I also have my first principles. So talk about how principles matter in how you guys interface with others and letting people be their authentic self. >> Yeah, I'll jump in Jenni and then you can. The Amazon leadership principles are super important to how we interact with each other and it really does provide a set of guidelines for how we work with each other and how we work for our customers and with our partners. But most of all it gives us a common language and a common set of expectations. And I will be honest, they're not always easy. When you come from an environment that tends to be less open to feedback and less open to direct conversations than you find at Amazon, it could take a while to get used to that, but for me at least, it was extremely empowering to have those tools and those principles as guidance for how to operate and to gain the confidence in using them. I've also been able to participate in hundreds and hundreds of interviews in the time that I've been here as part of an interview team of bar raisers. I think that really helps us understand whether or not folks are going to be successful at AWS and at Amazon and helps them understand if they're going to be able to be successful. >> Bar raising is an Amazon term and it's gender neutral, right Jenni? >> It is gender neutral. >> Bar is a bar, it raises. >> That's right. And it's funny, we say that our culture here is peculiar. And when I started, I had been in consulting for several years, so I worked with a lot of different companies in tech and so I thought I'd seen everything and I came here and I went, "Hmm." I see what they mean by peculiar. It is very different environment. >> In the fullness of time, it'll all work out. >> That's right, that's right. Well and it's funny because when you first started, it's a lot to figure out to how to operate in an environment where people do use a 16 leadership principles. I've worked at a lot of companies with three or four core values and nobody can state those. We could state all 16 leadership principles and we use them in our regular everyday dialogue. That is an awkward thing when you first come to have people saying, "Oh, I'm going to use bias for action in this situation and I'm going to go move fast. And they're actually used in everyday conversations. But after a couple years suddenly you realize, "Oh, I'm doing that." And maybe even sometimes at the dinner table I'm doing that, which can get to be a bit much. But it creates an environment where we can all be different. We can all think differently. We can all have different ways of doing things, but we have a common overall approach to what we're trying to achieve. And that's really, it gives us a good framework for that. >> Jenni, it's great insight. Heather, thank you so much for sharing your stories. We're going to do this not once a year. We're going to continue this Women in Tech program every quarter. We'll check in with you guys and find out what's new. And thank you for what you do. We appreciate that getting the word out and really is an opportunity for everyone with education and cloud and it's only going to get more opportunities at the edge in AI and so much more tech. Thank you for coming on the program. >> Thank you for having us. >> Thanks, John. >> Thank you. That's the International Women's Day segment here with leaders from AWS. I'm John Furrier. Thanks for watching. (upbeat musiC)

>> Narrator: theCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (bright music) >> Hey everyone! Welcome back. Good evening from Barcelona, Spain. It's theCUBE, the leader in live tech coverage. As you well know, Lisa Martin and Dave Nicholson. Day two of our coverage of MWC 23. Dave, we've been talking about sexy stuff all day. It's about to get, we're bringing sexy back. >> It's about to get hot. >> It's about to get hot. We've had two guests with us, two senior consultants from the product planning, networking and emerging server solutions group at Dell, Heather Raheel and James Bryan. Welcome guys. >> Thanks for having us. >> Thanks for having us. >> Really appreciate it. >> Lisa: Dude, you're bringing sexy back. >> I know. We are. We are. We wanted to bring it, yes. >> This is like XR8000 >> We've been talking about this all day. It's here... >> Yes. Yes. Talk to us about why this is so innovative. >> So, actually we wanted to bring this, getting a lot of attention here on site. Matter of fact, we even have a lot of our competition taking pictures of it. And why is it so innovative? So one of the things that we've done here is we've taken a lot of insights and feedback from our customers that are looking at 5G deployments and looking at how do they, basically, bring commercial off the shelf to a very proprietary industry. So what we've done is we've built a very flexible and scalable form factor in the XR8000. And so this is actually a product that we've purposely built for the telecommunications space. Specifically can be deployed for serving a virtual DU or DUC at a cell site for distributed ram. Or it can be put in a local data center, but outside a main data center to support centralized ram. We'll get into it, which is where the really excitement gets is it's sled-based in its design. And so because of that, it enables us to provide both functionality for telecommunications. Could be network, could be enterprise edge as well as being designed to be configured to whatever that workload is, and be cost-optimized for whatever that work. >> Ah, you're killing us! Let's see. Show, show it to us. >> Actually this is where I have to hand it off to my colleague Heather. But what I really want to show you here is the flexibility that we have and the scalability. So, right here what I'm going to show you first is a one U sled. So I'll set that out here, and I'll let Heather tell us all about it. >> Yeah. So XR8000. Let's talk about flexibility first. So the chassis is a two U chassis with a hot swap shared power supply on the right. Within it there are two form factors for the sleds. What James brought out here, this is the one U form factor. Each sled features one node or one CPU first sled. So we're calling the one U the highest, highest density sled right? Cause you can have up to four one node one U sleds in the chassis. The other form factor is a two U sled, on the right here. And that's just really building on top of the one U sled that adds two PCIe sleds on top. So this is really our general purpose sled. You could have up to two of these sleds within the chassis. So what's really cool about the flexibility is you can plug and play with these. So you could have two one Us, two two Us, or mix and match of each of those. >> Talk about the catalyst to build this for telco and some of the emerging trends that, that you guys have seen and said this needs to be purpose-built for the telco. There's so much challenge and complexity there, they need this. >> Want me to take this? So actually that, that's a great question by the way. It turns out that the market's growing. It's nascent right now. Different telecommunication providers have different needs. Their workloads are different. So they're looking for a form factor like this that, when we say flexible, they need to be able to configure it for theirs. They don't all configure the same way. And so they're looking for something that they can configure to their needs, but they also don't want to pay for things that they don't need. And so that's what led to the creation of, of this device the way we've created it. >> How is it specific for edge use cases, though? We think of the edge: it's emerging, it's burgeoning. What makes this so (pause) specific to edge use cases? >> Yeah, let's talk about some of the the ruggedized features of the product. So first of all, it is short depth. So only 430 millimeters. And this is designed for extreme temperatures, really for any environment. So the normal temperatures of operating are negative five to 55, but we've also developed an enhanced heat sink to get us even beyond that. >> Dave: That's Celsius? >> Celsius. Thank you. >> Lisa: Right. So this will get us all the way down to negative 20 boot in operating all the way up to 65 C. So this is one of the most extreme temperature edge offerings we've seen on the market so far. >> And so this is all outside the data center, so not your typical data center server. So not only are we getting those capabilities, but half the size when you look at a typical data center server. >> So these can go into a place where there's a rack, maybe, but definitely not, not doesn't have to be raised for... >> Could be a cell side cabinet. >> Yeah. Okay. >> Heather: Yeah. And we also have AC and DC power options that can be changed over time as well. >> So what can you pack into that one one U sled in terms of CPU cores and memory, just as an example? >> Yeah, great. So, each of the sleds will support the fourth generation of Intel Sapphire Rapids up to 32 corp. They'll also be supporting their new vRAN boost SKUs. And the benefit of those is it has an integrated FEC accelerator within the CPU. Traditionally, to get FEC acceleration, you would need a PCIe card that would take up one of the slots here. Now with it integrated, you're freeing up a PCIe slot, and there's also a power savings involved with that as well. >> So talk about the involvement of, of the telco customer here and then design, I know Dell is very tight with its customers. I imagine there was a lot of communications and collaboration with customers to, to deliver this. >> Interesting question. So it turns out that early on, we had had some initial insight, but it was actually through deep engagement with our customers that we actually redesigned the form factor to what you see here today. So we actually spent significant amount of time with various telecommunication customers from around the world, and they had a very strong influence in this form factor. Even to the point, like Lisa mentioned, we ended up redesigning it. >> Do, do you have a sense for how many of these, or in what kinds of configurations would you deploy in like the typical BBU? So if we're thinking about radio access network literally tran- tower transmitter receiver... somewhere down there (pause) in a cabinet, you have one of these, you have multiple units. I know, I know the answer is "it depends". >> You are right. >> But if, but if someone tells you, well you know, we have 20, 20 cellular sites, and we need (pause) we're we're moving to an open model, and we need the horsepower to do what we want to do. I'm trying to, I'm trying to gauge like what, one of these, what does that, what does that mean? Or is it more like four of these? >> So that, so we'll go >> It depends? >> Yeah it depends, you're absolutely right. However, we can go right there. So if you look in the two U >> Yeah. >> we have three PCIe slots, you know, as Heather mentioned. And so let's say you have a typical cell site, right? We could be able to support a cell site that could have it could have three radios in the configuration here, it could have a, multiply by three, right? It could have up to 18 radios, and we could actually support that. We could support multiple form factors or multiple deployments at a particular cell site. It really then to your point, it does depend, and that's one of the reasons that we've designed it the way we have. For example, if a customer says their initial deployment, they only need one compute node because maybe they're only going to have, you know, two or three carriers. So then, there, you've got maybe six or eight or nine radios. Well then, you put in a single node, but then they may want to scale over time. Well then, you actually have a chassis. They just come in, and they put in a new chassis. The other beauty of that is, is that maybe they wait, but then they want to do new technology. They don't even have to buy a whole new server. They can update to >> Heather: Yeah. the newest technology, same chassis put that in, connect to the radios, and keep going. >> But in this chassis, is it fair to say that most people will be shocked by how much traffic can go through something like this? In the sense that, if a tower is servicing 'n' number of conversations and data streams, going through something like this? I mean somehow blow, it blows my mind to think of thousands of people accessing something and having them all wrapped through something like this. >> It, it'll depend on what they're doing with that data. So you've probably talked a lot about a type of radios, right? Are we going to be massive MIMO or what type of radio? Is it going to be a mix of 4G or 5G? So it'll really depend on that type of radio, and then where this is located. Is it in a dense urban environment, or is it in a rural type of environment at that cell site shelter, but out in a suburban area. So will depend, but then, that's the beauty of this is then, (pause) I get the right CPU, I get the right number of adding cards to connect to the right radios. I purchase whatever, what I need. I may scale to that. I may be (pause) in a growing part of the city, like where we're from or where I'm from or in San Diego where Heather's from where she's in a new suburban, and they put out a new tower and the community grows rapidly. Well then, we may, they may put out one and then you may add another one and I can connect to more radios, more carriers. So it really just comes down to the type and what you're trying to put through that. It could edit a stadium where I may have a lot of people. I may have like, video streaming, and other things. Not only could I be a network connectivity, but I could do other functions like me, multi-axis axon point that you've heard about, talked about here. So I could have a GPU processing information on one side. I could do network on the other side. >> I do, I do. >> Go for it >> Yeah, no, no, I'm sorry. I'm sorry. I don't want to, don't want to hog all of the time. What about expansion beyond the chassis? Is there a scenario where you might load this chassis up with four of those nodes, but then because you need some type of external connectivity, you go to another chassis that has maybe some of these sleds? Or are these self-contained and independent of one another? >> They are all independent. >> Okay. >> So, and then we've done that for a reason. So one of the things that was clear from the customers, again and again and again, was cost, right? Total cost of ownership. So not only, how much does this cost when I buy it from you to what is it going to take to power and run it. And so basically we've designed that with that in mind. So we've separated the compute and isolated the compute from the chassis, from the power. So (pause) I can only deal with this. And the other thing is is it's, it's a sophisticated piece of equipment that people that would go out and service it are not used to. So they can just come out, pull it out without even bringing the system down. If they've got multiple nodes, pull it. They don't have to pull out a whole chassis or whole server. Put one in, connect it back up while the system is still running. If a power supply goes out, they can come and pull it out. We've got one, it's designed with a power infrastructure that if I lose one power supply, I'm not losing the whole system. So it's really that serviceability, total cost of ownership at the edge, which led us to do this as a configurable chassis. >> I was just going to ask you about TCO reduction but another thing that I'm curious about is: there seems to be like a sustainability angle here. Is that something that you guys talk with customers about in terms of reducing footprint and being able to pack more in with less reducing TCO, reducing storage, power consumption, that sort of thing? >> Go ahead. >> You want me to take that one as well? So yes, so it comes at me, varies by the customer, but it does come up and matter of fact one- in that vein, similar to this from a chassis perspective is, I don't, especially now with the technology changing so fast and and customers still trying to figure out well is this how we're really going to deploy it? You basically can configure, and so maybe that doesn't work. They reconfigure it, or, as I mentioned earlier, I purchased a single sled today, and I purchased a chassis. Well then the next generation comes. I don't have to purchase a new chassis. I don't have to purchase a new power supply. So we're trying to address those sustainability issues as we go, you know, again, back to the whole TCO. So they, they're kind of related to some extent. >> Right. Right, right. Definitely. We hear a lot from customers in every industry about ESG, and it's, and it's an important initiative. So Dell being able to, to help facilitate that for customers, I'm sure is part of what gives you that competitive advantage, but you talked about, James, that and, and we talked about it in an earlier segment that competitors are coming by, sniffing around your booth. What's going on? Talk about, from both of your lenses, the (pause) competitive advantage that you think this gives Dell in telco. Heather, we'll start with you. >> Heather: Yeah, I think the first one which we've really been hitting home with is the flexibility for scalability, right? This is really designed for any workload, from AI and inferencing on like a factory floor all the way to the cell site. I don't know another server that could say that. All in one box, right? And the second thing is, really, all of the TCO savings that will happen, you know, immediately at the point of sale and also throughout the life cycle of this product that is designed to have an extremely long lifetime compared to a traditional server. >> Yeah, I'll get a little geeky with you on that one. Heather mentioned that we'll be able to take this, eventually, to 65 C operating conditions. So we've even designed some of the thermal solutions enabling us to go there. We'll also help us become more power efficient. So, again, back to the flexibility even on how we cool it so it enables us to do that. >> So do, do you expect, you just mentioned maybe if I, if I heard you correctly, the idea that this might have a longer (pause) user-usable life than the average kind of refresh cycle we see in general IT. What? I mean, how often are they replacing equipment now in, kind of, legacy network environments? >> I believe the traditional life cycle of a of a server is, what? Three? Three to five years? Three to five years traditionally. And with the sled based design, like James said, we'll be designing new sleds, you know, every year two years that can just be plugged in, and swapped out. So the chassis is really designed to live much longer than, than just three to five years. >> James: We're having customers ask anywhere from seven to when it dies. So (pause) substantial increase in the life cycle as we move out because as you can, as you probably know, well, right? The further I get out on the edge, it, the more costly it is. >> Lisa: Yep. >> And, I don't want to change it if I don't have to. And so something has to justify me changing it. And so we're trying to build to support that both that longevity, but then with that longevity, things change. I mean, seven years is a long time in technology. >> Lisa: Yes it is. >> So we need to be there for those customers that are ready for that change, or something changed, and they want to still be able to, to adopt that without having to change a lot of their infrastructure. >> So customers are going to want to get their hands on this, obviously. We know, we, we can tell by your excitement. Is this GA now? Where is it GA, and where can folks go to learn more? >> Yeah, so we are here at Mobile World Congress in our booth. We've got a few featured here, and other booths throughout the venue. But if you're not here at Mobile World Congress, this will be launched live on the market at the end of May for Dell. >> Awesome. And what geographies? >> Worldwide. >> Worldwide. Get your hands on the XR8000. Worldwide in just a couple months. Guys, thank you >> James: Thank you very much. >> for the show and tell, talking to us about really why you're designing this for the telco edge, the importance there, what it's going to enable operators to achieve. We appreciate your time and your insights and your show and tell. >> Thanks! >> Thank you. >> For our guests and for Dave Nicholson, I'm Lisa Martin. You're watching theCUBE live, Spain in Mobile MWC 23. Be back with our sho- day two wrap with Dave Valente and some guests in just a minute. (bright music)

>>Ly from San Diego, California at the cube covering to clock in cloud native con brought to you by red hat, the cloud native computing foundation and its ecosystem Marsh. >>Welcome back. This is the cube live coverage three days wall to wall coverage of CubeCon cloud native con in San Diego. I'm Stu Miniman. My cohost for these three days is John Troyer. And welcome to the program. First of all, from the keynote stage, Heather Kirksey, who is the vice president of community and ecosystem development with the Linux foundation for CNCF part of Linux foundation and from some of the technology behind the scenes joining her, Sandy Pennys are the SVP of strategic engagement at attorney. Thank you so much for joining us. Right. So Heather, this was a really cool demo with a lot of things going beyond the scene. Uh, if people actually go watch an interview we did yesterday, uh, with, uh, the people at red hat talk about, uh, it's a good thing. It was cloud native because there was a brownout cower was lost, had to rebuild the entire thing. Um, and everybody up on stage, you know, the next day, didn't know anything the wiser. So, uh, you know, really cool pot on stage. Uh, you know, talking about 5g global engagement, China mobile, uh, other banks. I like, um, I'm sorry, other mobile providers, uh, like from Canada and from Europe involved in this. Um, give us a little bit of the, the, the foundation view as to, you know, how something like this comes together and how you get participation from, you know, the technology providers, the telco providers. Uh, you know, it takes, it takes a village. >>First of all, you have to be slightly mad. Um, but I mean that's, that's really kind of the premise of open source, right? Is that people come together and they build things together. And so we done some demos in the past, um, where we looked at sort of, you know, the, the modernization of the central office. And so we had had some, you know, some tea, you know, some tapes of folks that had been building things. And then we, you know, we sent out a call basically to the community and said, yeah, we'd like to do another one. And what we're going to try to do is full five G full called native, if you're interested in joining, yo come on. And so it just ended up that basically 15 organizations said, yes, that sounds like something that we would like to prove out. And 80 volunteers across those organizations ended up working on it. >>My understanding was about four months, uh, to, to put all the pieces together, bring us, bring us through kinda, you know, how the stack gets built and. >>Yeah, well I mean, so amongst some of the issues where you have five G itself is fairly new. So we, we started with sort of the complexities of getting equipment, you know, and getting five G radio. You know, we had a partner in China who had a 5g handset that then wanted us to indemnify, you know, all of these things. Uh, to the extent that like we as a nonprofit didn't feel comfortable signing the agreement. So it was, you know, it started actually just, I mean, this was so cutting edge with in terms of the five G aspect that getting equipment was challenging. Um, yeah. And that's before you even get to sort of the challenges of building the stack. So, um, so, you know, it started kind of figuring out what pieces started building things, um, you know, found some yo gaps in Coobernetti's around supporting the, the, the sophistication of networking that we have to do. Um, so we figured out how to work around it for the demo, but what we want to do is start upstreaming some, um, some changes into, into some of the projects there. >>All right, so San Deepa, your company's one of the providers inside here. So tell us what, what drew you into it and how it is living on that bleeding edge was something like five. >>Well, it's, it's absolutely thrilling living on that leading edge. It's exciting, you know, lots of risks. But the payoff yesterday was fantastic. Be able to complete that call on stage. You know, from our perspective, we were invited in fairly early on into the project. Uh, and we're, we're thrilled to be part of it. And as once we understood the scope and what everyone's trying to do, we realized like we're providing the, the SD wan for this project, connecting the public cloud, the private cloud, and we're deploying, uh, using containers, Kubernetes. And we are able to bring the entire thing together by creating one virtual network so that it's seamless and all the underlying infrastructure, that layer, layer two, layer one, the underlay is just completely invisible to be able to transport that call, to do the signaling, to do everything that needs to be done. >>So for us to become part of this project was really powerful for one, for us to just, uh, just work with some of the companies that were there, like the Linux foundation and tell the Nobel all the other big name players that were out there. And so that was, that was amazing. An amazing experience. But then the community itself that came together, like the people that we met, we met them all at the show. It's all phone calls, we met them all at the show and it really is a community filled with love and a real drive and desire, uh, to build something new and different. Right. Sprinkled with a bit of crazy. >>Yeah. >>Well, so I mean this is a, is a great example of how the Linux foundation can be a catalyst here. I mean one of the Linux foundation is so broad, the CNCF is so broad and you're operating in many domains in this being, you know, bringing the telecom world together, being one of them. But I don't know, can you maybe just talk a little bit about the ecosystem and the unique challenges of, I mean there are some times open source approaches that are a little more strongly opinionated. Like this is going to be our, this is, this is what we're working on. This is going to be our stack. This is the projects in our stack. CNCF has a obviously a, a well documented and open, uh, process around bringing projects in and projects graduating. How does that make your >>life harder? >> Yeah. Well, I mostly focus on our networking projects and working with the telecom industry. And yeah, I mean Telekom definitely likes to be opinionated, you know, I mean that's, that's kind of, and our soul. Um, and so that is also is useful because really at the end of the day, interoperability for the type of scale that telecom operators has is very important. Right? It's um, yeah, some of the cloud providers, right? It's up to the people who want to run on them to like work with their API APIs. But the, the telecom operators, they're using all these applications to provide services to their customers so they have a business need to make sure everything really works end to end. And so there's actually an initiative right now between, um, the LF networking projects and the GSM, uh, where we're really trying to, not to prescriptively, because we do also understand that that doesn't know, you're not going to get the exact same pieces of software that worked for every single operator's network or business, but with a lot more sort of UPenn opinion around, you know, what should the cloud platforms, whether they are VM based or container based, what do they look like and how can we start doing things like compliance and verification programs around commercial implementations, whether it is the underlying platform or whether it's the applications on top. >>And so that's the thing that, you know, we're, we're working on right now because at the end of the day, we're really needing to help them accelerate their, their deployments and, um, get that agility. That's the promise of. >>So, Heather, I want to go back to something you mentioned earlier that there were some gaps in Coobernetti's speak to how fast the community rallied around to, you know, allow this, uh, solution to go forward. >>Yeah. So, um, I'll, I mean basically this is what happens when you get a bunch of engineers together, you know, for the demo itself, we weren't going to fork or make our own sort of changes Kubernetes. So we, we did some things to, to tie things together. Probably you've seen SD when I see Rampart. But yeah, one of the, one of the big issues is just being able to expose multiple interfaces. Um, which, you know, in a service writer network you have multiple interfaces, right? Um, fi six support is another big issue. And so being able to expose those natively in Kubernetes or natively just using cloud native, it's something that we're still working on. Um, there, there are a couple of projects that are looking at that um, network service mesh. Uh, you know, maybe there's some different CNI who are beginning to think through that problem. Um, none of them were quite there. So yeah, we didn't want to start forking and writing pseudo Kubernetes code. Um, so we kinda just use some of the tools and the players in place to work around that. But we, what we would love is to upstream that code and to main line. Sure. >>Yeah. So Sandy would love to hear a little bit more about how SD wind fits in the entire multicloud discussion. Um, we were, we had a pop here in San Diego. There's a lab in Montreal and then there is a, a lab in France and we use public, uh, a combination of, uh, the Alibaba cloud in North America and in Europe. And what we had to do is we had to create a way for the phones to reach each other. So we had to do this initial signaling where you do the request and you have to get to all of the different pods to make the, to make the request. So what we did is we put our, um, containers and all the, in all the cloud providers and also in the labs and we were able to create that private network. And that was what allowed for the call signaling to happen. >>And for the actual call to actually be completed from one to handset to the other. Cindy, you're uh, uh, you talked about community, you know, you're an engineer, a stye in our eyes, a word is SDN when a word, I suppose they usually hear more on an enterprise side of the show. Right. And, uh, you know, talk with lots of folks who provide, you know, in, in that space. This is a little bit different, right? As you, I don't know if you've had a chance to wander either in the sessions or on the floor, kind of curious. There is some, a little bit of networking out there, a little bit networking, security and a couple of other, certainly some service mesh stuff. Right. I don't know. What are your thoughts about how this is growing up on the, in this open source world? It's, listen, it's growing up very fast, right? >>That's, that's 100% sure. I mean, the show is, is, is growing like leaps and bounds every year. It's insane. And that, that, that debt, that performance yesterday was in front of, I don't know how many thousands of people, but I mean that was huge and it was amazing. Um, and you're right, you know, normally when you're thinking about this kind of stuff, you're not necessarily thinking about the networking, but at the end of the day, you know, Kubernetes is a platform or a tool. SD wan is a tool. Um, and if you take all of these tools and put them together, you can actually build something wonderful, right? And that's what we did in this project here. We were able to deliver a 5g call and you know, run it everywhere. So I think what's important in the community, even though this is really primarily a developer event and developer show, you are seeing some edge people here, you are seeing some networking people here and people are the awareness of, Oh wait, you know, we need edge and we need networking to actually build, you know, commercializable platforms or products, right. Is, it's that awareness that's just, I think this year at least is really starting to come out. And I think next year it's going to be even more prevalent and you're going to the show me evolve, you know? And that's why where I kind of see it going. >>Yeah. I mean, I think application developers and general tend to think networking is amazing. It just happens to be, they're sort of like plumbing and power. Um, but to actually deliver it is a fairly complicated challenge and it's part of the reason we want to do the demo yesterday was actually to kind of show some of the challenges and to kind of show what it takes to set up a mobile network. So the F we're going to use Kubernetes to do that. They, you know, the developers here would have a little bit more understanding so that when we were like, we need, you know, we need multiple interfaces or we need to be able to address things in a certain way. They, they, they have a better understanding of why so they can help us from the telecom industry, uh, design and build it out. >>Yeah. I guess the last thing is we've had the cube of the open source summit. We've been to the open networking summit. Uh, you know, when you get off the stage, you put, you know, there's so many different open source projects that Dan just give us a view as to how they span across all of these communities to make sure that we don't end up with a lot of fragmented things. How does everything kind of pull together in the networking? All right, so, so many projects across so many sources, how does, how does Linux foundation make sure that we don't just end up with, you know, siloed, uh, you know, places? >>Well, yeah, to be, to be honest, it's a little bit of a challenge because sometimes the reason that we end up with multiple projects serving what looks like similar needs is because there are different technical approaches. And so might be one will work better than the other. I mean, that's kind of the idea of open source that people can try different things. Um, and, uh, we just try to help people have more, less of a not invented here sort of mindset that if there's a good reason, uh, to try a different approach, go for it. And let's see what, what takes root and what flowers. Um, but you know, also other people are doing things, so just because you're not aware of them. So we, you know, there's a lot of stuff around education and, um, sharing of information that we try to do that, that helps with that. But I mean, yeah. >>Heather, Cindy, thank you so much for joining us regulations on, on the demo. A lot of hard work. >>Thank you. I just have to tell you, I feel as though a thousand pound weight has been lifted off my shoulders out, but it was extraordinarily fun to do actually. >>It was fun. Thank you for John Troyer. I'm Stu Miniman getting towards the end of our three days wall-to-wall coverage. They're running for the tee shirts that are left, but we've got a couple more interviews. Thank you for watching the queue.

>> Narrator: Live from Las Vegas, it's theCUBE. Covering Oracle Modern Customer Experience, 2017. Brought to you by, Oracle. (upbeat music) >> Welcome back to theCUBE. I'm Peter Burris, and once again theCUBE is here at Oracle Modern Marketing... Modern Customer Experience, having a great series of conversations about the evolution of marketing, the role technology is playing, and especially important, the centerpiece that data now has within a overall orientation towards customer experience. Now one of the key features of that notion of customer experience is what's going on with service. And this is a great session, because we've got a representative from Oracle, but also a customer, as well. Welcome to Steve Fioretti, who's the VP of Product Management, Oracle Service Cloud and Heather Miksch, who's the Vice President of Field and Product Operations at Carbon. >> Thank you. >> Peter: Welcome to the (mumbles) >> Thanks. >> Glad to be here. >> So, Steve why don't we start with you. >> Steve: Sure. >> Oracle is here talking about how the cloud can help transform field and service operations. >> Steve: Right. >> How is it transforming it, what're the trends? >> Well, there's a lot of interesting trends that are affecting customer service, and I would, you talked about marketing and a lot of people say customer service is the new marketing. A lot of, a lot of interactions that people have with a company is in the customer service group and that really affects their impact on the brand. And there's a lot of things going on in the industry that are affecting customer service. There's new dynamic channels emerging, for example, people want to use Facebook Messenger, or WeChat, or WhatsApp as customer service channels to interact with their brand. It's much beyond just email, phone, chat, things like that. So, new channels are emerging and companies have to think about how do I integrate that into my customer service organization. Automation has really come into the fore. So, you know, in our personal lives we use Siri, and other V, you know, interactions we have with Alexa. So, those are coming into businesses to automate those, perhaps more simple, customer service processes. The internet of things is really taking off, where connected devices are allowing organizations to deliver predictive and proactive service. And on the automation front, they're even extending to where organizations are taking robotics and making robots agents in a retail store, for example. >> Are you talking about me? >> Wow it's Pepper. Hi, Pepper, what are...(Peter laughs) I didn't know you were here, that's awesome. So, Pepper, I'll ask you a question. What makes you a great Customer Service Agent? >> I'm smart, I'm connected, and I'm cool and, most importantly, I'm effective. (Steve laughs) >> And we replaced John Furrier with Pepper. >> Steve: Excellent.(Heather laughs) >> So, going to the next question about the, as we use robotics, as we use many of these things: we have to remember that these are not magic, they're really is no intelligence, in the classical sense, in them, they are still being driven to perform functions, take action, based on the availability of data that is coming off of customers. So talk a bit about the role the data, data integration, and some of these new tools: AI, or Adaptive Intelligence as you're calling it, are playing in ensuring that we can, enhance Customer Experience with new devices, and these new channels. >> You're absolutely right. I mean, if, you know, it's all about making the experience with a device like, like Pepper personalized and effective, and data, knowing what a consumer wants, what their preferences, and perhaps anticipating their preferences before, you know, they even know that; their past buying history, and taking all that, first-party data and third-party data, combining that with artificial intelligence, to deliver those personalized smart experiences is what's really happening. You heard a lot at this conference about Oracle's Adaptive Intelligence Initiative, and in the context of service, we're going to be building applications for things like account health, predictive field service, so, you know, you can predict ahead of time that a machine may, you know, may need service or break. And, you know, our customer here, Heather from Carbon is going to talk a lot about what they're doing with-- >> Well, so-- >> You know, smarts and the experience-- >> Got it, so how does this resonate with Carbon? >> Well, so, Carbon, is a, we manufacture an industrial 3D printer, and we have a process we call Digital Light Synthesis, which allows us to make photo-polymer materials that are robust enough to use in final production. So, our goal is to take customers from their design, of their part, straight into production, using the 3D printer as a means of production. And the reason why this is so exciting to Carbon, is our printer is actually an IOT device. It operates over the internet, and it operates through a browser. As a result, all types of data, from machine data from the printer, are flowing into our databases; as well as operational data, how long is the print taking, what type of resin is the customer using, how often are they printing, are they running into problems with their print? We've also built in a feedback system for the user, directly in the user interface, that flows directly through our channels into our databases, and it actually opens tickets in our Oracle Service Cloud for agents to contact the customers. The way we use this in a very practical standpoint, to give you one example, is for machine failures. The idea that we can monitor our printers in the field, and we can see if a part is having problems, and might fail, and we can actually proactively reach out to the customer and say, "We'd like to be there "in a couple weeks, change out this part. "It's not affecting your machine yet. "It's not affecting your prints." And, the customer is now able, instead of having unplanned downtime, which can be very difficult for a production environment, they now have planned downtime. This technology is nothing new. The example I like to use is, in the nuclear power industry, you don't wait until you have a core meltdown and then call your service engineer.(Steve laughs) Like, it's been around for for decades. >> Form has been around for a while. >> But what's new, is actually taking this technology and putting it in capital equipment, or putting it in devices like Peppper. I mean, she's also an IOT device; or even putting it into some of our wearables, or just other consumer products as well. And once you actually have this data coming through to the manufacturer of the device, it's really almost limitless what you can do with it. And, just in our short time of Carbon actually working on this problem, we have about 70% of our hardware failures are actually predictive. So that we're able to go out and repair the printer before the customer even realizes they have a problem. And some of the problems, we can actually fix before the customer knows anything, and we can fix them remotely from our offices in Redwood City. >> And it's interesting, theCUBE this week was also at the National Association of Broadcasters, in the NEB show, and we actually had an astronaut present over theCUBE. >> Yes, yes. >> One of the things that's interesting is there are 3D printers now on-- >> There are. >> Up on the Space Station. >> Yes, yes. >> So that you can print things a long ways away. That's one of the advantages, one of the great use cases of 3D printers >> Yes. >> Is that you can actually assemble, or you can create and assemble things, in very very, you know, unfriendly environments. >> Yes, yes. So, being able to schedule, and being able to plan that, is absolutely essential. >> Yes, yes and you can see, so for us, for 3D printers, some of the use cases that our customers are coming to us with, is they are companies, their own capital equipment manufacturers that have hundreds of thousands of spare parts, and they don't want to have to keep these inventories of massive spare parts. They want to have a design sent directly to a printer, maybe it's located in another country, closer to the point of use for that part, print out the part, and get it to the user faster. The idea is to actually move, one of the ideas, is to move manufacturing closer to the point of use. So that we're not spending all this time shipping products, you know, across the entire world, when we can actually be producing them much closer to the user. >> So that suggests, when we think about, again, the role of integration, the role of data, the idea of the Service Cloud; that there will be circumstances in which the part is printed and the capital equipment, Lessor, or the person who sold it, is on site to then put it in place, and assemble it. So now we're talking about multiple people operating very very quickly with a lot of new technology. >> Right. >> And, we now see why these types of devices and the need for that data sharing is so crucial. So, how is Oracle, in Oracle's vision of how service is going to be performed in the future, facilitating these types of interactions. >> So, I mean what we have to do is think about the technologies that are powering devices like robots, that are, providing technologies that are powering virtual assistants to automate customer interactions, to deliver technologies that help customers serve themselves. Another example is, more and more people, particularly younger generation, they don't want to phone. You've got a phone in home, they don't want to call you. They don't want to have anything to do with the phone. So, that's why things like messaging, self-service, going to a website and finding their own answer are critical. So, enabling and anticipating the data, the technologies, the way, the channels that people want to use, are all going to allow brands like Carbon and others to deliver great customer service for-- >> How are you using the Oracle Service Cloud, then, to facilitate many of these changes in your organization. >> So right now, what we have is for... We actually have a database we use for our big machine data. So, all the big machine data comes through, all the data coming off of our printers. And then we've integrated that database into Oracle Service Cloud; so then, instead of a customer having to phone up if they have a problem, we actually have, on our user interface, a little button, it just says "Request Help", that's all they need to do, and it's within the print job that they've been working on. All of that data about their print job: who the user is, what the company is, which printer they were using, how long was the print. Any specific information they want to say about the print, like why they're having trouble with it, it flows through into Oracle Service Cloud, and within the Oracle Service Cloud environment we can open up our big machine database, within that same environment, we can look at the actual print job. And then, we have an escalation tool we use for our engineering team. If we need to escalate, we can do that out of Service Cloud as well. And the idea is that there's very little manual entry of any other information. All of that is just flowing through, and everybody within the organization, whether it's the people that are first in front of the customer, or whether it's our engineers, have access to the exact same data. >> But is the system also then, through the escalation process, saying, well, we really got to get someone at the hardware level, or someone here, or someone at the design level. So you're flowing it to the right person. >> Yes, yes, absolutely. And the other fabulous thing about having these internet connected devices, is even when we do need to send somebody out on site to make a hardware fix, because of the diagnostic data we have from the device, we have, until now, 100% success rate in having the right part on-hand. Which is, if you've ever had much experience with capital equipment repairs, or even a repair of your dishwasher, sometimes the people don't have the right parts. We always have the right parts. >> That's too bad you couldn't >> So far, nothing-- >> print the part with the printer when it's down.(laughs) >> That's an interesting thing. We actually do have some parts within our printer that are printed on our printers, so its (laughs) it's pretty fun >> Can I talk about one other short example-- >> Of course. >> Of another customer that actually Heather's met here at the show, Denon & Marantz, so, they make all sorts of audio equipment, high-end audio equipment, and they've got a new brand of speakers, wireless speakers, called HEOS. And, when they first started, selling those to consumers they noticed, these are connected as well, they noticed that a number of them were having, a chip problem, remotely. People were calling in. So they went out, and they, they pinged, if you will, because they're connected, all of their consumer deployments, and they could tell that, you know, a small percentage of them are going to fail. They actually shipped speakers to those consumers before they even knew they had a problem, and they arranged to pick up the old ones, and you can imagine the value the customer, loyalty, and customer sat that that had. So that proactive predictive customer service example in the consumer world, and in a business world, really makes service that much-- >> Yeah. >> So, customer service, increasingly, is taking some degree of responsibility for ensuring that things operate within the threshold, as opposed to fixing things after they've broken. >> Yes, absolutely. >> Exactly. >> Heather: Yes, yeah. >> So how does that tie back into marketing and sales. So, at Carbon what is the, what is the way these feedback loops are being used to also inform marketing and selling. >> So, the interesting thing is that because we're also gathering operational data, we actually use the data coming off our printers for much more than just a service organization. In fact, our entire company is becoming more and more dependent on this printer data. So, for instance, our product group, when they're looking at bringing out a new feature they're actually looking at the data of the actual prints and the features that the customers are currently using, and deciding, do we need to augment this feature? Do we need to bring out another tool for our customers to use? And then looking at the printer data to make those decisions, and to prioritize what projects to work on because as you can imagine we've just got a ton of projects that we'd like to work on, and we need to make some priorities. The other thing that we're looking at is changing customer dynamics. Like we have, all of our customers are broken down into different industries, and we monitor the different printing behaviors, across industries, and we've been surprised. Like, there's certain industries that have grown faster than we would have expected, and because we've got this data that we look at every single day, we're looking at our customers' print data, we can actually make much faster corrections to either marketing campaigns, or sales strategies, or things like that, rather than waiting for a monthly roll-up or a quarterly roll-up or something like that. >> So who's the steward of data within Carbon? >> Who is the steward of data? We actually have a Director of Business Operations, his name is Chris Hutton. He actually works a lot with Oracle. He recently spoke at the Modern Finance Experience with Safra Catz, and I would say that if anyone's the steward of the data, he's probably the Grand Poobah of this data? But many of us have access to it. I mean, I can go into some of these databases and pull all the data I need. We don't really restrict it. >> But he's making sure that every, he's making sure that the data works for everybody in the organization. >> Yeah. Yeah, I'd say to some degree, yes. We also have our software engineers, making sure the printer data is actually-- >> Well, they're always... >> Heather, I think I would... >> Always behind the scenes. >> I think I would like the title Steward of Data. >> Yeah. (laughs) >> I think that's, I think I just found my new title. >> It's a little geeky.(laughs) >> Well it won't be long. Somebody's going to be called, and-- >> Exactly. One other quick example of how that feedback's happening between a customer service experience and let's say marketing, is, back to my Denon & Marantz example. They had another set of speakers, and they can tell, they often, the consumer will label the speaker, based upon, you know, this is the living room, this is the bedroom... And they had some failures on another brand of speakers, and they noticed a commonality, they were all labeled Bathroom. And, basically, they realized that their speakers... Some of these speakers couldn't handle the humidity that was happening in the bathroom; drove that back into product development, built a new series of speakers quickly for bathroom that were more waterproof, >> Yeah. >> Or, more moisture resistant, and created a new product extension that actually sells quite well. So, there's just a simple example of how that data flowed back into product development and marketing. >> So, Heather, you're not feeling like a fish out water here at a customer experience show with all of the-- >> Oh, no, of course not. No, I love this kind of stuff. >> What's exciting you about listening to, mainly marketers, but a lot of customer experience, too? >> I, you know people-- >> Talk about customer service >> That are in service, they get excited. I mean, fundamentally, there's all kinds of reasons for growing the business, and increasing revenue, and cutting costs, and all those things, but fundamentally, people are in service to help other people. Like, that's what gets us up in the morning. That's what makes us jump out of bed. So, the idea that there's all these companies doing these super-cool things, where you can, really, proactively be helping people instead of waiting till they're already in trouble. That's like, you've just burst through a barrier that's existed for millennia; the fact that we can actually start predicting problems. >> But that's also, we also talked a lot here on theCUBE this week about the role that talent's going to play. And, while I've never been in a hardcore customer service job, I know that people who have gone in, often got demoralized because they were always being yelled at because there was problem. >> Yes, yes, yes. >> And I had to believe it's attracting a new class of person because they can actually be participating, and anticipating, and solving problems >> Yes, yes, yes. Well, and I, it does take a certain type to be a customer, to be in front of customers all the time. We always say that the number one rule is you have to hire happy people to be put in that position, because (laughs) >> Peter: So, how about (Heather laughs) >> Actually, that was a very insightful question, because we were on a panel yesterday with an analyst, Denis Pombriant from the Beagle Research and he talked about, well, a couple of dynamics. One is, agents, the profile of the agents that you hire is changing. Because all the simple things are being solved online through self-service, and now that agent has to be a more gifted, even arguably, he called it a controller, a more aggressive agent that's going to be a problem-solver, able to collaborate with others. So, more empowered, and that's one thing, so I thought your question was really insightful. The nature of that agent is changing. And another thing that smart companies do, is they empower those agents. You know, not just with technology, but they give them the ability to, you know, the a brand of hotels, high-end hotels, I won't use the brand, but their agents are given a couple thousand dollars a day, and are empowered to use that to fix any issues. You know, somebody shows up and the room's booked, they don't drag them out of the hotel. (all laugh) They actually find them... Maybe they upgrade the room or they get them a meal if they have a problem so, empowering them also makes the agent feel much better about delivering customer service-- >> Alright, so Steve Fioretti, VP Product Management Oracle Service Cloud. Heather Miksch the Vice President of Field and Product Operations at Carbon, and Pepper from SoftBank. >> Yay! >> Thank you all for being a part of theCUBE here at the Oracle-- >> Thank you. >> Modern Customer Experience >> Thank you Peter. >> And talking about the role that service is now playing in driving customer experience and the role that the Cloud is playing in improving customer service. >> Steve: Great, awesome. >> We'll be back with a wrap-up in a few minutes, and in fact, John will magically reappear. Give us a few minutes and we'll be back with more from theCUBE. (upbeat music)

>>Hey there, thank you for joining me. My name is Heather Pick and I head up strategy and portfolio for point next technology services. Um I really appreciate you guys joining me today. So I want to take you through some of the experiential changes that we are launching today in accordance with their compute space that we believe are going to drive the success of our compute platform without our customer environment. I always like to start these presentations with a provocative yet somewhat simple question and today um I want to start with what would you do if you had an hours, more time and every day. Now to be clear, I'm not looking to extend the day to 25 hours so you can cram more stuff into it. I'm really looking at if I gave you an hour's worth of time of stuff that you did today and tomorrow, you don't have to do it anymore. What would you do with that time? Would you take a lunch hour? Would you leave at a reasonable hour on a daily basis from work? Would you spend that hour really thinking about that strategic project that your boss needs you to go do some R. And D on and really forgot where it is. You need to take the company. What would you do with that precious time? And I ask you because here within point, next technology services, we believe that the element of time is one of the most valuable resources that we can give back to our customers, right? And we see that in two spaces, right? So both in time saved and then time well spent. And let me tell you what it is. I mean about this. So when we talk about giving time back to our customers, that's in terms of a rich digital experience that provides automation and Ai and ultimately access to the things that matter to our customers so that they can do the day to day job of managing their technology ecosystem. Yeah. We don't want to undermine the fact that that same digital platform is also leveraged in order to enhance conversations with our customers that we consider time well spent. So answering questions about what would happen if I turn to this feature on what can I expect um if I make this architectural changes and we're seeing both of those questions come our way hard and fast from our customer base. And these two elements are the underpinning of the entire portfolio experience change that we're bringing to market. Yeah. So what do I mean specifically when we talk about time well saved our time safe. So how how are you going to realize this within your day to day? So number one, it's it's knowing our customers, right? We are working with a lot of different personas within our customer base, right? So we might have a purchasing agent, we might have an I. T. Line manager and the ability and the requirement within that digital ecosystem to know that person the moment they walk through the front door, whatever their front door is, whether it's a digital front door, whether it's a phone call, whether it's an email, whether it's reaching out to an HP person that's on site that we have that digital footprint on them to know who they are and what information matters to them second, taking our technology capabilities and all the information and the richness that's within that digital environment and providing them access to the information about their products that's meaningful to them. Sometimes they don't want to talk to us. Sometimes they just want to know how to do a simple field replacement of something or, or when they get into those more complex. Hey, I need more expertise. I really do need to do some scenario planning. How do I get access to those technologists that can help me? And then how do those technologists bring other people to that conversation so that I leave that conversation knowing that have the right answer and the decision that I've made is the right one for my company. So let me take you through an example of what it is I'm talking about. So as you enter into the new digital customer experience or HP Support center, as you've known it, you're going to notice a dearth of information that's available to you. And one of the cornerstones are foundational elements in developing this new experience is really that it's tolerable. Not every customer and not every persona within every customer wants access to all this information. So, customization on this entry point is critical for you. So, whether you are a line manager who wants to understand all of the things that are going on within your environment, whether you're a technologist that wants to understand what is the technical risk within my environment right now, whether that's their product alerts or critical downloads, or again back into that broader view of what's happening with my contracts, what's expiring, how much money am I going to have to spend this year to keep the keep these contracts going? That's all available to you within this digital experience, and again, heavily customizable based on what you want to see. So in terms of asset management, let's get down to the technical aspects associated with it. So, our technologists need access into their environment on a per product or per technology basis. When we talk about compute it gets even more critical for me to know what kind of compute assets I have and again, what are the features and functionality or potential risks within those environments? This allows a rich ecosystem with access to all of that technical knowledge, very prescriptive information about the different products that's that you have running within your environment, access to both a digital ecosystem as well as peers doing similar things. And then finally, a roll up to give you proactive insights to again your entire environment from a technical view so that you can identify and manage risks in aggregate as opposed to on a per asset basis. We believe that these are the two foundational elements of success in giving customers time back and then also providing the foundation for meaningful experiences. So I've taken you through the detail on what we mean by saving you time. I've taken you through a demo of our new digital customer experience. Now let me talk a little bit in depth about what we mean by time, well spent more and more coming from our customers, they're expecting us to deal with the technology issues, you know, of our technology, but more and more. They also want information on the broader implications of technology changes within their environments so things around performance. How do I get more performance from this from this compute platform that I look at? How do I find tune it so that it can be more workload addressable? Um what happens when I toggle this feature to the network impact? So more and more often we're having to have much broader conversations, again, more meaningful conversations with our customer base on the outcomes that they're trying to drive. So as a result, our offerings are changing in order to pivot towards your more workload mindset and that more aggregate view as you'll see reflected in some of our technology tools. I'm going to take you through an interview with one of our technologists um to show you what it is I'm talking about. So joining me is Nation George. He is one of our senior technologists. Within point. Next Technology services Nation, thank you for joining us. How are you doing today? >>Be good, >>awesome. So you see a lot you've been with us, You're dealing with a lot of customers. Tell us what you're seeing on a day to day basis. What questions are you getting for their customers? How are you seeing these interactions change? >>Absolutely. Before I go into the examples, I've haven't seen your technologist in plain X. Global Remote Services. What I do late today is actually solving complex problems. I can give you a few examples. For example, like a couple of days back I was actually on a customer call um they were looking for understanding the benefits of tag versus tunnel network in more in hb synergy when inter operating with one view Cisco ASA and B M R V center and this is in the interoperability space. Another example would be a customer coming in and asking like this is a telecommunication customer who want to know how to integrate their centralist monitoring tool um to retrieve physical encounters from H. B. Products so that they can have their proactive monitoring in place, right. And some of the other common questions what we see from customers are around maintenance which means like they are doing an infrastructure former update and or infrastructure update. They would like to understand how the version compatibility, the known issues specific to their environment or the best practices what they can follow so that the updates complete successfully. You know, these are the type of request, what we are seeing mostly now from the customers. >>Okay, so really diverse, Pretty complex. A lot of moving parts. Um, how do you know, what kind of methodology or how are we doing to ensure consistency across all these interactions in the different customers? >>Absolutely. We have developed a method and a mindset to provide a frictionless experience to the customer. When they come with these questions, you know what it means is actually that when they come with the question, we try to understand their technical problem technical problem from a technology standpoint. Then we try to see how the technical problem impacts the workload and application and how does it impact their business. We get into an understanding of the technical problem. Then we try to understand that. What are the components involved in the solution for example like compute storage, fabric and software. And then try to understand the into anthropology and data flow with the understanding of the technical problem and the solution into interview. Now we are able to understand what the customer is trying to achieve and what the expected outcome of the interaction need to be and now that we know the expertise needed and most of the time we have the expertise needed to take care of the request. In some cases we need to bring additional experts but we will bring the additional experts but all the time we will keep the solution level ownership until the expected outcome is achieved. Once we are able to collaborate, the experts were able to explain to the customer that the actionable steps which they can perform to actually resolve the problem or achieve the expected outcome. You know? This is the type method what we use whenever the customer comes for advice and guidance. >>So what do you think the ultimate benefits are to the customer? And kind of simplified terms? >>Yeah, these are some of the benefits. What I can see, you know one. They can call us to the support line for any help. For example, like they have a question, they need an answer, they need an advice and guidance or they have support issues that one stop shop like they come to our call, they call us and get them the assistant second, it is a solution level ownership. The person who picks up the call and assist will stay on with the solution level ownership until the customers expected outcome is achieved third. Once we follow the method, what I explained earlier, we will always get to foster resolution and always achieves the customers outcomes. Actually see at the end of it. The central focus here is to reach customers outcome and with solution level ownership. >>Great, thank you so much for joining me. This has been really, really insightful. It's always good to be able to talk with our technologists. >>Thank you heather. >>Okay, so you can never come to one of these without some sort of a call to action. So what am I? What am I asks of you? Check out, check care, right, explore the digital customer experience, use those tools and resources that are available into the air. Use it and give us feedback. This is not a capability that we're rolling out, that we're not going to touch. You're going to see iterative value added to it and that's going to be driven primarily by customer feedback and then telemetry that we're getting on how it is. They're using it, so use it and give us that feedback. Get your time back, really, get your time back, take your lunch, um, spend time on the strategic projects. That's what we're here for. This is we think one of our most compelling assets that we can do for our customer base. Thank you for your time.

>> From the silicon angle media office in Boston Massachusetts, it's the Cube. Now here's your host, Dave Vellante. >> Hello everyone and welcome to this week's episode of wiki buns cube insights, powered by ETR. In this breaking analysis, I plan to look deeper into the cloud market and specifically the business results and the momentum of the big three U.S cloud players. Now, Google last week opened up a bit and they not only broke out YouTube's revenues but also its cloud business. And quite a bit more detailed now like Microsoft the numbers are still somewhat opaque and hard to compare with AWS numbers which I find much cleaner. Nonetheless by squinting through the data, we're able to better understand the momentum that these three companies have in cloud and of course the ETR spending data, gives us an added data-driven dimension that is really insightful and helpful. Today we're focusing on, the big three in cloud. Amazon's AWS, Google's cloud platform GCP and Microsoft Azure. Now to meet the other U.S players are not hyper scalars and they're really not even in the discussion other than is an extension of their existing business. As an example, it would take IBM and Oracle between four and six years to spend as much on capex as Google spends, in four months. Now coming back to the big three. Each of these companies is coming at the opportunity with a different perspective. But Amazon and Microsoft, have been on a collision course for quite some time now. Google of course aspires to get into that conversation. Amazon in my opinion is the gold standard in cloud and I specifically refer to infrastructure as a service. They created the market and have earned the right to define the sector. Competitors like Microsoft are smart to differentiate and I'm going to discuss that. But first, let's take a listen as to how Amazon's CEO Andy Jassy Amazon web services CEO Andy Jassy, thinks about the goals of the AWS business. Roll the clip please. >> A high-level are top-down aggressive goals that we want every single customer who uses our platform to have an outstanding customer experience. And we want that outstanding customer experience in part is that their operational performance and their security are outstanding. But also that it allows them to build projects and initiatives that change their customer experience and allow them to be a sustainable successful business over a long period of time and then, we also really want to be the technology infrastructure platform under all the applications of people build. >> So, what's interesting to me here is how Jesse thinks about the AWS platform. It's a platform, to build applications. It's not a SaaS, it's not a platform which AWS can use to sell its software packages, it's a place to build apps. Any application, any workload, any place in the world. So when I say AWS has clean numbers, it's because they have a clean business. Infrastructure is what they do, period. That's what they report in their numbers and it's clean. Now compare that with Microsoft. Microsoft is doing incredibly well in the cloud and will come back to that, but Microsoft is taking a much different approach to the market. They report cloud revenue but it comprises public, private and hybrid. It includes SQL Server, Windows Server, Visual Studio, System Center, GateHub and Azure. And also support services and consulting. But the key here is they defined cloud to their advantage which is smart trying to differentiate with a multi cloud any cloud, any edge, story. Think Microsoft Azure stack slash Microsoft Ark etc. Now Google as we know is coming at this as a late comer. They admit they're a challenger. Their starting point is G suite. Their cloud focus is infrastructure and analytics. So, with that as some background let's take a look at the wiki bond estimates for I as revenue in 2019. What we have here is our estimates of AWS Azure and GCPs is IaaS and PaaS revenue, for 2018 and 2019. We've tried to strip out everything else so we can make an apples-to-apples comparison with Amazon. So let's start with Amazon. The street is concerned about the growth rate of AWS. It grew 35% last quarter, which admittedly is slowing down. But it did just under 10 billion. Think about that. AWS will probably hit a 50 billion dollar run rate this year 50 billion and it's growing in the double digits. AWS is going to be larger than Oracle this year and Cisco is next in its sights. it's like Drew Brees knocking down records in the NFL. Microsoft is very strong but remember, these are estimates. They report as your growth, but they don't really give us a dollar figure. We have to infer that from other data. So the narrative on Microsoft is they're catching up to AWS and in one-dimension that's true because they're growing faster than AWS. But AWS in 2019 grew by an amount almost equal to Asher's entire business in 2018. Now Google is hard to peg. The only thing we know is Google said it's cloud business was 9 billion in 2019, up from 5.8 billion in 18 and 4 billion in 17. So we're seeing an accelerating growth rate. That they said is largely attributable to GCP and they told us that GCP is growing significantly faster than their overall business. Which remember includes, G suite, cloud business that is. Okay. So that's the picture. Now, I want to take a minute to talk about the profitability of the cloud. On the Microsoft earnings call, Heather Bellini of Goldman Sachs, she was effusive she's an analyst exclaiming how impressed she was with the fact that Microsoft has been consistently increasing its cloud gross margins each quarter. I think was up five points in the last quarter. And on the Google call, Heather again was praising Google CEO Sundar Pichai on gross margin guidance for GCP. Which Sundar didn't answer. As well, Andy Jassy said in the Q blast reinvent that the cloud was higher margin than retail but it's scale, it's a relatively low margin business. As compared to software. I would like to comment on all this. First I think Jesse is sandbagging. AWS is a great margin business in my opinion. AWS has operating margins consistently in the mid 20s like 26% last quarter. Now, Bellini on the earnings call, was pressing on gross margins which in my opinion are even more impressive. Here's why. This is a chart I drew a long long time ago. It's a very basic view of the economics of the different sectors of the technology business. Namely hardware, software and services. Now, that each have a different margin profile as we're showing here. On the vertical axes, marginal cost that is the incremental cost of producing one additional unit of a product or service. On the horizontal axis, is volume. And we're showing the Pre-Cloud Era on the left and the Post-Cloud Era on the right-hand side of the chart. And you can see each segment has a different cost and hence different margin profile. In Hardware, you have economies at volume but you have to purchase and assemble components and so at some point your marginal cost hit a floor. Professional services have a diseconomies of scale. Meaning at higher volume, things get more complex and you have more overhead. Now that red line is software and everybody loves software because the marginal costs go to zero and your gross margin approaches the cost of distributing the software. Back in the old days, it really came down to the cost of a what our custom distributed a disk or a CD. So software gross margins are absolutely huge. Now let me call your attention to the green line that we've labeled outsourcing. In the pre-cloud era, outsourcing companies could get some economies but it really wasn't game changing. But in the post-cloud world the hyper scalars are driving automation. Now I'm exaggerating the margin impact because the cloud players still have to buy hardware and they have other costs. But the point is, gross margin and outsourcing IT to a cloud player is far more attractive to the vendor at scale. So Heather Bellini, was essentially asking Sachini Adela how is it that you can keep expanding your gross margins each quarter and she was trying to understand, if GCP gross margins were tracking similar to where AWS and Azure were back when they were smaller. And I think these curves at least give us some guidance. All right, so now let's pivot into the ETR data. This chart shows net score which remember, refers to spending velocity for each of the big three cloud players. Over the past nine surveys for cloud computing the cloud computing sector. Now three things stand out. First is that AWS remains very strong with net scores solidly in the 60% plus range. Second, is Azure has sustained a clear momentum lead over AWS, since the July 18 survey. And the third, is look at GCP's uptick. It's very notable and quite encouraging for Google. Now, let's take another cut on this data and drill into the larger companies, in the ETR data set. Look what happens when you isolate on Fortune 500. Two points here, AWS actually retakes the lead over azure, in net score or spending velocity even though Azure remains very strong. Amazon's showing in large accounts is very very impressive. Nearly back to early 2018 peak levels at 76%. So really strong net scores. The second point is GCPs uptrend holds firm and actually increases slightly, in these larger accounts. So it appears, that the big brands which perhaps used to shy away from cloud, are now increasingly adopting. Now, one of the things ETR does that I love is these drill downs, where they'll ask specific questions that are both timely and relevant. So we want to know, what every salesperson wants to know. Why do they buy? And that's what this chart shows. It shows data from the ETR drill downs and on the left hand in the green or the y the buys from Microsoft AWS and Google cloud. For Microsoft CIOs a compatibility with existing skills and the organization's IT footprint then its feature set etc. Look here's the deal, this is mr. softies huge advantage. It's just simpler to migrate work to Azure if you're already running Microsoft apps. And if Microsoft continues to deliver adequate features it's a no-brainer for many customers. For AWS, the pluses are ROI near-term and long-term and I've said many times, best cloud in terms of reliability, uptime, security AWS has the best cloud for infrastructure. And if you're not incurring huge migration cost or if you're not Walmart, why wouldn't you go, with the best cloud? Now GCP comes down to the tech. Google has good tech and IT guys. They're geeks. And geeks love Tech. And when it comes to analytics, Google is very very strong as well. Now the right-hand side of this chart shows why this is not in my opinion a winner-take-all game. The chart shows the percent of workloads in the cloud today in two years and three years across different survey dates. Today it's between 25% and 35% and it's headed upwards to 50% , this is a huge growth opportunity for these companies. You know sometimes people say to me that Google doesn't care about the cloud because it's such a small piece of their business or well they can't be number one or number two so they'll exit it. I don't buy this for a second. This is a trillion dollar business. Google is in it for the long game, and in my opinion, is going to slowly gain share over time. All right let's wrap up by looking forward to 2020 and beyond. The first thing I want to say is feel good for Google for reporting its cloud revenues but I think Google has to show more in cloud. I understand it's a good first step but IT buyers are still going to want to see more transparency. The other point I want to make is we are entering a new era the story of the past isn't going to be the same as this decade. Buyers aren't afraid of cloud anymore. It has become a mandate. The dominant services of the past and compute storage and networking to still be there but they're evolving, to support analytics, with AI and new types of database services. And these are becoming platforms for business transformation. Competition is, as we've seen, much more real today. Buyers have optionality. And that's going to create more innovation. SaaS, continues to be a huge factor but more so than ever. And hybrid and multi cloud is increasingly real and it's become a challenge for IT buyers so, I expect AWS is going to enter the ring in a bigger way to expand its Tim. Finally developers are no longer tinkerers, they are product creators. Now they said, there's a huge market. And the big tree can all participate as well as overseas players like, Ali Baba. As a customer it's becoming a more and more complicated situation. Cloud is not just about experimentation or startups it's increasingly about something that you really need to get right. Where to bet, migration and managing risks all become much more critical. On one hand, optionality is a good thing but if you make the wrong bet, it could be costly if you don't have a good exit strategy. Now as always, I really appreciate the comments that I get on my LinkedIn post and on Twitter I'm @DVellante So thanks for watching and thanks for your comments and your feedback This is Dave Vellante for the cube insights powered by ETR. We'll see you next time. (upbeat music)

>> Announcer: Live from Las Vegas, it's theCUBE covering AWS re:Invent 2017, presented by AWS, intel, and our ecosystem of partners. >> Welcome back everyone, live here in Las Vegas. This is theCUBE's exclusive coverage of AWS re:Invent Amazon Web Services annual conference, forty-five thousand people here. Huge event. This is the industry bellwether for Cloud computing now, soon to be IT public sector, IOT, AI, as Amazon sets the trends. TheCUBE's got the coverage. I'm John Furrier with Stu Miniman. Our next two guests is Barry Russell, general manager and (mumbles) for Amazon Web Services Marketplace, hot and on fire, growing, and Thomas Wyatt, chief strategy officer at App Dynamics, partner of AWS. Welcome to theCUBE. >> It's great to be here guys. >> Thank you. >> Partner central, lot of love going on in the partnerships because Amazon has an enabling platform. They lower the costs, increase the value, and increase the wealth creation flowing around. You guys are taking advantage of that. >> Absolutely, so with AppDynamics, we're helping customers with their Cloud migration to Amazon. You know, applications really are becoming the foundation of the modern business and understanding the performance of those applications, the users, the application, the business metrics themselves is critical, as this really signifies the brand for most companies. So as they are moving their workloads over to Amazon, it's critical they really understand how things are performing and make sure that they perform well in that new environment. And so the relationship we've had together has been phenomenal in helping that happen. >> (mumbles) done a lot of work, though, on the app side. And it's interesting, and the hottest trend right now that we're seeing, certainly in this Cloud conversion, IT in particular, as well as other markets, I mentioned IOT and AI, obviously hot as hell as well, is the instrumentation of the data is super critical. >> Yes, yes. >> And that is not new to you guys. But it's now becoming apparent that it's easier to do in the Cloud than it was before. >> Sure. >> What do you see? I mean you must look at the Cloud and be like, man this is so awesome, horizontally scalable, but all the goodness of having that instrumentation. What's your take on that? >> Right so it really starts with that. Instrumentation provides you the insights in real time necessary to take advantage of the optimizations that Cloud provides you, so the ability to scale up, scale down. If you know how your application is performing in real time, you take that guesswork out. And I think that's really what, leveling AppDynamics with Amazon really gives you that capability, the best of both worlds. >> Yeah, Barry, the application monitoring space, you have a number of really good partners here. Amazon also has some of their own pieces. How do you balance that sort of engagement? We've seen, you know the partner summit I saw some really good slides up there. We've interviewed a number of the partners of this space, but want to get your viewpoint. Well, first, AppDynamics makes their software available as SaaS, which is a pretty quickly growing trend, with all sorts of customers, you know, particularly enterprise customers wanting to move to that model. And then we work with AppDynamics to come up with a specific use case for the workloads that are migrating over, particularly with customers that are migrating large amount of workloads as they're shutting down data centers. And we make those available to those customers and provide them with a choice. And once we document that technical use case we can put that in the hands of our SAs, our solution architects, Proserv teams, and consulting partners like 2nd Watch and Slalom, Accenture, and Deloitte, to help advise the customer on which third-party software meets those workload needs best. >> Thomas, you know, Cisco's got a pretty sizable presence at this show. I was mentioning, you know, this is the second recently acquired company of Cisco that we've had on the program this week. I mean, they spent billions of dollars on AppDynamics, bunch of others. Cisco has always been an acquisitive company, but, you know, what is the kind of acceleration of Cloud, mean for Cisco. How are companies like AppDynamics helping along that shift for Cisco's business? >> Yeah, that's a great question. I think the way to think about it is, Cisco's really been helping our customers with their networking, their data center, security, but it was a critical missing component for us was really understanding application intelligence and how end users and businesses are impacted by the infrastructure. And so, bringing AppDynamics into part of Cisco, which we're running it fairly autonomously, but having the ability to connect to other infrastructure-related products to provide more real-time intelligence is a key part of the strategy. So bringing those things together and then complementing that with our Cloud partners, and the marketplace has really made that super easy for us now, from the context of making it easier to buy AppDynamics with AWS. That combination has been super powerful. >> Talk about the marketplace dynamics that you're trying to create, Barry, because you obviously got a good thing going. What are you doing to create the incentives, to create a frictionless environment? Because obviously you don't want any friction, but you got growth. >> Barry: We do. >> What are some of the speed bumps you're hitting? How are you addressing it? How are you with AppDynamics of the world? Is there incentive programs? Is there joint selling? How should partners think about that? And then I'd love to get your reaction to Amazon's programs. >> Well there's one key thing that we launched a couple of weeks ago. It's called seller private offers. And what it enabled us to do, and it was kind of a missing piece, was for a seller to work with a customer, so AppDynamics working with a customer, to negotiate on best price and terms for a longer period of duration of use, one, two, or three year subscription. That enabled the customer to get the best terms and price to run the software on AWS, and it also enabled sales teams, for example, working with Cisco and AppDynamics, to sell in a way that they were more accustomed to once a customer was familiar with the software. And then we announced... >> Renewals' a recurring revenue. >> Right. >> Right. >> They're smiling over there. >> And then we paired it with enterprise contract that we launched on Tuesday. Which was a negotiated set of terms to remove a ton of friction around legal negotiation of standard contract terms between software vendors and enterprise buyers, and so we're trying to innovate between both the buyer and the seller at all times. >> So until you can actually voice order product, you're gonna always be chippin' away at the friction? >> Barry: Always. >> Thomas: Right. >> All right, your reaction to Amazon, how are they a partner? You can tell the truth even though he's standing right there. >> Thomas: No absolutely. >> Come on... >> I mean, here's the key thing. We've been a marketplace partner for several quarters now. We're seeing huge transactions flow through that, and as part of that, the two key things that we're finding. The first one is the deal sizes are expanding, and largely because there's a lot of comfort from the end customers at the combination of AppDynamics working closely with AWS, ensuring those systems are integrated, that they work well together, they can be procured together, there's common bill. Those kind of capabilities have really helped us. The second thing is, we're proving that we can help accelerate the pace of Cloud migration. So, we're seeing on average our enterprise customers are getting through the Cloud 30% faster by using the two solutions together. >> So they like the buying methodology. >> Thomas: That's right. >> And speed of deployment. >> The speed of deployment and the fact that when they get there, they know their environment's going to be very stable. They have that additional assurance because they've got the performance monitoring metrics before they make the move, and then once they get there they have it. Because the AppDynamics really provides you that visibility across both. So, thinking about it from... >> So I saw the announcement, it was one click was it Andy who put up one click something? Was that a marketplace deal? I saw it on the keynote yesterday. It might have been one click (mumbles), I don't know. >> I don't think it was associated with the marketplace. We do still have that feature. Yeah, so. >> So things are going good? You're happy? >> Yeah, I mean a great example, NASDAQ spoke yesterday with Barry, Heather Abbott, and talked about their experience about moving their workloads over to AWS and how AppDynamics was instrumental to help them understand the dependencies of their environment before they made that transition. There are so many great examples of that, and that's why we think... >> All right, so final question for you, then I know Stu wants to jump in, Andy Jassy told me when I interviewed him last week for the event, customers vote with their workloads. What are the workloads that you're seeing moving over? What kinds of workloads fit into this new style, this new guard model of... >> I would say a couple years ago it was primarily new apps, building from the ground up. Now it's the mission critical stuff. It's the important things that people are running their businesses on, moving those over, and I think that's part of the reason why AppD is becoming more integrated into that, is because AppD instruments generally the most critical applications, not necessarily the third and fourth tier. So the typical workloads that impact revenue, impact customer engagements, are ones that are now being... >> So you're at the center of all the migrations? >> Thomas: Yeah. >> Awesome. >> So the one, can't let you go without asking, beyond just getting to the Cloud, I'm wondering what you're seeing from customers and how you're working with them on moving along from just instances to containerization and even serverless. >> Yeah, in the enterprise space we're definitely seeing the phase one was just move the existing VMs over. Now it's refactoring and reestablishing the products and the architectures based on the modern technologies like Lamba and Serverless, and other things. It's all great. It's a really exciting time. >> Thomas Wyatt, chief strategy officer AppDynamics, happy partner obviously (mumbles) workloads are moving to the Cloud. Barry Russell, general manager of the place making it happen. >> Congratulations, Barry, on your success. >> Thank you. >> And AppDynamics >> Thank you. >> Congratulations on your acquisition with Cisco. Big deal. You guys are driving a big part of their transformation. >> Barry: Yes. Congratulations to you guys as well. >> Thank you. >> Of course, Amazon's taking no prisoners here at re:Invent, 45,000 people. I'm John Furrier (mumbles) more live coverage from day 3 after this short break.

live from Las Vegas it's the cute covering knowledge 16 brought to you by service now hear your host dave vellante and Jeff Frick we're back this is the cube silicon angles flagship production we go out to the events we extract the signal from the noise the signal here at servicenow knowledge 16 is the extension of service management across the enterprise Brian Andrews is here is a vice president of IT it's stone brewing cube alum bride great to see you again thank you it's great to be here nice to see you guys another knowledge you know I thought happened a good energy this year yeah you know I spent third knowledge how's this week been for you oh it's a blast yeah incredible energy and growth and excitement from the company the partners it's been fun so third nology that service now for two years yeah right and so what the first knowledge was sort of come and kicking yeah exactly talking all the customers is this stuff Rio exactly last year we got to speak and this year were in the customer showcase which is new one of four and telling our story about what we did and meeting other customers and partners it's fun so give us the update what's the story um you guys are growing yeah yeah so stone brewing we're the 10th largest craft beer company in the country and growing double-digit growth so yeah we're now opening a second brewery in Richmond Virginia and a third in Berlin Germany doing two at the same time which is pretty nuts for us it's a du Bois so it's a large focus for the company we're actually the first American craft brew company to open a brewery anywhere in Europe and to operate it we're on right to Berlin and in Germany hell with us I know right right into the fire I doubt well I talk about that business decision to go into Germany I mean beer central I know I know well crap beer starting to really take off in Europe and we were looking at sites all through Europe and really fell in love with this property in brillion it's a old gas works facility brick a neat place for garden inside it's just really a neat place but the crappier movements has a lot of energy there and we feel like that can be our European hub to brew and distribute throughout Europe so it's a great spot a great place to come visit and spend the day and enjoy the gardens and that's gonna be a lot of time we have a really a large bistro going in as well so it could be a place you want to stay and hang all day yeah girls that's right that's right and house I'm just curious we don't find you know kind of the German purity laws are there special you know Germany's a very special place to do business for a whole lot of reasons HR reasons and data privacy reasons and this that and the other from the brewery perspective you know we hear about their purity laws do you have to you have to follow those is your new animal as an American craft beer manufacturer how does that work well so most of our beer that we do the core beers they do fit right into that our stone IPA arrogant bastards they fit in but we do a lot that do not fit in because we add in espresso or tangerine or good stuff like that so we're purposely going to be knocking down that bureaucracy and being rebellious we had a event last week where we served only beers that did not comply with the law true to our culture were rebels and it's exciting for us so i have to say i mean german beer is special I'd consume a lot of German of year in my day and somehow the next day you just feel great yeah absolutely is that the experience with stone yeah yeah it's gonna be you know I think a new to get the strong you know bitter forward hot forward IPAs that we serve will be different that's awesome now you guys you find you saying brought in service now from the business side yeah first we did an NIT but you but you led that acquisition so two years ago we were looking at putting in a set of systems for the business each group had their own needs and they had selected systems they want to bring in the brew ops maintenance was number one that we needed to serve as a use case so the demand was really growing for our beer as it's been we need to keep up with the demand and so we can't have the brewing and down we were turning to a 24-7 operation and the brewery anytime a piece of equipment was down we're not getting beer to our fans I'm not serving our customers so we we needed something for planned maintenance to keep that equipment rolling facilities wanted something as well for maintaining the facilities and HVAC units and all that safety I wanted something for reporting incidents they were all all those groups were outlook and excel and so they needed a system they didn't have one we had some project management needs in our marketing group and of course I T wanted a great system too so we looked at those and said we can collapse all these down into one system with service now because in the end they had a common set of requirements they wanted workflow and reporting and visibility work order management so we did some proof of concepts and they bought in and we deployed service now to the business first because they had nothing at least I t had something it was antiquated we had something so we serve we serve them first and so you're one was all about putting those platforms in place to crawl walk and then you're too we're optimizing and now we report some with some terrific results that have come out now by using it I get a triple it and take it overseas no you go right straight to the run that's right that's right and fly haha so as you grow what role do you see service now playing I mean have you been able to sort of sense or measure the productivity impacts and we've had some great results that come out of this so our brewing department as I said they need to keep that equipment rolling any downtime was hurting us we cut the downtime in half by using planned maintenance and so we use not only the corrective work orders but planning's we have 2200 items from the brewery and packaging in our cmdb we're unplanned maintenance against those now half of the work orders that were completing our plan preventative in nature those were a very small percentage earlier it was more reactive and corrective moving to planned we're more on top of things more proactive and the equipment's up and running longer so she's meant to the CMDB so you if you've got a single cmdb or you there we do yeah single cmdb for all the brewing and packaging equipment and it's all as a nice data hierarchy so we can know that it's the escondido brewery it's brewhouse one and it's the latter ton and that has valves and pumps and sensors now those items might be used at other pieces of equipment too so we can put those assign them to different items in the CMDB but it's all in there and organized and we can you know see how we're doing on cost control and when we need to replace equipment or maintain it and on the preventative is it implementing you know suggested best practices by the manufacturer of those components or did you guys come up with your own kind of maintenance schedule based on operating experience etc yeah primarily from the maintenance from the manufacturer so we have those in is knowledge articles as well and then week but we have around procedures that we also would put in there and those those are put through in the work order so the technicians can see those and then one thing that's really nice is when we have down time in the brewery for maybe the brewing team is doing training we can see all the planned maintenance coming up and accelerate some so we may have something for next week we can move it up by a few days or something we may want to delay so we can have less downtime and group it together and do that maintenance all at once what kind of modifications have you did you have to make or did you have to make bringing in service now well we were a little on the bleeding edge in some cases a couple years ago as we were putting in the facilities maintenance and the planned maintenance so that was just starting to come out with service now so we had to build some custom tables and are we want to make sure it made sense for the the context so we had crafting assets and crafting systems those kinds of things so the business contact makes sense but those are now coming in out of the box so we're starting to pull back on the customization so it was not too bad a few things now as we excited the facilities and safety we want to make sure we could tag items if there's a leaking valve or exposed why are those kinds of things we can tag it as a facilities issue a brewing ops issue but also note it as a safety issue Safety's big it's down we're going to make sure it's a safety safe environment for our team we've cut injuries in half by having a focus on people and training the processes but also having this too well now to make all the issues visible and real-time so we're having a hundred percent increase in safety issues reported to us so we can see more they were out there before and weren't being reported or lost an email in Excel so we're seeing those now more proactive fixing and cut injuries in half we're really proud of that talk about the process behind that because we always talk about the you know the people process technology technologies one piece a fool with a tool you have blob of ulva all the little idioms but you're using service now as a platform to enter those incidents those safety incidents but somebody's got to actually do that right so then is it the person who got injured and what's the incentive for them doing that or explain the process behind that while safety is woven into our culture so we want to make sure day one everyone knows that's critical for us we want to leave as safe as healthy as you were when you started your day so what we have is that that form is available through our Service Catalog along with IT requests facilities request burry there's a safety incident you can report those come through from the team member that saw it so it could be the person that experienced it or someone who saw something and maybe they're working at the packaging line and they see something that could be an issue so those those could be sent through easily on a tablet or from their workstations and then the safety manager gets alerted to that works the q's runs the reports passes it to who's in charge it may be fixed by the facility's team or an engineer so they pass those tickets along that's a real plus for us having that on one system because originally the brewing folks wanted their system they were used to and that was different than what facilities had used before or safety in their previous companies but bringing it all together in one they can pass those tickets long and tracking a lot easier in one system then you're able to identify commonalities and an attack like they showed this morning's keynote the big red box you know that's right and so you were able to drill down into those and then try to put in new processes yeah remedi eight and of course all the categories what types of injuries are happening you can focus on the top ones you know is it slip and falls or lifting or forklift and those tie into then training and certification and getting people recertified so it starts the tide of learning management program as well but the other thing we hear over and over is that in the the implementation and execution with service and out and in department a and then it integrates over to b c and d and they start to say hey we want to do this two of every are you seeing a proliferation beyond kind of what your core initial delivery was oh absolutely yeah people are there's a conga line we like to say people waiting to get on our next is going to be project management for getting a new beer released so that's a seven month process or so to get from concept to actually getting the beer out the door and so we're going to be putting that all in service now for project management and having those tasks visible for everyone involved it's a really cross-functional effort to get a beer released and many different groups have to collaborate and making that visible in a single place single plan having dependencies in there and what we love about the project management suite is that the work being done is in the project plan but it's also the tasks that could assign the people to do the work and if they're getting production support or incidents that come through they can see that and there my work use along with their project work all in one place so we're really excited about putting in project management ago what are you using today for project management well for that new beer process that's a lot of Excel spreadsheets and email some document word docs those kinds of things but we have MS project and project server that we're using for construction projects but there's a lot of manual work that goes with that yet will you and have you when we will start with have you when you brought in service now were you able to retire some systems did you get rid of stuff well for IT we had a system it was the tracking system from BMC so that's one we wanted to replace so we're rolling it out for IT was a big win and that's now gotten pretty far wording incidents and change we'd like to get into problem and really start to mature that but we put the business first so I t's taking the backseat on resources but it's definitely we're well past where we were before so we'll be putting the assets in the database for IT as we've done for the brewing equipment and the facilities equipment and really build out IT ahead but ms project will definitely be retired as you move and most of the other ones the media department has a system they used called a sauna and they use that for project management that will also go when we have the new beer system getting launched with project management do you how do you deal with the organization or is their organizational friction people say want to hang on to the last user ah the other stretcher right right how do you deal with that ah well so most of the folks were using outlook and excel so those are pretty easy they really they needed something and didn't have it so those were easier wins but you know there's some the change management interesting because when you look in the magic quadrant you know what's the best maintenance management systems or project management systems and service now yet isn't out there right because it's the best in service management but getting people to see that it can also be a terrific system for project management or maintenance is a bit of a stretch right so you have to show them really well what is it you really need what are those requirements so let me show you so we've done some proof of concepts and that's been helpful to get people to see as well and believe because they see it as an IT system mostly when they go look it up but we've shown what we're doing and they get it it's exciting so we started last year we talked about time to value when we sort of joked time to beer right have you been able to actually quantify that do you see faster time to beer well it's like having that brewery equipment up and running has been big for us and cutting that in half of the down time we're getting the beer out the door so that has been the biggest win for us really I think with the seven-month new beer release process although cutting that time down isn't the number one driver of that it's more about getting it visible and collaboration and people working Heather I think that that's will be pleasantly surprised with how that's going to decrease so give us the road map over the next 12 12 months what do you be working on what's what's exciting you yeah so a couple of big things so we'll be doing that new beer project management we're also gonna be integrating with our ERP system so for the team that's getting those that maintenance requests in for the brewery they want to get those parts consumed from our European get the parts in we can track the total cost of the maintenance that's going on but also trigger reorders for the parts based on min values in our ERP so that'll be a nice integration will do the new beer and then we want to get IT mature through the IT Service Management and we're seeing so many great things with that performance analytics that's exciting to us because we're getting a lot of data good operational reports but we'd love to get some of that predictive business intelligence coming so those are a couple areas we're really looking at this year and I think also making take advantage of that the tools to make the user interface really nice-looking will be great so our service portal Service Catalog has a lot of great items on there but it doesn't look that great yes we're gonna make it look slick with some of the new tools and I guess helsinki's got some really good so you service now for that ui/ux yeah and yep NP you say bringing forth part parts of Helsinki yeah yeah so we're upgrading later this summer we're moving to Geneva in a couple of weeks and then we'll be really focusing later in the summer and making that service catalogue look good now stones got some beautiful imagery we have great shots of the beer and our facilities really great external when people see stone has really just terrific images and videos we want to make that look as good on the inside as it does on the outside for a fan so people come in and join the company and see how good we are on the inside too that's important to us so who does that beautification do you have a UI UX team that does that or is it just what you guys are pretty small team only 17 and IT that take care of a thousand team members so we have we're stretched pretty thin we have a terrific system administrator who also does development you and another gentleman that works on our websites so I think collaborating together and the tools that are available I think we'll be able to make it look good internally and we feel you have some great partners as well awesome yeah all right Brian listen thanks for coming back to the the cube and sharing your stories it's we love having stone brewing on any time so you'll appreciate it thank you very much guys appreciate being here logo all right I keep right there buddy right the cube would be back right after this at knowledge 16 Vegas right back every once in a while