>>All we're back. We're wrapping up day two at Falcon 22 from the area in Las Vegas, CrowdStrike CrowdStrike. The action is crazy. Second day, a keynotes. Sean Henry is back. He's the chief security officer at CrowdStrike. He did a keynote today. Sean. Good to see you. Thanks for coming >>Back. Good. See you, Dave. Thanks for having me. >>So, unfortunately, I wasn't able to see your keynote cuz I had to come do cube interviews. You interviewed Kimbo Walden from, from, you know, white house, right? >>National cyber security >>Director. We're gonna talk about that. We're gonna talk about Overwatch, your threat hunting report. I want to share the results with our audience, but start with your, well actually start with the event. We're now in day two, you've had a good chance to talk to customers and partners. What are, what are your observations? Yeah, >>It's first of all, it's been an amazing event over 2200 attendees here. It's really taking top three floors at the area hotel and we've got partners and customers, employees, and to see the excitement and the level of collaboration here is absolutely phenomenal. All these different organizations that are each have a piece of cyber security to see them coming together, all in support of how do you stop breaches? How do you work together to do it? It's really been absolutely phenomenal. You're >>Gonna love the collaboration. We kind of talked about this on our earlier segment is the industry has to do a better job and has been doing a better job. You know, I think you and Kevin laid that out pretty well. So tell me about the interview with the fireside chat with Kimba. What was that like? What topics came up? >>Yeah. Kimba is the principal, deputy national cyber security advisor. She's been there for just four months. She spent over 10 years at DHS, but she most recently came from the private sector in cybersecurity. So she's got that the experience as a private sector expert, as well as a public sector expert and to see her come together in that position. It was great. We talked a lot about some of the strategies the white house is looking to put forth in their new cybersecurity strategy. There was recently an executive order, right? That the, the president put forth that talks about a lot of the things that we're doing here. So for example, the executive order talks about a lot of the legacy type of capabilities being put to pasture and about the government embracing cloud, embracing threat, hunting, embracing EDR, embracing zero trust and identity protection. Those are all the things that the private sector has been moving towards over the last year or two. That's what this is all about here. But to see the white house put that out, that all government agencies will now be embracing that I think it puts them on a much shorter footing and it allows the government to be able to identify vulnerabilities before they get exploited. It allows them to much more quickly identify, have visibility and respond to, to threats. So the government in infrastructure will be safer. And it was really nice to hear her talk about that and about how the private sector can work with the government. >>So you know how this works, you know, having been in the bureau. But so it's the, these executive orders. A lot of times people think, oh, it's just symbolic. And there are a couple of aspects of it. One is president Biden really impressed upon the private sector to, you know, amp it up to, to really focus and do a better job. But also as you pointed out that executive order can adjudicate what government agencies must do must prioritize. So it's more than symbolic. It's actually taking action. Isn't >>It? Yeah. I, I, I think it, I think it's both. I think it's important for the government to lead in this area because while a, a large portion of infrastructure, major companies, they understand this, there is still a whole section of private sector organizations that don't understand this and to see the white house, roll it out. I think that's good leadership and that is symbolic. But then to your second point to mandate that government agencies do this, it really pushes those. That might be a bit reluctant. It pushes them forward. And I think this is the, the, the type of action that as it starts to roll out and people become more comfortable and they start to see the successes. They understand that they're becoming safer, that they're reducing risk. It really is kind of a self-fulfilling prophecy and we see things become much safer. Did, >>Did you guys talk about Ukraine? Was that, was that off limits or did that come up at all? >>It wasn't, it wasn't off limits, but we didn't talk about it because there are so many other things we were discussing. We were talking about this, the cyber security workforce, for example, and the huge gap in the number of people who have the expertise, the capability and the, and the opportunities to them to come into cyber security technology broadly, but then cyber security as a sub sub component of that. And some of the programs, they just had a big cyber workforce strategy. They invited a lot of people from the private sector to have this conversation about how do you focus on stem? How do you get younger people? How do you get women involved? So getting maybe perhaps to the untapped individuals that would step forward and be an important stop gap and an important component to this dearth of talent and it's absolutely needed. So that was, was one thing. There were a number of other things. Yeah. >>So I mean, pre pandemic, I thought the number was 350,000 open cybersecurity jobs. I heard a number yesterday just in the us. And you might have even told me this 7, 7 50. So it's doubled in just free to post isolation economy. I don't know what the stats are, but too big. Well, as a, as a CSO, how much can automation do to, to close that gap? You know, we were talking earlier on the cube about, you gotta keep the humans in the loop, you, you, the, the, the, the Nirvana of the machines will just take care of everything is just probably not gonna happen anytime in the near term, even midterm or long term, but, but, but how can automation play and help close that gap? So >>The, the automation piece is, is what allows this to scale. You know, if we had one company with a hundred endpoints and we had a couple of folks there, you could do it with humans. A lot of it when you're talking about hundreds of millions of endpoints spread around the globe, you're talking about literally trillions of events every week that are being identified, evaluated and determined whether they're malicious or not. You have to have automation and to have using the cloud, using AI, using machine learning, to sort through, and really look for the malicious needle in a stack of needle. So you've gotta get that fidelity, that fine tune review. And you can only do that with automation. What you gotta remember, Dave, is that there's a human being at the end of every one of these attacks. So we've got the bad guys, have humans there, they're using the technology to scale. We're using the technology to scale to detect them. But then when you get down to the really malicious activity, having human beings involved is gonna take it to another level and allow you to eradicate the adversaries from the environment. >>Okay. So they'll use machines to knock on the door when that door gets opened and they're in, and they're saying, okay, where do we go from here? And they're directing strategy. Absolutely. I, I spent, I think gave me a sta I, I wonder if I wrote it down correctly, 2 trillion events per day. Yeah. That you guys see is that I write that down. Right? >>You did. It changes just like the number of jobs. It changes when I started talking about this just a, a year and a half ago, it was a billion a day. And when you look at how it's multiplied exponentially, and that will continue because of the number of applications, because of the number of devices as that gets bigger, the number of events gets bigger. And that's one of the problems that we have here is the spread of the network. The vulnerability, the environment is getting bigger and bigger and bigger as it gets bigger, more opportunities for bad guys to exploit vulnerabilities. >>Yeah. And we, we were talking earlier about IOT and extending, you know, that, that threats surface as well, talk about the Overwatch threat hunting report. What is that? How, how often have you run it? And I'd love to get into some of the results. Yeah. >>So Overwatch is a service that we offer where we have 24 by seven threat hunters that are operating in our customer environments. They're hunting, looking for, looking for malicious activity, malicious behavior. And to the point you just made earlier, where we use automation to sort out and filter what is clearly bad. When an adversary does get what we call fingers on the keyboard. So they're in the box and now a human being, they get a hit on their automated attack. They get a hit that, Hey, we're in, it's kind of the equivalent of looking at the Bober while you're fishing. Yeah. When you see the barber move, then the fisherman jumps up from his nap and starts to reel it in similar. They jump on the keyboard fingers on the keyboard. Our Overwatch team is detecting them very, very quickly. So we found 77,000 potential intrusions this past year in 2021, up to the end of June one, one every seven minutes from those detections. >>When we saw these detections, we were able to identify unusual adversary behavior that we'd not necessar necessarily seen before we call it indicators of attack. What does that mean? It means we're seeing an adversary, taking a new action, using a new tactic. Our Overwatch team can take that from watching it to human beings. They take it, they give it to our, our engineering team and they can write detections, which now become automated, right? So you have, you have all the automation that filters out all the bad stuff. One gets through a bad guy, jumps up, he's on the keyboard. And now he's starting to execute commands on the system. Our team sees that pulls those commands out. They're unusual. We've not seen 'em before we give it to our engineering team. They write detections that now all become automated. So because of that, we stopped over with the 77,000 attacks that we identified. We stopped over a million new attacks that would've come in and exploited a network. So it really is kind of a big circle where you've got human beings and intelligence and technology, all working together to make the system smarter, to make the people smarter and make the customers safer. And you're >>Seeing new IAS pop up all the time, and you're able to identify those and, and codify 'em. Now you've announced at reinforced, I, I, in July in Boston, you announced the threat hunting service, which is also, I think, part of your you're the president as well of that services division, right? So how's that going? What >>What's happening there? What we announced. So we've the Overwatch team has been involved working in customer environments and working on the back end in our cloud for many years. What we've announced is this cloud hunting, where, because of the adoption of the cloud and the movement to the cloud of so many organizations, they're pushing data to the cloud, but we're seeing adversaries really ramp up their attacks against the cloud. So we're hunting in Google cloud in Microsoft Azure cloud in AWS, looking for anomalous behavior, very similar to what we do in customer environments, looking for anomalous behavior, looking for credential exploitation, looking for lateral movement. And we are having a great success there because as that target space increases, there's a much greater need for customers to ensure that it's protected. So >>The cloud obviously is very secure. You got some of the best experts in the planet inside of hyperscale companies. So, and whether it's physical security or logical security, they're obviously, you know, doing a good job is the weakness, the seams between where the cloud provider leaves off and the customer has to take over that shared responsibility model, you know, misconfiguring and S3 bucket is the, you know, the common one, but I'm so there like a zillion others, where's that weakness. Yeah. >>That, that's exactly right. We see, we see oftentimes the it piece enabling the cloud piece and there's a connectivity there, and there is a seam there. Sometimes we also see misconfiguration, and these are some of the things that our, our cloud hunters will find. They'll identify again, the equivalent of, of walking down the hallway and seeing a door that's unlocked, making sure it's locked before it gets exploited. So they may see active exploitation, which they're negating, but they also are able to help identify vulnerabilities prior to them getting exploited. And, you know, the ability for organizations to successfully manage their infrastructure is a really critical part of this. It's not always malicious actors. It's identifying where the infrastructure can be shored up, make it more resilient so that you can prevent some of these attacks from happening. I >>Heard, heard this week earlier, something I hadn't heard before, but it makes a lot of sense, you know, patch Tuesday means hack Wednesday. And, and so I, I presume that the, the companies releasing patches is like a signal to the bad guys that Hey, you know, free for all go because people aren't necessarily gonna patch. And then the solar winds customers are now circumspect about patches. The very patches that are supposed to protect us with the solar winds hack were the cause of the malware getting in and, you know, reforming, et cetera. So that's a complicated equation. Yeah. >>It, it certainly is a couple, couple parts there to unwind. First, when you, you think about patch Tuesday, there are adversaries often, not always that are already exploiting some of those vulnerabilities in the wild. So it's a zero day. It's not yet been patched in some cases hasn't yet been identified. So you've got people who are actively exploiting. It we've found zero days in the course of our threat hunting. We report them in a, in a, in a responsible way. We've gone to Microsoft. We've told them a couple times in the last few months that we found a zero day and give them an opportunity to patch that before anybody goes public with it, because absolutely right when it does go public, those that didn't know about it before recognize that there will be millions of devices depending on the, the vulnerability that are out there and exploitable. And they will absolutely, it will tell everybody that you can now go to this particular place. And there's an opportunity to gain access, to exploit privileges, depending on the criticality of the patch. >>I, I don't, I, I don't, I'm sorry to generalize, but I wanna ask you about the hacker mindset. Let's say that what you just described a narrow set of hackers knows that there's an unpatched, you know, vulnerability, and they're making money off of that. Will they keep that to themselves? Will they share that with other folks in the net? Will they sell that information? Or is it, is it one of those? It depends. It, >>I was just gonna say, it depends you, you beat me to it. It absolutely depends. All of, all of the above would be the answer. We certainly see organ now a nation state for example, would absolutely keep that to themselves. Yeah. Right. Their goal is very different from an organized crime group, which might sell access. And we see them all the time in the underground selling access. That's how they make money nation states. They want to keep a zero day to themselves. It's something they're able to exploit in some cases for months or years, that that, that vulnerability goes undetected. But a nation state is aware of it and exploiting it. It's a, it's a dangerous game. And it just, I think, exemplifies the importance of ensuring that you're doing everything you can to patch in a timely matter. Well, >>Sean, we appreciate the work that you've done in your previous role and continuing to advance education, knowledge and protection in our industry. Thank you for coming on >>You. Thank you for having me. This is a fantastic event. Really appreciate you being here and helping to educate folks. Yeah. >>You guys do do a great job. Awesome. Set that you built and look forward to future events with you guys. My >>Friends. Thanks so much, Dave. Yeah. Thank >>You. Bye now. All right. Appreciate it. All right, keep it right there. We're gonna wrap up in a moment. Live from Falcon 22. You're watching the cube.

>>Welcome back to the aria in Las Vegas, Dave Valante with Dave Nicholson, Falcon 22, the Cube's continuous coverage. Sean Henry is here. He's the president of the services division and he's the chief security officer at CrowdStrike. And he's joined by Kevin mania, CEO of Mandy. Now part of Google Jens. Welcome to the cube. Thank you. Congrats on closing the Google deal. Thank you. That's great. New chapter, >>New >>Chapter coming fresh off the keynote, you and George. I really en enjoyed that. Let's start there. One of the things you talked about was the changes you've been, you've been in this business for a while. I think you were talking about, you know, doing some of these early stuff in the nineties. Wow. Things have changed a lot the queen, right? Right. You used to put the perimeter around the queen. Yeah. Build the Mo the Queen's left or castle new ballgame. But you were talking about the board level knowledge of security in the organization. Talk about that change. That's occurred in the last >>Decade. You know, boards are all about governance, right? Making sure everybody's doing the right things. And they've kind of had a haul pass on cybersecurity for a long time. Like we expect them to be great at financial diligence, they understand the financials of an organization. You're gonna see a maturity, I think in cybersecurity where I think board members all know, Hey, there's risk out there. And we're on our own to kind of defend ourselves from it, but they don't know how to quantify it. And they don't know how to express it. So bottom line boards are interested in cyber and we just have to mature as an industry to give them the tools they need to measure it appropriately. >>Sean, one of the things I wanted to ask you. So Steven Schmidt, I noticed changed his title from CISOs chief inf information security officer, the chief security officer. Your title is chief security officer. Is that a nuance that has meaning to you or is it just less acronym? >>It depends on the organization that you're in, in our organization, the chief security officer owns all risks. So I have a CISO that comes underneath me. Yep. And I've got a security folks that are handling our facilities, our personnel, those sorts of things, all, all of our offices around the globe. So it's all things security. One of the things that we've found and Kevin and I were actually talking about this earlier is this intersection between the physical world and the virtual world. And if you've got adversaries that want gain access to your organization, they might do it remotely by trying to hack into your network. But they also might try to get one of your employees to take an action on their behalf, or they might try to get somebody hired into your company to take some nefarious acts. So from a security perspective, it's about building an envelope around all things valuable and then working it in a collaborative way. So there's a lot of interface, a lot of interaction and a lot of value in putting those things together. And, >>And you're also president of the services division. Is that a P and L role or >>It is, we have a it's P P O P and L. And we have an entire organization that's doing incident response and it's a lot of the work that we're doing with, with Kevin's folks now. So I've got both of those hats today. >>Okay. So self-funded so in a way, okay. Where are companies most at risk today? >>Huh? You wanna go on that one first? Sean, you talk fast than me. So it's bigger bang for the buck. If >>You >>Talk, you know, when I, when I think about, about companies in terms of, of their risk, it's a lot of it has to do with the expansion of the network. Companies are adding new applications, new devices, they're expanding into new areas. There are new technologies that are being developed every day and that are being embraced every day. And all of those technologies, all of those applications, all of that hardware is susceptible to attack. Adversaries are looking for the vulnerabilities they can exploit. And I think just kind of that sprawl is something that is, is disconcerting to me from a security perspective, we need to know where our assets are, where the vulnerabilities lie, how do we plug the holes? And having that visibility is really critical to ensure that you're you're in, involved in mitigating that, that new architecture, >>Anything you >>Did. Yeah. I would like when I, so I can just tell you what I'm hearing from CISOs out there. They're worried about identity, the lateral movement. That's been kind of part of every impactful breach. So in identity's kind of top three of mind, I would say zero trust, whatever that means. And we all have our own definitions of migration to zero trust and supply chain risk. You know, whether they're the supplier, they wanna make sure they can prove to their customers, they have great security practices. Or if they're a consumer of a supply chain, you need to understand who's in their supply chain. What are their dependencies? How secure are they? Those are just three topics that come up all the time. >>As we extend, you know, talking about XDR the X being extend. Do you see physical security as something that's being extended into? Or is it, or is it already kind of readily accepted that physical security goes hand in hand with information security? >>I, I don't think a lot of people think that way there certainly are some and Dave mentions Amazon and Steve Schmidt as a CSO, right? There's a CSO that works for him as well. CJ's clear integration. There's an intelligence component to that. And I think that there are certain organizations that are starting to recognize and understand that when we say there's no real perimeter, it, it expands the network expands into the physical space. And if you're not protecting that, you know, if you don't protect the, the server room and somebody can actually walk in the doors unlocked, you've got a vulnerability that might be exploited. So I think to, to recognize the value of that integration from a security perspective, to be holistic and for organizations to adopt a security first philosophy that all the employees recognize they're, they're the, the first line of defense. Oftentimes not just from a fish, but by somebody catching up with them and handing 'em a thumb drive, Hey, can you take a look at this document? For me, that's a potential vulnerability as well. So those things need to be integrated. >>I thought the most interesting part of the keynote this morning is when George asked you about election security and you immediately went to the election infrastructure. I was like, yeah. Okay. Yeah. But then I was so happy to hear you. You went to the disinformation, I learned something there about your monitoring, the network effects. Sure. And, and actually there's a career stream around that. Right. The reason I had so years ago I interviewed was like, this was 2016, Robert Gates. Okay. Former defense. And I, I said, yeah, but don't we have the best cyber can't we go on the offense. He said, wait a minute, we have the most to lose. Right. But, but you gave an example where you can identify the bots. Like let's say there's disinformation out there. You could actually use bots in a positive way to disseminate the, the truth in theory. Good. Is, is that something that's actually happening >>Out there? Well, I think we're all still learning. You know, you can have deep fakes, both audible files or visual files, right. And images. And there's no question. The next generation, you do have to professionalize the news that you consume. And we're probably gonna have to professionalize the other side critical thinking because we are a marketplace of ideas in an open society. And it's hard to tell where's the line between someone's opinion and intentional deception, you know, and sometimes it could be the source, a foreign threat, trying to influence the hearts and minds of citizens, but there's gonna be an internal threat or domestic threat as well to people that have certain ideas and concepts that they're zealots about. >>Is it enough to, is it enough to simply expose where the information is coming from? Because, you know, look, I, I could make the case that the red Sox, right. Or a horrible baseball team, and you should never go to Fenway >>And your Yankees Jersey. >>Right. Right. So is that disinformation, is that misinformation? He'd say yes. Someone else would say no, but it would be good to know that a thousand bots from some troll farm, right. Are behind us. >>There's, it's helpful to know if something can be tied to identity or is totally anonymous. Start just there. Yeah. Yeah. You can still protect the identity over time. I think all of us, if you're gonna trust the source, you actually know the source. Right. So I do believe, and, and by the way, much longer conversation about anonymity versus privacy and then trust, right. And all three, you could spend this whole interview on, but we have to have a trustworthy internet as well. And that's not just in the tech and the security of it, but over time it could very well be how we're being manipulated as citizens and people. >>When you guys talk to customers and, and peers, when somebody gets breached, what's the number one thing that you hear that they wished they'd done that they didn't. >>I think we talked about this earlier, and I think identity is something that we're talking about here. How are you, how are you protecting your assets? How do you know who's authorized to have access? How do you contain the, the access that they have? And the, the area we see with, with these malware free attacks, where adversaries are using the existing capabilities, the operating system to move laterally through the network. I mean, Kevin's folks, my folks, when we respond to an incident, it's about looking at that lateral movement to try and get a full understanding of where the adversary's been, where they're going, what they're doing, and to try to, to find a root cause analysis. And it really is a, a critical part. >>So part of the reason I was asking you about, was it a P and L cuz you, you wear two hats, right? You've got revenue generation on one side and then you've got you protect, you know, the company and you've got peer relationships. So the reason I bring this up is I felt like when stucks net occurred, there was a lot of lip service around, Hey, we, as an industry are gonna work together. And then what you saw was a lot of attempts to monetize, you know, private data, sell private reports and things of that nature you were referencing today, Kevin, that you think the industry's doing a much better job of, of collaboration. Is it, can you talk about that and maybe give some examples? >>Absolutely. I mean, you know, I lived through it as a victim of a breach couple years ago. If you see something new and novel, I, I just can't imagine you getting away with keeping it a secret. I mean, I would even go, what are you doing? Harboring that if you have it, that doesn't mean you tell the whole world, you don't come on your show and say, Hey, we got something new novel, everybody panic, you start contacting the people that are most germane to fixing the problem before you tell the world. So if I see something that's new in novel, certainly con Sean and the team at CrowdStrike saying, Hey, there's because they protect so many endpoints and they defend nations and you gotta get to Microsoft. You have to talk to pan. You have to get to the companies that have a large capability to do shields up. And I think you do that immediately. You can't sit on new and novel. You get to the vendor where the vulnerability is, all these things have to happen at a great rate to speak. >>So you guys probably won't comment, but I'm betting dollars to donuts. This Uber lapses hack you guys knew about. >>I turned to you. >>No comment. I'm guessing. I'm guessing that the, that wasn't novel. My point being, let me, let me ask it in a more generic fashion that you can maybe comment you you're. I think you're my, my inference is we're com the industry is compressing the time between a zero day and a fix. Absolutely. Absolutely. Like dramatically. >>Yes. Oh, awareness of it and AIX. Yes. Yeah. >>Okay. Yeah. And a lot of the hacks that we see as lay people in the media you've known about for quite some time, is that fair or no, not necessarily. >>It's, you know, it's harder to handle an intrusion quietly and discreetly these days, especially with what you're up against and, and most CEOs, by the way, their intent isn't, let's handle it quietly and discreetly it's what do we do about it? And what's the right way to handle it. And they wanna inform their customers and they wanna inform people that might be impacted. I wouldn't say we know it all that far ahead of time >>And, and depends. And, and I, I think companies don't know it. Yeah. Companies don't know they've been breached for weeks or months or years in some cases. Right. Which talks about a couple things, first of all, some of the sophistication of the adversaries, but it also talks about the inability of companies to often detect this type of activity when we're brought in. It's typically very quickly after the company finds out because they recognize they've gotta take action. They've got liability, they've got brand protection. There, whole sorts of, of things they need to take care of. And we're brought in it may or may not be, become public, but >>CrowdStrike was founded on the premise that the unstoppable breach is a myth. Now that's a, that's a bold sort of vision. We're not there yet, obviously. And a and a, and a, a CSO can't, you know, accept that. Right. You've gotta always be vigilant, but is that something that is, that we're gonna actually see manifest, you know, in any, any time in the near term? I mean, thinking about the Falcon platform, you guys are users of that. I don't know if that is part of the answer, but part of it's technology, but without the cultural aspects, the people side of things, you're never gonna get there. >>I can tell you, I started Maning in 2004 at the premise security breaches are inevitable, far less marketable. Yeah. You know, stop breaches. >>So >>Yeah. I, I think you have to learn how to manage this, right? It's like healthcare, you're not gonna stop every disease, but there's a lot of things that you can do to mitigate the consequences of those things. The same thing with network security, there's a lot of actions that organizations can take to help protect them in a way that allows them to live and, and operate in a, in a, a strong position. If companies are lackadaisical that irresponsible, they don't care. Those are companies that are gonna suffer. But I think you can manage this if you're using the right technology, the right people, you've got the right philosophy security first >>In, in the culture. >>Well, I can tell you very quickly, three reasons why people think, why is there an intrusion? It should just go away. Well, wherever money goes, crime follows. We still have crime. So you're still gonna have intrusions, whether it has to be someone on the inside or faulty software and people being paid the right faulty software, you're gonna have war. That's gonna create war in the cyber domain. So information warriors are gonna try to have intrusions to get to command and control. So wherever you have command and control, you'll have a war fighter. And then wherever you have information, you have ESP Espino. So you're gonna have people trying to break in at all times. >>And, and to tie that up because everything Kevin said is absolutely right. And what he just said at the very end was people, there are human beings that are on the other side of every single attack. And think about this until you physically get physically get to the people that are doing it and stop them. Yes, this will go on forever because you can block them, but they're gonna move and you can block them again. They're gonna move their objectives. Don't change because the information you have, whether it's financial information, intellectual property, strategic military information, that's still there. They will always come at it, which is where that physical component comes in. If you're able to block well enough and they can't get you remotely, they might send somebody in. Well, >>I, in the keynote, I, I'm not kidding. I'm looking around the room and I'm thinking there's at least one person here that is here primarily to gather intelligence, to help them defeat. What's being talked about here. >>Well, you said it's, >>It's kind >>Of creepy. You said the adversary is, is very well equipped and motivated. Why do you Rob banks? Well, that's where the money is, but it's more than that. Now with state sponsored terrorism and, you know, exfiltration of state secrets, I mean, there's, it's high stake's games. You got, this >>Has become a tool of nation states in terms from a political perspective, from a military perspective, if you look at what happened with Ukraine and Russia, all the work that was done in advanced by the Russians to soften up the Ukrainians, not just collection of intelligence, not just denial of services, but then disruptive attacks to change the entire complexity of the battlefield. This, this is a, an area that's never going away. It's becoming ingrained in our lives. And it's gonna be utilized for nefarious acts for many, many decades to come. >>I mean, you're right, Sean, we're seeing the future of war right before us is, is there's. There is going to be, there is a cyber component now in war, >>I think it signals the cyber component signals the silent intention of nations period, the silent projection of power probably before you see kinetics. >>And this is where gates says we have a lot more to lose as a country. So it's hard for us to go on the offense. We have to be very careful about our offensive capabilities because >>Of one of the things that, that we do need to, to do though, is we need to define what the red lines are to adversaries. Because when you talk about human beings, you've gotta put a deterrent in place so that if the adversaries know that if you cross this line, this is what the response is going to be. It's the way things were done during nuclear proliferation, right? Right. During the cold war, here's what the actions are gonna be. It's gonna be, it's gonna be mutual destruction and you can't do it. And we didn't have a nuclear war. We're at a point now where adversaries are pushing the envelope constantly, where they're turning off the lights in certain countries where they're taking actions that are, are quite detrimental to the host governments and those red lines have to be very clear, very clearly defined and acted upon if they're >>Crossed as security experts. Can you always tie that signature back to say a particular country or a particular group? >>Absolutely. 100% every >>Time I know. Yeah. No, it it's. It's a great question. You, you need to get attribution right. To get to deterrence, right. And without attribution, where do you proportionate respond to whatever act you're responding to? So attribution's critical. Both our companies work hard at doing it and it, and that's why I think you're not gonna see too many false flag operations in cyberspace, but when you do and they're well crafted or one nation masquerades is another, it, it, it's one of the last rules of the playground I haven't seen broken yet. And that that'll be an unfortunate day. >>Yeah. Because that mutually assure destruction, a death spot like Putin can say, well, it wasn't wasn't me. Right. So, and ironically, >>It's human intelligence, right. That ultimately is gonna be the only way to uncover >>That human intelligence is a big component. >>For sure. Right. And, and David, like when you go back to, you were referring to Robert Gates, it's the asymmetry of cyberspace, right? One person in one nation. That's not a control by asset could still do an act. And it, it just adds to the complexity of, we have attribution it's from that nation, but was it in order? Was it done on behalf of that nation? Very complicated. >>So this is an industry of superheroes. Thank you guys for all you do and appreciate you coming on the cube. Wow. >>I love your Cape. >>Thank all right. Keep it right there. Dave Nicholson and Dave ante be right back from Falcon 22 from the area you watching the cue.

>> Hi, and welcome to Data Cloud Catalyst, Women in Tech Round Table Panel Discussion. I am so excited to have three fantastic female executives with me today who have been driving transformation through data throughout their entire career. With me today is Lisa Davis, SVP and CIO of Blue Shield of California. We also have Nishita Henry, who is the Chief Innovation Officer at Deloitte and Theresa Briggs, who is on a variety of board of directors, including our own very own Snowflake. Welcome, ladies. >> Thank you. >> Thank you. >> So I'm just going to dive right in. You all have really amazing careers and resumes behind you. I'm really curious, throughout your career, how have you seen the use of data evolve throughout your career? And, Lisa, I'm going to start with you. >> Thank you. Having been in technology my entire career, technology and data has really evolved from being the province of a few in an organization to frankly being critical to everyone's business outcomes. Now every business leader really needs to embrace data analytics and technology. We've been talking about digital transformation probably the last five, seven years, we've all talked about disrupt or be disrupted. At the core of that digital transformation is the use of data. Data and analytics that we derive insights from and actually improve our decision making by driving a differentiated experience and capability into market. So data has involved as being, I would say, almost tactical in some sense over my technology career, to really being a strategic asset of what we leverage personally in our own careers, but also what we must leverage as companies to drive a differentiated capability to experience and remain relative in the market today. >> Nishita, curious your take on how you've seen data evolve? >> Yeah, I agree with Lisa. It has definitely become the lifeblood of every business, right? It used to be that there were a few companies in the business of technology, every business is now a technology business. Every business is a data business. It is the way that they go to market, shape the market and serve their clients. Whether you're in construction, whether you're in retail, whether you're in healthcare it doesn't matter, right? Data is necessary for every business to survive and thrive. And I remember at the beginning of my career, data was always important but it was about storing data. It was about giving people individual reports, it was about supplying that data to one person or one business unit in silos. And it then evolved right over the course of time into integrating data and to saying, all right, how does one piece of data correlate to the other and how can I get insights out of that data? Now, let's go on to the point of how do I use that data to predict the future? How do I use that data to automate the future? How do I use that data not just for humans to make decisions, but for other machines to make decisions, right? Which is a big leap. And a big change in how we use data, how we analyze data and how we use it for insights in evolving our businesses. >> Yeah, it's really changed so tremendously just in the past five years. It's amazing. So Teresa, we've talked a lot about the Data Cloud, where do you think we're heading with that? And also, how can future leaders really guide their careers in data, especially in those jobs where we don't traditionally think of them in the data science space? Curious your thoughts on that? >> Yeah, well, since I'm on the Snowflake board, I'll talk a little bit about the Snowflake Data Cloud. Now we're getting your company's data out of the silos that exists all over your organization, we're bringing third party data in to combine with your own data, and we're wrapping a governance structure around it and feeding it out to your employees so that they can get their jobs done. And is as simple as that. I think we've all seen the pandemic accelerate the digitization of our work. And if you ever doubted the future of work is here, it is here. And companies are scrambling to catch up by providing the right amount of data, collaboration tools, workflow tools for their workers to get their jobs done. Now, it used to be as prior people have mentioned that in order to work with data you had to be a data scientist. But I was an auditor back in the day and we used to work on 16 columns spreadsheet. And now if you're an accounting major coming out of college joining an auditing firm, you have to be tech and data savvy because you're going to be extracting, manipulating, analyzing and auditing data, that massive amounts of data that sit in your client's IT systems. I'm on the board of Warby Parker, and you might think that their most valuable asset is their amazing frame collection, but it's actually their data, their 360 degree view of the customer. And so if you're a merchant or you're in strategy, or marketing or talent or the co-CEO, you're using data every day in your work. And so I think it's going to become a ubiquitous skill that anyone who's a knowledge worker has to be able to work with data. >> Yeah, I think it's just going to be organic to every role going forward in the industry. So Lisa, curious about your thoughts about Data Cloud, the future of it, and how people can really leverage it in their jobs from future leaders? >> Yeah, absolutely. Most enterprises today are, I would say, hybrid multi cloud enterprises. What does that mean? That means that we have data sitting on prem, we have data sitting in public clouds through software as a service applications, we have a data everywhere, most enterprises have data everywhere. Certainly those that have owned infrastructure or weren't born on the web. One of the areas that I love that Data Cloud is addressing is the area around data portability and mobility. Because I have data sitting in various locations through my enterprise, how do I aggregate that data to really drive meaningful insights out of that data to drive better business outcomes? And at Blue Shield of California, one of our key initiatives is what we call an experienced cube. What does that mean? It means how do I drive transparency of data between providers, members and payers? So that not only do I reduce overhead on providers and provide them a better experience, or hospital systems or doctors, but ultimately, how do we have the member have it their power of their fingertips the value of their data holistically, so that we're making better decisions about their health care? One of the things Teresa was talking about was the use of this data, and I would drive to data democratization. We got to put the power of data into the hands of everyone, not just data scientists. Yes, we need those data scientists to help us build AI models to really drive and tackle these tougher challenges and business problems that we may have in our environments. But everybody in the company, both on the IT side, both on the business side, really need to understand of how do we become a data insights driven enterprise. Put the power of the data into everyone's hands so that we can accelerate capabilities, right? And leverage that data to ultimately drive better business results. So as a leader, as a technology leader, part of our responsibility, our leadership is to help our companies do that. And that's really one of the exciting things that I'm doing in my role now at Blue Shield of California. >> Yeah, it's really, really exciting time. I want to shift gears a little bit and focus on women in tech. So I think in the past five to 10 years, there has been a lot of headway in this space. But the truth is women are still underrepresented in the tech space. So what can we do to attract more women into technology quite honestly. So Nishita, curious, what your thoughts are on that? >> Great question. And I am so passionate about this for a lot of reasons, not the least of which is I have two daughters of my own. And I know how important it is for women and young girls to actually start early in their love for technology, and data and all things digital, right? So I think it's one very important to start early, start an early education, building confidence of young girls that they can do this, showing them role models. We at Deloitte just partnered with Ella the Engineer to actually make comic books centered around young girls and boys in the early elementary age to talk about how heroes and tech solve everyday problems. And so really helping to get people's minds around tech is not just in the back office coding on a computer, tech is about solving problems together that help us as citizens, as customers, right? And as humanity. So I think that's important. I also think we have to expand that definition of tech, as we just said. It's not just about, right? Database design. It's not just about Java and Python coding, it's about design. It's about the human machine interfaces. It's about how do you use it to solve real problems and getting people to think in that kind of mindset makes it more attractive and exciting. And lastly, I'd say look, we have absolute imperative to get a diverse population of people, not just women, but minorities, those with other types of backgrounds, disabilities, etc involved. Because this data is being used to drive decision making, and if we are not all involved, right? In how that data makes decisions, it can lead to unnatural biases that no one intended but can happen just 'cause we haven't involved a diverse enough group of people around it. >> Absolutely. Lisa, curious about your thoughts on this. >> I agree with everything Nishita said. I've been passionate about this area, I think it starts with first we need more role models. We need more role models as women in these leadership roles throughout various sectors. And it really is it starts with us and helping to pull other women forward. So I think certainly, it's part of my responsibility, I think all of us as female executives that if you have a seat at the table to leverage that seat at the table to drive change, to bring more women forward, more diversity forward into the boardroom and into our executive suites. I also want to touch on a point Nishita made about women, we're the largest consumer group in the company yet we're consumers, but we're not builders. This is why it's so important that we start changing that perception of what tech is. And I agree that it starts with our young girls. We know the data shows that we lose our young girls by middle school. Very heavy peer pressure, it's not so cool to be smart, or do robotics, or be good at math and science. We start losing our girls in middle school. So they're not prepared when they go to high school and they're not taking those classes in order to major in the STEM fields in college. So we have to start the pipeline early with our girls. And then I also think it's a measure of what your boards are doing. What is the executive leadership and your goals around diversity and inclusion? How do we invite more diverse population to the decision making table? So it's really a combination of efforts. One of the things that certainly is concerning to me is during this pandemic, I think we're losing one in four women in the workforce now, because of all the demands that our families are having to navigate through this pandemic. The last statistic I saw in the last four months is we've lost 850,000 women in the workforce. This pipeline is critical to making that change in these leadership positions. >> Yeah, it's really a critical time. And now we're coming to the end of this conversation, I want to ask you Teresa, what would be a call to action to everyone listening, both men and women since its needs to be solved by everyone, to address the gender gap in the industry? >> I'd encourage each of you to become an active sponsor. Research shows that women and minorities are less likely to be sponsored than white men. Sponsorship is a much more active form than mentorship. Sponsorship involves helping someone identify career opportunities and actively advocating for them in those roles, opening your network, giving very candid feedback. And we need men to participate too. There are not enough women in tech to pull forward and sponsor the high potential women that are in our pipelines. And so we need you to be part of the solution. >> Nishita real quickly, what would be your call to action to everyone? >> I'd say look around your teams, see who's on them and make deliberate decisions about diversifying those teams. As positions open up, make sure that you have a diverse set of candidates, and make sure that there are women that are part of that team. And make sure that you are actually hiring and putting people into positions based on potential not just experience. >> And real quickly Lisa, will close it out with you, what would your call to action be? >> Well, it's hard to... What Nishita and what Teresa shared I think were very powerful actions. I think it starts with us. Taking action at our own table, making sure you're driving diverse panels and hiring, setting goals for the company. Having your board engaged and holding us accountable and driving to those goals, will help us all see a better outcome but with more women at the executive table and diverse populations. >> Great advice and great action for all of us to take. Thank you all so much for spending time with me today and talking about this really important issue. I really appreciate it. Stay with us.

>> Hi, and welcome to data cloud catalyst women in tech round table panel discussion. I am so excited to have three fantastic female executives with me today who have been driving transformation through data throughout their entire career. With me today is Lisa Davis SVP and CIO of Blue Shield of California. We also have Nishita Henry who is the chief innovation officer at Deloitte and Teresa Briggs, who is on a variety of board of directors, including our very own Snowflake. Welcome, ladies. >> Thank you. So I'm just going to dive right in. You all have really amazing careers and resumes behind you. I'm really curious, throughout your career, how have you seen the use of data evolve throughout your career? And Lisa, I'm going to start with you. >> Thank you. Having been in technology my entire career, technology and data has really evolved from being the province of a few in an organization to frankly being critical to everyone's business outcomes. But now every business leader really needs to embrace data analytics and technology. We've been talking about digital transformation probably the last five, seven years. We've all talked about disrupt or be disrupted. At the core of that digital transformation is the use of data, data, and analytics that we derive insights from and actually improve our decision-making by driving a differentiated experience and capability into market. So data has involved as being, I would say, almost tactical in some sense over my technology career to really being a strategic asset of what we leveraged personally in our own careers, but also what we must leverage as companies to drive a differentiated capability to experience and remain relative in the market today. >> Nishita curious your take on, how you've seen data evolve? >> Yeah, I agree with Lisa, it has definitely become the lifeblood of every business, right? It used to be that there were a few companies in the business of technology. Every business is now a technology business. Every business is a data business. It is the way that they go to market, shape the market and serve their clients. Whether you're in construction, whether you're in retail, whether you're in healthcare doesn't matter, right? Data is necessary for every business to survive and thrive. And I remember at the beginning of my career, data was always important, but it was about storing data. It was about giving people individual reports. It was about supplying that data to one person or one business unit in silos. And it then evolved right over the course of time and to integrating data and to saying, all right, how does one piece of data correlate to the other? And how can I get insights out of that data? Now let's go on to the point of how do I use that data to predict the future? How do I use that data to automate the future? How do I use that data not just for humans to make decisions but for other machines to make decisions, right? Which is a big leap and a big change in how we use data, how we analyze data and how we use it for insights and evolving our businesses. >> Yeah. It's really changed so tremendously, just in the past five years, it's amazing. So Teresa, we've talked a lot about the data cloud, where do you think we're heading with that? And also how can future leaders really guide their careers in data, especially in those jobs where we don't traditionally think of them in the data science space, curious your thoughts on that. >> Yeah. Well, since I'm on the Snowflake board, I'll talk a little bit about the Snowflake data cloud that we're getting your company's data out of the silos that exist all over your organization. We're bringing third party data in to combine with your own data and we're wrapping a governance structure around it and feeding it out to your employees so that they can get their jobs done. And it's as simple as that, I think we've all seen the pandemic accelerated the digitization of our work. And if you ever doubted that the future of work is here, it is here. And companies are scrambling to catch up by providing the right amount of data, collaboration tools, workflow tools for their workers to get their jobs done. Now it used to be, as prior, people have mentioned that in order to work with data, you had to be a data scientist. But I was an auditor back in the day and we used to work on 16 columns spreadsheet. And now if you're an accounting major coming out of college, joining an auditing firm, you have to be tech and data savvy because you're going to be extracting, manipulating, analyzing, and auditing data. That massive amounts of data that sit in your client's IT systems. I'm on the board of Warby Parker. And you might think that their most valuable asset is their amazing frame collection but it's actually their data. There are 360 degree view of the customer. And so if you're a merchant or you're in strategy or marketing or talent or the co-CEO, you're using data every day in your work. And so I think it's going to become a ubiquitous skill that any anyone who's a knowledge worker has to be able to work with data. >> Now, I think it's just going to be organic to every role going forward in the industry. >> So Lisa curious about your thoughts about data cloud, the future of it, and how people can really leverage it in their jobs from future leaders. >> Yeah, absolutely. Most enterprises today are, I would say, hybrid multi-cloud enterprises. What does that mean? That means that we have data sitting on prem. We have data sitting in public clouds through software, as a service applications. We have a data everywhere. Most enterprises have data everywhere. Certainly those that have owned infrastructure or weren't born on the web. One of the areas that I'd love that data cloud is addressing is the area around data portability and mobility. Because I have data sitting in various locations through my enterprise, how do I aggregate that data to really drive meaningful insights out of that data to drive better business outcomes. And at Blue Shield of California, one of our key initiatives is what we call an experience cube. What does that mean? It means how do I drive transparency of data between providers and members and payers so that not only do I reduce overhead on providers and provide them a better experience or hospital systems or doctors, but ultimately how do we have the member have at their power of their fingertips the value of their data holistically so that we're making better decisions about their healthcare? One of the things Teresa was talking about was the use of this data. And I would drive to data democratization. We got to put the power of data into the hands of everyone, not just data scientists. Yes, we need those data scientists to help us build AI models to really drive and tackle these tougher challenges and business problems that we may have in our environments. But everybody in the company, both on the IT side, both on the business side, really need to understand of how do we become a data insights driven enterprise, put the power of the data into everyone's hands so that we can accelerate capabilities, right? And leverage that data to ultimately drive better business results. So as a leader, as a technology leader, part of our responsibility, our leadership is to help our companies do that. And that's really one of the exciting things that I'm doing in my role now at Blue Shield of California. >> Yeah. It's really, really exciting time. I want to shift gears a little bit and focus on women in tech. So I think in the past 5 to 10 years there has been a lot of headway in this space but the truth is women are still underrepresented in the tech space. So what can we do to attract more women into technology? Quite honestly. So Nishita curious what your thoughts are on that? >> Great question. And I am so passionate about this for a lot of reasons, not the least of which is I have two daughters of my own and I know how important it is for women and young girls to actually start early in their love for technology and data and all things digital, right? So I think it's one very important to start early, starting early education, building confidence of young girls that they can do this, showing them role models. We at Deloitte just partnered with LOV engineer to actually make comic books centered around young girls and boys in the early elementary age to talk about how heroes in techs solve everyday problems. And so really helping to get people's minds around tech is not just in the back office, coding on a computer, tech is about solving problems together that help us as citizens as customers, right? And as humanity. So I think that's important. I also think we have to expand that definition of tech as we just said, it's not just about database design. It's not just about Java and Python coding. It's about design, it's about the human machine interfaces. It's about how do you use it to solve real problems and getting people to think in that kind of mindset makes it more attractive and exciting. And lastly, I'd say, look we have a absolute imperative to get a diverse population of people, not just women but minorities, those with other types of backgrounds, disabilities, et cetera, involved because this data is being used to drive decision-making, and if we're all involved and how that data makes decisions, it can lead to unnatural biases that no one intended but can happen just 'cause we haven't involved a diverse enough group of people around it. >> Absolutely. Lisa, I'm curious about your thoughts on this. >> Oh, I agree with everything Nishita said. I've been passionate about this area. I think it starts with first, we need more role models. We need more role models as women in these leadership roles throughout various sectors. And it really is, it starts with us and helping to pull other women forward. So I think it certainly it's part of my responsibility. I think all of us as female executives that if you have a seat at the table to leverage that seat at the table to drive change to bring more women forward, more diversity forward into the boardroom and into our executive suites. I also want to touch on a point Nishita made about women. We're the largest consumer group in the company yet we're consumers, but we're not builders. This is why it's so important that we start changing that perception of what tech is. And I agree that it starts with our young girls. We know the data shows that we lose our young girls by middle school, very heavy peer pressure. It's not so cool to be smart or do robotics or be good at math and science. We start losing our girls in middle school. So they're not prepared when they go to high school and they're not taking those classes in order to major in these STEM fields in college. So we have to start the pipeline early with our girls. And then I also think it's a measure of what your boards are doing. What is the executive leadership and your goals around diversity and inclusion? How do we invite more diverse population to the decision-making table? So it's really a combination of efforts. One of the things that certainly is concerning to me is during this pandemic, I think we're losing one in four women in the workforce now because of all the demands that our families are having to navigate through this pandemic. The last statistic I saw in the last four months is we've lost 850,000 women in the workforce. This pipeline is critical to making that change in these leadership positions. >> Yeah, it's really a critical time. And now we're coming to the end of this conversation. I want to ask you Teresa, what would be a call to action to everyone listening, both men and women since it needs to be solved by everyone to address the gender gap in the industry. >> I'd encourage to you to become an active sponsor. Research shows that women and minorities are less likely to be sponsored than white men. Sponsorship is a much more active form than mentorship. Sponsorship involves helping someone identify career opportunities and actively advocating for them in those roles, opening your network, giving very candid feedback. And we need men to participate too. There are not enough women in tech to pull forward and sponsor the high potential women that are in our pipelines. And so we need you to be part of the solution. >> Nishita, real quickly, what would be your call to action to everyone? >> I'd say, look around your teams, see who's on them and make deliberate decisions about diversifying those teams, as positions open up, make sure that you have a diverse set of candidates. Make sure that there are women that are part of that team and make sure that you are actually hiring and putting people into positions based on potential, not just experience. >> And real quickly, Lisa, we'll close it out with you. What would your call to action be? >> Well, it's hard to, but Nishita and what Teresa shared, I think were very powerful actions. I think it starts with us taking action at our own table, making sure you're driving diverse panels and hiring, setting goals for the company, having your board engaged and holding us accountable and driving to those goals will help us all see a better outcome with more women at the executive table and diverse populations. >> So I want to talk to you all about a pivotal moment in your career. It could have been a mentorship. It could have been maybe a setback in your career or maybe a time that you really took a risk and it paid off big, something that really helped define your career going forward. Curious what those moments were for you all in your career. Teresa, we'll start with you. >> Sure. I had a great sponsor and he was a white male by the way. He identified some potential in me when I was early in my career about five years in and he really helped pave the way for a number of decisions I made along the way to take different roles in the firm. I was at Deloitte, he's still in my life today. We get together a couple of times a year. And even though we're both retired from Deloitte, we still have that relationship and what that tell me was how to be a great sponsor. And so one of the most satisfying things I did in my career was when I finally got to the place where I was no longer reaching for the next rank of the ladder for myself, I got to turn around and pull through all of these amazing future leaders into roles that were going to help them accelerate their careers. >> What about you, Lisa? >> I think there's been many of those moments. One I'll speak about is having spin 20, 25 years in technology, I had spent my first career in department of defense, moved over to academia and then went to a high-tech firm on their IT side, really in hopes of getting the CIO role having been a CIO, I did not get the CIO role, and really had a decision to make. One of the opportunities that was presented to me was to move to the business side to run a $9 billion P&L on one of the core business units within the company. And of course, I was terrified. It was a very risky decision having never run a P&L before and not starting small going right to the billion dollar mark in terms of (laughs) what that would look like. And frankly decided to seize that opportunity and I've certainly learned in my career that those opportunities that really push you out of your comfort zone that take you down a really completely different path or where the greatest opportunities for growth and learning occur. So I did that role for three and a half years before coming into my current role back to a CIO role at Blue Shield of California in healthcare, and just a tremendous amount of learning, having been on the business side and managing a P&L that I now apply to how I engage with my partners at Blue Shield. >> I couldn't agree more. I think forcing yourself out of that comfort zone is so critical for learning and driving your career for sure. Nishita, what about you? >> Yeah, I agree. Lots of pivotal moments, but I'll talk about one very early in my career, actually was an intern and one of my responsibilities was to help research back then facial recognition technology. And I had to go out there and evaluate vendors and take meetings with vendors and figure out, all right, which ones do we want to actually test? And I remember I was leading a meeting, two of my kind of supervisors were with us. And I know I went through the list of questions and then the meeting kind of ended. And I didn't speak up at that point in time to kind of say here are the next steps or here's what I recommend. I kind of looked at my supervisors to do that. Just assuming they should be wrapping it up and they should be the ones to make a final decision or choice. And after that meeting, he came to me and he's like you know Nishita you did a really nice job in bringing these technologies forward but I wish you would have spoken up because you're the one who've done the most research. And you're the one who has the most background on what we should do next. Next time don't stand by and let someone else be your voice. And it was so powerful for me and I realized, wow, I should have more confidence in myself to be able to actually use my voice and do what I was asked to do versus leave it to someone else because I assumed that I was too junior or I assumed I didn't have enough experience. So that was really pivotal for me early in my career to learn how to use my voice. >> I'm really curious for you, Nishita. What drew you to the industry of data? What was something when you were young that drew you into that space? >> Yeah. So my background is actually in engineering and it's actually funny. It's an electrical engineering and I probably couldn't do another thermal dynamics equation to save my life anymore (laughs). But what drew me to technology was problem solving, right? It was all about how do I take a bunch of data and information and create a new solution, right? Whether it was, how do I create a device? I remember in college, right? Creating a device to go down stadium steps and clean, right? How do I take data for how this machine will interact with the environment in order to create it? So I always viewed it as problem solving and that's what has always attracted me into the field. >> That's great. So, Teresa, I'm curious, at what point did you feel that you really found your voice in your career, in yourself as a part of your professional life? >> Yeah. About 12 years into my career I started working as an M&A partner and I was working with a private equity firm along with their lawyers and other advisors, bankers and so forth. And what I realized in that situation was that I was the expert in what I did. And so, I mean, I found my voice before that in many other ways but that was sort of a moment where I felt like, "I'm here to deliver an expertise to this group of people. And none of them have the expertise that I have. And so I need to just stand firm in my shoes and deliver that expertise with confidence." So that was my example. >> That's great. Well, Lisa, what about you? What was that moment that you felt that you just found your voice kind of in your groove and that confidence kicked in? >> No, I don't know if it was exactly a moment but it was certainly a realization. Right out of college, I was working for the federal government in department of defense and certainly male dominated. And through that realized that to be heard, I had to become very good at what I do. So I built that confidence, frankly, by delivering results and capability and becoming an expert in the work, essentially the services that I provide. And when you become very good at what you do, regardless of what you look like, then people will start to listen. So I think it starts with delivering results. I think you have to build your confidence and through that you find to use your voice so that you are being heard, having worked in department of defense and academia and high tech, I've had to leverage that throughout my entire career ultimately for my voice to be heard, and to be represented within the roles that I was playing. >> That's great. I know one of the things that we've also talked about is just the value, the business value, the importance of having a diverse workforce and a diverse team and the value that that brings to the outcomes. What are some of your strategies to create those types of teams? What, as leaders in your company, you manage a team and what is your advice to them, your strategies to get a diverse pool of candidates and a diverse team. Nishita, what about you? >> I think it's looking beyond what the individual role is, right? So a lot of times we have a role description and you want these certain skills and so (indistinct), or you get a certain set of candidates. I think it's taking a step back and saying, "What are the objectives of my team? What am I trying to accomplish? What types of business acumen do I need on that team? What types of tech acumen, what types of personalities? Do I want people who know how to work with others and therefore bring them together? Do I need people who are also drivers and know how to get things done, right?" It's finding the right chemistry. We have a business chemistry, talk track around. We don't need all different kinds to make a really good team. So I think it's taking a step back and understanding what you need the makeup of your team to be, understanding the hard skills and the soft skills. And then thinking about what are all the sources you could really go to for them and being a little bit non-traditional and saying, "Do I need a full-time person all the time to do this job that's sitting here? Can I be more diverse in finding people from the crowd? Can I have part-time resources? Can I use different pieces and parts of the ecosystem to actually bring together the full team that represents the diversity?" It's just expanding our mind and stop thinking about a role to person, start thinking about it as the makeup of a team, to the outcome you desire. >> It's really about being creative and just thinking in new ways. Teresa, I'm super curious, since you sit on a bunch of different boards, what kind of strategies do you see companies taking to attract different talent? >> So I can address that from the board lens, for sure. And boards are probably one of the least diverse bodies in business right now, but that is changing, and for the better, obviously they were traditionally kind of white male dominated. And then we've had this wave of women joining boards. And now we're starting to see a wave of diverse individuals join boards. And with each person who's diverse that joins a board that I'm on, the dynamic of the discussion changes because they bring a different perspective. They bring a different way of thinking. They came from a different background or a different functional skillset or a different geography or you name, whatever element of diversity you want to see. We just added the head of Apple music to the service in our board. And so you might scratch your head and say, "Wow, the head of Apple music and an enterprise software company that is a B2B software company." But he thinks deeply about how the end user consumes in his case content and in our case software. And so he's able to bring just a completely different perspective to the discussion we have at the board table. And I think at the end of the day, that's what diversity is all about, is improving the outcome of whatever it is. If you're producing something or making important decisions like we do in board rooms. >> That's amazing. Lisa, real quickly, what are some of your strategies? >> Yeah. Well, we know diverse teams actually produce better business results. So there's no reason, there's absolutely no reason why we shouldn't think in that lens. I think it starts with our hiring and the makeup of our teams. I think it requires more than creativity though. You have to be very purposeful. I'm in the process of hiring four leadership positions on my team. And it's really to me, almost like a puzzle piece of diverse perspectives and knowledge and capabilities that come together that ultimately create a high performing team. But I can't tell you how many times I got to go back to HR and say, "I need to see more diverse talent. Are there any more women in the pool?" One of the things we've struggled, we have to get more women into the roles is, and we heard this from Sheryl Sandberg, as women, we feel we need to meet every qualification on an application. Whereas men, "I got a couple I'm good to go." And they throw their name in the hat. They take much more risk than we do as women. So we need to encourage our women to get out of your comfort zone. You don't need to meet every qualification. What Nishita was saying of thinking more broadly about what this role requires and the type of individual that we're looking for, but be purposeful in terms of driving to diversity as our end result. >> That is so true. What you just said. Thank you so much for sharing your insights. It's really interesting to hear all your strategies and thanks for sharing. >> And you're clear.

>>law from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Hey, welcome back. Everyone's two cubes. Live coverage I'm John for with the Cube were here reinvent date, too, as it winds down Walter Wall interviews two sets here. We want to think Intel, big sponsor of this, said we without Intel, we wouldn't have this great content. They support our mission at the Q. We really appreciate it. We're here and strengthen the signal the noise on our seventh reinvent of the eight years that they've been here. We've been documenting history, and we got a great panel lined up here. They got Sebastian to holler Who's the CEO? Sale Drone. Henry Stalls, Stool The VP of Science and Technology and Bowery Farming. Great use case around the food supply and Janet his era space weather scientists at NASA. The Kilo Physics division. We got a great lineup here. Great panel. Welcome to the Cube. Thanks for coming. Thank you. Okay. We'll start with you, Jen. And you're doing some super cool space exploration. You're looking at super storms in space. What's your story? >>Yeah, I work at NASA and NASA has in its mandate to understand how to protect life on Earth and in space from events like space, weather and other things. And I'm working with Amazon right now to understand how storms in space get amplified into super storms in space, which now people understand, can have major impacts on infrastructures head earth like power grits. >>So there's impact. >>There's a >>guy's measuring that, not like a supernova critical thing like >>that >>of, like, practical space. >>Actually, the idea that the perception of the world of the other risks of space weather changed dramatically in 1989 when Superstorm actually caused the collapse of a power grid in Canada and the currents flowing in the ground from the storm entered the power grid and it collapsed in 90 seconds. It couldn't even intervene. >>Wow, some serious issues. We want to get into the machine learning and how you guys are applying. But let's get through here, and we're doing some pretty cool stuff that's really important. Mission. Food supply and global food supply something that you're doing. What I think it might explain. >>Yeah, Bowery were growing food for a better future by revolutionizing agriculture. And to do that, we're building these ah network of large warehouse scale indoor farms where we go all sorts of produce indoors 365 days a year, using zero pesticides using hydroponic systems and led technology. So it's really exciting. And at the core of it is some technology we call the Bowery operating system, which is how we leverage software hardware in a I tow, operate and learn from our farm. >>I'm looking forward to digging into that Sebastian sale drone. You're doing some stuff you're sailing around the world. You got nice chance that you now tell your story. >>Sadly, no way. Use wind powered robots to study the 20% of the planet that's currently really data scarce. And that's the oceans on. So we measure things like biomass, which is how many fish down in the ocean. We measure the input of energy, which impacts weather and climate. We mapped the seabed on. We do all kinds of different tasks which are very, very expensive to do with few ships >>and to report now that climate change is on everyone's agenda, understanding potentially blind spots. Super important, right? >>That's what I'm trying to, You know, this whole question of if it's a question of what? When and what and how much. And so, you know, the ice is melting, the Gulf Stream is changing, and Nina is wrecking havoc. But we just do not understand this because we just don't have the data. In city, we use satellites where they have very low resolution. They cannot see through the water where you ships. No, has 16 ships he in the U. S. So we have to do better. We have to translate this into a big data problem. So that's what we're doing. We have 1000 sale drones on our plan with 100 water right now. And so we're trying to instrument old oceans all the time, >>you know, and data scales your friend because you don't want more data. Yes. Talk about what you're working on. What kind of a I in machine learning are you doing? You just gathering day. Then you're pumping it up to the cloud via satellites or what's going on there? >>One of the one of the use cases trying to understand you know who's out there. What are they doing? Another doing anything illegal. So to do this, you need to use cameras and look at the horizon and detect. You know whether you have vessels. And if those vessels are not transmitting the position, it means that they're trying to stay hidden on the ocean. And so we use machine learning and I that we train on on AWS to try to understand what where those things are. It's hard enough on land at sea. It's very hard because every pixel is moving. You have waves. The horizon is moving, the skies moving, the ship is moving. And so trying to solve this problem is a completely new thing that's called maritime domain awareness on, and it's something that has never been done before. >>And what's the current status of the project? >>So wave been live for about four years now we have 100 sail drones were building one a day towards the goal of having 1000 which we covered all the planet in a six by six degrees squares on. We are operationally active in the Arctic in the tropical Pacific. In the Atlantic. We just circumnavigated Antarctica, So it's the thing. That's really it's out there. But it's very far from from from land, >>So the spirit of cloud and agility static buoy goes away. You want to put the sale drones out there to gather and move around and capture. >>That's what the buoy is. You know, a massive steel thing, which has a full mile long cable, and it's it's headed to the silo in a fix stations one point and the ocean goes by. You having and robots means that you can go where you know something interesting is happening where you have a hurricane where you might have an atmospheric river where you might have a natural catastrophe or man made catastrophe. So this intelligence of the platform is really important in the navigation. That platform requires intelligence. And on the other side, getting 1000 times more data allows you to understand things better, just like Michael is doing. >>It isn't a non profit of four profit venture. >>It's a for profit company. So we said raw data a fraction of the cost of existing solution to try to create this kind of transformative impact on understanding what's happening >>that's super exciting for all the maritime folks out there because I love the ocean myself. Henry, you you're tackling real big mission. How using technology. I can almost imagine the instrumentation must be off the charts. What's your opportunity? Looked like? A tech perspective >>s o The level of control we have in our farms is really unparalleled. Weaken tune Just about every parameter that goes into growing our plans from temperature humidity Co Two light intensity day night cycles list keeps going on. And so to do Maur with fewer resource is to grow Maurin our farms. We're doing something called science a scale where we can pull different levers and make changes to recipes in real time. And we're using a I tow, understand the impact that those changes have and to guide us going from millions of different permutations. Trillions of permutations, really too. The perfect outdone >>converging. You jittery? Look at the product outcome. You circle that dated back is all on Amazon >>way. Do operate on Amazon. Yeah, and we're using deep learning technology to analyze pictures that come from cameras all over our farms. So we actually have eyes on every single crop that grows in our facilities and So we process those, learn from the data and and funnel that back into the >>like, Maybe put more light on this or do that kind of make a just a conditions. Is that that thing? That's >>exactly it. And we grow lots of different types of plants. We grow butter, head lettuce, romaine, kale, spinach, arugula, basil, cilantro. So there's a lot of different things we grow, and each of them require different, different little tweaks here and there. Toe produced over the best tasting and most nutritious product. >>That's cool, Janet Space. Lastly, on one inspection, we're gonna live on Mars someday. So you might be a weather forecaster for what route to take to Mars. But right now, the practical matter is Israel correlation between these storms. What kind of data problem are you looking at? What is the machine learning? What are some of the cool things you're working on? >>It? We have a big date, a problem because storms of that magnitude are very rare. So it's hard for us to find enough data to train a I we can't actually train a we have to use, you know, learning that doesn't require us to train it, but we've decided to take the approach that these super storms are like anomalies on the normal weather patterns. So we're trying to use the kind of a I that you used to detect anomalies like people who are trying to break into to do bank fraud or, you know, do a Web server tax. We use that same kind of software to tryto identify anomalies that are the space weather and look at the patterns between sort of a normal, more of a normal storm and a space with a huge space weather event to see how they patterns. Comparing how you're amplifying the regular storm into this big Superstorm activity. >>So it sounds like you have to be prepared for identifying the anomaly. See you looking at anomalies to figure out where the anomaly might be ready to be ready to get the anomaly. >>Yeah, you look at the background, and then what sticks out of the background that doesn't look like the background is is identified as the anomaly. And that's the storms that air happening, which are quite rare, >>all three of you guys to do some real cutting edge cool projects. I guess my question would be for the folks that are putting their toe in the water for machine learning. They tend to be new use cases like what you guys are doing, whether it's just a company tryingto read, factor themselves or we become reborn in the cloud ran legacy stuff. When you hear it, Amazon reinvent. This is the big question for these folks that are here. You guys are on the front end of a really cool projects. What's your advice that the people are trying to get in that mindset? >>So I think I think you know the way the way to think about this is if you're good at something and if you think you have the solution for something, how can you make that a 1,000,000 times more efficient? And so the problem is, there's just not enough capacity in the world, usually to treat data sets that a 1,000,000 times larger. And this is where machine learning should be thought about it as an extension of what humans really good at using a pair of eyes, ears or whatever or the sense. And so in our case. For example, counting fish acoustician, train acoustician, look at sonar data and understand schools of fish and can recognize them. And by using this knowledge base, we can train machines to do this on a much grander scale. And when you're doing a much grander scale, you derive. Ah, holding tight to >>your point is that humans are critical. I'm the process. So scaling the human capabilities and maybe filling in another scale issues or >>that's what a machine learning is. It's the greatest enabler of our time. It enables us to do things which are impossible to do before because we just didn't have enough people to do them at scale. >>AKI is being able to ask questions, right? And so if you have the questions to ask, you can apply this technology in a way that's never really been before possible. >>You're Jake. >>Yeah, I am actually someone who didn't know anything about a Ira ml when I started. I'm on. I'm a research scientist. That space weather. So coming into this, I'm working with E m L Solutions Lab here and putting a I experts with with experts and space brother we're getting we're doing things that are gonna give us new advances. I mean, We're already seeing things we didn't know before. So I think that if you partner with people who really have strong a I knowledge, you can use your knowledge of science to really get to the really important issues. >>Okay, I have to ask the final lightning round question. What is the coolest thing that you've done with your project that you've either observed implemented? That is super cool. Super cool. What's the coolest thing >>well in in terms of us were using anomaly detection to identify storms and in the first round through it actually identified every single Superstorm, which was not the major super storms, but it did. But it also started identifying other anomalous events, and when you went looked at him, they were anomalous events. So we're seeing things. It's picking out the weird things that are happening in space weather. It's kind of exciting and interesting. >>I worked for a day with you. I would love to just leave these anomalies every what's the coolest thing that you've seen or done with your project? >>I think the fact that we've built our own custom hardware own camera systems, uh, and that we feed those through algorithms that tell us something about what's happening minute by minute with plans as they grow to see pictures of plants minute by minute, they dance and it's truly it's It's remarkable. >>Wow! Fascinating Machin >>We've counted every single fish on the West Coast, the United States, every single air from Canada to Mexico. I thought I >>was pretty >>good. I didn't think it was possible. >>Very cool. But what's the number? >>Yeah, If I could tell you, I would. But I'm not allowed to tell you the jam. >>And you know where the salmon are, where they're running all that good stuff. Awesome. Well, congratulations, You guys doing some amazing work is pioneering a great example of just what's coming. And I love this angle of making larger human impact using technology. Where you guys a shaping technology for good things. Really, really exciting. Thanks for coming on, John Kerry. We're here live in Vegas for re invent 2019. Stay with more coverage. Day three coming tomorrow back with more After this break, when a fake intel for making it all happened presented by Intel Without their sponsorship, we wouldn't be able to bring this great content. Thanks for watching

from London England it's the cube covering Koopa inspire 19 Mei brought to you by Koopa hey welcome to the cube Lisa Martin on the ground in London at Koopa inspire 19 very pleased to welcome to the cube for the first time we have Dean Henry the EVP of business financing and supplier management from American Express Dean welcome to the cube thank you happy to be here so let's talk about payments we those of us in our date lives as consumers the b2c transactions are so easy these days right you can transact from your phone from your watch it's we're doing everything we're paying bills we're buying things yet in the b2b space business payments haven't had as rapid as innovation as we seen on the on the consumer side talk to me a little bit about the business-to-business payments industry from MX's perspective before we get in to what you guys are doing with Cooper yeah well first comment on on the innovation you're absolutely right the innovation that's happening and retail payments hasn't made its way to b2b payments I think that's mostly a function of you know a consumer having the ease to try something new download an app and and change the way that they transact a bit at a store but with with whomever they're paying whereas a big business has a lot of processes that drive their their business spend and the way that they manage it and systems and you know as we're here talking with Koopa today you know the the processes that they automate and that they bring are critical to you know making payments happen and because because of that there's just barriers to entry that make make b2b payments harder to mirror the speed that you see in the retail side that said there's a lot of exciting things happening you know b2b payments is a hundred and twenty seven trillion dollar market globally it's a big profit pool that a lot of players are innovating in and when you look into the landscape and you consider who's playing out there you know there's traditional big banks that have been sort of the stalwarts of Global Payments there's obviously a large and grow and growing FinTech community with new companies every day that are in the media offering new capabilities to to clients and then there's players like American Express and I think we're actually uniquely positioned in that landscape with not too many exactly like us and when you look at you know the big banks and some of the challenges that they have when I talk to our customers about fees and and you know processes that take a while or money that moves with with relative uncertainty in terms of how much is actually going to show up and the beneficiaries account based on lifting fees as money moves between banks and then you look at the FinTech community that's new innovative solutions but you're not sure that they're always going to be around you know after the next funding cycle I think we're we're trying to play an in the middle where were a great alternative to the FinTech community we're a global platform for payments we're a global platform for lending so we can really do all the things that a FinTech can do all the things that a bank can do in many instances and and do that with the brand and the certainty that is a max and so we're excited about the space and we're investing a lot of time and energy and and partnering where we need to in order to make sure our customers can transact where they want us to to help them facilitate commerce right that point of enabling a customer to transact where they want what influences are you is the American Express seeing and being able to infuse into your partnerships from the consumer side from that consumer who buy something with a click or a swipe on Amazon and wants to be able to do something similar in their business day job tell me about the influence that American Express is seeing and what that position that you just subscribe is allowing you guys to say all right this is a direction that we're gonna go and because we know yeah I need to meet you mr. customer where you are right what look I think part of it is is demographics to be perfectly honest if you look at Gen Y and Gen Z they're they're more of the decision makers in today's management they will be even more tomorrow's management and so they to your point have that expectation that their business life shouldn't be that much more complex in their personal life so so what we're trying to do is find the partners that have the best user experience and make sure our solutions work seamlessly there that's step one that's that's what we're doing here with Koopa step two is we're also trying to make sure that our capabilities on on Amex a digital real-estate works just it just as easily as our retail side of our business and we're we're doing that you know with a with the unifying principles and American Express which is you know the trust and the service and the brand that that we offer to our clients but then also the the merchant rewards so there's a rich history of of American Express providing a differentiated value proposition with the credit card rewards that that exists and we take take that capability into our our business relationships and make sure that it's a value add to those customers that want it so let's talk about what American Express is doing with Kupa what was it just announced with Koopa pay so yeah Koopa pay you know I was impressed by the stats that Rob put up there they're they're growing quickly and we want to be part of it we're a candidly following the requests of our clients who want American Express as a payment option inside the Koopa pay we offer a tremendous value prop inside of Koopa pay the data that flows with a payment the data that we're able to collect that differentiates us from our competition helps our our clients reconcile their payments eliminate the paper realize the efficiencies that that Koopas clients are excited about and so we're they're simply enabling American Express to be a payment option and my hope and I think Koopas hope is that that's step one of a partnership and and will be able to do more together to serve our collective clients so this is enabling American Express of virtual cards be available as a payment option within Kupa pay yes and what is a virtual card so virtual card is is a virtual credit card number it can be a one-time use or a multi-use okay and you know our our clients use it for several different reasons you know buyers of of goods use a virtual card in order to make the payment of a supplier easier to get more data along with the transaction so that they can reconcile a payment to a purchase order and to associated invoices the suppliers get benefit as well and in that they to get enhanced data to reconcile payment that they receive on their end there's also working capital benefit in that if if a buyer chooses to pay early an invoice we can extend financing and pay the the supplier earlier so that they have more working capital to operate their business and so so it's a real balanced value prop where both parties are realizing value is this going to enable a buyer to have benefits like increased security with the way the virtual card works yeah what increased security and so far as a virtual card isn't is encrypted the fact that you know American Express stands behind all of our card payments with our brand and our promise that differentiates from you know a traditional bank payment you know ACH and other other low value clearings that don't have those guarantees along with it and so so that is a big differentiator but but I think candidly the the biggest benefit our clients see is the enhanced data and the working capital I think that's where we're trying to enrich both sides of the transaction give more data to enable the automation that's happening in the industry and extend credit so that businesses can operate more efficiently and and and by the things that they need to buy and hire the people they need to hire is this also something that will give suppliers and buyers more visibility you talked about enhanced data well they now have more visibility over buyers like different supplier options or suppliers with different ways that they can get paid so certainly enhance visibility on on when a suppliers getting paid and relative to the invoice date and what we're trying to do is work with Koopa and work with our partners around well how do we enhance the data so that so that as you know Koopa talks about the community of suppliers that their buyers utilize how can we be part of that how do we support the buyers and making decisions the suppliers and utilizing American Express as a as a source to be a verified business that has gone through all the legal legal checks that are required in commerce and bringing both of those capabilities to to do a transaction on the Koopa Network one of the stats that Rob mentioned this morning and love stats I really geeked out over them I don't know why you say there's five million plus suppliers on the Koopa platform is that an advantage that American Express sees to help extend the footprint of your virtual cards absolutely I what I'm candidly more excited about is the millions and millions of suppliers that are on the American Express network and that's an asset that I see personally as something that we can work with with Koopa and other partners to bring you know the businesses that are already verified that are on our network that we personally talk to every you know every year and bring those verified profiles to the commerce networks like Koopa so that it's easier to transact on Koopa if you have an American Express card got it and then last question for you is if we look at this partnership what was announced today this is launching in the UK and Australia first and then you'll roll it up more globally can you tell me a little bit about why those two regions yeah one that's going to be available for customers to use so so the honest answer is we wanted to be fast to market and quick and quick out to our customer base the UK and Australia are two very important geographies for us so we're launching first in those places by the end of the year and then looking at rolling out in the US and early 2020 and then from their expanding alongside excellent well Dean thank you for joining me on the cube this afternoon sharing what's new with Amex and Cooper we appreciate your time thank you so much really happy to be here excellent for Dean Henry I'm Lisa Martin you're watching the cube from Cooper inspire London 19 thanks for watching [Laughter]

(upbeat music) >> Announcer: From London, England, it's theCUBE. Covering Coupa Inspire'19 EMEA. Brought to you by Coupa. (gentle music) >> Hey, welcome to theCUBE. Lisa Martin, on the ground in London, at Coupa Inspire'19. Very pleased to welcome to theCUBE for the first time, we have Dean Henry, the EVP of Business Financing and Supplier Management from American Express. Dean, welcome to theCUBE. >> Thank you, happy to be here. >> So let's talk about payments. Those of us in our day lives as consumers, the B2C transactions, they're so easy these days, right? You can transact from your phone, from your watch. We're doing everything. We're paying bills, we're buying things. Yet in the B2B space, business payments haven't had as rapid as innovation, as we've seen on the consumer side. Talk to me a little bit about the business-to-business payments industry from AMEX's perspective, before we get in to what you guys are doing with Coupa. >> Yeah well, first comment on the innovation you're absolutely right. The innovation that's happening in retail payments, hasn't made it's way to B2B payments. I think that's mostly a function of a consumer having the ease to try something new. Download an app, and change the way that they transact a bit at a store. Or, a bit with whomever they're paying. Whereas, a big business has a lot of processes that drive their business spend. And the way that they manage it, and systems. As we're here talking with Coupa today, the processes that they automate, that they bring, are critical to making payments happen. Because of that, there's just barriers to entry, that make B2B payments harder to mirror the speed, that you see in the retail side. That said, there's a lot of exciting things happening. B2B payments is a $127 trillion market globally. It's a big profit pool that a lot of players are innovating in. And when you look into the landscape and you consider who's playing out there. There's the traditional big banks, that have been sort of the stalwarts of global payments. There's obviously a large and growing fintech community, with new companies everyday that are in the media, offering new capabilities to clients. And then there's players like American Express. And I think we're actually uniquely positioned in that landscape, with not too many exactly like us. And when you look at the big banks and some of the challenges that they have. When I talk to our customers about fees, and processes that take awhile. Or money that moves with relative uncertainty, in terms of, how much is actually going to show up in the beneficiary's account, based on lifting fees, as money moves between banks. And then you look at the fintech community. That's new innovative solutions, but you're not sure that they're always going to be around, after the next funding cycle. I think we're trying to play in the middle. Where we're a great alternative to the fintech community. We're a global platform for payments. We're a global platform for lending. So we can really do all the things that a fintech can do. All the things that a bank can do, in many instances. And do that with the brand, and the certainty, that is AMEX. So we're excited about the space. And we're investing a lot of time, and energy. And partnering where we need to, in order to make sure our customers can transact where they want us to help them facilitate commerce. >> Right, that point of enabling a customer to transact where they want. What influences are you, is American Express, seeing and being able to infuse into your partnerships, from the consumer side? From that consumer who buys something with a click, or a swipe on Amazon, and wants to be able to do something similar, in their business day job. Tell me about the influence that American Express is seeing. And what that position that you just described, is allowing you guys to say, all right this is the direction that we're going to go in. Because we know we need to meet you, Mr. Customer, where you are. >> Right, well look I think part of it is demographics to be perfectly honest with you. Look at Gen Y, and Gen Z. They're more of the decision makers in today's management. They will be even more in tomorrow's management. And so they, to your point, have that expectation that their business life shouldn't be that much more complex, than their personal life. So, what we're trying to do is find the partners that have the best user experience. And make sure our solutions work seamlessly there. That's step one, that's what we're doing here with Coupa. Step two, is we're also trying to make sure that our capabilities on Amex, a digital real estate works just as easily as a our retail side of our business. And we're doing that with the unifying principles of American Express, which is the trust, and the service, and the brand that we offer to our clients. But then, also the merchant rewards. So there's a rich history of American Express providing a differentiated value proposition, with the credit card rewards that exist. And we take that capability into our business relationships, and make sure that it's a value add to those customers that want it. >> So let's talk about what American Express is doing with Coupa. What was just announced with Coupa Pay? >> So yeah, Coupa Pay, I was impressed by the stats that Rob put up there. They're growing quickly, and we want to be part of it. We're candidly following the requests of our clients who want American Express, as a payment option inside Coupa Pay. We offer a tremendous value prop inside of Coupa Pay. The data that flows with a payment, the data that we're able to collect, that differentiates us from our competition. Helps our clients reconcile their payments, eliminate the paper, realize the efficiencies that Coupa's clients are excited about. And so, we're there simply enabling American Express to be a payment option. And my hope, and I think Coupa's hope, is that that's step one of a partnership. And we'll be able to do more together, to serve our collective clients. >> So this is enabling American Express virtual cards to be available as a payment option, within Coupa Pay? >> Dean: Yes. >> And what is a virtual card? >> So a virtual card is a virtual credit card number. It can be a one-time use, or multi-use. >> Okay. >> Our clients use it for several different reasons. Buyers of goods use a virtual card, in order to make the payment of a supplier easier. To get more data, along with the transaction, so that they can reconcile a payment to a purchase order, and to associated invoices. The suppliers get benefit as well. In that, they too get enhanced data to reconcile a payment, that they receive on their end. There's also working capital benefit. In that, if a buyer chooses to pay early an invoice, we can extend financing, and pay the supplier earlier. So that they have more working capital to operate their business. So it's a real balanced value prop, where both parties are realizing value. >> Is this going to enable a buyer to have benefits, like increased security, with the way the virtual card works? >> Increase security, in so far as a virtual card is encrypted. The fact that American Express stands behind all of our card payments, with our brand and our promise. That differentiates from a traditional bank payment. You know ACH, and other low value clearings, that don't have those guarantees along with it. So that is a big differentiator. But I think candidly, the biggest benefit our clients see is the enhanced data, and the working capital. I think that's where we're trying to enrich both sides of the transaction. Give more data to enable the automation that's happening in the industry. And extend credit, so that businesses can operate more efficiently. And buy the things they need to buy. And hire the people they need to hire. >> Is this also something that will give suppliers, and buyers, more visibility? You talk about enhanced data. Will they now have more visibility over buyers, like different supplier options? Or suppliers, with different ways that they can get paid? >> So certainly, enhanced visibility on when a supplier is getting paid. And relative to the invoice date. And what we're trying to do is work with Coupa, and work with our partners around, well how do we enhance the data so that as Coupa talks about the community of suppliers, that their buyers utilize. How can we be part of that? How do we support the buyers in making decisions? The suppliers in utilizing American Express as a source to be a verified business, that has gone through all the legal checks, that are required in commerce. And bring both of those capabilities, to a transaction on the Coupa network. >> One of the stats that Rob mentioned this morning. I love stats, I really geek out over them, I don't know why. He said there's five million plus suppliers on the Coupa platform. Is that an advantage, that American Express sees, to help extend the footprint of your virtual cards? >> Absolutely, what I'm candidly more excited about is the millions, and millions, of suppliers that are on the American Express network. And that's an asset that I see personally, as something that we can work with Coupa, and other partners, to bring the businesses that are already verified. That are on our network, that we personally talk to every year. And bring those verified profiles to the commerce networks, like Coupa, so that it's easier to transact on Coupa, if you have an American Express card. >> Got it, and then last question for you is if we look at this partnership, what was announced today, this is launching in the UK and Australia first. And then, you'll roll it out more globally. Can you tell me a little bit about why those two regions? When that's going to be available for customers to use? >> So the honest answer is we wanted to be fast to market, quick out to our customer base. The UK and Australia, are two very important geographies for us. So we're launching first in those places, by the end of the year. And then, looking at rolling out in the US in early 2020. And then, from there expanding alongside Coupa globally. >> Tell me, as we're sitting here in London. Some of the interesting things going on, it's a lot of geopolitical challenges. Everybody knows about Brexit, and the election coming up, on the 12th of December. Tell me a little more about the UK market for American Express. What were some of the market dynamics that Amex said, hey there's an opportunity here for, I'll use a word that Coupa uses, acceleration, like accelerated time to market. Give me a little more about that. >> Yeah I mean candidly, like the geopolitics haven't really played into our launch. But the UK has been a strong market for Amex, for a very, very long time. Brighton, where we have a very big presence with the local football team in Brighton. That's just a metaphor for the broader extension, and client base, and employee presence that we have here. And so we wanted to make a big partnership announcement, in an important place. And the UK felt like the right market to do it in. >> Excellent, well Dean thank you for joining me on theCUBE this afternoon. Sharing what's new, with Amex and Coupa. We appreciate your time. >> Thank you so much. I'm really happy to be here. >> Oh excellent. For Dean Henry, I'm Lisa Martin. You're watching theCUBE, from Coupa Inspire London '19. Thanks for watching. (gentle music)

>> Announcer: Live from Atlanta, Georgia, it's theCUBE, covering IFS World Conference 2018. Brought to you by IFS. >> Welcome back to theCUBE's live coverage of IFS World Conference here in Atalanta, Georgia. I'm Rebecca Knight, your host along with my co-host, Jeff Frick. It is late in the day here, the reception is about to start, the drinks are flowing, but we are still interviewing guests, and we've got a great panel right now. Joining us is Scott Helmer. He is the Senior Vice President at the Aviation and Business Defense Unit at IFS, and Henry Canaday, who is a contributing editor at Aviation Week. Thank you both so much for joining us. >> Thanks for having us. >> I wonder if you could walk our viewers a little bit through the idea, where does aviation and defense sit within the IFS business strategy? >> I'm happy to answer that. I think our new CEO of IFS, Darren Roos, has been very clear that there are three things that IFS will be best at. Number one, we will be best at mid-market ERP in those vertical markets that we care about. We will be number one in field service management. And we will be number one in maintenance management solutions in aviation and defense. So aviation and defense is one of the pillars on which IFS's strategy is currently based, and we have formed a global business unit inside of IFS that is specifically responsible, it's a 300 person strong team that is responsible for distributing a comprehensive portfolio of A and D solutions to the A and D market globally. >> What are the some of the biggest challenges that you're setting out to solve for your customers? >> Also a good question. We address the full range of management solution capability across A and D. So whether you're an operator in commercial or defense sector, or whether you're an inservice support provider, we provide solutions and support, all of your MRO capabilities, some of your performance-based logistics requirements, some of your supply chain requirements. Basically leveraging the core processes that IFS is differentiated around. Those being manufacturing, asset and service management, supply chain and project management. >> What's special about aviation and defense that's not been marketed or service delivery, which captures a lot of industry verticals, but the fact that you guys got carved out as a separate vertical, what are some of those unique challenges? >> What is chiefly unique about aviation and defense is the overall complexity in the marketplace. You're talking about very very complex capital intense of mobile assets, where managing the maintenance obligations in order to maintain the availability of the aircraft is under the scrutiny of compliance and is required to be done efficiently, without compromising safety. >> Not to mention the fact, your assets are flying all over the world, so they might not necessarily be able just to roll into the maintenance yard at the end of a bad day. >> And they're large and expensive, that's for sure. >> (laughs) Large and expensive. >> Henry, you've been covering the aviation industry for more than 20 years now. What do you see as the biggest trends, biggest concerns that a company like IFS is trying to grapple with right now, in terms of servicing its clients? >> Well the interesting thing about the airline industry is that it technically in many areas it's extremely advanced and very fast moving industry. In selling tickets, the industry has been going through a continual IT revolution for the last 20 years. Things like giving you notices about when your planes arrive and stuff like that. Very fast moving, changing all the time. But this is stuff, it's just money. There's no safety involved, so they can take chances, if they get it 99% right, they make enough money, they can solve the one percent errors. The problem with maintenance is it's messy, it's complex as Scott says. It's also safety critical. They can't screw it up one tenth of one percent of the time. They've been very, very cautious and very, very slow, and they look sluggish and stagnant on the maintenance side. But fortunately, now, especially the U.S. airlines are making some good money, so there's actually an opportunity for companies like IFS to come in here and really reform the maintenance program. >> We cover a lot of autonomous vehicle shows. Autonomous vehicles are coming. Obviously, a big element of autonomous vehicles will ultimately be safety. One of the things that comes up over and over again, if you look at the number of accidents, the fatalities that happen on our streets, compared to what happens in aviation, if a week on the streets happened at a week in the aviation industry, the planes would be shut down. >> Scott: There'd be no aviation. >> The threshold that you guys have to achieve in terms of safety is second to none. I don't know if there's anything even close, especially in terms of volume of people, and then, oh by the way, everyone globally is getting richer, so the amount of passenger flow. I don't know if you can speak to that in terms of the growth of passenger miles, I imagine is the metric, continues to explode. >> You've had basically 18 straight years without a fatal crash by a major American airline. That's unheard of, that's unheard of. We used to have one crash a year up till around 2000. Every time somebody annoys me with customer service in an airline, I think of this, they're doing the important stuff right, so I don't care. (laughs) >> Very well. >> Right. >> And, then do you think the efficiency, right? At least here domestically, I always think of Southwest, 'cause they were the first ones that really had fast turns, and they raced to the gate, they raced back out of the gate, in terms of really trying to get the maximum efficiency out of those assets. The pressure there, in translating to the other airlines is pretty significant to make sure you're really getting a high ROI. >> That's absolutely right. Again one of the levels of complexity that we were discussing. Certainly airlines are being forced to finally introduce some change into their maintenance operations, as the increasingly complex assets are part of the re-fleeting, as that faster traffic continues to grow. It's about both achieving greater efficiency in maintenance operations, not only without compromising safety, but ensuring the availability of that asset. Because revenue dollars still matter greatly, and those assets are your revenue producing assets that an airline has. >> Can you describe your approach in terms of of how you work together with your clients, the airlines, in terms of developing new products and new features. >> One of the unique characteristics about aviation and defense is not only the size of the client, but the length and duration of the relationships. So, we have a long and rich history, both at IFS and through the acquired MXI technologies, of working with our partners in their programs over the very long term. As much as we have domain expertise and a sizable team of domain experts inside of our business, we're able to recognize our partners that are visionaries in the industry, and we have established multiple levels of collaboration to involve them in the shaping of solution capability to support their businesses going forward. We are just launching today two new planning applications that were not only being launched with American Airlines and LATAM Airlines respectively, but were co-developed with subject matter experts at each. So they're tremendously valuable inputs into shaping our vision of what solutions are going to best drive business value for our customers over a very long relationship horizon. >> So, what have you unpack at MXI acquisition, what did that give you that you didn't have before and what's the total solution now? >> Certainly, I joined IFS through the MXI acquisition. I was previously it's Chief Operating Officer. MXI was focused on best of breed MRO capability for both defense and service port providers, as well as commercial airlines. In combining with IFS, that had a rich history in A and D, we now have the most comprehensive solution portfolio available on the market today. We are the only vendor that can provide best of breed capability, integrated into an end to end enterprise landscape, and we've got the team of subject matter experts or domain experts that are capable of delivering that value, not just the product, but the solution to the customers across all the segments of A and D. >> Just to be clear, your defense is more than aviation. I saw a military truck over on the expo hall, so it's assets beyond just airplanes when it comes to defense. >> Correct, we support on the defense side of things. We support multiple platforms, whether they're fighter jets, whether they're cargo carriers, whether they tanks, whether they're ships, we support for the operators, the offset optimization, performance based logistics, security, et cetera. For the in-service port providers, we similarly support supply chain requirements, MRO requirements, et cetera. >> Henry, as you look forward, you've been covering this space for a while, what are some big, new things coming down the road in the aviation industry that we should be looking for, 'cause we haven't seen a lot of big things from the outside looking in. I guess we had the next generation fighter planes, and then we had obviously the A380 and the 787 on the commercial side. What's new and coming that you're excited about? >> Well, technology changes slowly in commercial aviation, because of the safety aspect. The big, new things are the new aircraft, the 787 and the A350. They are really new generation aircraft, lot more composites, plastics if you will. They're using that instead of aluminum. The other things that's happening is additive manufacturing, this whole printing parts. That's real big, and I've been telling everybody the new Boeing 787 has two printed parts, one made by GE, $120 billion a year. The other made by a company called Norsk Titanium, with 140 people coming out of Norway, which is not exactly the center of innovation in aerospace programs. >> Jeff: With a printed part, like a 3D printed part? >> Yeah a printed part. Those are the two big changes in the aircraft. I mean, customers aren't going to see it, but these planes are now made largely of plastics and the metal parts are going to be more and more printed. Much more efficient way, lighter aircraft, less fuel use, more efficient, less environmental effects, etc. That's a big deal. More important than a huge airplane. >> Right, well I can imagine, we hear about the impacts of 3D printing. I haven't really seen it yet, but this vision where your ability to print parts on demand will have significant impacts on supply chains and inventory and huge, huge impacts down the road. >> And the airline industry is the most demanding. They've go to go through really massive proofs of concept and proof of materials, and it's starting to happen. >> Henry, what would you say is the most important area that IFS should focus on. If they can solve one problem in the airline industry, what do you think it should be? >> Availability would be one. Just aircraft availability, that's what. The airlines are concerned about two things. Dollar cost per flight hour to maintain and what they call a technical dispatch reliability. They want to get that plane launched 99.99% of the time. Get rid of the unpredictive maintenance problems. Schedule everything, make it quick, I want to get the planes off on time. >> It's amazing that unscheduled maintenance, regardless of industry, still continues to be such a bug-a-boo to productivity and profitability. It's one of these things that just has huge impact. >> I would completely agree with Henry. I think asset availability is the number one focus for commercial operators. Our focus has certainly been around trying to remove the impacts of unscheduled maintenance. One of the applications that we launched today allows you to react very, very quickly to unplanned or unscheduled maintenance events, and to do some what-if modeling, so that you can implement the best plan for your fleet, in order to maximize the availability of that asset. Not just in terms of bolstering or producing a better plan. We're attempting to do that even with line planning, where we're adjusting the traditional planning perimeters away from what must be done to what should be done in order to maximize the availability of that aircraft. Of course, as Henry said, everybody's focused on faster, tighter turnaround times. All of our software is designed to try and drive tighter turnaround times and greater efficiency. >> What percentage is scheduled versus predictive versus prescriptive? Maintenance. >> I think it varies by airline. The great majority of maintenance is scheduled, I mean, there's no doubt about that. They put these aircraft down for a week or a month. It's a massive amount of money. It's not the amount of maintenance, it's when unscheduled maintenance happens, it really throws things off. It may only be one or two percent of the maintenance tasks are unscheduled, but that's what throws the aircraft off the schedule. That's what leaves passengers sitting in the departure lounges, ticked off. Not getting there till the next day or the next week, whenever, so it's a very, very small percentage, these unscheduled maintenance events, but it's crucial to the airlines' economics. >> Exactly. Crucial to our itineraries, as well, as the economics. Exactly. >> Making sure that the airlines continue to do what they do best, which is get us from place A to place B. >> Precisely. Well, Scott Henry, thank you so much, it's been a really fun conversation. >> I enjoyed being here, thank you. >> Jeff: Thank you. >> Thanks, Henry. >> Thanks. >> We will have more from theCUBE's live coverage of IFS World Conference just after this. (digital music)

(light electronic music) >> Announcer: Live from Stanford University, in Paolo Alto, California, it's theCUBE. Covering Women in Data Science Conference, 2018. Brought to you by Stanford. >> Welcome back to theCUBE, I'm Lisa Martin. At Stanford University, we're here for the third annual Women in Data Science Conference. #WiDS2018, check it out, be part of the conversation, WiDS is in it's third year, but it's aiming to reach about a hundred thousand people this week alone. There's 177 regional WiDS events in 53 countries. This event here, the main event at Stanford, features key notes, technical vision talks, a career panel, and we're excited to be joined next by Dr. Nathalie Henry Riche. I did that in French. >> Yes. (laughs) Who is a researcher at Microsoft, and Natalie, first of all, welcome to theCUBE. >> Thank you, I'm really thrilled to be here. >> Yeah, you gave a technical vision talk on data visualization, and data driven's story telling. Share with our audience, some of the key messages, that the WiDS audience heard from you earlier today. >> Well, I guess, I gave two main messages. The first one is, that a visualization has two superpowers. >> Lisa: Superpowers? >> Superpowers. >> Tell me girl. The first one is enable you to kind of think about your data in a new way. So, just kind of form hypothesis, and answer questions you didn't even know, you had by your data. So, that's the first one. The second super power, is it's really useful to communicate information, and communicate with a large audience. Visualization helps you, kind of convey your point with data, to back it up. So, that's kind of the short one minute. >> I love that, super super hero, super power. So, WiDS is, as I mentioned at the intro, in its third year, and reaching, it's grown dramatically in such a short period of time. This is your first WiDS, and your first WiDS you are a speaker. What was is that attracted you to WiDS, and you went, yes I want to give some of my time to this, and come down from Seattle? >> Well, so I'm French originally, and my studies I did at engineering school, and it was one of three out of 300 men, right? >> Wow. >> So, I was requested a lot for women in computer science, and engineering. So, I actually really like it. Just meeting all of those people, talking about, you know, trying to bring more women in. Part of the job I'm doing is very creative, so, we're trying to come up with new ideas for visualization. I think having, you know, a wide range of people adds to the mix, and we get so many more exciting ideas. So, I really want to try to have more diverse group of people I can work with, and connect to, and so that's why that attracted me to here. >> Excellent, couple of things that you said I've heard a number of times today. The first one is, what Daniela went and shared, who's also a speaker, that often times, some of the few women in tech, and you mentioned being one of three in 300? Are asked to do a lot of other things. Did you find that, that, okay you're one of the few females, you're articulate, you like speaking, we want you to do all these things. >> Yes, and I say no a lot. (laughs) >> 'Cause I have kids, too. >> That's a skill, too. But yeah, it happens a lot. I think as we go further, it's going to be less and less happening. It's better in the end. So, it's kind of a service, I see it as a service to, you know, my field, and my company. But, at the same time, we'll also get a lot of benefits from it. But that said, I try to cut it down to a manageable level, so two hours flight from Seattle works great. >> Right, right, right. Another thing is that, that you mentioned the creativity. I've heard that a number of times, today from our guest Margot Gerritsen, was on as well. Tell me about your thoughts about being in this data science role, the need for creativity. How does, how it, why is that you might consider it, like a softer skill versus the technical skills. But, how important is that creativity in your job, for example? >> So, my job is really like researcher. Trying to have new ideas, and innovate for Microsoft in particular. So, I'm not really a data scientist, but I build the tools for a data scientist. So, knowing that, creativity is important because you need to kind of think out of the box. What is the next generation of tools that they will need? In turn, they need to think out of the box, kind of get more insight out of the data they're collecting. So, creativity is just like, pervasive to this whole data science thing. Problem solving as well, so you need a lot the left brain, and a lot of the right brain. Kind of both of them together. I think that having different cultures, and different genders, even different age ranges just, you know, makes you think out of the box. That's just what's happening. Discussing with people, I was discussing with someone in cosmology, and I was like, whoa. That brought up a lot of different ideas in me, so, to me, that's really critical part of what I'm doing every day. >> I like that, that kind of aligns to what one of our guests said earlier, and that is the thought diversity. Wow, I've never >> Yes. thought of thought diversity. But, you bring up a good point about it's not just about having women in the field, it's also having diversity, in terms of generations. One of the things that's, I think, pretty unique about WiDS, is it's not just about reaching young women in their first semester at University, for example. Maria Clavijo said that's the ideal time to really inspire. But, it's also reinvigorating women who've been in academia, or industry in stem subjects for a long time. So, you have, we have multiple generations, and to your point, that diversity is important, it's not just about gender, ethnicity. It's also about the diverse perspectives that come from being >> Exactly. from different generations. >> So, it's funny, 'cause I was giving this talk earlier, and it was, one part of it was about time line. When I was researching, you know how people draw time? Well there's, depending some culture, it goes from left to right, but some other culture it's front to back, back to front, right to left. So, we need to be aware of all of that, and it's so much easier to just have the people to converse with right in your office, or next door, to be aware of those. So, that's very important, especially to big companies, like Microsoft, 'cause of, you know, a lot of customers world wide. So, it's very important to just be immersed in that. >> Definitely. So, you have been published, you've got published research, and over 60 articles in leading venues, and human-computer interaction, and information visualization. But, something we chatted about off camera, was very intriguing about visualization and children. Tell me a little bit more about that. >> So, I happen to have two kids, you know, seven and four. I'm passionate about what I'm doing, and I just couldn't keep it out of their hands, right? So, I was just starting, you know, seeing what does my daughter learn at school, like, what does she learn in kindergarten? In fact, in kindergarten, I remember one day, she brought back candies, and I'm like did you get candies from school? She's like no, because we were doing a bar chart. I was like, what? (laughs) So, I was very intrigued in, you know, what do we teach, what do your kids learn? It was fascinating to see that, you know, from an early age, they learn how to do those visualizations. But, they don't really learn how you can lie with them, or you know, to kind of think critically about that. That, you know, maybe you can start your bar chart at two, and you know, you would have less candy, I guess. But, you could, kind of convey the wrong messages. So, I became passionate about this, and decided we need to just improve our teaching about how we can represent data, and how we can also misrepresent it. In the hope that for the next generation to come, they'll be able to look at a chart, and think critically about it. Whether or not it tells the right story with the right data. Kind of beyond, just picture's worth a thousand words, then I'm not going to think about it. >> Yeah. >> This is kind of my personal effort that I try to move myself forward. (chuckles) >> Well, it's so important about having that passion, and I think that's one of things that seems to be inherent about WiDS. Even, you know, yesterday seeing on the Twitter stream, WiDS New Zealand starting in five minutes, and it's been really focused on being so, kind of inclusive. Just sort of naturally, and one of the things that I learned in some of my prep for the show, is the bias that is still there, in data interpretation. You kind of talked about that, and I never really thought about it in that way. But, if a particular group of people is looking at a data set, and thinking it says this, and no other opinions, perspectives, thoughts are able to be incorporated to go, well, maybe it says this. >> Yeah. >> Then we're limiting ourselves in terms of one, the potential that the data has to, you know, help a business, create a new business model. But also, we're limiting our perspectives on making a massive social impact with data. >> Yeah, what I find very interesting is visualization often people think about it at the end of the spectrum. Like, I've collected my data, I analyze it, and now I need to pretty picture to kind of explain what I found. But, the most powerful use of visualization, I think, comes early on. Where you actually just collected your data, and you look at it before you run any statistical test. I did that not long ago with French air traffic data in the Hollands, I put them in, and I saw the little airplanes moving around. Then, what we saw, is one air planes doing loops like this. I was like, what is this going on, right? It was just a drone, doing like tests, right? But, somehow it got looped in into that data set. So, by looking at your data early on, you can detect what's wrong with the data. So then, when you actually run your statistical test, and your analysis, you better reflect what was that data in the first place, you know, what could go wrong there? So, I think inserting visualization early on is also critical to understand what we can really know, and do, and ask, about the data in the first place. >> So, it's kind of like, watching the story unfold, rather than going, we've done all this analysis here's the picture, the story is this. The story is, your sort of, turning it sort of page by page, it sounds like, and watching it, and interpreting it, as it's unfolding. >> Rethinking what you collected in the first place. Is that the right data you collected to answer the question you wanted to ask? Is it a good match or not? Then, rethink that, you know, collect new data, or the missing one, and then go on with your analysis. So, I think to me, it's really a thinking tool. >> It also sounds like another, we talked about the technical skills that had, obviously that a computer scientist, data scientist needs to have. But, there's other skills. Empathy, communication, collaboration. Sounds like also, there needs to be an ideal kind of skill set, it has to include open mindedness. >> Yes. >> Tell me a little bit about some of your experiences there, and not being married to, the data must say this. So, if it doesn't, I'm not going to look anywhere else. Where is open mindedness, in terms of being a critical skill set that needs to come to the field? >> Yeah, I mean we, that's that is totally a re-critical point. Think already, when you're collecting the data, especially as a scientist, when I run experiment, I kind of know what I want to find. Sometimes, you don't find it. You need to kind of embrace it. But, it's hard to have because sometimes, it's like those unconscious bias you have. Like, you're not really necessarily controlling them, and just the way you collected the data in the first place, maybe just, you know, skewed your result. So, it's very important to kind of think ahead of time of all of those bias you could have, and think about all of what could go wrong. Often, the scientific process is actually that trying to think about all of the stuff that could go wrong, and then check whether or not they're wrong. We're trying to infuse that, a little bit over Microsoft as well, kind of, you know, the data that we collect, can we analyze them, can we have teams of people who really think is that the right data? Are we collecting like, world-wide for example? Are we just collecting from the US? So, there's a lot of those, kind of, ethical, and bias, kind of training, and effort to try and remove that. The maximum from our work, and I think that it's across the entire world. I think, with all of this data collection everywhere, we kind of have to do that, very consciously. >> I think two things kind of speak to me that out of what you just said, that we've heard a number of times today. One, that failure, and I don't mean to say that failure is not a bad thing. That's how you, >> That's how you learn, Exactly, >> and grow. Exactly, in many ways it's not a bad F-word, it's this is how everybody that's successful got to wherever they are. But, it's also about embracing, as you said, the word embracing, embracing the fact that you might be bring bias into this, and you have to be okay with maybe this is the wrong data set. If you consider that a failure, consider it, to your point, a growth opportunity. That is one of the themes that we've heard today, and you've, kind of, elaborated on that. The second one is, be okay getting uncomfortable, get out of that comfort zone. Consciously uncomfortable, because when you're able to do that, the possibilities are limitless. >> Yes, and that's what I try to do everyday, 'cause I try to push all of the software that we're doing, and Microsoft is so big, you know, and all of those software are like so there. (laughs) So trying to come up with new ideas, like so many are failures, you know. Oh they won't make money, or they don't actually work when you, you know, for this population. So, most of my work is failure. (laughs) But hey, one success when you know why, and I'm happy about it. >> Exactly, but it's just charting that course to getting to the ah, this is the pot of gold at the end of the rainbow. Well Nathalie, thank you so much for taking some time to talk with us on theCUBE, and sharing your stories. Congratulations on being a speaker, your first WiDS, and we look forward to seeing you back next year. >> Thank you very much. >> We want to thank you for watching theCUBE. I'm Lisa Martin, live from WiDS 2018 at Stanford University. Stick around, I'll be back with my next guest after a short break. (light electronic music)

>> Announcer: Live from Orlando, Florida, it's theCUBE, covering PentahoWorld 2017. Brought to you by Hitachi Vantara. >> Welcome back to theCUBE's live coverage of PentahoWorld, brought to you, of course, by Hitachi Vantara. I'm your host, Rebecca Knight, along with my co-host, James Kobielus. We have two guests today, we have Michael Becker, a senior chief inspector, and Henry Liebrenz, the police sergeant of the German Federal Police, the Bundespolizei. Welcome, gentlemen. Thanks so much for joining us. So do you want to start out by telling us, telling our viewers a little bit about Bundespolizei and what you do there? >> Okay. The Federal German Police employs about 41,000 people, and as part of Federal German Ministry of Interior, we have, the police is responsible for many demanding and varied tasks, like air control or air safety, rail patrol, water control, crime reduction, and patrol the high seas. And besides an internal task, we do many international missions, police missions all over the world and missions in the European Union for neighboring. And our job, our main job is to development specialty police software. You couldn't buy (foreign words) products, and the development was our own framework based on lamp. >> Classical open source systems plus open source databases plus PHP, it's script language, on the top of it's end. And we built our own absolute framework on this, it's exclusively for us and that's our main job, to build applications on this top. >> And besides our name, our main job we are responsible for the data warehouse and responsible for integration, data integration technologies of the Federal Police. >> So you're both within the IT organization of Bundespolizei, okay. >> Yes, we stay in the IT department that belongs to headquarter. In Germany, or in German police, we have one headquarter, we have 11 district offices, about 80 regional offices, and about 160 local offices. >> All over Germany, is it. >> So when you're thinking about your software challenges, you have a lot of different obstacles: safety, operational, security. What are some of the things that you're taking into account when you're implementing software? >> Um, what we take in account? Not so easy to (speaking in foreign language). >> What is your approach? What are the things on your mind that is keeping you up at night? >> We have two different ways. The main way is to build software. And we have in special case. In turn case we build software that bring is on the point for this case. The other way is we have a way to product data in this cases. That's the other way. What can we do with this data? That's the other case around Pentaho. We want to have more benefit with this kind of data. >> What sort of data driven application development do you do or do you oversee for Bundespolizei? Can you describe some of the applications within their specific functions? >> We have one main application is our time planning tool. So all the shifts on the agencies it's possible to plan. In one case that we build on this platform and it's exclusively for us. We have the situation that other polices in Germany ask us about. Hey, that's very a good solution. Maybe we can take it also for us. But because it's a little bit different for normal situations outside and in other companies. Because we have the situation 24 hours, seven days a week, 365 days a year to bring our services. We have a big many rules about this kind of working. The offices get some more money in the night or it's Saturday and something like this it's not so easy to implement with normal software. So we were at the case what we do. Then okay we do it ourself and that's exactly on point. >> You describe the rules, you're describing the rules that are provided from the European Union or from your government in terms of security, privacy, and so forth. Is that what you're describing? How have this whole total set of rules and policies and mandates shaped your data management strategy within your organization? How does the Pentaho set of solutions support those requirements? >> I think with Pentaho I told it yesterday also it was for us definitely the game changer. It's definitely true. Before we don't have the chance to build something like this only was two us. But now we have the big Swiss knife. We get entrance with especially with the Ketel, solution, PDI. >> With Ketel everything is possible. >> It's not possible to build your own. >> That was the entrance to build a strategy about it. Then at this point we had the solution to let the data flow wherever you want. Then we start okay, when can we have data every time at every point. So what can we do with it? What is the benefit for us? We start to come in discussion with our other departments inside what is your problem? What can we do to help you to get more benefit about it? >> How much sharing goes on between departments? >> Henry: The sharing? >> Yes, in terms of as you said, how can I help you? Oh, we are doing something over here. >> I think it's a classic job like other. (speaking in foreign language) We do it inside so we go to the other departments and have this part of discussion. We try to bring it in the right way. >> What degree of this sharing is intergovernmental? Meaning you are reaching out to your peer agencies within the European Union maybe through Interpol to other nations? Is any of that going on and is Pentaho playing a role in terms of helping you in that regard? (speaking in foreign language) >> How we have to say? >> If you don't want to say or can't say. >> Actually I think in German or in European it's not so big. I don't know why, I can't believe it. But it's also to take advantage at Pentaho that you can start at any time. You can start as a community. We work also before, two years with the (voice is muffled). And started this year with enterprise and we have only one day for integration from the community server of the new enterprise server. No problems. I think that is a great benefit. You can almost start with a small problem or data integration. >> In the past the other big companies maybe they had a little bit earlier start. Pentaho, the goal to come along the other players. I think in Europe, especially in Germany at the moment can be good. >> In Germany we have a situation over Pentaho user meeting or Pentaho community meetings but also other agencies come and ask why Pentaho and how did you do it? >> Is there an ongoing program of working with other federal agencies in Germany to share the best practices you've learned from using data at least to manage your agency's requirements? What could they learn from what you've done? >> The progress is starting now so the other come to us. We meet together and they want to take a look directly on our screens and want to see some cases. We play for them live and it's a very interesting situation. When they see eh, you have the same problems as I. It's interesting. >> And very important is also that we learned and we have learned from Pentaho that everything is possible. You need much less time for everything or for every kind of problem. We are very fast. Before we used to have another (foreign word), it's called Excel. It's crazy, it's good for statistics but we have no data quality. >> It's not possible to work with big data. (voice is muffled) >> Our data are actual, daily actual. Before we wait for one month or two months. >> Before we had exactly one day per month. At this day the data was correct only one day. And other other days we had to collect the data for the next month. >> It's a whole new world with Pentaho. Henry and Michael, thank you so much for coming on theCube. It was great having you on here. >> Thank you very much. >> We will have more from theCube's live coverage of PentahoWorld just after this. (upbeat digital music)

>>Hey everybody. Welcome back. Good afternoon. Lisa Martin here with John Feer live in Detroit, Michigan. We are at Coon Cloud Native Con 2020s North America. John Thank is who. This is nearing the end of our second day of coverage and one of the things that has been breaking all day on this show is news. News. We have more news to >>Break next. Yeah, this next segment is a company we've been following. They got some news we're gonna get into. Managing Kubernetes life cycle has been a huge challenge when you've got large organizations, whether you're spinning up and scaling scale is the big story. Kubernetes is the center of the conversation. This next segment's gonna be great. It >>Is. We've got two guests from Specter Cloud here. Please welcome. It's CEO Chenery Fu and co-founder and it's c g a co-founder Sta Mallek. Guys, great to have you on the program. Thank >>You for having us. My pleasure. >>So Timary, what's going on? What's the big news? >>Yeah, so we just announced our Palace three this morning. So we add a bunch, a new functionality. So first of all we have a Nest cluster. So enable enterprise to easily provide Kubernete service even on top of their existing clusters. And secondly, we also support seamlessly migration for their existing cluster. We enable them to be able to migrate their cluster into our CNC for upstream Kubernete distro called Pallet extended Kubernetes, GX K without any downtime. And lastly, we also add a lot of focus on developer experience. Those additional capability enable developer to easily onboard and and deploy the application for. They have test and troubleshooting without, they have to have a steep Kubernetes lending curve. >>So big breaking news this morning, pallet 3.0. So you got the, you got the product. This is a big theme here. Developer productivity, ease of use is the top story here. As developers are gonna increase their code velocity cuz they're under a lot of pressure. This infrastructure's getting smarter. This is a big part of managing it. So the toil is now moving to the ops. Steves are now dev teams. Security, you gotta enable faster deployment of apps and code. This is what you guys solve while you getting this right. Is that, take us through that specific value proposition. What's the, what are the key things on in this news release? Yeah, >>You're exactly right. Right. So we basically provide our solution to platform engineering ship so that they can use our platform to enable Kubernetes service to serve their developers and their application ship. And then in the meantime, the developers will be able to easily use Kubernetes or without, They have to learn a lot of what Kubernetes specific things like. So maybe you can get in some >>Detail. Yeah. And absolutely the detail about it is there's a big separation between what operations team does and the development teams that are using the actual capabilities. The development teams don't necessarily to know the internals of Kubernetes. There's so much complexity when it comes, comes into it. How do I do things like deployment pause manifests just too much. So what our platform does, it makes it really simple for them to say, I have a containerized application, I wanna be able to model it. It's a really simple profile and from there, being able to say, I have a database service. I wanna attach to it. I have a specific service. Go run it behind the scenes. Does it run inside of a Nest cluster? Which we'll talk into a little bit. Does it run into a host cluster? Those are happen transparently for >>The developer. You know what I love about this? What you guys are doing in the news, it really points out what I love about DevOps. Because cloud, let's face a cloud early adopters, we're all the hardcore cloud folks as it goes mainstream. With Kubernetes, you start to see like words like platform engineering. I mean I love that term. That means as a platform, it's been around for a while. For people who are building their own stuff, that means it's gonna scale and enable people to enable value, build on top of it, move faster. This platform engineering is becoming now standard in enterprises. It wasn't like that before. What's your eyes reactions that, How do you see that evolving faster? Or do you believe that or what's your take on >>It? Yeah, so I think it's starting from the DevOps op team, right? That every application team, they all try to deploy and manage their application under their own ING infrastructure. But very soon all these each application team, they start realize they have to repeatedly do the same thing. So these will need to have a platform engineering team to basically bring some of common practice to >>That. >>And some people call them SREs like and that's really platform >>Engineering. It is, it is. I mean, you think about like Esther ability to deploy your applications at scale and monitoring and observability. I think what platform engineering does is codify all those best practices. Everything when it comes about how you monitor the actual applications. How do you do c i CD your backups? Instead of not having every single individual development team figuring how to do it themselves. Platform engineer is saying, why don't we actually build policy that we can provide as a service to different development teams so that they can operate their own applications at scale. >>So launching Pellet 3.0 today, you also had a launch in September, so just a few weeks ago. Talk about what these two announcements mean from Specter Cloud's perspective in terms of proof points, what you're delivering to the end users and the value that they're getting from that. >>Yeah, so our goal is really to help enterprise to deploy and around Kubernetes anywhere, right? Whether it's in cloud data center or even at Edge locations. So in September we also announce our HV two capabilities, which enable very easy deployment of Edge Kubernetes, right at at at any any location, like a retail stores restaurant, so on and so forth. So as you know, at Edge location, there's no cloud endpoint there. It's not easy to directly deploy and manage Kubernetes. And also at Edge location there's not, it's not as secure as as cloud or data center environment. So how to make the end to end system more secure, right? That it's temper proof, that is also very, very important. >>Right. Great, great take there. Thanks for explaining that. I gotta ask cuz I'm curious, what's the secret sauce? Is it nested clusters? What's, what's the core under the hood here on 3.0 that people should know about it's news? It's what's, what's the, what's that post important >>To? To be honest, it's about enabling developer velocity. Now how do you enable developer velocity? It's gonna be able for them to think about deploying applications without worrying about Kubernetes being able to build this application profiles. This NEA cluster that we're talking about enables them, they get access to it in complete cluster within seconds. They're essentially having access to be able to add any operations, any capabilities without having the ability to provision a cluster on inside of infrastructure. Whether it's Amazon, Google, or OnPrem. >>So, and you get the dev engine too, right? That that, that's a self-service provisioning in for environments. Is that, Yeah, >>So the dev engine itself are the capabilities that we offer to developers so that they can build these application profiles. What the application profiles, again they define aspects about, my application is gonna be a container, it's gonna be a database service, it's gonna be a helm chart. They define that entire structure inside of it. From there they can choose to say, I wanna deploy this. The target environment, whether it becomes an actual host cluster or a cluster itself is irrelevant to them. For them it's complete transparent. >>So transparency, enabling developer velocity. What's been some of the feedback so far? >>Oh, all developer love that. And also same for all >>The ops team. If it's easy and goods faster and the steps >>Win-win team. Yeah, Ops team, they need a consistency. They need a governance, they need visibility, but in the meantime, developers, they need the flexibility then theys or without a steep learning curve. So this really, >>So So I hear a lot of people say, I got a lot of sprawl, cluster sprawl. Yeah, let's get outta hand does, let's solve that. How do you guys solve that problem? Yeah, >>So the Neste cluster is a profit answer for that. So before you nest cluster, for a lot of enterprise to serving developers, they have to either create a very large TED cluster and then isolated by namespace, which not ideal for a lot of situation because name stay namespace is not a hard isolation and also a lot of global resource like CID and operator does not work in space. But the other way is you give each developer a separate, a separate ADE cluster, but that very quickly become too costly. Cause not every developer is working for four, seven, and half of the time your, your cluster is is a sit there idol and that costs a lot of money. So you cluster, you'll be able to basically do all these inside the your wholesale cluster, bring the >>Efficiency there. That is huge. Yeah. Saves a lot of time. Reduces the steps it takes. So I take, take a minute, my last question to you to explain what's in it for the developer, if they work with Spec Cloud, what is your value? What's the pitch? Not the sales pitch, but like what's the value pitch that >>You give them? Yeah, yeah. And the value for us is again, develop their number of different services and teams people are using today are so many, there are so many different languages or so many different libraries there so many different capabilities. It's too hard for developers to have to understand not only the internal development tools, but also the Kubernetes, the containers of technologies. There's too much for it. Our value prop is making it really easy for them to get access to all these different integrations and tooling without having to learn it. Right? And then being able to very easily say, I wanna deploy this into a cluster. Again, whether it's a Nest cluster or a host cluster. But the next layer on top of that is how do we also share those abilities with other teams. If I build my application profile, I'm developing an application, I should be able to share it with my team members. But Henry saying, Hey Tanner, why don't you also take a look at my app profile and let's build and collaborate together on that. So it's about collaboration and be able to move >>Really fast. I mean, more develops gotta be more productive. That's number one. Number one hit here. Great job. >>Exactly. Last question before we run out Time. Is this ga now? Can folks get their hands on it where >>Yes. Yeah. It is GA and available both as a, as a SaaS and also the store. >>Awesome guys, thank you so much for joining us. Congratulations on the announcement and the momentum that Specter Cloud is empowering itself with. We appreciate your insights on your time. >>Thank you. Thank you so much. Right, pleasure. >>Thanks for having us. For our guest and John Furrier, Lisa Martin here live in Michigan at Co con Cloud native PON 22. Our next guests join us in just a minute. So stick around.

>>The Cube presents UI Path Forward five. Brought to you by UI Path. >>We're back the cube's coverage of UI path forward. Five. And we're live. Dave Velante with Dave Nicholson. AJ Gupta is here. He's the Chief Digital Transformation Officer at the Motor Vehicles of California dmv. Welcome Jay. Good to see you. >>Thank you. >>Good to see you. Wow, you, you have an interesting job. I would just say, you know, I've been to going to conferences for a long time. I remember early last decade, Frank Sluman put up a slide. People ho hanging out, waiting outside the California dmv. You were the butt of many jokes, but we have a happy customer here, so we're gonna get it to your taste >>Of it. Yeah, very happy >>Customer, obviously transform the organization. I think it's pretty clear from our conversations that that automation has played a role in that. But first of all, tell us about yourself, your role and what's going on at the dmv. >>Sure. Myself, a j Gupta, I am the Chief Digital Transformation Officer at the dmv. Somewhat of i, one would say a made up title, but Governor's office asked me, Okay, we need help. And that's what >>Your title though? >>Yeah, yeah. So I'm like, well we are doing business and technology transformation. So that's, that's what I've been doing for the last three years at the dmv. Before that I was in private sector for 25 years, decided first time to give back cuz I was mostly doing public sector consulting. So here I am. >>Okay. So you knew the industry and that's cool that you wanted to give back because I mean obviously you just, in talking off camera, you're smart, you're very cogent and you know, a lot of times people in the private sector, they don't want to go work in the, in the public sector unless they're, unless they're power crazy, you know? Anyway, so speaking with David Nicholson, the experience has gone from really crappy to really great. I mean, take >>It from here. Yeah. Well, am I gonna be, I'm, because I'm from California, I was just, I was just, you know, we >>Got a dual case study >>Eloquently about, about the, the, the change that's happened just in, just in terms of simple things like a registration renewal. It used to be go online and pray and weed through things and now it's very simple, very, very fast. Tell us more about, about some of the things that you've done in the area of automation that have increased the percentage of things that could be done online without visiting a field office. Just as an >>Example. Yeah, what's the story? >>Yeah, so first of all, thank you for saying nice things about dmv, you as a customer. It means a lot because we have been very deliberately working towards solving all customer po pain points, whether it's in person experiences, online call centers, kiosks, so all across the channels. So we started our journey, myself and director Steve Gordon about three years ago, almost at the same time with the goal of making Department of Mo no motor vehicles in California as the best retail experience in the nation across industries. So that's our goal, right? Not there yet, but we are working towards it. So for, for our in person channels, which is what you may be familiar with, first of all, we wanna make sure brick and click and call all the customer journeys can be done across the channels. You can decide to start journey at one place, finish at another place. >>All that is very deliberate. We are also trying to make sure you don't have to come to field office at all. We would welcome you to come, we love you, but we don't want you to be there. You have better things to do for the economy. We want you to do that instead of showing up in the field office, being in the weight line. So that's number one. Creating more digital channels has been the key. We have created virtual field office. That's something that you would become familiar with if you are not as a DMV customer. During Covid, the goal was we provide almost all the services. We connect our technicians to the customer who are in need of a live conversation or a email or a text or a, or a SMS conversation or chat conversation in multiple languages or a video call, right? >>So we were able to accomplish that while Covid was going on, while the riots were going on. Those of your, you know about that, we, our offices were shut down. We created this channel, which we are continuing because it's a great disaster recovery business continuity channel, but also it can help keep people away from field office during peak hours. So that's been very deliberate. We have also added additional online services using bots. So we have created these web and process bots that actually let you do the intake, right? You, we could set up a new service in less than four weeks, a brand new service online. We have set up a brand new IVR service on call centers in less than a month for our seniors who didn't want to come to the field office and they were required certain pieces of information and we were able to provide that for our customers by creating this channel in less than less than four. >>And the pandemic was an accelerant to this was, was it the catalyst really? And then you guys compressed it? Or were, had you already started on the >>Well, we were >>Ready. I mean you, but you came on right? Just about just before the pandemic. >>Yeah. Yeah. So I came on in 2019, pandemic started in 2020 early. So we got lucky a little bit because we had a head start at, I was already working with u UI paths and we had come up with design patterns that we gonna take this journey for all DMV channels with using UiPath. So it was about timing that when it happened, it accelerated the need and it accelerated the actual work. I was thinking, I'll have a one year plan. I executed all of the one year plan items in less than two months out of necessity. So it accelerated definitely the execution of my plan. >>So when you talk about the chat channel, is that bots, is that humans or a combination? Yeah, >>It's a, it's a combination of it. I would say more AI than bots. Bots to the service fulfillment. So there is the user interaction where you have, you're saying something, the, the chat answers those questions, but then if you want something, hey, I want my, my registration renewed, right? It would take you to the right channel. And this is something we do today on our IVR channel. If you call in the DMV number in California, you'll see that your registration renewal is all automatic. You also have a AI listening to it. But also when you are saying, Yep, I wanna do it, then bot triggers certain aspects of the service fulfillment because our legacy is still sitting about 60 years old and we are able to still provide this modern facade for our customers with no gap and as quickly as possible within a month's time. How >>Many DMVs are in the state? >>Okay, so we have 230 different field locations out of which 180 are available for general public services. >>Okay. So and then you're, you're creating a digital overlay that's right >>To all of >>That, right? >>Yeah, it's digital and virtual overlay, right? Digital is fully self-service. Bots can do all your processing automation, can do all the processing. AI can do all the processing, but then you have virtual channels where you have customer interacting with the technicians or technicians virtually. But once a technician is done solving the problem, they click a button and bot does rest of the work for the technician. So that's where we are able to get some back office efficiency and transaction reduction. >>When was the last time you walked into a bank? >>Oh man. >>I mean, is that where we're going here where you just don't have to >>Go into the branch and that is the goal. In fact, we already have a starting point. I mean, just like you have ATM machines, we have kiosks already that do some of this automation work for us today. The goal is to not have to have to, unless you really want to, We actually set up these personas. One of them was high touch Henry. He likes to go to the field office and talk to people. We are there for them. But for the millennials, for the people who are like, I don't have time. I wanna like quickly finish this work off hours 24 by seven, which is where bots come in. They do not have weekends, HR complaint, they don't have overtime. They're able to solve these problems for me, 24 >>By seven. And what's the scope of your, like how many automations, how many bots? Can you give us a sense? >>Sure. So right now we are sitting at 36 different use cases. We have collected six point of eight point, well, we have saved 8.8 million just using the bots overall savings. If you were to look at virtual field office, which bots are part of, we have collected 388 million so far in that particular channel bots. I've also saved paper. I've saved a million sheets of paper through the bot, which I'm trying to remember how many trees it equates to, but it's a whole lot of trees that I've saved. And >>How many bots are we talking about? >>So it's 36 different use cases. So 36 >>Bots? >>Well, no, there's more bots I wanna say. So we are running at 85% efficiency, 50 bots. Oh wow. Yeah. >>Wow. Okay. So you, you asked the question about, you know, when was the last time someone was in a bank? The last time I was in a bank it was to deposit, you know, more than $10,000 in cash because of a cash transaction. Someone bought a car from me. It was more of a nuisance. I felt like I was being treated like a criminal. I was very clear what I was doing. I had just paid off a loan with that bank and I was giving them the cash for that transaction as opposed to the DMV transaction transferring title. That was easy. The DMV part was easier than the bank. And you're trying to make it even easier and it shouldn't, it shouldn't be that way. Yes. Right. But, but I, I have a, I have a question for you on, on that bot implementation. Can you give us, you've sort of give it us examples of how they interact. Yeah. But as your kind of prototypical California driver's license holder, how has that improved a specific transaction that I would be involved with? Can >>You, so well you as a Californian and you as a taxpayer, you as a Californian getting services and you as a taxpayer getting the most out of the money Okay. That the DMV spending on providing services, Right. Both are benefits to you. Sure. So bots have benefited in both of those areas. If you were used to the DMV three years ago, there was a whole lot of paper involved. You gotta fill this form out, you gotta fill this other form out and you gotta go to dmv. Oh by the way, your form, you didn't bring this thing with you. Your form has issues. We are calculated that about 30% of paper workloads are wasted because they just have bad data, right? There is no control. There's nobody telling you, hey, do this. Right. Even dates could be wrong, names could be wrong fields, maybe incomplete and such. >>So we were able to automate a whole lot of that by creating self-service channels, which are accelerated by bot. So we have these web acceleration platforms that collect the data, bots do the validation, they also verify the information, give you real time feedback or near real time feedback that hey, this is what you need to change. This is when you need to verify. So all the business rules are in the bot. And then once you're done, it'll commit the information to our legacy systems, which wouldn't have been possible unless a technician was punching it in manually. So there is a third cohort of Californians, which is our employees. We have 10,000 of those. They, I don't want them to get carpal tunnel. I want them to make sure they're spending more time thinking and helping our customers, looking at the customers rather than typing things. And that's what we are able to accomplish with the bots where you press that one button, which will have required maybe 50 more keystrokes and that's gone. And now you're saving time, you're also saving the effort and the attention loss of serving the best. >>Jay, what does it take to get a new process on board? So I'm thinking about real id, I just went through that in Massachusetts. I took, it was gonna be months to get to the dmv. So I ended up going through a aaa, had to get all these documents, I uploaded all the documents. Of course when I showed up, none were there. Thankfully I had backup copies. But it was really a pleasant experience. Are you, describe what you're doing with real ID and what role bots play? >>Yeah, sure. So with real id, what we are doing today and what I, what we'll be doing in the future, so I can talk about both. What we are doing today is that we are aligning most of the work to be done upfront by the customer. Because real ID is a complex transaction. You've gotta have four different pieces of documentation. You need to provide your information, it needs to match our records. And then you show up to the field office. And by the way, oh man, I did not upload this information. We are getting about 15 to 17% returns customers. And that's a whole lot of time. Every single mile our customer travels to the DMV office, which averages to about 13 miles. In my calculation for average customer, it's a dollar spent in carbon footprint in the time lost in the technician time trying to triage out some other things. So you're talking $26 per visit to the economy. >>Yeah. An amazing frustration, Yes. >>That has to come back and, and our customer satisfaction scores, which we really like to track, goes down right away. So in general, for real, id, what we have been, what we have done is created bunch of self-service channels, which are accelerated by workflow engines, by AI and by bots to collect the documentation, verify the documentation against external systems because we actually connect with Department of Homeland Security verify, you know, what's your passport about? We look at your picture and we verify that yep, it is truly a passport and yours and not your wives. Right? Or not a picture of a dog. And it's actually truly you, right? I mean, people do all kind of fun stuff by mistake or intentionally. So we wanna make sure we save time for our customer, we save time for our, for our employees, and we have zero returns required when employees, where customer shows up, which by the way is requirement right now. But the Department of Homeland Security is in a rule making process. And we are hopeful, very hopeful at this point in time that we'll be able to take the entire experience and get it done from home. And that'll give us a whole lot more efficiency, as you can imagine. And bots are at the tail end of it, committing all the data and transactions into our systems faster and with more accuracy. >>That's a great story. I mean, really congratulations and, and I guess I'll leave it. Last question is, where do you want to take this? What's the, what's your roadmap look like? What's your runway look like? Is it, is there endless opportunities to automate at the state or do you see a sort of light at the end of the tunnel? >>Sure. So there is a thing I shared in the previous session that I was in, which is be modern while we modernize. So that's been the goal with the bot. They are integral part of my transition architecture as I modernize the entire dmv, bring them from 90 60, bringing us from 1960 to 2022 or even 2025 and do it now, right? So bots are able to get me to a place where customers expectations are managed. They are getting their online, they're getting their mobile experience, they are avoiding making field off his trips and avoiding any kind of paper based processing right? For our employees and customers as well. So bots are serving that need today as part of the transition strategy going from 1960 to 2022 in the future. They're continue gonna continue to service. I think it's one thing that was talked about by the previous sessions today that we, they, they're looking at empowering the employees to do their own work back office work also in a full automation way and self-power them to automate their own processes. So that's one of the strategies we're gonna look for. But also we'll continue to have a strategy where we need to remain nimble with upcoming needs and have a faster go to market market plan using the bot. >>Outstanding. Well thanks so much for sharing your, your story and, and thanks for helping Dave. >>Real life testimony. I never, never thought I'd be coming on to praise the California dmv. Here I am and it's legit. Yeah, >>Well done. Can I, can I make an introduction to our Massachusetts colleagues? >>Good to, well actually we have, we have been working with state of New York, Massachusetts, Nevara, Arizona. So goal is to share but also learn from >>That. Help us out, help us out. >>But nice to be here, >>Great >>To have you and looking for feedback next time you was at dmv. >>All right. Oh, absolutely. Yeah. Get that, fill out that NPS score. All right. Thank you for watching. This is Dave Valante for Dave Nicholson. Forward five UI customer conference from the Venetian in Las Vegas. We'll be right back.

(upbeat music) >> Hello everyone, and welcome to Fal.Con 2022, CrowdStrike's big user conference. You're watching the Cube. My name is Dave Vallante. I'm here with my co-host David Nicholson. CrowdStrike is a company that was founded over 10 years ago. This is about 11 years, almost to the day. They're 2 billion company in revenue terms. They're growing at about 60% a year. They've got a path they've committed to wall street. They've got a path to $5 billion by mid decade. They got a $40 billion market cap. They're free, free cash flow positive and trying to build essentially a generational company with a very growing Tam and a modern platform. CrowdStrike has the fundamental belief that the unstoppable breach is a myth. David Nicholson, even though CSOs don't believe that, CrowdStrike is on a mission. Right? >> I didn't hear the phrase. Zero trust mentioned in the keynote >> Right. >> What was mentioned was this idea that CrowdStrike isn't simply a tool, it's a platform. And obviously it takes a platform to get to 5 billion. >> Yeah. So let's talk about the keynote. George Kurtz, the CEO came on. I thought the keynote was, was measured, but very substantive. It was not a lot of hype in there. Most security conferences, the two exceptions are this one and Reinforce, Amazon's big security conference. Steven Schmidt. The first time I was at a Reinforce said "All this narrative about security is such a bad industry" and "We're not doing a great job." And "It's so scary." That doesn't help the industry. George Kurtz sort of took a similar message. And you know what, Dave? When I think of security outside the context of IT I think of like security guards >> Right. >> Like protecting the billionaires. Right? That's a powerful, you know, positive thing. It's not really a defensive movement even though it is defensive but so that was kind of his posture there. But he talked about essentially what I call, not his words permanent changes in the, in the in the cyber defense industry, subsequent to the pandemic. Again, he didn't specifically mention the pandemic but he alluded to, you know, this new world that we live in. Fal.Con is a hundred sessions, eight tracks. And really his contention is we're in the early innings. These guys got 20,000 customers. And I think they got the potential to have hundreds of thousands. >> Yeah. Yeah. So, if I'm working with a security company I want them to be measured. I'm not looking for hype. I don't want those. I don't want those guards to be in disco shirts. I want them in black suits. So, you know, so the, the, the point about measured is is I think a positive one. I was struck by the competence of the people who were on stage today. I have seen very very large companies become kind of bureaucratic. And sometimes you don't get the best of the best up on stage. And we saw a lot of impressive folks. >> Yeah. Michael Santonis get up, but before we get to him. So, a couple points that Kurtz made he said, "digital transformation is needed to bring modern architectures to IT. And that brings modern security." And he laid out that whole sort of old way, new way very Andy Jassy-like old guard, new guard. He didn't hit on it that hard but he basically said "security is all about mitigating risk." And he mentioned that the the CSO I say CSO, he says CSO or CSO has a seat at the board. Now, many CSOs are board level participants. And then he went into the sort of four pillars of, of workload, and the areas that they focus on. So workload to them is end point, identity, and then data. They don't touch network security. That's where they partner with the likes of Cisco, >> Right. >> And Palo Alto networks. But then they went deep into identity threat protection, data, which is their observability platform from an acquisition called Humio. And then they went big time into XDR. We're going to talk about all this stuff. He said, "data is the new digital currency." Talked a lot about how they're now renaming, Humio, Log Scale. That's their Splunk killer. We're going to talk about that all week. And he talked a little bit about the single agent architecture. That is kind of the linchpin of CrowdStrike's architecture. And then Michael Santonis, the CTO came on and did a deep dive into each of those, and really went deep into XDR extended, right? Detection and response. XDR building on EDR. >> Yeah. I think the subject of XDR is something we'll be, we'll be touching on a lot. I think in the next two days. I thought the extension into observability was very, very interesting. When you look at performance metrics, where things are gathering those things in and being able to use a single agent to do so. That speaks to this idea that they are a platform and not just a tool. It's easy to say that you aspire to be a platform. I think that's a proof point. On the subject, by the way of their fundamental architecture. Over the years, there have been times when saying that your infrastructure requires an agent that would've been a deal killer. People say "No agents!" They've stuck to their guns because they know that the best way to deliver what they deliver is to have an agent in the environment. And it has proven to be the right strategy. >> Well, this is one of the things I want to explore with the technical architects that come on here today is, how do you build a lightweight agent that can do everything that you say it's going to do? Because they started out at endpoint, and then they've extended it to all these other modules, you know, identity. They're now into observability. They've got this data platform. They just announced that acquisition of another company they bought Preempt, which is their identity. They announced Responsify, responsify? Reposify, which is sort of extends the observability and gives them visualization or visibility. And I'm like, how do you take? How do you keep an agent lightweight? That's one of the things I want to better understand. And then the other is, as you get into XDR I thought Michael Santonis was pretty interesting. He had black hat last month. He did a little video, you know. >> That was great >> Man in the street, what's XDR what's XDR what's XDR. I thought the best response was, somebody said "a holistic approach to end point security." And so it's really an evolution of, of EDR. So we're going to talk about that. But, how do you keep an agent lightweight and still support all these other capabilities? That's something I really want to dig into, you know, without getting bloated. >> Yeah, Yeah. I think it's all about the TLAs, Dave. It's about the S, it's about SDKs and APIs and having an ecosystem of partners that will look at the lightweight agent and then develop around it. Again, going back to the idea of platform, it's critical. If you're trying to do it all on your own, you get bloat. If you try to be all things to all people with your agent, if you try to reverse engineer every capability that's out there, it doesn't work. >> Well that's one of the things that, again I want to explore because CrowdStrike is trying to be a generational company. In the Breaking Analysis that we published this week. One of the things I said, "In order to be a generational company you have to have a strong ecosystem." Now the ecosystem here is respectable, you know, but it's obviously not AWS class. You know, I think Snowflake is a really good example, ServiceNow. This feels to me like ServiceNow circa 2013. >> Yeah. >> And we've seen how ServiceNow has evolved. You know, Okta, bought Off Zero to give them the developer angle. We heard a little bit about a developer platform today. I want to dig into that some more. And we heard a lot about everybody hates their DLP. I want to get rid of my DLP, data loss prevention. And so, and the same thing with the SIM. One of the ETR round table, Eric Bradley, our colleague at a round table said "If it weren't for the compliance requirements, I would replace my SIM with XDR." And so that's again, another interesting topic. CrowdStrike, cloud native, lightweight agent, you know, some really interesting tuck in acquisitions. Great go-to-market, you know, not super hype just product that works and gets stuff done, you know, seems to have a really good, bright future. >> Yeah, no, I would agree. Definitely. No hype necessary. Just constant execution moving forward. It's clearly something that will be increasingly in demand. Another subject that came up that I thought was interesting, in the keynote, was this idea of security for elections, extending into the realm of misinformation and disinformation which are both very very loaded terms. It'll be very interesting to see how security works its way into that realm in the future. >> Yeah, yeah, >> Yeah. >> Yeah, his guy, Kevin Mandia, who is the CEO of Mandiant, which just got acquired. Google just closed the deal for $5.4 billion. I thought that was kind of light, by the way, I thought Mandiant was worth more than that. Still a good number, but, and Kevin, you know was the founder and, >> Great guy. >> they were self-funded. >> Yeah, yeah impressive. >> So. But I thought he was really impressive. He talked about election security in terms of hardening you know, the election infrastructure, but then, boom he went right to what I see as the biggest issue, disinformation. And so I'm sitting there asking myself, okay how do you deal with that? And what he talked about was mapping network effects and monitoring network effects, >> Right. >> to see who's pumping the disinformation and building career streams to really monitor those network effects, positive, you know, factual or non-factual network or information. Because a lot of times, you know, networks will pump factual information to build credibility. Right? >> Right. >> And get street cred, earn that trust. You know, you talk about zero trust. And then pump disinformation into the network. So they've now got a track. We'll get, we have Kevin Mandia on later with Sean Henry who's the CSO yeah, the the CSO or C S O, chief security officer of CrowdStrike >> more TLA. Well, so, you can think of it as almost the modern equivalent of the political ad where the candidate at the end says I support this ad or I stand behind whatever's in this ad. Forget about trying to define what is dis or misinformation. What is opinion versus fact. Let's have a standard for finding, for exposing where the information is coming from. So if you could see, if you're reading something and there is something that is easily de-code able that says this information is coming from a troll farm of a thousand bots and you can sort of examine the underlying ethos behind where this information is coming from. And you can take that into consideration. Personally, I'm not a believer in trying to filter stuff out. Put the garbage out there, just make sure people know where the garbage is coming from so they can make decisions about it. >> So I got a thought on that because, Kevin Mandia touched on it. Again, I want to ask about this. He said, so this whole idea of these, you know detecting the bots and monitoring the networks. Then he said, you can I think he said something that's to the effect of. "You can go on the offensive." And I'm thinking, okay, what does that mean? So for instance, you see it all the time. Anytime I see some kind of fact put out there, I got to start reading the comments and like cause I like to see both sides, you know. I'm right down the middle. And you'll go down and like 40 comments down, you're like, oh this is, this is fake. This video was edited, >> Right. >> Da, da, da, da, and then a bunch of other people. But then the bots take over and that gets buried. So, maybe going on the offensive is to your point. Go ahead and put it out there. But then the bots, the positive bots say, okay, by the way, this is fake news. This is an edited video FYI. And this is who put it out and here's the bot graph or something like that. And then you attack the bots with more bots and then now everybody can sort of of see it, you know? And it's not like you don't have to, you know email your friend and saying, "Hey dude, this is fake news." >> Right, right. >> You know, Do some research. >> Yeah. >> Put the research out there in volume is what you're saying. >> Yeah. So, it's an, it's just I thought it was an interesting segue into another area of security under the heading of election security. That is fraught with a lot of danger if done wrong, if done incorrectly, you know, you you get into the realm of opinion making. And we should be free to see information, but we also should have access to information about where the information is coming from. >> The other narrative that you hear. So, everything's down today again and I haven't checked lately, but security generally, we wrote about this in our Breaking Analysis. Security, somewhat, has held up in the stock market better than the broad tech market. Why? And the premise is, George Kurt said this on the last conference call, earnings call, that "security is non-discretionary." At the same time he did say that sales cycles are getting a little longer, but we see this as a positive for CrowdStrike. Because CrowdStrike, their mission, or one of their missions is to consolidate all these point tools. We've talked many, many times in the Cube, and in Breaking Analysis and on Silicon Angle, and on Wikibon, how the the security business use too many point tools. You know this as a former CTO. And, now you've got all these stove pipes, the number one challenge the CSOs face is lack of talent. CrowdStrike's premise is they can consolidate that with the Fal.Con platform, and have a single point of control. "Single pane of glass" to use that bromide. So, the question is, is security really non-discretionary? My answer to that is yes and no. It is to a sense, because security is the number one priority. You can't be lax on security. But at the same time the CSO doesn't have an open checkbook, >> Right. >> He or she can't just say, okay, I need this. I need that. I need this. There's other competing initiatives that have to be taken in balance. And so, we've seen in the ETR spending data, you know. By the way, everything's up relative to where it was, pre you know, right at the pandemic, right when, pandemic year everything was flat to down. Everything's up, really up last year, I don't know 8 to 10%. It was expected to be up 8% this year, let's call it 6 to 7% in 21. We were calling for 7 to 8% this year. It's back down to like, you know, 4 or 5% now. It's still healthy, but it's softer. People are being more circumspect. People aren't sure about what the fed's going to do next. Interest rates, you know, loom large. A lot of uncertainty out here. So, in that sense, I would say security is not non-discretionary. Sorry for the double negative. What's your take? >> I think it's less discretionary. >> Okay. >> Food, water, air. Non-discretionary. (David laughing) And then you move away in sort of gradations from that point. I would say that yeah, it is, it falls into the category of less-discretionary. >> Alright. >> Which is a good place to be. >> Dave Nicholson and David Vallante here. Two days of wall to wall coverage of Fal.Con 2022, CrowdStrike's big user conference. We got some great guests. Keep it right there, we'll be right back, right after this short break. (upbeat music)